As a manager, do you feel that you are an organized person?

I'm constantly a highly-organized person - and it's an attitude I developed since at an early age.

We must be more organized Director 

It is the most important business management organization 

They are followed by the subsequent planning and Guidance and Control

Yes, I am well organized. Being organized, it work wonders on my psyche and my performance, making me more effective at my job and create a healthier and more relaxed work environment.

Yes the feeling must always be there and the need for it will drive one to make further improvements as the scope for it will ever remain.

Read the article below:

I'm a highly organized person, which is probably why I was put in charge of managing the projects in the first place. But personal organization isn't the same as project management, and my first project got off to a terrible start. I felt horrible about it, and my lack of confidence only made matters worse. Sure, I knew how to collect information, draft a schedule, and disseminate it to all the parties involved, but I had no idea what else I was supposed to be doing.

 Eventually, I righted the project and got it on course, but it wasn't simple. There are so many things I wish I had known then about how to organize and manage a project.

For all you unsuspecting souls who must manage projects unwittingly, I've collected some wisdom from professional project managers, and shared a few of the tips I learned, too. All these tips are written in plain language, without PM jargon, and point toward best practices that are general, tactical, and practical.

Always have a meeting. A regularly scheduled meeting, whether it's a weekly check-in or more often, is the best way to keep everyone on the project informed and on the same page. There should always be a "next meeting" in the near future. —Jill Duffy

Make sure the meeting frequency works for all parties. Depending on the size of the project and how well it's going, the frequency of the meeting (or call, for geographically separated teams) will vary. Weekly meetings or calls are often the norm, particularly at startup, but the frequency depends on the size and timeline of the project, and it's got to be agreeable and valuable to all sides. —Tom Thrash, project manager at Aptara

Make meetings matter. Have an agenda, stick to the agenda, and end early. Wasting a project team's time is one of the quickest ways to lose a team's confidence. If it is a status meeting, make sure it stays a status meeting and doesn't become a gripe session or brainstorm. And giving back a few minutes of time that were already allocated is a quick way to communicate that you respect the team and their time. —Bill Sanders, managing director at Roebling Strauss, Inc. (a digital project and management consultancy)

Choose the right meeting tools. When weekly phone meetings with an off-site contractor proved unproductive, I added a Google Drive spreadsheet to the mix. It showed a list of bugs I had identified in a project, and a rating for how important I thought they were to fix. The contractor and I collaboratively edited that document together, while talking on the phone. Sometimes, he would even fix small problems right then and there. Hosting "working meetings," where work gets done during the meeting itself, has since become an invaluable addition to my list of suggestions of ways to keep a project moving along. Using real-time collaborative tools, video conference systems, and old fashioned face-to-face, laptop-to-laptop encounters are all options. —Jill Duffy

If "everything's fine," keep digging. Check-ins are invaluable. Very often, I find a check-in meeting results in an answer of "everything's fine." That's when I find follow-up responses like, "That's great to hear, but, really, there are no issues at all?" can make you stand out, and where you get feedback you can use. That follow-up question often leads to responses of, "Well, yes, X has been moving along nicely, but there was this little Y that rubbed me the wrong way." There are many people who simply don't like to complain, so it's up to the project manager to dig deeper. —Tom Thrash

Never shoot the messenger. When things go wrong, and they will, no one wants to deliver the bad news. If you are known for reacting to bad news with anything other than a positive, "Thank you very much for bringing this to my attention. Now how do we resolve this?" you are almost guaranteeing that you will never get bad news early. And getting bad news early gives you that much more time to resolve the issue(s) and lessen their negative impact on the project. —Bill Sanders

Let others think they're in control. It takes some seasoning I think, but one thing I've found valuable is learning to be in control while letting others think they're driving. Many want to feel like they're in control, and that's fine, but the PM must understand that they're ultimately responsible for how the project turns out. —Tom Thrash

Have the user define the quality criteria. Every deliverable has a user, be it another team member or an eventual end user. Before the owners of that deliverable can accurately estimate the time and resources necessary to complete it, they have to know how the deliverable will be measured for quality and completeness. Whether this takes the form of a full featured technical specification or a one-page quality criteria worksheet, the user should define it in advance. It is one of the simplest risk-management techniques available. —Bill Sanders

My job demands an Organized structure--work need to undergo many stages in the proper way.

It's not a question of feeling !

It's a question of to be or not to be !

I'll let you guessing for my case 

mmmm i give me as70 % Organize Person

Yes, being organized is my obsession since childhood. 

Organized individuals are better prepared for job enrichment and challenging assignments.

There is nothing in Management as "feel"You have to done everything by your own methods not feelings. :)