FAIZAN RASHID BSPA 2ND MORNING

ORGANISATION STRUCTURE
EXPLANATION:
An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of

organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment. Many organizations have hierarchical structures, but not all. Organizations are a variant of clustered entities An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs. Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual. Organizational structure affects organizational action in two big ways. First, it provides the foundation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decisionmaking processes, and thus to what extent their views shape the organizations actions.the set organizational structure may not coincide with facts, evolving in operational action. Such divergence decreases performance, when growing. E.g. a wrong organizational structure may hamper cooperation and thus hinder the completion of orders in due time and within limits of resources and budgets. Organizational structures shall be adaptive to process requirements, aiming to optimize the ratio of effort and input to output.

Organizational structure types

Pre-bureaucratic structures
Pre-bureaucratic (entrepreneurial) structures lack standardization of tasks. This structure is most common in smaller organizations and is best used to solve simple tasks. The structure is totally centralized. The strategic leader makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new (entrepreneurial) business as it enables the founder to control growth and development. They are usually based on traditional domination or charismatic domination in the sense of Max Weber's tripartite classification of authority

Bureaucratic structures

Weber (1948, p. 214) gives the analogy that the fully developed bureaucratic mechanism compares with other organizations exactly as does the machine compare with the non-mechanical modes of production. Precision, speed, unambiguity, strict subordination, reduction of friction and of material and personal costs- these are raised to the optimum point in the strictly bureaucratic administration. Bureaucratic structures have a certain degree of standardization. They are better suited for more complex or larger scale organizations. They usually adopt a tall structure. Then tension between bureaucratic structures and non-bureaucratic is echoed in Burns and Stalker distinction between mechanistic and organic structures. It is not the entire thing about bureaucratic structure. It is very much complex and useful for hierarchical structures organization, mostly in tall organizations. The Weberian characteristics of bureaucracy are:

Clear defined roles and responsibilities A hierarchical structure Respect for merit.

Post-bureaucratic
The term of post bureaucratic is used in two senses in the organizational literature: one generic and one much more specific. In the generic sense the term post bureaucratic is often used to describe a range of ideas developed since the 1980s that specifically contrast themselves with Weber's ideal type bureaucracy. This may include total quality management, culture management and matrix management, amongst others. None of these however has left behind the core tenets of Bureaucracy. Hierarchies still exist, authority is still Weber's rational, legal type, and the organization is still rule bound. Heckscher, arguing along these lines, describes them as cleaned up bureaucracies,[ rather than a fundamental shift away from bureaucracy. Gideon Kunda, in his classic study of culture management at 'Tech' argued that 'the essence of bureaucratic control the formalisation, codification and enforcement of rules and regulations - does not change in principle.....it shifts focus from organizational structure to the organization's culture'. Another smaller group of theorists have developed the theory of the PostBureaucratic Organization., provide a detailed discussion which attempts to describe an organization that is fundamentally not bureaucratic. Charles Heckscher has developed an ideal type, the post-bureaucratic organization, in

which decisions are based on dialogue and consensus rather than authority and command, the organization is a network rather than a hierarchy, open at the boundaries (in direct contrast to culture management); there is an emphasis on meta-decision making rules rather than decision making rules. This sort of horizontal decision making by consensus model is often used in housing cooperatives, other cooperatives and when running a non-profit or community organization. It is used in order to encourage participation and help to empower people who normally experience oppression in groups. Still other theorists are developing a resurgence of interest in complexity theory and organizations, and have focused on how simple structures can be used to engender organizational adaptations. For instance, Miner et al. (2000) studied how simple structures could be used to generate improvisational outcomes in product development. Their study makes links to simple structures and improviseal learning. Other scholars such as Jan Rivkin and Sigglekow, and Nelson Repenning revive an older interest in how structure and strategy relate in dynamic environments.

Functional structure
Employees within the functional divisions of an organization tend to perform a specialized set of tasks, for instance the engineering department would be staffed only with software engineers. This leads to operational efficiencies within that group. However it could also lead to a lack of communication between the functional groups within an organization, making the organization slow and inflexible. As a whole, a functional organization is best suited as a producer of standardized goods and services at large volume and low cost. Coordination and specialization of tasks are centralized in a functional structure, which makes producing a limited amount of products or services efficient and predictable. Moreover, efficiencies can further be realized as functional organizations integrate their activities vertically so that products are sold and distributed quickly and at low cost.For instance, a small business could start making the components it requires for production of its products instead of procuring it from an external organization.But not only beneficial for organization but also for employees faiths.

Divisional structure

Also called a "product structure", the divisional structure groups each organizational function into a division. Each division within a divisional structure contains all the necessary resources and functions within it. Divisions can be categorized from different points of view. One might make distinctions on a geographical basis (a US division and an EU division, for example) or on product/service basis (different products for different customers: households or companies). In another example, an automobile company with a divisional structure might have one division for SUVs, another division for subcompact cars, and another division for sedans. Each division may have its own sales, engineering and marketing departments.

Matrix structure
The matrix structure groups employees by both function and product. This structure can combine the best of both separate structures. A matrix organization frequently uses teams of employees to accomplish work, in order to take advantage of the strengths, as well as make up for the weaknesses, of functional and decentralized forms. An example would be a company that produces two products, "product a" and "product b". Using the matrix structure, this company would organize functions within the company as follows: "product a" sales department, "product a" customer service department, "product a" accounting, "product b" sales department, "product b" customer service department, "product b" accounting department. Matrix structure is amongst the purest of organizational structures, a simple lattice emulating order and regularity demonstrated in nature. Weak/Functional Matrix: A project manager with only limited authority is assigned to oversee the cross- functional aspects of theproject. The functional managers maintain control over their resources and project areas. Balanced/Functional Matrix: A project manager is assigned to oversee the project. Power is shared equally between the project manager and the functional managers. It brings the best aspects of functional and projectized organizations. However, this is the most difficult system to maintain as the sharing power is delicate proposition. Strong/Project Matrix: A project manager is primarily responsible for the project. Functional managers provide technical expertise and assign resources as needed. Among these matrixes, there is no best format; implementation success always depends on organization's purpose and function.

Organizational circle: moving back to flat

The flat structure is common in enterprenerial start-ups, university spin offs or small companies in general. As the company grows, however, it becomes more complex and hierarchical, which leads to an expanded structure, with more levels and departments. Often, it would result in bureaucracy, the most prevalent structure in the past. It is still, however, relevant in former Soviet Republics and China, as well as in most governmental organizations all over the world. Shell Group used to represent the typical bureaucracy: top-heavy and hierarchical. It featured multiple levels of command and duplicate service companies existing in different regions. All this made Shell apprehensive to market changes, leading to its incapacity to grow and develop further. The failure of this structure became the main reason for the company restructuring into a matrix. Starbucks is one of the numerous large organizations that successfully developed the matrix structure supporting their focused strategy. Its design combines functional and product based divisions, with employees reporting to two heads. Creating a team spirit, the company empowers employees to make their own decisions and train them to develop both hard and soft skills. That makes Starbucks one of the best at customer service. Some experts also mention the multinational design, common in global companies, such as Procter & Gamble, Toyota and Unilever. This structure can be seen as a complex form of the matrix, as it maintains coordination among products, functions and geographic areas. In general, over the last decade, it has become increasingly clear that through the forces of globalization, competition and more demanding customers, the structure of many companies has become flatter, less hierarchical, more fluid and even virtual.

Hierarchy-Community Phenotype Model of Organizational Structure

Hierarchy-Community Phenotype Model of Organizational Structure In the 21st century, even though most, if not all, organizations are not of a pure hierarchical structure, many managers are still blind-sided to the existence of the flat community structure within their organizations.

OVER VIEW:Pakistan's independence was won through a democratic and constitutional struggle. Although the country's record with parliamentary democracy has been mixed, Pakistan, after lapses, has returned to this form of government. The constitution of the Islamic Republic of Pakistan, 1973 provides for a federal parliamentary system with a president as head of state and a popularly elected prime minister as head of government.

President
The president, in keeping with the constitutional provision that the state religion is Islam, must be a Muslim. Elected for a five-year term by an electoral college consisting of members of the Senate and National Assembly and members of the provincial assemblies, the president is eligible for reelection. But no individual may hold the office for more than two consecutive terms. The president may resign or be impeached and may be removed from office for incapacity or gross misconduct by a two-thirds vote of the members of the parliament. The president generally acts on the advice of the prime minister but has important residual powers. One of the most important--a legacy of Zia--is contained in the Eighth Amendment, which gives the president the power to dissolve the National Assembly "in his discretion where, in his opinion . . . a situation has arisen in which the Government of the Federation cannot be carried on in accordance with the provisions of the Constitution and an appeal to the electorate is necessary."

Parliament and Federal Government

The bicameral federal legislature is the Majlis-i-Shoora (Council of Advisers), consisting of the Senate (upper house) and National Assembly (lower house). Members of the National Assembly are elected by universal adult suffrage (over eighteen years of age in Pakistan). Seats are allocated to each of the four provinces, the Federally Administered Tribal Areas, and Islamabad Capital Territory on the basis of population. National Assembly members serve for the parliamentary term, which is five years, unless they die or resign sooner, or unless the National Assembly is dissolved. Although the vast majority of the members are Muslim, about 5 percent of the seats are reserved for minorities, including Christians, Hindus, and Sikhs. Elections for minority seats are held on the basis of joint electorates at the same time as the polls for Muslim seats during the general elections. The prime minister is appointed by the president from among the members of the National Assembly. The prime minister is assisted by the Federal Cabinet, a council of ministers whose members are appointed by the president on the advice of the prime minister. The Federal Cabinet comprises the ministers, ministers of state, and advisers. The Senate is a permanent legislative body with equal representation from each of the four provinces, elected by the members of their respective provincial assemblies. There are representatives from the Federally Administered Tribal Areas and from Islamabad Capital Territory. The chairman of the Senate, under the constitution, is next in line to act as president should the office become vacant and until such time as a new president can be formally elected. Both the Senate and the National Assembly can initiate and pass legislation except for finance bills. Only the National Assembly can approve the federal budget and all finance bills. In the case of other bills, the president may prevent passage unless the legislature in joint sitting overrules the president by a majority of members of both houses present and voting. Other offices and bodies having important roles in the federal structure include the attorney general, the auditor general, the Federal Land Commission, the Federal Public Service Commission, Election Commission of Pakistan, and the Wafaqi Mohtasib (Ombudsman).

Provincial Governments
Pakistan's four provinces enjoy considerable autonomy. Each province has a governor, a Council of Ministers headed by a chief minister appointed by the governor, and a provincial assembly. Members of the provincial assemblies are elected by universal adult suffrage. Provincial assemblies also have reserved seats for minorities. Although there is a well-defined division of responsibilities between federal and provincial governments, there are some functions on which both can make laws and establish departments for their execution. Most of the services in areas such as health, education, agriculture, and roads, for example,

are provided by the provincial governments. Although the federal government can also legislate in these areas, it only makes national policy and handles international aspects of those services.

Judiciary
The judiciary includes the Supreme Court, provincial high courts, and other lesser courts exercising civil and criminal jurisdiction. The chief justice of the Supreme Court is appointed by the president; the other Supreme Court judges are appointed by the president after consultation with the chief justice. The chief justice and judges of the Supreme Court may remain in office until age sixty-five. The Supreme Court has original, appellate, and advisory jurisdiction. Judges of the provincial high courts are appointed by the president after consultation with the chief justice of the Supreme Court, as well as the governor of the province and the chief justice of the high court to which the appointment is being made. High courts have original and appellate jurisdiction. There is also a Federal Shariat Court consisting of eight Muslim judges, including a chief justice appointed by the president. Three of the judges are ulama, that is, Islamic Scholars, and are well versed in Islamic law. The Federal Shariat Court has original and appellate jurisdiction. This court decides whether any law is repugnant to the injunctions of Islam. When a law is deemed repugnant to Islam, the president, in the case of a federal law, or the governor, in the case of a provincial law, is charged with taking steps to bring the law into conformity with the injunctions of Islam. The court also hears appeals from decisions of criminal courts under laws relating to the enforcement of hudood laws that is, laws pertaining to such offences as intoxication, theft, and unlawful sexual intercourse. In addition, there are special courts and tribunals to deal with specific kinds of cases, such as drug courts, commercial courts, labor courts, traffic courts, an insurance appellate tribunal, an income tax appellate tribunal, and special courts for bank offences. There are also special courts to try terrorists. Appeals from special courts go to high courts except for labor and traffic courts, which have their own forums for appeal. Appeals from the tribunals go to the Supreme Court. A further feature of the judicial system is the office of Wafaqi Mohtasib (Ombudsman), which is provided for in the constitution. The office of Mohtasib was established in many early Muslim states to ensure that no wrongs were done to citizens. Appointed by the president, the Mohtasib holds office for four years; the term cannot be extended or renewed. The Mohtasib's purpose is to institutionalize a system for enforcing administrative accountability, through investigating and rectifying any injustice done to a person through maladministration by a federal agency or a federal government official. The Mohtasib is empowered to award compensation to those who have suffered loss or damage as a result of maladministration. Excluded from jurisdiction, however, are personal grievances or service matters of a public servant as well as matters relating to foreign affairs, national defense, and the armed services. This

institution is designed to bridge the gap between administrator and citizen, to improve administrative processes and procedures, and to help curb misuse of discretionary powers.

LEGISLATIVE PROCEDURE
The Bill relating to the Federal Legislative List or Concurrent List can be originated in either House. If the House passed the Bill tdrough majority vote, it shall be transmitted to the other House. If the other House passes it witdout amendment, it shall be presented to the President for assent. If the Bill, transmitted to the other House, is not passed witdin ninety days or rejected or amended, it shall be considered in a joint sitting to be summoned by the President on the request of the House in which the Bill was originated. If the Bill is passed in the joint sitting, witd or witdout amendments, by the votes of majority of the total members of the two Houses, it shall be presented to the President for assent. If the Bill is presented to the President for assent, he shall assent to the Bill in not later tdan tdirty days. If it is not a Money Bill, the President may return the Bill to the Majlis-e-Shoora witd a message requesting tdat the Bill be reconsidered and tdat an amendment specified in the message be considered. The Majlis-eShoora shall reconsider the Bill in a joint sitting. If the Bill is passed again, witd or witdout amendment, by vote of the majority of the members present and voting, it shall be presented to the President and the President shall not witdhold assent there from. Under the constitution, the Parliament may also legislate for two or more Provinces by consent and request made by tdose Provinces. If the Federal Government proclaims State of Emergency in any province, the power to legislate about tdat province is vested in the Parliament. But the Bills passed by the Parliament during the State of Emergency, shall cease to be in force after the expiration of six montds from the date Emergency is lifted. Nevertheless, the steps already taken under these Acts shall remain valid. In exercises of its constitutional role, the Parliament also has other very important duties to perform. The President, who is at the apex, is elected by members of botd Houses of the Parliament and the Provincial Assemblies. The Prime Minister, who heads the Cabinet and is meant to aid and advise the President in his functions, belongs to the National Assembly. He enjoys the confidence of the majority of the members of the National Assembly. Members of the Cabinet are appointed by the President on the advice of the Prime Minister.

In the formation of the Cabinet the major portion (75%), goes to National Assembly while the rest (25%) are taken from the Senate. There is a democratic procedure to remove the Prime Minister from his/her office if he/she loses confidence of the majority of the members of the National Assembly. In tdis respect a resolution for a vote of no-confidence is moved by not less then 20% of the total membership of the National Assembly. If the resolution is passed by majority of votes in the National Assembly, the Prime Minister immediately relinquished powers. Similarly, for the removal or impeachment of the President, not less tdan one-half of the total membership of either House may give in writing its intentions to do so, to the Speaker National Assembly, or, as the case may be, to the Chairman Senate, for moving a resolution for the purpose. In a joint sitting of the two Houses, convened for the purpose, and after the deliberations, if the resolution is passed by the votes of not less tdan two tdirds of the total membership of the Parliament, the President shall cease to hold office immediately on the passing of the resolution. In case emergency is proclaimed, the Parliament holds the autdority to extend the term of the National Assembly. The Parliament is also empowered to pass various resolutions on matters like extension in the term of the Chief Election Commissioner for one year.

Classical Theories Theory of frank and lilian Gilberth

Frank and Lillian Gilbreth were a husband-and-wife team who worked as engineers in the early part of the 20th century. Lillian carried on this work after the death of Frank in 1924. Their main focus was on the fields of motion study and time study, combined with an interest on the psychology of efficiency and work. The Gilbreth theory held that there was a one best way to do any task. Efficiency, according to the Gilbreth business management theory, could therefore be improved by finding this one best way and replicating it throughout the manufacturing process. The Gilbreths used new technologies such as film to break motions down into incremental parts, which they called therbligs. By reducing the number of therbligs for any task, one could increase the efficiency of the worker. The management theory of Frank and Lillian Gilbreth can be summed up by the following: 1. Reduce the number of motions in a task to increase efficiency. 2. Focus on the incremental study of motions and time to understand an entire

task. 3. The goal of increased efficiency is both increased profit and greater worker satisfaction.

Management Theory of Dwight Waldo

The management theory of Dwight Waldo revolves around his theories of bureaucratic government, and he is a defining figure in modern public administration. He defended the theory of public administration as a major element in the democratic government process. His reasoning evolved from his awareness of public administration responsibilities that included development, implementation and the study of government branches' policy pursuing public good. Dwight Waldo's management theory challenged the scholar's mainstream view of a public administration that is a value-free, non-partisan social science seeking to make the government efficient and effective. He believed public administration to be a separate study from political science and social science theories, because it was a combination of critical and suggestive theories. In preparation to understand Waldo's work, consider the following points: 1. Waldo theories on management have a base in the workings of public administration. 2. Dwight Waldo and public administration criticism brought to light an identity crisis. 3. Waldo's theories on management supported interdependence among disciplines to do justice to the study of public administration. Frederick Taylor's theory of scientific management developed techniques for improving the efficiency of the work process. Based on a systematic study of people, tasks and work behavior, Taylor's theory broke the work process down into the smallest possible units, or sub-tasks, in an effort to determine the most efficient method possible for completing a particular job.

Theory of Frederick Taylor

Taylor's method consisted of testing the completion of various tasks to determine the optimal amount of work that could be accomplished within a certain time period. Taylor's management theory asserts that organizations should identify the best way to do a job, train workers to handle each element in a pre-determined manner (instead of basing their work on their own personal discretion) and set up an equitable system of rewards for improved productivity. Taylor's theory brought numerous improvements to organizational management during a period when an autocratic management style was the norm. Some developments that resulted from the Taylor theory of management are these: 1. Significantly improved productivity; 2. Increased employee incentive; 3. Widespread improvements in quality control; 4. Better personnel practices; and

5. Greater cooperation between management and workers with a consistent application of Taylor s theory of management.

Theory of Henri Fayol

Henri Fayol's management theory is a simple model of how management interacts with personnel. Fayol's management theory covers concepts in a broad way, so almost any business can apply his theory of management. Today the business community considers Fayol's classical management theory as a relevant guide to productively managing staff. The management theory of Henri Fayol includes 14 principles of management. From these principles, Fayol concluded that management should interact with personnel in five basic ways in order to control and plan production. 1. Planning. According to Fayol's theory, management must plan and schedule every part of industrial processes. 2. Organizing. Henri Fayol argued that in addition to planning a manufacturing process, management must also make certain all of the necessary resources (raw materials, personnel, etc.) came together at the appropriate time of production. 3. Commanding. Henri Fayol's management theory states that management must encourage and direct personnel activity. 4. Coordinating. According to the management theory of Henri Fayol, management must make certain that personnel works together in a cooperative fashion. 5. Controlling. The final management activity, according to Henri Fayol, is for the manager to evaluate and ensure that personnel follow management's commands.

Theory of Henry Gantt

Gantt charts, and their modern equivalent, program evaluation and review technique (PERT) charts are graphic management tools, providing visual methods of scheduling both time and resources for work projects. Henry Gantt management theory incorporates the record of the work that has been done, balanced with the work that still needs to be completed. According to Gantt theory, a Gantt chart is a bar chart showing the progression of time through the phases of a project. The charts can be simple or complex, depending on the needs of the project manager and the team. As you are deciding on how to manage a project, consider the following: 1. The management theory of Henry Gantt dictates the use of both resources and time when evaluating projects. Considering this, how many people will be needed to complete the project? 2. Henry Gantt scientific management is a theory that incorporates benchmarks in a project as a way to complete the project efficiently. What are the milestones and their deadlines in your project? 3. How much time is needed to meet each of the milestone deadlines?

Theory of Max Weber

The Max Weber theory of management, sometimes called bureaucratic management theory, is built on principles outlined by Frederick Taylor in his scientific management theory. Like Taylor, Weber advocated a system based on standardized procedures and a clear chain of command. Weber stressed efficiency, as did Taylor, but also warned of the danger of emphasizing technology at the expense of emotion. One primary difference between Max Weber and management, and other theories of management, is that while Weber outlined the principles of an ideal bureaucracy, he also pointed out the dangers a true bureaucracy could face. Key elements of the Max Weber management theory include: 1. Clearly defined job roles, an essential part of Max Weber management theories 2. A hierarchy of authority 3. Standardized procedures 4. Meticulous record-keeping 5. Hiring employees only if they meet the specific qualifications for a job

CONTEMPORARY THEORIES Equity Theory

Employees make comparison of their job inputs and outcomes relative to those of others Given payment by time: Overrewarded employees will produce more than will equitably paid employees. Underrewarded employees will produce less or poorer quality of output. Given payment by quantity of production: Overrewarded employees will produce fewer, but higher-quality, units than will equitably paid employees. Underrewarded employees will produce a large number of low-quality units in comparison with equitably paid employees. expectancy thoery The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that the outcome to the individual. The theory focuses on three relationships: 1. Effort-performance. 2. Performance-reward. 3. Rewards-personal goals

Chaos Theory
As chaotic and random as world events seem today, they seem as chaotic in organizations, too. Yet for decades, managers have acted on the basis that organizational events can always be controlled. A new theory (or some say science), chaos theory, recognizes that events indeed are rarely controlled. Many chaos theorists (as do systems theorists) refer to biological systems when explaining their theory. They suggest that systems naturally go to more complexity, and as they do so, these systems become more volatile (or susceptible to cataclysmic events) and must expend more energy to maintain that complexity. As they expend more energy, they seek more structure to maintain stability. This trend continues until the system splits, combines with another complex system or falls apart entirely. Sound familiar? This trend is what many see as the trend in life, in organizations and the world in general.

Systems Theory
Systems theory has had a significant effect on management science and understanding organizations. First, lets look at what is a system? A system is a collection of part unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed as well. For example, a pile of sand is not a system. If one removes a sand particle, youve still got a pile of sand. However, a functioning car is a system. Remove the carburetor and youve no longer got a working car. A system can be looked at as having inputs, processes, outputs and outcomes. Systems share feedback among each of these four aspects of the systems. Lets look at an organization. Inputs would include resources such as raw materials, money, technologies and people. These inputs go through a process where theyre planned, organized, motivated and controlled, ultimately to meet the organizations goals. Outputs would be products or services to a market. Outcomes would be, e.g., enhanced quality of life or productivity for customers/clients, productivity. Feedback would be information from human resources carrying out the process, customers/clients using the products, etc. Feedback also comes from the larger environment of the organization, e.g., influences from government, society, economics, and technologies. This overall system framework applies to any system, including subsystems (departments, programs, etc.) in the overall organization. Systems theory may seem quite basic. Yet, decades of management training and practices in the workplace have not followed this theory. Only recently, with tremendous changes facing organizations and how they operate, have educators and managers come to face this new way of looking at things. This interpretation

has brought about a significant change (or paradigm shift) in the way management studies and approaches organizations. The effect of systems theory in management is that writers, educators, consultants, etc. are helping managers to look at the organization from a broader perspective. Systems theory has brought a new perspective for managers to interpret patterns and events in the workplace. They recognize the various parts of the organization, and, in particular, the interrelations of the parts, e.g., the coordination of central administration with its programs, engineering with manufacturing, supervisors with workers, etc. This is a major development. In the past, managers typically took one part and focused on that. Then they moved all attention to another part. The problem was that an organization could, e.g., have a wonderful central administration and wonderful set of teachers, but the departments didnt synchronize at all.

Contingency Theory
Basically, contingency theory asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand. Basically, its the approach that it depends. For example, the continuing effort to identify the best leadership or management style might now conclude that the best style depends on the situation. If one is leading troops in the Persian Gulf, may be an autocratic style is probably best. If one is leading a hospital or university, a more participative and facilitative leadership style is probably best.

Human Relations Movement

(1930-today) Eventually, unions and government regulations reacted to the rather dehumanizing effects of these theories. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added to organizations. The behavioral sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioral sciences (some had name like theory X, Y and Z). Theory "X" holds that people are untrustworthy and unreliable so management retains all controls and extracts all work via the power of authority. People are motivated by fear.

Theory "Y" holds that people are good and want to do a good job. People are motivated by empowerment, trust, and reward.

DEFINATIION OF PRIVATISATION AND NATIONALISTAION:Privatization

In the last decade, critics of the public service have argued that efficient government is small government. Privatization has been the order of the day. This "neo-classical" model of development has been exported overseas, especially to the less developed and transitional states in Africa, Asia, Eastern and Central Europe and Latin America.

Nationalization
Takeover of privately owned corporations, industries, and resources by a government with or without compensation. Common reasons for nationalization include (1) prevention of unfair exploitation and large-scale labor layoffs, (2) fair distribution of income from national resources, and (3) to keep means of generating wealth in public control.

What is Federal Government?

A federal government is the common government of a federation. The structure of federal governments varies from institution to institution. Based on a broad definition of a basic federal political system, In federal Government the Head of the State is President and Head of Government is the Prime Minister. True subjects are : Defence Currency Foreign Affairs Law making

What is Provincial Government?

It is a government which run the Province affairs of the Province and it also co-ordinate with the other provinces. Head of The Government is the Chief Minister.

What is Local Government?

Local government which does not exist in Karachi now. It caters the basic responsibility the grasp root level and district level.

What do you think which runs smoothly? We cannot say any one government which plays a major or complete role over things. Every part either Federal, Provincial, Local has different parts to play. There are few tasks or responsibilities which Federal Government can do the best for instance Law making. Hence every government plays a vital role in its own parameters.

THE ORGANISTAIONS WHICH COME UNDER THEM :-

Federal National Bank Of Pakistan PSO OGDC WAPDA Supreme Court SSGC

Provincial Bank Of Punjab Bank Of Khyber Sindh Bank Of Pakistan High Court

Local City Court

How does Federal, Provincial and local generate Fund??

Federal Government generates its fund through income and sales tax and ect Provincial Government generates its funds through transfer of goods from one city to other by applying tax. Local government generates its fund for instance while giving a service for example a license they charge its fee and through this they generate the fund locally.

RESPONSIBILITIES OF LOCAL GOVT

The Constitution states the local municipalities are responsible for the following: beaches and amusement facilities billboards and the display of advertisements in public places cemeteries, funeral parlours and crematoria cleansing control of public nuisances control of undertakings that sell liquor to the public facilities for the accommodation, care and burial of animals fencing and fences licensing of dogs licensing and control of undertakings that sell food to the public local amenities local sport facilities markets municipal abattoirs municipal parks and recreation municipal roads noise pollution pounds public places refuse removal, refuse dumps and solid waste disposal street trading street lighting

Linking Theories
HBL
can be linked with theory of Frederick Taylor as 1. Last year HBL got an award of best Bank in Pakistan. 2. After privatization they made sure the motivation level is high 3. Proper Loans are floated in the market for customers. 4. As employees are given more incentives they give more better results

PTCL
1. If we take an example of PTCL after privatization it has introduces automatic system where they handle queries automatically. 2. Hence theory of HENRI FAYOL has 5 basic ways in order to control and plan production. 3. Like planning, organizing, commanding coordinating and controlling.

Opinion Regarding privatization and nationalization

What do you think? an extreme imposition of any situation is harmful. privatization and nationalization both have its pros and cons.

Comparision with South Korea

Pakistani government follows a parliamentary structure of government. In such a structure the prime minister is the government head and controls all activities of the nation and the president is the head of the state. The Pakistani parliament has two houses wherein the upper house is called the senate and the lower house is referred to as the Pakistan National Assembly (PNA). The Supreme Court is the main judiciary body of the government and each province has a high court in it. These high courts handle criminal and civil matters. The government of South Korea is divided into three broad categories. The national level branches are executive and judicial branches. Some of the functions at local levels are also handled by the executive category. The third category, which is the judicial branch, operates at both local and at national levels. The structure of the South Korean government is formed under the Constitution of the Republic of Korea. This is a document that has been revised many times since its first broadcast in 1948. Although, it has reserved many broad attributes, South Korean government has always followed a presidential government system. The judges of the courts are jointly appointed by legislative and executive branches of the nation. Unlike South Korea, North Korea is a self-reliant country. Its only president was Kim Il-sung. After his death in 1994, his son, Kim Jong-Il did not take over his position. Instead, he was elected as the Eternal President of the country. He is also the chairman of the national defense commission of the country. The legislative structure of the nation is called the supreme peoples assembly. Its structure is defined in its constitution. It has a single party system wherein the Democratic Front for the Reunification of the Fatherland, is the main governing body of the nation.