Organizational Structures and Concepts: A Comprehensive Guide
Objectives of the organization: The means by which an organization’s activities become a unified set that seeks to satisfy personal needs.
Organizational structure: The distribution and management of all the elements that make up an organization.
Vertical organization: The distribution of levels of authority and responsibility; defines and brands organizational functions according to established law and the specificity of the institution.
Horizontal organization: Focuses on the organizational aspects involved in planning and program development.
Staff organization: Provides structure and advisory aids that support logistical and management decisions.
Relational system: Includes a diverse group of people and their interests. It addresses issues such as communication, participation, and decision-making.
Address: An agent of change and innovation that enhances the quality of intervention.
Education project: A performance-based organization that utilizes available resources to intervene in an educational setting to improve conditions.
Regulation of internal or regulatory regime: Establishes rules, requirements, and instructions to regulate the regime of an institution, ensuring the coexistence of collective orders.
Plan or annual program: The organizational planning an institution undertakes for a specified period, usually one year. It seeks to develop institutional approaches for the medium-long term while serving the needs of the organization.
Project: A more operational work unit within the planning process, serving as the final link. It is a planned unit consisting of a set of interrelated activities coordinated to achieve goals within a budget and a specified period.
Programmes of action: Areas of employment or stable thematic lines used to achieve the processes and changes needed to reach the objectives that define the project’s specialty. For some authors, these are equivalent to the programming of educational activities.
Lesson plans: A thematic line that makes sense independently and as an operational element of the intervention, reflecting the methodological design of educational work and the relationship between objectives, basic content, problem-solving, and activities.
Activity: The basic unit of work, describing specific actions to be carried out to generate a change in the learner.
Quote: A regular forecasting of revenue and expenses generated by a particular activity.
Report: A document that reflects all the actions taken and proposals for an organization.
Human resources: Professionals and volunteers who are part of an organization.
Resource materials: External bounding elements (building and location) and internal elements (equipment and materials).
Functional resources: Refer to the organization’s structure.
Climate: The environment perceived as a result of the interaction of various organizational components.
Culture: Values and meanings shared by members of a given organization.
Theory: A cluster of hypotheses, categories, and concepts used to observe, understand, and change reality.
Model: An explanatory representation that seeks to reformulate a phenomenon or a particular aspect of the organization.
Effectiveness: The ability to achieve the desired or expected effect.
Efficiency: The ability to achieve a particular effect with minimal resources or effort.
Cultural myths: Stereotypes and fantasies about cultural reality that do not conform to it.
Interest groups: People who come together around a common interest or goal.
Flowchart: A scheme that represents the organizational entity.
Organization in clover: Based on the three leaves of a clover, with an attempt to add a fourth. The organization’s objective was to streamline the structure to achieve improvements, seek flexibility in work, collaborate with other institutions, and promote participation of its users.
Network organization: A combination of different types of organizational structures to coordinate activities through a process of division of labor.
Influence: The power, authority, or valimiento of someone over others.
Transformational leadership: Focuses on individuals and interactions, requiring intervention to transform feelings, attitudes, and beliefs.
Pedagogical or instructional leadership: Directs its action to the behaviors of teachers and students in teaching and learning activities.
Distributed leadership: A compromise based on a mutually beneficial exchange of value.
Adaptability and flexibility of architectural layout: Adaptability refers to a building’s ability to accommodate changes in its structure. Flexibility refers to the qualities of a structure that allow for variations in services and agencies.
STRUCTURAL Equipment: Fixed material space, such as walls, cupboards, etc.
Material: Tools used to develop a learning process.
Technophobia: Technology phobia.
Technocentrism: Excessive focus on considering technologies for the solution of certain scenarios.
Indifference to technology: Technology is not perceived as a central focus that crosses the actions and life of an organization.
Decision-making: The process leading to consciously choosing a course of action among several possibilities to achieve a goal.
Agenda: A list of issues to be discussed or on which decisions are to be made.
Meeting: A procedure that enables the exchange of ideas, thoughts, attitudes, or feelings among participants.