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Principle of unity of command – As per this principle, one subordinate is accountable to only one superior at one time. google_ad_client = "ca-pub-7057920448327527"; These aspects are operational ones and have greater impact one organisational flow and cost of operations. The process of organising consists of the following five steps. The next step is to classify activities according to similarities and common purposes and function by taking the available human and material resources into account. Also called division of labor, work specialization is the degree to which organizational tasks are divided into separate jobs. The line of authority offers a standing channel for downward and upward communication. There is an environment of coordination and cooperation in the organization. Delegations may be vertical or horizontal. Organization management enables the optimum use of resources through meticulous planning and control at the workplace. It creates opportunities to those who have competencies to take independent decisions. Different types of decentralisation should be distinguished. This grouping process is called departmentation. The groups are structured based on similar skills. In this process “power” is identified as an unlimited resource. Organizing is highly complex and often involves a systematic review of human resources, finances, and priorities. It is a system whereby authority flows down from the top through a series of executive positions in which each functional manager is accountable to the immediate superior. iv. Enter your e-mail address and your password. Although every organisation has its own channels and methods of communication. Once the authority is given the concerned manager will have power to command his subordinates and get the work done by them. The fourth approach is the customer approach which groups activities and resources in response to the needs of specific customer groups. 5. google_ad_height = 250; Organizing is the function of management which follows planning. The concepts like “change management” and “learning organisation” pervade all organisations and organisations established long back live today with totally a different structure. This principle holds true for technical as well as managerial tasks. Installing sound communication system – The success of management depends upon effective system of communication. Defining inter-relationship among personnel for productive cooperation. It is a continuous chain of authority that links the most junior worker to the top brass. Specialization is extensive, for example running a particular machine in a factory assembly line. Organisations are not static but are dynamic. For example, marketing may be one department, in which packing, dispatching, sales, consumer service etc. Delegation comprises of the following aspects: a. But empowered employees who get power in a previously powerless situation have the feeling of control and self-efficacy. Privacy Policy3. Assignment of rights and duties to the right people. No planning can succeed unless a framework of activities (necessary for the accomplishment of objectives) is constructed. In a formally designed organisation structure, employees’ behaviour is bound by rules, regulations and policies but in a comparatively less formal organisation structure, they have a great deal of freedom in deciding how they perform their work. Another possibility in this approach is the overspecialization. Each employee is trained to perform specific tasks related to their specialized function. The organisation is expected to provide build-in devices to facilitate growth and expansion without dislocation. Better management skills For any business, organizing information is all about keeping things in proper order such that the path from inquiry to result is clear and time-efficient. Hence, effective organization can be achieved through specialization of sharing or dividing work. For some people, organizations are a system with inputs (such as men, materials, money and machines), and processes through which product or service is produced. The organizing function leads to an organizational structure which defines precisely the authorities and the responsibilities. All the above are necessary to achieve the organizational goals. Departmentation maintains balance and harmony in the working of the organisation. For an efficient organizing function the following are the guiding principles. Making the rational division of work into groups of activities and tying together the positions representing grouping of activities for accomplishment of desired objectives is the function of management and this function is known as organizing. In other words, there are two meanings of organisation: (2) Organising as a structure of relationship. Co-ordination is a facilitative function helping the integration of the basic managerial functions – Planning, Organisation, Motivation and Control. This indicates the set of relationships as to who gives direction to whom and who reports to whom. If the decision is made to use this approach with only some of the organizational customers then there will be difficulty in coordinating the customer-based departments with departments organized in other patterns. These aspects are widely discussed with stakeholders to understand the intensity of each attribute across the proposed set-up. Organizing proposes that managers oversee small groups and reduction of management commands to minimal levels as possible. The structure of the organization is the framework within which effort is coordinated. This is a structure concerning decision-making which shows. On the other hand, according to the concept of ‘organising as a structure of relationship’, posts are established in the organisation and authorities and responsibilities of each post are determined. In other words, many factors affect them and changes have to be introduced accordingly. – Louis Allen, “To organise a business is to provide it with everything useful to its functioning: raw materials, machines and tools, capital and personnel”. Organizing is a broad set of activities, and often considered one of the major functions of management. “Organizing is determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom and where decisions are to be made.” – Stephen P. Robbins and Mary Coulter, “Organizing is the process of identifying and grouping the work to be performed, defining and delegating the responsibility and authority, and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing objectives.” – Louis A. Allen, G.R. The type and limits of authority also gets determined. In this process, “Power” is an unlimited resource which authoritarian managers do not give. The basic structures, viz., line staff and matrix can be configured according to the purpose, goals and objectives of the organisation. Share Your PDF File It means that instructions and directions to a subordinate must come from one person only. This video covers the concept and process of organizing. The organizing function of management is concerned with combining people, work to be done, and physical resources into a meaningful relationship to achieve organizational goals. Its activities are governed by social and psychological laws. Koontz and O’Donnell defines organizing as- “The establishment of authority relationships with provision for coordination between them, both vertically and horizontally in the enterprise structure.”. Louis A. Allen defines organizing as- “The process of identifying and grouping the work to be performed, defining and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing objectives”. Organization embraces the duties of designating the departments and the personnel that are to carry on the work, defining their functions and specifying the relations that are to be exist between departments and individuals. The relationship between different jobs is determined, and provision for their proper integration is made. Establishing relationship among various job positions. However, an environment which is turbulent and also the complex technology need horizontal coordination of activities. Organizing creates and maintains rational relationships between human, material, financial, and information resources by indicating which resources are to be used for the specified activities and also when, where, and how they are to be used. to the lowest level of the organisation at which the particular responsibility can be efficiently discharged. In this sense, organization can be considered as a vehicle through which goals are supposed to be achieved. Authority specifies the discretion of employee over his work. Therefore, organisation as a structure of relationship is called static element. For carrying out the organizing function usually four approaches are followed for designing the organization structure of the organization. Good organisation results in the creation of well balanced, low-cost, teamwork that performs the necessary work. It is a function in which the synchronization and combination of human, physical, financial, and information resources takes place for the achievement of the results. The duties responsibilities, authority and relations of everyone in the organisational structure should be clearly and completely defined preferably in writing. Grouping of activities – Activities are needed to be grouped on certain well-defined basis such as function, product, customer, process, territory, etc. Importance 4. For example, it is divided as production, financing, purchasing, marketing, personnel, like wise. In these organizations the working process is continual in a certain production cycle, the operations and procedures are synchronized, the production is highly automated, technical complexity is at the highest level, centralization is low, communicating is verbal, and formalization is on a low level. Meaning and Definitions of Organizing 3. The span of control should be limited to a reasonable number according to circumstances. In order to enable him to give personal attention to work performance, he should have a manageable number of subordinates. Organising constitutes an essential element in the main process of management. Identifying and grouping of the work to be performed. Terry, Koontz O’Donnel, Henry Fayol, What is Organizing in Management – Concepts, What is Organizing in Management – Nature, What is Organizing in Management – 8 Main Features, What is Organizing in Management – 4 Basic Elements: Division of Work, Grouping of Activities, Distribution of Authority and Coordination, What is Organizing in Management – 5 Important Steps: Determination of Objectives, Enumeration of Activities, Classification of Activities and a Few Others, What is Organizing in Management – Top 26 Principles, What is Organizing in Management – 7 Important Trends and Practices. It should not be rigid or inelastic. Because of this, empowerment has become slow. Organizing involves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization. Now suitable persons are fitted in their respective jobs and made responsible to accomplish the job. They should not be bothered by routine problems which can as well be managed by subordinates. The span of management, often called the span of control, is the number of individuals who are directly responsible to a particular manager. Empowerment realises and reconceptualises the relationship among tasks, achievements and connectedness. As organisations grow, many problems crop up regarding administration. Organizing facilitates development of the organizational structure which becomes a tool for the management to achieve plans. The leader need not be present during the course of performing the task as in case of delegation. According to Chester Barnard, “Organizing is a function by which the concern is able to define the role positions, the jobs related and the co-ordination between authority and responsibility”. Organising is done in relation to all other functions of management. A manager, with required qualification, intelligence and capability is given authority and made incharge of each department, so as enable him to work his subordinates to reach the organizational objectives. These parts are both tangible (like human, material, machine and money) and intangible (like authority, responsibility, function and objective). When people perform tasks assigned to them at different levels in different departments, it has to be ensured that the tasks are related to each other and aim at unified goals. It may be applied to any type of organisation including the government. “The more power you give, the more power you have” has become the dictum. There should be reasonable balance in the size of various departments, between standardisation of procedures and flexibility between centralisation and decentralisation. receives command from the top and has to follow it implicitly. Organizing is the function that managers undertake to design, structure, and arrange the components of an organization’s internal environment to facilitate attainment of organizational goals. Size – Connection between the size of the organization (measured by the number of employees, power of installed capacities, total revenue, value of capital investment, and other factors) and its organizational structure is very easy to notice. The first approach is the functional approach. iii. An organization cannot serve certain specific purposes or goals unless some positions are placed above others and given authority to bind them by their decisions. 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