The document discusses the key concepts and principles of organizational design and structure. It covers classical organizing theory including Fayol's principles of management, Weber's bureaucratic model, division of labor, span of management, and scalar relationships. The objectives are to understand factors that influence organizational structure, the advantages and disadvantages of different structures, and the relationship between division of labor and coordination within an organization.

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2. Objectives
1. An understanding of the organizing function
2. An appreciation for the complexities of determining appropriate
organizational structure
3. Insights into the advantages and disadvantages of division of labor
4. A working knowledge of the relationship between division of labor and
coordination
5. An understanding of span of management and the factors that
influence its appropriateness
6. An understanding of scalar relationships
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3. A Definition of Organizing
Fayol’s Guidelines
1. Judiciously prepare and execute the operating plan
2. Organize the human and material facets
3. Establish a single competent, energetic guiding authority
4. Coordinate all activities and efforts
5. Formulate clear, distinct, and precise decisions
6. Arrange for efficient selection
7. Define duties
8. Encourage initiative and responsibility
9. Offer fair and suitable rewards for services rendered
10. Make use of sanctions against faults and errors
11. Maintain discipline
12. Ensure individual interests are consistent with organization’s general interests
13. Recognize the unity of command
14. Promote both material and human coordination
15. Institute and effect controls
16. Avoid regulations, red tape, and paperwork
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4. A Definition of Organizing
The Importance of Organizing
Responsibilities of an organizing department would include:
1. Reorganization plans to make management system more effective and
efficient
2. Plans to improve managerial skills to fit current management system needs
3. An advantageous organizational climate within the management system
The Organizing Process
1. Reflect
2. Establish
3. Divide
4. Allocate
5. Evaluate
The Organizing Subsystem
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5. A Definition of Organizing
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6. A Definition of Organizing
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7. A Definition of Organizing
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8. Classical Organizing Theory
Weber’s Bureaucratic Model
Structure
 Authorityand Responsibility
 Formal and Informal Structure
 Departmentalization and Formal Structure: A Contingency Viewpoint
 Functional Departmentalization
 Product Departmentalization
 Geographic Departmentalization
 Customer Departmentalization
 Manufacturing Process Departmentalization
 Forces Influencing Formal Structure
1. Manager
2. Task
3. Environment
4. Subordinates
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9. Classical Organizing Theory
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10. Classical Organizing Theory
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11. Classical Organizing Theory
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12. Classical Organizing Theory
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13. Classical Organizing Theory
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14. Classical Organizing Theory
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15. Classical Organizing Theory
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16. Classical Organizing Theory
Division of Labor
 Advantages and Disadvantages of Division of Labor
 Division of Labor and Coordination
 Follett’s Guidelines on Coordination
Span of Management
 Designing Span of Management:A Contingency Viewpoint
 Similarity of functions
 Geographic continuity
 Complexity of functions
 Coordination
 Planning
 Graicunas and Span of Management
 Height of Organization Chart
Scalar Relationships
 Fayol’s Guidelines on Chain of Command
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17. Classical Organizing Theory
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18. Classical Organizing Theory
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19. Classical Organizing Theory
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20. Questions
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