An lawyer by profession. Deputy Minister. ? Also

An organogram of ministry of Education Sports Arts and Culture An organogram is a hierarchical structure of an organization which establishes relationship between activity and authority under certain management. According to Plunkett 1993 , it have four distinctive activities that are; ? To determine what work activities have to be done to accomplish organizational objectives.

? To classify the type of work needed and groups work into manageable work units. ? To assign work to individuals and delegates appropriate authority. To design a hierarchy of decision making relationship. In the educational structure various office bearers have their specific functions which promotes effective function of the structure.

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Positions and duties are as follows; Minister. ? According to Mano Timbe Auguste 2007 the major function of the minister is to is to represent policy positions of their ministries for considerations and endorsement by cabinet before implementing them. ? In Zimbabwe he is David Coltart .He is the political head of the ministry. ? Represents the ministry in the parliament. ? Formulates ministerial policies.

? Accountable for the cabinet and parliament representation of the ministry . ? Appointed by the president and is a political figure. ? According to Derbyshire 1984 he is likely to spent 5 years in power. ? In Zimbabwe he is a politician ? and lawyer by profession.

Deputy Minister. ? Also a political figure. ? Reports to the minister. ? Helps the minister to formulate government ministry. Advice the minister on policy issues and assists him in politically heading of the ministry. Secretary.

? Leader of educational hierarchical team. ? Chief accounting officer of the ministry. ? Also appointed by the president. ? Approve all appointments of transfers and promotions.

? He/she is the permanent secretary. ? Also a senior member of the departmental staff. ? Non-political head of the ministry. ? Draws up agendas of the cabinet ministry. ? According to Derbshire 1984 he is the head of central department machine.Statutory bodies.

There are 5 of them in the educational structure of leadership with their functions as follows ; ? They report directly to the minister. ? Provide documantative services in form of files for the ministry. ? Also formulates policies for examinations, and sports. ? They also acts as national librarians. ? Sets the exams and mark them.

? Issues certificates. ? Responsible for sporting activities. Minister Principal Executive Assistant.

? They save as receptionists . ? Responsible for booking of appointments. Work as ministers secretaries in meetings.

Minister Personal Assistance. ? Appointed by the Public service commission. ? Assisting duties for minister.

Principal Directors. There are 5 directors on the structure and their roles are as follows; ? Legal advisors. ? Lawyers of the ministry. ? Helps Permamant Secretary. ? Formulates policy for secondary education. ? Represents the ministry and they are appointed by Public Service. Human resources.

? Responsible for staffing quality assurance workers. Responsible for reappointment and recruitment of new teachers. ? Termination and vacancy return. ? Responsible for school management system. ? Allocation of salaries and promotions.

? Offer counseling in terms of misconduct. ? Responsible for statistical data that is the number of teachers in order for the budget to be prepared. Financial Board. ? Draws financial budgets of the ministry. ? Administration of all non-teaching activities . ? Purchases stationery and other daily needs.

Early Childhood Educationational Care. Responsible for special classes. ? Formulates polices for special classes. ? Also assists the Permanent Secretary. Internal audit. ? Report directly to the permanent secretary. ? Auditing of the money of the ministry. i.

What are some of the major weakness of the structure. ? Minister runs statutory bodies. ? If the minister is absent another welcome not an expert. ? The Secretary has a wider span of control. ? Abduct due to political interference. ii. What are the operational implications of the structure. The structure is too hierarchical which may cause information passed from the top to the bottom to be distorted.

? The structure also shows some duplication of functions as there are a lot of directors probably performing the same job. ? The organization follow the principle of hierarchy. According to Michael . P.

Barber 1983 each lower control is under the supervision of the higher one thus no one supervises the higher office and this means decision may take a long time if the man at the top is weak. Control in every organization is always regarded as problematic. ? A systematic division of labour makes the fullest use of training and expertise but can lead to departmentalism, this in turn , can inhibit can inhibit good communications to the ultimate detriment of clients. ? The structure got a lot of departments which causes repetitions of responsibilities. ? Also hierarchical structure makes decisions to take a long time if the discretion of the man at bottom is limited and he has to refer to the man above as stated by J.

D Derbyshire 1984. ? The structure is very big and coordination is very difficult. ? There are also many divisions only to be headed by one minister . ? Conflict between staff and line management is common. ? They have got a wide span which requires exceptional quality of managers and it pauses danger for supervisors to loss control, as Heinz and Harold noted.

? There are also many levels of management. iii. How can these implications be resolved? ? According to Ross . A.Webber 1981 as a structure becomes too big and more complex it becomes physically impossible for top management to maintain central control.

Since deteriorating central control is inevitable under these conditions , delegation should be conducted logically through decentralization. ? Also in solving the issue of communication barrier, a multiple overlap structure should be established for supplemental communication links and more accurate information to op. ? The minister should have legitimate, referent, and expert power. The size of the structure can be reduced to promote close supervision, close control and fast communications between subordinates and supervisors. ? According to Plunket Warren 1993 staff departments may be given functional authority to control the systems procedures in other departments. iv.

What are the implications of the nature the structure for the service process to clients. ? Clear and systematic disciplinary codes and procedures imply firmness but fairness of treatment but the majority will respond well to this. There is a clarified work environment such that everyone knows what to do due to division and departments of the structure. ? There is a formal decision-making structure in the organogram as the hierarchy allows orderly progression of decision-making communications. ? In order for service delivery to be more efficient personnel management should be undertaken. This enables the organization to achieve work-groups, motivates workers, and ? to determine its compliments as well as how far it satisfies the whole nation. According to Webber 1981, delegation should be complete, without gap, so that every v.

How can service delivery be made more effective and efficient. ? activity necessary to achieve the organizations objectives is either being performed by the superior himself or specifically assigned to subordinates. ? Also every necessary task should be assigned and each person should be delegated sufficient authority to meet his responsibility.

? There should be equity between responsibility and authority. According to Webber 1981 there should be unbroken line of command such that everyone from the bottom to the top should have a superior to whom he is accountable. ? Webber also said for more effective and efficient service delivery , the general principle is to assign managers the proper span of control. ? A well designed well managed structure ensures that all clients know their responsibility and authority. BIBLIOGRAPHY 1.

MICHAEL P BARBER (1983) – PUBLIC ADMINISTRATION , THIRD EDITION , MACDONALD AND EVANS , LTD. 2.PLUNKET WARREN (1993) – INTRODUCTION TO MANAGEMANT , WADSWORTH , INC. 3. ROSS A WEBBER (1981) – TO BE A MANAGER , ESSENTIALS TO MANAGEMANT , RICHARD D IRWIN ,INC. 4.

J DENIS DERBYSHIRE (1984) – AN INTRODUCTION TO PUBLIC ADMINISTRATION , SECOND EDITION , MCGRAN HILL BOOK COMPANY. 5. MARK KESSELMAN , JOHEL KRIGER ( 2000) – INTRODUCTION TO COMPARATIVE POLITICS ,POLITICAL CHALLENGES AND CHANGING AGENDAS , HOUGHTON MIFFIN COMPANY. 6. ROGER MANSFIELD ( 1986) –COMPANY STRATEGY AND ORGANISATIONAL DESIGN, MCGRAW HILL INC . UNIVERSITY OF ZIMBABWE NAMEMASUNDA ALEXANDERREGISTRATION NUMBER R109951D PROGRAMMESOCIOLOGY COURSEINTRODUCTION TO PUBLIC ADMINISTRATION LECTURERMrs MUTASA QUESTIONSELECT AZIMBABWEAN GOVERNMENT MINISTRY OF YOUR CHOICE AND PREPARE ITS ORGANOGRAM. DISCUSS SPECIFIC FUNCTION OF VARIOUS OFFICE BEARERS REPRESENTEDON THE CHART.

I. WHAT ARE SOME OF THE MAJOUR WEAKNESS OF THE STRUCTURE. II.

WHAT ARE THE OPERATIONAL IMPLICATIONS OF THE STRUCTURE. III. HOW CAN THESE IMPLICATIONS BE RESOLVED. IV. WHAT ARE THE IMPLICATIONS OF THE NATURE OF THE STRUCTURE FOR THE SERVICE PROCESS TO CLIENTS. V.

HOW CAN SERVICE DELIVERY BE MADE MORE EFFECTIVE AND EFFICIENT.

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