organize

1. Organizing
 Arranges the work and the workers and other resources to
work together to accomplish organizational goals.
 Is the process of arranging and allocating work, authority
and resources among an organizational’ members so that
they can achieve organizational goals.
 It represents all those activities that result in the formal
assignment of tasks, authority & responsibility to groups
and individuals.
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2. Importance of organizing :
►Divides work into specific jobs.
►Assigns tasks and responsibilities.
►Coordinates organizational tasks.
►Establishes relationships among departments.
►Establishes formal lines of authority.
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3.  Determination the goals.
 Determination the activities.
 Division the activities.
 Design Organizational structure.
 Delegation the authorities.
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Steps of Organizing : ( 5D )

4. Formal organizing and informal organizing
 Formal organizing is an organizing in which job of each
member clearly defined , whose authority , responsibility
and accountability are fixed.
 Informal organizing is a system of interpersonal relationship
between individuals working in enterprise.
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5. Formal organizing V.s Informal organizing 5
Basis for
comparison
Formal organizing Informal organizing
Nature Stable , it continues for
long time
No stable
Focus on Work performance personal relations
Size Large Small
communication Official communication Personal communication

6. Span of control
The number of employees who can be effectively and
efficiently supervised by a manager.
Types of span of control
1- Wide (flat) 2- Narrow (tall)
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1- Manager abilities :
More capable manager = More employees per manager.
2- Employee abilities :
Knowledgeable, trained staff = Less supervision.
3- Job complexity :
More complex jobs = More supervision.
4- Job similarity :
Similar jobs = More employees per manager.
Factors that influence of span of control :

7. Wide span of control
Narrow span of control
General Manager
Mgn 8
Mgn 7
Mgn 5
Mgn 4
Mgn 3
Mgn 2
Mgn 1 Mgn 6
General manager
Mgn 2
Unit 1
Unit 2
Mgn 1
Unit 1
Unit 2

8. Organizational structure :
It is a formal arrangement of jobs within organization.
What organizational structure shows :
1- Levels of management.
2- Lines of communication.
3- Functions in the organization.
Types of organizational structure
 Functional structure.
 Product structure.
 Geographical structure.
 Customer structure.
 Matrix structure.
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9. Functional Structure 9
CEO
H.R.
Management
Financial
Management
Marketing
Management
Production
Management

10. Product Structure 10
Mfg. Mkt. R&D
ProductA
Mfg. Mkt. R&D
ProductB
Mfg. Mkt. R&D
ProductC
HQ

11. Geographical Structure 11
CEO
H.R
Management
Financial
Management
Marketing
Management
Production
Management
Manager
Region 4
Manager
Region 3
Manager
Region 2
Manager
Region 1

12. Customer Structure 12
CEO
Agricultural
Loans
Industrial
Loans
Mortgage
Loans
Business
Loans

13. Matrix structure General
Manager
H.R.
Manager
Finance
Manager
Mkt.
Manager
Mfg.
Manager
Manager
Project A
Manager
Project B
Manager
Project C
Mfg.
Unit
Mkt.
Unit
Finance
Unit
H.R.
Unit
Mfg.
Unit
Mkt.
Unit
H.R.
Unit
Finance
Unit
Mfg..
Unit
Mkt.
Unit
Finance
Unit
H.R.
Unit
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14. 14
Centralization and Decentralization
Centralization:
It means focused authority and decision making to general
manager (top management).
Decentralization:
• The delegation of decision making authority to managers
throughout the organization
Centralization Decentralization
Minimum freedom Maximum freedom

15. Difference between Centralization and
Decentralization
Basis for
comparison
Centralization Decentralization
Authority Focus authority Distribution authority
Decision making Top management All the managerial levels
Communication Vertical Open and free
Best suited for Small sized organization Large sized organization
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16. Authority and Responsibility
 Authority: Is the right to make decisions, give orders and
utilize resources.
 Responsibility: Is the obligation you have to perform the
tasks assigned to you.
Types of authority :
1- Vertical authority.
2- Functional authority.
3- Consulting authority.
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17. Relation between managerial levels and 17
authority
Wide authority Top management
Middle management
Narrow authority Direct management
Authority = zero

18. Managerial levels and authority, responsibility
Authority
Top
Mgn.
Mid.
Mgn.
Lower
Mgn.
Responsibility
Authority = Zero
Worker

19. Authority Vs Responsibility
Basis for
comparison
Authority Responsibility
Flow
Basis for
comparison
Authority Responsibility
Flow Downward Upward
Duration Continues for long
period
End , as soon as the
task is accomplished
Delegation Can be delegated Cannot be delegated
Purpose Its purpose is to make
decisions
Its purpose is to
execute duties
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