A Critique of the Proposed National Education Policy Reform
Organisation
1.
2. What Is Organizing?
Organizing
Arranging the
activities of the
enterprise in such
a way that they
systematically
contribute to the
enterprise’s goals.
3. The word organization
has come from the word
“organism”
which means a structure
of interrelated and
interdependent parts.
4. The parts or components of
organization consist of
men,
machine,
material,
methods,
money,
functions,
authoirity and
resposnsibility.
5. The task of organization is to
unite or integrate these
components effectively
for the purpose of attaining the
common goal.
6. Definition:
According to Louis A. Allen,
"Organisation is the process of identifying
and grouping the work to be performed,
defining and delegating responsibility and
authority, and establishing relationship
for the purpose of enabling people to work
most effectively together in accomplishing
objectives."
7. According to Mooney and Railey,
"Organisation is the form of every
human association for the attainment
of a common purpose."
9. PROCESS OF ORGANISATION
Division of work
Grouping of activities
Assignment of work
Delegation of authority
Defining relationship
10. Division of work
The entire work of a business enterprise is divided
into a number of activities for better performance and
control. Ex: production, finance, personnel,
marketing.
11. Grouping of activities
Activities similar and closely related will be put
under the contol of a department. Ex: window display,
advertising, management of sales staff, sales
promotion etc are grouped under the control of the
marketing department.
12. Assignment of work
After grouping work is assigned to every
individual who is employed in a particular
department. Ex: in finance department an individual
may be assigned the work of receiving cash, another
person may be making cash disbursements and so on.
13. Delegation of authority
An employee who has been assigned d some work
needs to be given certain authority to carry out the
responsibility. Transfer of authority by a superior to a
subordinate is what is known as delegation of
authority.
14. Defining relationship
It means that every subordinate should know who
his superior is and in the same manner every superior
must know the subordinates under him. Every
subordinate has to carry out the tasks assigned to him
by his superior only and he is accountable to that
superior alone.
16. IMPORTANCE
Vital for implementing plans
Specialization
Optimum use of resources
Teamwork
Communication relationship
Creativity
Co-ordination
Continuity
17. Vital for implementing plans
Organization follows planning.
Implementation of the business plans
cannot be possible without the aid of
organization. It is only through organization
the resource required to accomplish the
enterprise goal are acquired
18. Specialization
The entire work of a
manufacturing concern is divided
into production, finance, personnel
and marketing according to
importance.
19. Optimum use of resources
Men, machine, materials, money.
Right man for right job,
materials available at right time,
tools and equipments maintained and
put to use when needed
20. Teamwork
Series of operations carried out to
complete any task.
No of persons perform the task jointly.
Iit is necessary for proper team work
and understanding
21. Communication relationship
Workers work on getting orders
That orders must be properly
communicated.
Work as per instructions
Completion it must be reported
Any doubt get clarification
22. Creativity
Allow th exhibit the crative skills
Possible only when there is
delegation(will have freedom to act)
Reward for innovative ideas
23. Co-ordination
Activities interrelated and also
interdependent
Production---------- finance
Marketing-----------finance
So there must be a link which is called
co-ordination
24. Continuity
Men may go but should be recurited
Machine may become obselate but it
should be replaced
Materials may exhaust but it must be
purchased
So as the activities goes on without
disruption.
25. An organization structure explains the
positions and official relationships
between the various individuals working
in an organization.
It helps to understand an organization
better.
26. It provides answers to the
following questions:
Who is the top most official in an organization?
Who are the departmental heads?
What are their functions?
Who are the subordinate staff in each department?
Etc.
27. Organisation chart
Organization Chart
A chart that shows the
structure of the
organization including
the title of each
manager’s position and,
by means of connecting
lines, who is
accountable to whom
and who has authority
for each area.
30. Organization Chart
Information Services Group
Cataloger
Cataloger
Customer Liaison
Taxonomy Designer
Knowledge Architecture Lead
Developer
Developer
Systems Admin
Search/Systems Lead
Assistant Designer
Design Lead
Knowledge Architecture Manager
31. Merits
Shows the official positions of each
individual in an organization
It is possible to make out who is the superior
and who is the subordinate3
To identify the personnel in an organization
Helps an outsider to understand the
different designations in an organization
32. Demerits
It can show the formal or official relationships in
an org. it cannot depict the informal or personal
relationship between individuals
Promote ill feeling among the personnel
(subordinate may feel)
Often not updated in accordance with the changes
in positions taking place in the organization from
time to time
34. Principles of organisation
Unity of command
Unity of direction
Distinction between line and staff
functions
Simplicity
flexibility
35. Types of organisation
Line organisation
Line and staff organisation
Functional organisation
Committee organisation
Project organisation
Matrix organisation
36. Line organisation
Also called Military Organisation
Superior passes the information to the subordinate
And subordinate in turn makes some suggestions
and passes to his juniors
Vertical downward flow of authority and upward
flow of responsibility
37.
38. line and staff organisation
Staff who are experts in specific areas assist the line
personnel
Experts donot have power to command
They can only advise
The line manager can accept the suggestion or may
reject it
39.
40. Functional organisation
Only for large scale organisation
Separate departments to look after different activities
Ex: purchase
Production
Sales
Etc
Each department has a head and will work under the
head
41.
42. Committee organisation
Is a group of persons entrusted with certain tasks
They discuss the problem and find a solution
Ex: Board of directors
The committee meet at regular intervals and discuss
the progress of work at the various levels
45. Project organisation
Popular during world warII
To manage a small number of large projects
Each team has specialists in different fields
The manager co-ordinates the activities of the team
members
47. Matrix organisation
Suitable when there are large no of small projects to be
managed
Also known as multiple command system
Has two chain of commands
Vertical--- line authority
and horizontal---- project authority
Each department has to do its work and also needs to
share with other departments