Organisational Activity

An Organisational Activity is a cluster of related tasks grouped together to establish focus and synergy in pursuing a common aim. These tasks may be repetitive in nature (such as processing payments) or once-off, with a specific starting – and finishing point. The latter are projects (a once-off undertaking with a specific starting – and finishing point is the classic textbook definition of a project). The point is that organisational activities can include tasks performed in an organisation, as well as tasks (such as projects) performed by matric organisational arrangements (such as projects) that report to the executive authority responsible for performing the activity).

Organisations formulate predetermined objectives to guide the activities of the variety of people and other resources applied to enable it to function. They translate these objectives into activities that must be performed to enable it to achieve each of the objectives. The scope and nature of these activities will inform the organisation about the type (in terms of skills, qualities and quantities) of resources required. 

Organisational activities are clustered together into organisational structures (departments, regions, divisions, sections and other units). They are resourced through the annual budgeting process. From this perspective, organisational activities are “operationalised” by cascading it down throughout the hierarchies of the organisation (that is, the tasks that must be performed to achieve the organisation’s objectives are clustered together in broad terms of the top level of the organisation, but then cascaded down into increasing details as divisions and budgets are clustered together into smaller and more specialised activities [and subsequently structures] on the more operational levels]).

Organisational activities can therefore manifest on strategic, - tactical, - and operational levels of the organisation. The common dominator is the fact that an activity is driven by a shared aim (objective). If the aim change, the methods to achieve it (that tasks to be performed) will change, and activities will have to be redefined and restructured.

As objectives are translated into more detailed aims, so are the activities required to achieve it. This is done to enable the gradual delegation of authority, together with the responsibilities to perform tasks require d for goal-achievement. In the process, a structure for implementation, and ultimately the achievement of strategic objectives, are established.