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Sara Baez Yupanqui
Shomara Lpez Pezo
Marizol Vargas Pillco

The technical definition of an

organization

The technical
definition for
an
organization
defines an
organization
as a
structure
social stable,
formal that

The technical definition of an organization

focuses on three elements

CAPITAL AND
LABOR

PRODUCTION

PRODUCTS FOR
CONSUMPTION

The technical definition also implies that

organizations are more stable than an
informal group, are formal legal entities,
and are social structures.

BEHAVIORAL
DEFINITION OF THE
ORGANIZATION
The
s
priv et of rig
il
h
resp eges, du ts,
o
even nsibilit ties and
i
bala tually re es that
n
a
and ce thro ch a de
u
l
its s
olut gh con icate
ion.
flict

Organizations

According to this behavioral perspective of the

company, people who work in organizations
develop standard ways of working.

They adhere to existing relationships and

reach agreements with their subordinates
and superiors on how to how work is done,
how much and under what conditions.

Company

relationships

Top 10 features of an organization

Share
objectives
effectively
An
organization
shares their business
goals with employees
at all levels

Teamwork
To achieve common goals
To achieve corporate objectives.

HIGH EMPLOYEE MORALE

They value their positions in
organizations and wish to work there
for long. Productivity is high and the
events of the organizations enjoy and
are successful.

OFFER TRAINING
OPPORTUNITIES
The companies provide job training
and opportunities for employees to
improve thier job skills

Leadership
Good leadership is one of the main
characteristics of an organization
because help to work in team.

Manage underperformance
Companies confront poor performance
rather than ignoring it. Organizations take
corrective actions to improve it. The
companies even bring specialists to detect
problems and offer solutions.

Understanding risks
Organizations understand the risks they face and take steps to
protect themselves. When an event occurs due to organizational
risks, an organization learns from it.

Opportunities and adapt to changes

Organizations know how to recognize and take
advantage of good opportunities and are always
looking for growth opportunities. They also know
how to adapt to technological and operational
changes.

Clearly defined structure

The companies have a
sense of order and
structure of the
organization. Employees do
not care to submit to that
order because they
understand and see the
benefits of its
implementation.
Company policies recognized
Organizations create and
implement company policies are
always available to their
employees. When employees or
managers break these policies,
you deal with the problem
immediately and professionally.

Hierarchical Organization
Structure
Hierarchical organization structure is a
pyramid system to organize, arrange the
relationship between the entities with a
top-down way approach.

Purp
ose:
With aim
of profit

CLASSIFIC
ATION
Endless of
profit

With
administrative,
representative
aims, of
resolution or
services
(governmental
organisms)

Struct
ure:
Formal: they are legal companies
and officials.

Siz
e:

Big, of 200 to
1000 workers

Small, of 10 to 49
workers

Medium, of 50 to
199 workers

Micro enterprise, of 9
or less workers

Locati
on:
Global

Nationals

Internati
onal

Multinatio
nal

Premises

Produc
tion:

Goo
ds

Servic
es

Prope
rty:
Publ
ic of
Degree

Privat
e

integration:
Totally
integrated
Attitude in front of
the changes:
Rigi
Decision d
making:
Central

Mix
ed
Partially
integrated

Flexi
ble

Decentral

R
O
F
S
E
C
R
U
RESO
S
N
O
I
T
A
Z
I
N
A
ORG
They are necessary to
develop its activities to
carry out its purpose, they
differ according to their
activities.
Resources:

Money to acquire resources.

Materials inputs that are

transformed into a process or
premiums and becomes products
known as goods or services.

Real estate, facilities and shot needed to

carry out the production process and activities.
Machinery and tools used in the production
process.
Human resources: the active element
(owners, shareholders, partners, workers).

Natural resources: land, water, air, gas, and energy in all

its forms (electrical, solar, water, fuel).
Technological resources: means to achieve an
objective. They are the modes of work, make, or produce
(methods, techniques and procedures used in the
Organization).
Cognitive resources: ideas, knowledge and information
originated in the human intellect and the scientific and
technological progress.
Intangible resources: trademarks, names and prestige to
access and position in the market.

ORGANIZATIONAL FORMS

Applying management best

suited to the reality and
needs of each organization
is basic function of any

ORGANIZA
TIONAL EN
VIRONMEN
TS

External environment .

They are institutions or forces

outside the Organization, relevant
to its operations, affecting his
performance.
THERE ARE TWO TYPES:

Elements
(macro).

of

indirect

action

They affect the climate in which the

organizational activity.Do not have a
direct influence but yes potential to

Elements of direct action

They exert direct influence on the activities of
the organization. They are affected, directly or
indirectly, by the way in which the
organization seeks to achieve its objectives.

INTERNAL ENVIRONMENT
Groups or elements of domestic interest, which have direct influence on
the Organization's activities and fall within the scope, creating liability of a
director or their managers.