Pom organizing

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Pom organizing

  1. 1. Organize
  2. 2. What is Organizing? Identification & classification Grouping of activities to attain objectives Assignment of each group to a manager Coordination – horizontally & Vertically
  3. 3. Formal Organization Informal Organization
  4. 4. Example of formal & informal President Vice- president Division manager Dpt. manager Dpt. manager Division manager Vice- President Division manager Division manager Vice- President Division manager Division manager Play cricket every weekend Play chess every Sunday Informal organization
  5. 5. Organization with narrow span Advantages: 1. Close supervision 2. Close control 3. Fast communication Disadvantages: 1.Superiors interfere in subordinates work 2. High costs 3. Distance between lowest and highest level
  6. 6. Organization with wide span Advantage: 1. Superiors are forced to delegate 2. Clear policies should be made 3. Subordinates must be carefully selected Disadvantage: 1. Requires good quality managers 2. Superior’s loss of control 3. Superiors make decisions excessively
  7. 7. Structure & Process of Organizing 1 • Formulating objectives, policies & plans 2 • Identifying & classifying 3 • Grouping 4 • Delegating authority 5 • Coordinating authority
  8. 8. VIRTUAL ORGANISATION Customer Supplier Competitor •Flexible •Reduce risks •Respond rapidly to market needs
  9. 9. Organizational Division: Department Distinct area DivisionBranch Manager has authority
  10. 10. Departmentation by Territory or Geography: Grouping activities according to the areas President Marketing Personnel Finance FinancePurchasing Western region Central region Eastern region South- east South- west engineering production accounting Sales
  11. 11. Departmentation by Enterprise function: Grouping activities according to the functions President Assistant Marketing Market Research Advertising & Promotion Engineering Electrical Mechanical Finance Planning Budget Personnel
  12. 12. Departmentation by Product: Grouping activities according to the product or product lines.
  13. 13. Matrix organization
  14. 14. AUTHORITY • Right in a position to exercise discretion POWER • Ability to induce the beliefs EMPOWERMENT • Giving Powers to take actions • Without asking superiors for permission
  15. 15. • Affects business directly • Eg: Operations, Marketing LINE • Affects business Indirectly, Advisory functions • Eg: HR, Finance STAFF
  16. 16. Example of Line Management
  17. 17. Disperse decision making authority Selection of which decisions to push down Affects all areas of management DECENTRALIZATION
  18. 18. CENTRALIZATION Restricted Delegation Concentration of activities in one department Decision Making lies in the hands of Top Management
  19. 19. ART OF DELEGATION Receptiveness Willingness to Let Go Willingness to Allow Mistakes Trust Subordinates Establish & Use Broad Controls
  20. 20. Complete Centralization Complete Decentralization Authority Not Delegated Authority Delegated TENDENCIES
  21. 21. PLANNING OVERCOME INFLEXIBILITY MAKE LINE LISTEN TO STAFF AVOID CONFLICTS PROMOTING ORGANIZATION CULTURE
  22. 22. Zenia Choksey 405 Rashi Agarwal 401

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