Organizing

ORGANIZING
CONTENT
1: HISORY
2: NATURE OF ORGANIZATION
3: PUPOSE OF ORGANIZATION
4: APPLICATIONS
5: IMPORTANCE OF ORGANIZING
definition
1. Organizing is the act of rearranging elements following

one or more rules
2. Anything is commonly considered organized when it
looks like everything has a correct order or placement.
But it's only ultimately organized if any element has no
difference on time taken to find it. In that sense,
organizing can also be defined as to place different
objects in logical arrangement for better searching
.
HISTORY
• Historically, humanity has always tried to organize
itself. The organizing of information can be seen
since the time humans began to write.
• Writing ideas in a book, as opposed to verbally
communicating with someone, and more
specifically cataloging ideas and thoughts, is also an
attempt to organize information.
NATURE OF
ORGANIZATION
The following are the important characteristics of organization
1:Division of work or specialization
The entire philosophy of organization depends on the concept of
specialization. In specialization, various activities are assigned to
different people who are specialists in that area. Specialization
improves efficiency. Thus, organization helps in division of work
and assigning duties to different people.
2:orientation towards goals
Every organization has its own purposes and objectives.
Organizing is the function employed to achieve the overall
goals of the organization. Organization harmonies the
individual goals of the employees with overall objectives of
the firm.
3: Composition of individuals and groups
Individuals form a group and the groups form an organization.
Thus, organization is the composition of individual and
groups. Individuals are grouped into departments and their
work is coordinated and directed towards organizational
goals
4:DIFFERENTIATED FUNCTIONS
The organization divides the entire work and assigns the tasks
to individuals in order to achieve the organizational
objectives; each one has to perform a different task and
tasks of one individual must be coordinated with the tasks
of others.
5: CONTINOUS PROCESS
The organization divides the entire work and assigns the tasks
to individuals in order to achieve the organizational
objectives; each one has to perform a different task and
tasks of one individual must be coordinated with the tasks
of others.
PURPOSE OF
ORGANIZATION
1:Helps to achieve organizational goal
Organization is employed to achieve the overall objectives of
business firms. Organization focuses attention of individuals
objectives towards overall objectives.
2:Optimum use of resources
To make optimum use of resources such as men, material,
money, machine and method, it is necessary to design
an organization properly. Work should be divided and
right people should be given right jobs to reduce the
wastage of resources in an organization.
3:To perform managerial function
Planning, Organizing, Staffing, Directing and Controlling cannot be
implemented without proper organization.
4:Facilitates growth and diversification
A good organization structure is essential for expanding business
activity. Organization structure determines the input resources
needed for expansion of a business activity similarly organization
is essential for product diversification such as establishing a new
product line
5:Human treatment of employees
Organization has to operate for the betterment of employees an
must not encourage monotony of work due to higher degree of
specialization. Now, organization has adapted the modern
concept of systems approach based on human relations and it
discards the traditional productivity and specialization approach.
APPLICATIONS
1:Structure
2:Work specialization
3:Chain of command
4:Authority, responsibility, and accountability
5:Delegation
6:Types of authority (and responsibility)
7: Span of management
8:Tall versus flat structure
9:Centralization, decentralization, and formalization
10:Departmentalization
1:Structure
The framework in which the organization defines how tasks are divided,
resources are deployed, and departments are coordinated
a:A set of formal tasks assigned to individuals and departments
b:Formal reporting relationships, including lines of authority, decision
responsibility, number of hierarchical levels and span of managers
control.
c:The design of systems to ensure effective coordination of employees
across departments
2:Work specialization
Work specialization is the degree to which organizational tasks are sub-
divided into individual jobs. With too much specialization, employees
are isolated and do only a single, tiny, boring job. Many organizations
enlarge jobs or rotate assigned tasks to provide greater challenges.
3:Chain of command
The chain of command is the unbroken line of
authority that links all individuals in an organization,
and specifies who reports to whom.
A:Unity of Command - one employee is held accountable
to only one supervision
B:Scalar principle - clearly defined line of authority in the

organization that includes all employees
4:Authority, responsibility, and accountability
• Authority is a manager's formal and legitimate right to make decisions,
issue orders, and allocate resources to achieve organizationally desired
outcomes.
• Responsibility means an employee's duty to perform assigned task or
activities.
• Accountability means that those with authority and responsibility must
report and justify task outcomes to those above them in the chain of
command.
5:Delegation:Delegation is the process managers use to transfer

authority and responsibility to positions below them.
Organizations today tend to encourage delegation from highest
to lowest possible levels. Delegation can improve flexibility to
meet customers’ needs and adaptation to competitive
environments. Managers often find delegation difficult
6:Types of authority (and responsibility)
• Line authority managers have the formal power to direct and control immediate
subordinates. The superior issues orders and is responsible for the result—the
subordinate obeys and is responsible only for executing the order according to
instructions.
• Functional authority is where managers have formal power over a specific subset of
activities. For instance, the Production Manager may have the line authority to
decide whether and when a new machine is needed but the Controller demands
that a Capital Expenditure Proposal is submitted first, showing that the investment
will have a yield of at least x%; or, a legal
• department may have functional authority to interfere in any activity that could
have legal consequences. This authority would not be functional but it would rather
be staff authority if such interference is "advice" rather than "order".
• Staff authority is granted to staff specialists in their areas of expertise. It is not a
real authority in the sense that a staff manager does not order or instruct but
simply advises, recommends, and counsels in the staff specialists' area of expertise
and is responsible only for the quality of the advice (to be in line with the respective
professional standards etc.) It is a communication relationship with management. It
has an influence that derives indirectly from line authority at a higher level.
7:Span of management
Factors influencing larger span of management.
• Work performed by subordinates is stable and routine.
• Subordinates perform similar work tasks.
• Subordinates are concentrated in a single location.
• Subordinates are highly trained and need little direction in
performing tasks.
• Rules and procedures defining task activities are available.
• Support systems and personnel are available for the
managers.
• Little time is required in non-supervisory activities such as
coordination with other departments or planning.
• Managers' personal preferences and styles favour a large span
8:Tall versus flat structure
• Tall - A management structure characterized by an overall narrow
span of management and a relatively large number of hierarchical
levels. Tight control. Reduced communication overhead.
• Flat - A management structure characterized by a wide span of
control and relatively few hierarchical levels. Loose control. Facilitates
delegation
9:Centralization, decentralization, and formalization
• Centralization - The location of decision making authority near top

organizational levels.
• Decentralization - The location of decision making authority near
lower organizational levels.
• Formalization - The written documentation used to direct and control
employees
10:Departmentalization
The basis on which individuals are grouped into
departments and departments into total organizations.
Approach options include;
• Functional - by common skills and work tasks
• Divisional - common product, program or geographical
location
• Matrix - combination of Functional and Divisional
• Team - to accomplish specific tasks
• Network - departments are independent providing
functions for a central core breaker
IMPORTANCE OF ORGANIZING
• Organizations are often troubled by how to
organize, particularly when a new strategy is
developed
• Changing market conditions or new technology
requires change
• Organizations seek efficiencies through
improvements in organizing

Organizing

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ORGANIZING

1. Organizing is the act of rearranging elements following

B:Scalar principle - clearly defined line of authority in the

5:Delegation:Delegation is the process managers use to transfer

• Centralization - The location of decision making authority near top

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