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Organization's behavior , as the behavior of highly biological organisms is purposeful. Any organization usually has one or more formal purposes. In addition , it may be informal , implicit goals that are directly or indirectly from the specific decisions and actions. Main objectives and strategy to achieve them , are the result of political processes in the top leadership of the organization. Members of the organization have a decisive influence, often differ in their views on the strategic goals and priorities of the organization. Arising from this conflict resolved through persuasion , concessions , forming coalitions and political games that ultimately allow individuals to individuals or groups to play a dominant role in determining the overall objectives . The main purpose of virtually all organizations is the problem of survival. If the organization achieves the original objectives for which it was created , or whether those goals are incompatible with its survival, she is looking for new goals to replace lost relevance. For example, an organization created to raise funds to fight a disease hardly cease to exist after the means will be found to effectively treat the disease. On the contrary , the organization is likely to put new tasks associated with the treatment of other diseases. Similarly, a commercial organization that produces goods or services which have no sales will not wait passively or bankruptcy of its own destruction , and try to diversify their activities by setting up production of new products or goods. The main objectives of the organization associated with the transformational cycle. For example, the industrial company usually produces goods for their bargain-hunting . Usually among the goals of these companies are the following : increased profits , market expansion , increased sales , development of new markets . Commercial organizations may further put and social objectives that are not directly related to the transformation process. Key determinants of market requirements for goods and services organizations are consumers and competitors . Suppliers and competitors for raw materials and labor are the principal determinants for the "input" of the organization. Public services , shareholders, creditors and unions have contradictory pressures on the organization and also modify its objectives and activities . And finally, the goal one way or another connected with the values ??and behavior of members of the organization , which may be regarded as its internal environment , deterministic largely national and cultural factors. Because of such a multidimensional environment , depending on the organization to survive and succeed, has to adapt to all the changes in the environment . Therefore, the organization can not be static and invariant form . It is necessary to control external events and generate plans for adaptation to the changes expected. The less stable and predictable element of the environment , the more important the relentless control over it , especially if the effects of such influences are decisive . Thus, the industrial company with a dynamic and unpredictable market for must constantly monitor the reaction of consumers and competitors' actions . Crucial for the functioning of the organizations has feedback. Open systems are constantly receiving information from the environment . This helps them to adapt and take corrective actions allows remedial course adopted . Survival of most organizations that are not subsidized , depends largely on the efficiency of the transformation process. Such organizations are trying to rationalize all extremely productive cycles , minimize costs and use of people , equipment and other resources with maximum efficiency . The highest efficiency can be achieved in cases where there is a stable supply of raw materials and components , and the demand for goods and services is well predictable . In any case , companies are trying to protect their key transformation processes from severe fluctuations in the "input" and "output" . To this end, they are trying to seize control of external events to minimize their dependence on unpredictable suppliers and customers and create a buffer protection from external factors, which can not be predicted and which can not be avoided . For example , the power company may try to provide a more reliable supply of coal by buying it from several coal companies , concluding long-term contracts for future delivery , or even by creating its own coal company. The degree of transparency and therefore the system depending on external factors constant. If the organization grows, it increases the complexity and differentiation : creating new specialized units , purchased raw materials, expanding the range of products , new sales offices organized . It often grows as an organization that becomes a monopolist , ie she has a chance to influence many environmental factors . The life cycle of the organization Organizations are born , develop, achieve success , weaken and eventually cease to exist . Rarest of them goes a long life , and no one can not avoid changes . This, for example , improving the welfare of their employees or contribute to the development of the city or region. In some cases, specific functional problems are the result of external pressure from the state or community groups . For example, thanks to such pressure in the automotive industry and the nuclear power industry appeared many innovations associated with increased safety and environmental cleanliness. influence of environment Many political, economic , cultural and scientific environmental factors may affect the goals of the organization and its transformation cycle . Key elements affecting industrial and commercial organizations , are shown in Fig . Most important environmental factors that determine the organization's activities. Every day hundreds of new companies are created , companies, businesses , etc., that are replacing organizations unable to even feed themselves or anyone become unnecessary. Some organizations develop dynamic and successful than others , the latter - like standing still , and others - are experiencing timeless crisis . The concept of " life cycle" helps identify the steps through which the organization , and predict problems inherent in the transition from one stage to another . Among the lifecycle of the organization are the following: 1. Stage of formation . The organization is in its infancy , the initiators of its creation reveal unmet demands of the consumer or social needs, transformational cycle is formed . The organization's goals have not yet acquired sufficient clarity , the creative process flows freely. The characteristic features of this stage are the motivation, the ability to take risks and dedication. Often used method of leadership directive requiring fast execution and careful monitoring. For those who work in this period in the organization, characterized by high cohesion and interaction . Advancing to the next stage requires a stable provision of resources . This step carries great dangers , as the greatest number of failures occur within the first years after the occurrence of the organization. World of statistics it is known that a huge number of small-scale organizations fail because of incompetence and inexperience management. Every other small business fail within the first two years , four out of five companies - for the first five years of its existence . The purpose of this period - quick success . 2 . Growth stage . At this stage of the development organization's growth has been uneven , choppy , gaining greater strength . Develop innovative processes of the previous stage , the mission of the organization is made . Communications and structure remain largely informal. More systematic procedures are gradually replacing risky passion to succeed . Getting better plan, develop budgets and forecasts. Expanding the recruitment of specialists , which causes friction with the employees of the original composition. The founders have more than act as supervisors , not entrepreneurs , conducting systematic planning , coordination, management and control.

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