The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
These slides present the organizing part in Principles of Management that includes nature & purpose of organizing, formal and informal organization, organization chart and structure, line & staff authority, departmentalization, delegation of authority, training & development, performance management and career planning & management
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There are several theories which explain the organization and its structure .Classical organization theory includes the scientific management approach, Weber's bureaucratic approach, and administrative theory.
There are several theories which explain the organization and its structure .Classical organization theory includes the scientific management approach, Weber's bureaucratic approach, and administrative theory.
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
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Part IV.Today a lot of thinkers are talking, that Organizational structure is not flexible,he is more oriented to Boss, then to Client. The Guru\'s are saying, that most important is to build Vision, from vision you will get Mental model, from mental model - Organisational structure and, finally, Behavioural model.
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2. PART ONE: INTRODUCTION
1/8/2012
1.1 Meaning of organization
POM/Chapter 4 - Organizing
1.2 Process of Organization
1.3 Principles of Organization
2
3. DEFINITION OF ORGANIZING
1/8/2012
Activities: Resources:
Identification of Determining the
POM/Chapter 4 - Organizing
activities
Grouping of Activities
specific need of
Assignment of jobs to resources
formal groups Allocation of
Establishing a network resources into
of authority and
responsibility specific groups
Providing framework for Evaluation and
measurement, evaluati control of use of
on and control
the resources 3
4. ORGANIZING
1/8/2012
Organizing is the process of
arranging and allocating
POM/Chapter 4 - Organizing
work, authority, and resources
among an organization’s
members so that they can
achieve organizational goal.
Stoner, Freeman and Gilbert
4
5. PROCESS OF ORGANIZING
1/8/2012
Division of Work
Grouping of Work
POM/Chapter 4 - Organizing
Delegation of Authority
Coordination of Work
5
6. 1/8/2012 POM/Chapter 4 - Organizing
6
PROCESS OF ORGANIZING SIMPLIFIED
7. PRINCIPLES OF ORGANIZING
8.Exception
1/8/2012
1. Unity of Objective
2. Specialization
9.Efficiency
POM/Chapter 4 - Organizing
3. Coordination
4. Authority and 10.Balance
Responsibility
11.Homogeneity
5. Unity of Command
6. Scalar Chain 12.Continuity
7. Span of Control
13.Simplicity 7
10. ORGANIZATIONAL ARCHITECTURE -
VERTICAL INTEGRATION
1/8/2012
Tall Organization: Flat organization:
This type of This type of
POM/Chapter 4 - Organizing
organizational organizational
architecture has architecture
many layers and
has few layers
narrow span of
control. and wide span
of control.
10
12. ORGANIZATIONAL ARCHITECTURE – HORIZONTAL
DIFFERENTIATION
1. FUNCTIONAL STRUCTURE:
1/8/2012
General Manager
POM/Chapter 4 - Organizing
Production Finance Marketing HR
Dept Dept Dept Deprtment
Structure is created based on the
various functions of an organization.
12
13. ORGANIZATIONAL ARCHITECTURE – HORIZONTAL
DIFFERENTIATION
2. MULTI-DIVISION STRUCTURE
1/8/2012
General Manager
POM/Chapter 4 - Organizing
Division I Division II Division III
Multiple divisions are created in a
related industry.
13
14. ORGANIZATIONAL ARCHITECTURE – HORIZONTAL
DIFFERENTIATION
Divisional or M-form (Multidivisional) Design
An organizational arrangement based on multiple
businesses in related areas operating within a larger
organizational framework; following a strategy of
related diversification.
Activities are decentralized down to the divisional
level; others are centralized at the corporate level.
The largest advantages of the M-form design are the
opportunities for coordination and sharing of
resources.
15. ORGANIZATIONAL ARCHITECTURE – HORIZONTAL
DIFFERENTIATION
3. GEOGRAPHIC STRUCTURE:
1/8/2012
General
POM/Chapter 4 - Organizing
Manager Departments are
created based on
geographic regions.
All the activities in one
Eastern Central Western geographic region is
Region Region Region categorized into one
unit.
15
16. ORGANIZATIONAL ARCHITECTURE – HORIZONTAL
DIFFERENTIATION
4. MATRIX ORGANIZATION
CEO
Vice president, Vice president, Vice president, Vice president,
engineering production finance marketing
Employees
Project
manager A
Project
manager B
Project
manager C
6–16
17. MATRIX STRUCTURE:
1/8/2012
Advantages: Disadvantages:
Enhances organizational Employees are uncertain
POM/Chapter 4 - Organizing
flexibility. about reporting
Team members have the relationships.
opportunity to learn new The dynamics of group
skills. behavior may lead to
Provides an efficient way for slower decision
the organization to use its making, one-person
human resources. domination, compromise
Team members serve as decisions, or a loss of
bridges to their departments focus.
for the team. More time may be required
for coordinating task- 17
related activities.
18. PART THREE: RESPONSIBILITY
1/8/2012
3.1 Meaning of Responsibility
POM/Chapter 4 - Organizing
3.2Establishing Task and
Reporting Relationships
3.3 Creating Accountability
18
19. RESPONSIBILITY:
1/8/2012
Responsibility is the
POM/Chapter 4 - Organizing
obligation to perform
or
duty to carryout certain
activities
19
20. ESTABLISHING TASK AND REPORTING
RELATIONSHIP:
1/8/2012
Task Relationship:
How activities related to each other in an
POM/Chapter 4 - Organizing
organization.
How the basic units of an organization are
formed.
Establishment of job description and job
specification
Job Specification: Prerequisites of job. Various skills and
experiences needed to perform certain job.
Job Description: The activities that have to be carried
out at certain position in a job. It describes the job.
20
21. ESTABLISHING TASK AND REPORTING
RELATIONSHIP:
1/8/2012
Establishing Reporting Relationship:
It is finding out
POM/Chapter 4 - Organizing
Chain of command
Span of control or span of management
1. Who reports to whom?
2. How many subordinates will a supervisor have?
(Relate it to tall vs flat organizational architecture.)
21
23. PART FOUR: AUTHORITY
1/8/2012
POM/Chapter 4 - Organizing
4.1 Line and Staff Authority
4.2 Delegation of Authority
23
24. AUTHORITY:
1/8/2012
Right to take decisions that arises due to
position in organizational structure.
POM/Chapter 4 - Organizing
Authority is the right to perform or
command. It allows its holder to act in
certain designated ways and to directly
influence the actions of others through
orders.
Types of Authority:
Line Authority
Staff Authority 24
25. LINE AUTHORITY
1/8/2012
The chain of command in the
organizational structure that flows
POM/Chapter 4 - Organizing
major decision making power.
The officially
sanctioned ability to issue orders t
o subordinate employees within
an organization.
25
26. STAFF AUTHORITY
1/8/2012
Staff authority consists of the right to
advise or assist those who possess
POM/Chapter 4 - Organizing
line authority as well as other staff
personnel.
The Advisory or Counseling
Role :
The Service Role
26
The Control Role
27. DELEGATION OF AUTHORITY
1/8/2012
Assigning work to subordinates
and giving them necessary
POM/Chapter 4 - Organizing
authority to do the assigned work
effectively.
Simple terms,
GRANTING AUTHORITY TO SUBORDINATES
27
28. FEATURES OF DELEGATION OF
AUTHORITY:
1/8/2012
No delegation of total authority
Delegation of only that authority a
POM/Chapter 4 - Organizing
manager has
Representation of the superior
Delegation for organizational purpose
Restoration of delegated authority
Balance of authority and responsibility
No delegation of responsibility
28
29. CONFLICT BETWEEN LINE – STAFF EMPLOYEES
1/8/2012
Assume Line Authority
POM/Chapter 4 - Organizing
Do not give Sound Advice
Steal Credit for Success
Fail to Keep line
personnel informed of their
activities
Do not see the whole picture. 29
30. PART FIVE:
CENTRALIZATION AND DECENTRALIZATION
1/8/2012
Meaning : Centralization and Decentralization
POM/Chapter 4 - Organizing
Reasons: In which case which is needed
Advantages and Disadvantages: of both
30