Local organizations: Introduction :

An organization or organisation is an entity comprising multiple people, such as an institution or an association, that has a collective goal and is linked to an external environment . The word is derived from the Greek word organon, which means "organ".

MEANINGAn organized group of people with a particular purpose, such as a business or government department:‘a research organization’The action of organizing something:‘the organization of conferences’The way in which the elements of a whole are arranged:‘the spatial organization of the cells’

The quality of being systematic and efficient:‘his lack of organization’

The local government agency or office having the principal or lead role in emergency planning and preparedness. Generally, this will be the county government. Other local government entities (e.g., towns, cities, municipalities, etc.) are considered to be sub-organizations with supportive roles to the principal or lead local government organization responsible for emergency planning and preparedness. In some cases, there will be more than one lead organization at the local level.

An organization is defined by the elements that are part of it (who belongs to the organization and who does not?), its communication (which elements communicate and how do they communicate?), its autonomy (which changes are executed autonomously by the organization or its elements?), and its rules of action compared to outside events (what causes an organization to act as a collective actor?).

By coordinated and planned cooperation of the elements, the organization is able to solve tasks that lie beyond the abilities of the single elements. The price paid by the elements is the limitation of the degrees of freedom of the elements. Advantages of organizations are enhancement (more of the same), addition (combination of different features) and extension. Disadvantages can be inertness (through co-ordination) and loss of interaction.

MAIN AIMS AND OBJECTIVES OF THE ORGANISATION:AIMS :

To enable young people to be an active part of the society because of race, social status, educational levels or any other disadvantage, To provide necessary skills and knowledge to young people to improve themselves as active citizens in the society, To enable young people to be aware of multicultural dimension, intercultural learning,

and promote tolerance among them of different culture, To raise the awareness of multicultural dialogue, mutual understanding and youth power in peace making process To promote anti-racism and enable young people to work actively on the subject To work related to protection of the environment and sustainability, To mobilize youngsters in order to be more familiar of different dimensions and

approaches. To get information about the resources and needs To arouse the people to work for the welfare of the community To create sounds ground for planning and action To create a sense of cooperation integration and unity among the people To motivate the people to take better participation in the developing community programs To highlight the causes of various problems affecting the community and hinder the way of

progress and development To implement programs required for the fulfillment of people basic needs To develop better understanding among the people about the issues and needs. To mobilize the resources to create a suitable ground for the basic needs completion and

eradication of problems. To bring coordination between the individuals, groups and organization to focus their point and

challenge their objectives for fulfillment To launch necessary reforms in the community for eradication of community evils. To develop democratic leadership among people through their participation in community

programs To develop the idea of ability and better thinking to work for the betterment of community. The basic aim and objective of community organization is to abolish the differences among

individuals, develop spirit of common interest and sacrifice and also participate collectively in community programs.

To organize the people for the promotion and progress of community.

OBJECTIVES :1) To grow a successful social -economic support in our communities

Identify and establish core funding to support the day to day running of our organisation

To continue to develop an income stream to maintain and sustain existing services

Listen to our partners, customers and clients to establish future services needs for our communities

2) To encourage people to be more confident and ‘get involved’ with their personal development Initially assess clients to establish their current skill level Deliver skills and knowledge based on the initial assessment results and

clients needs Monitor and evaluate learning outcomes, outputs, feedback and progression

3) To build a team of confident community champions to encourage digital inclusion

To identify community champions to help local communities

To train community champions to help the local community develop skills for the digital age

Continue to support digital champions to identify others who need help with IT and digital skills

4) To create a culture of social responsibility, both across the organisation and our communities Develop policies and procedures that establish a social responsibility both

across the organisation and our communities Implement policies and procedures to establish a social responsibility both

across the organisation and our communities Evaluate, annually the effectiveness of the organisational policies and

procedures for social responsibility

To engage a greater cross-section of the community in the process of local decision-making Identifying those sectors of the community who are least likely to get involved in community

groups that can contribute to local decision-making, and the perceived or actual barriers that prevent their involvement

Understanding the range of groups and organisations already in existence, and the remit of each Determining how we can encourage more people to take part in making decisions that impact

on their lives, by joining or forming organisations that can contribute to local decision-making Working with schools to address issues raised in the Youth Consultation report summarised

above Promoting to elected representatives the value of engaging with young people in order to create

a culture of interest and awareness Ways of making clear to the community how local government works Opportunities for creating closer dialogue between the community and their elected

representatives Making clear the proposed changes to local government, and identifying opportunities for

greater community involvement To create a greater awareness of the process amongst the community, to engage a wider

representation of the community in the delivery of this Community Strategic Plan, and to secure agenda for any proposed Community Network for the area

ROLES OF LOCAL ORGANISATION :

The role of local organizations is often overlooked. Discussions and debates on development and environmental management are dominated by bilateral aid agencies, development banks, national governments and international non-governmental organisations (NGOs). But these are only as effective as the (mostly local) organizations that their funding supports.

All poverty reduction is local. Much of what the poor require — schools, healthcare, water and sanitation, land, social safety nets, rule of law, getting onto voter registers — must be obtained from local organizations: local government agencies, local NGOs or local community organizations. Many barriers to poverty reduction are local: local power structures, land-owning patterns, and anti-poor politicians, bureaucracies and regulations.

These web pages have profiles of local organizations that have sought to address these issues. Some are local NGOs, some are grassroots organizations and some are partnerships between grassroots organizations and local NGOs. They all function on a local level, have intimate knowledge of the local context and seek to be accountable to local populations. Many operate on very small budgets, outside the main funding flows and

frameworks. Yet they are not isolated from larger governance issues; indeed, much pro-poor political change has been catalysed by local innovations and by political pressure from grassroots organizations and their associations.

The local organization profiles that can be accessed from this site illustrate the knowledge and experience of local organizations and their effectiveness. These profiles also give local organizations the opportunity to discuss what constrains their greater effectiveness (or possibilities to increase their scale and scope) and what kinds of external support would best suit their goals. The aim is to go beyond documenting and disseminating the work of local organizations, and to allow those who work in them to suggest how international funding and frameworks can better support their work and the work of their partners and to challenge the current modes by which international funding is managed.

LeadershipA leader in a formal, hierarchical organization, who is appointed to a managerial position, has the right to command and enforce obedience by virtue of the authority of his position. However, he must possess adequate personal attributes to match his authority, because authority is only potentially available to him. In the absence of sufficient personal competence, a manager may be confronted by an emergent leader who can challenge his role in the organization and reduce it to that of a figurehead. However, only authority of position has the backing of formal sanctions. It follows that whoever wields personal influence and power can legitimize this only by gaining a formal position in the hierarchy, with commensurate authority.[2]

Formal organizationsAn organization that is established as a means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber's definition, entry and subsequent advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that safeguards him from the arbitrary influence of superiors or of powerful clients. The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position. [3]

Informal organizationsIn contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life – the spontaneous emergence of groups and organizations as ends in themselves.[3]

In prehistoric times, man was preoccupied with his personal security, maintenance, protection, and survival. Now man spends a major portion of his waking hours working for organizations. His need to identify with a community that provides security, protection, maintenance, and a feeling of belonging continues unchanged from prehistoric times. This need is met by the informal organization and its emergent, or unofficial, leaders.

Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power. Influence is the ability of a person to gain cooperation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person's ability to enforce action through the control of a means of punishment.

TypesThere are a variety of legal types of organizations, including corporations, governments, non-governmental organizations, political organizations, international organizations, armed forces, charities, not-for-profit corporations, partnerships, cooperatives, and educational institutions.

A hybrid organization is a body that operates in both the public sector and the private sector simultaneously, fulfilling public duties and developing commercial market activities.

A voluntary association is an organization consisting of volunteers. Such organizations may be able to operate without legal formalities, depending on jurisdiction, including informal clubs.

Organizations may also operate in secret and/or illegally in the case of secret societies, criminal organizations and resistance movements.

StructuresThe study of organizations includes a focus on optimizing organizational structure. According to management science, most human organizations fall roughly into four types:

Committees or juries Ecologies Matrix organizations Pyramids or hierarchies

Committees or juriesThese consist of a group of peers who decide as a group, perhaps by voting. The difference between a jury and a committee is that the members of the committee are usually assigned to perform or lead further actions after the group comes to a decision, whereas members of a jury come to a decision. In common law countries, legal juries render decisions of guilt, liability and quantify damages; juries are also used in athletic contests, book awards and similar activities. Sometimes a selection committee functions like a jury. In the Middle Ages, juries in continental Europe were used to determine the law according to consensus among local notables.

Committees are often the most reliable way to make decisions. Condorcet's jury theorem proved that if the average member votes better than a roll of dice, then adding more members increases the number of majorities that can come to a correct vote (however correctness is defined). The problem is that if the average member is subsequently worse than a roll of dice, the committee's decisions grow worse, not better; therefore, staffing is crucial.

Parliamentary procedure, such as Robert's Rules of Order, helps prevent committees from engaging in lengthy discussions without reaching decisions.

EcologiesThis organization has intense competition. Bad parts of the organization starve. Good ones get more work. Everybody is paid for what they actually do, and runs a tiny business that has to show a profit, or they are fired.

Companies who utilize this organization type reflect a rather one-sided view of what goes on in ecology. It is also the case that a natural ecosystem has a natural border - ecoregions do not in general compete with one another in any way, but are very autonomous.

The pharmaceutical company GlaxoSmithKline talks about functioning as this type of organization in this external article from The Guardian. By:Bastian Batac De Leon.

Matrix organizationThis organizational type assigns each worker two bosses in two different hierarchies. One hierarchy is "functional" and assures that each type of expert in the organization is well-trained, and measured by a boss who is super-expert in the same field. The other direction is "executive" and tries to get projects completed using the experts. Projects might be organized by products, regions, customer types, or some other schema.

As an example, a company might have an individual with overall responsibility for products X and Y, and another individual with overall responsibility for engineering, quality control, etc. Therefore, subordinates responsible for quality control of project X will have two reporting lines.

Pyramids or hierarchicalA hierarchy exemplifies an arrangement with a leader who leads other individual members of the organization. This arrangement is often associated with basis that there

are enough imagine a real pyramid, if there are not enough stone blocks to hold up the higher ones, gravity would irrevocably bring down the monumental structure. So one can imagine that if the leader does not have the support of his subordinates, the entire structure will collapse. Hierarchies were satirized in The Peter Principle (1969), a book that introduced hierarchiology and the saying that "in a hierarchy every employee tends to rise to his level of incompetence."

TheoriesIn the social sciences, organizations are the object of analysis for a number of disciplines, such as sociology, economics, political science, psychology, management, and organizational communication. The broader analysis of organizations is commonly referred to as organizational structure, organizational studies, organizational behavior, or organization analysis. A number of different perspectives exist, some of which are compatible:

From a functional perspective, the focus is on how entities like businesses or state authorities are used.

From an institutional perspective, an organization is viewed as a purposeful structure within a social context.

From a process-related perspective, an organization is viewed as an entity is being (re-)organized, and the focus is on the organization as a set of tasks or actions.

Sociology can be defined as the science of the institutions of modernity; specific institutions serve a function, akin to the individual organs of a coherent body. In the social and political sciences in general, an "organization" may be more loosely understood as the planned, coordinated and purposeful action of human beings working through collective action to reach a common goal or construct a tangible product. This action is usually framed by formal membership and form (institutional rules). Sociology distinguishes the term organization into planned formal and unplanned informal (i.e. spontaneously formed) organizations. Sociology analyzes organizations in the first line from an institutional perspective. In this sense, organization is an enduring arrangement of elements. These elements and their actions are determined by rules so that a certain task can be fulfilled through a system of coordinated division of labor.

Economic approaches to organizations also take the division of labor as a starting point. The division of labor allows for (economies of) specialization. Increasing specialization necessitates coordination. From an economic point of view, markets and organizations are alternative coordination mechanisms for the execution of transactions.