Formal and informal org
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The formal organization refers to the consciously designed work groups and structure established by top management to maximize efficiency and achieve goals. It has clearly defined lines of authority and responsibility, and communication follows the chain of command. The formal organization is an official, rational structure created deliberately by management to coordinate activities toward a common objective.
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Organization
This document discusses key concepts in organizational structure and design. It defines organizing as identifying and grouping organizational activities, delegating responsibilities and authority, and establishing relationships among people. The goals of organizational structure are to divide activities among subunits and coordinate/control them to achieve organizational aims. Key principles of organizational design discussed include objectives, work specialization, span of control, unity of command, delegation, responsibility, authority, and balance. Organization structure refers to the formal system of tasks, reporting relationships, and controls that allow employees to work together achieving goals.
Organz struc
Organizational structure defines how tasks are divided and coordinated within a company. There are four main types of organizational structures: functional, divisional, matrix, and project-based. Key elements that make up organizational structure include work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Together these determine how decisions are made and tasks are assigned within a company.
4 pom kc 13 sep. 2010
The document discusses key concepts in organizing, including:
- Chain of command principles regarding authority and responsibility.
- The purpose of organizational structures to define relationships and reporting hierarchies.
- Formal vs informal structures, with formal being planned and informal arising spontaneously.
- Concepts like span of control, departmentalization by function, and matrix structures.
- The organizing process of identifying activities and classifying them into departments.
- Centralization vs decentralization of decision making within an organization.
Constraints of Centralization
Centralization is a method of management wherein decision-making powers are concentrated by an individual at his source in an organization. If that individual happens to be the structural head, then, as illustrated below, the core of the organization itself becomes centralized.
However, if delegation is practiced at the apex level, but not followed down the managerial pyramid, a mixed organizational set-up emerges. In spite of the fact that so much theory has evolved about the desirability to delegate, what we often come across in practice are but centralized administrative systems, in varying degrees that is. An attempt is made here to analyze the situational aspects and the psychological constraints that lead to centralization and their inimical effects on various facets of such an organization.
Organising( power point presentation)
The document outlines the steps in organizing work: first, dividing total work into specific activities and grouping activities into jobs requiring similar tasks; second, combining related jobs into departments or sections to group activities; third, creating an authority relationship among job holders by arranging positions in a hierarchy with defined roles. Coordination of activities and departments is also important to ensure work contributes rather than conflicts.
Organization ppt
Organizing is the process by which managers establish working relationships among employees to achieve goals. According to Chester Barnard, an organization is defined as a system of consciously coordinated activities or efforts of two or more people. An organization is also defined as a deliberate arrangement of people to accomplish some specific purpose.
Organization: Meaning and Types; Delegation of Authority & Span of control
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1) Organizing is the process by which managers establish relationships among employees to achieve organizational goals. It involves determining activities, classifying and grouping activities, assigning work and resources, and evaluating results.
2) Organizations have a distinct purpose, are composed of people, and have a deliberate structure. Formal organizations have a classical hierarchical structure where roles, responsibilities, and lines of command are clearly defined. Informal organizations arise spontaneously through personal relationships.
3) The span of control refers to the number of employees a manager can effectively supervise, which is affected by factors like the manager and employee's skills, work characteristics, task complexity, and physical proximity.
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Organization
This document discusses key concepts in organizational structure and design. It defines organizing as identifying and grouping organizational activities, delegating responsibilities and authority, and establishing relationships among people. The goals of organizational structure are to divide activities among subunits and coordinate/control them to achieve organizational aims. Key principles of organizational design discussed include objectives, work specialization, span of control, unity of command, delegation, responsibility, authority, and balance. Organization structure refers to the formal system of tasks, reporting relationships, and controls that allow employees to work together achieving goals.
Organz struc
Organizational structure defines how tasks are divided and coordinated within a company. There are four main types of organizational structures: functional, divisional, matrix, and project-based. Key elements that make up organizational structure include work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Together these determine how decisions are made and tasks are assigned within a company.
4 pom kc 13 sep. 2010
The document discusses key concepts in organizing, including:
- Chain of command principles regarding authority and responsibility.
- The purpose of organizational structures to define relationships and reporting hierarchies.
- Formal vs informal structures, with formal being planned and informal arising spontaneously.
- Concepts like span of control, departmentalization by function, and matrix structures.
- The organizing process of identifying activities and classifying them into departments.
- Centralization vs decentralization of decision making within an organization.
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Centralization is a method of management wherein decision-making powers are concentrated by an individual at his source in an organization. If that individual happens to be the structural head, then, as illustrated below, the core of the organization itself becomes centralized.
However, if delegation is practiced at the apex level, but not followed down the managerial pyramid, a mixed organizational set-up emerges. In spite of the fact that so much theory has evolved about the desirability to delegate, what we often come across in practice are but centralized administrative systems, in varying degrees that is. An attempt is made here to analyze the situational aspects and the psychological constraints that lead to centralization and their inimical effects on various facets of such an organization.
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The document outlines the steps in organizing work: first, dividing total work into specific activities and grouping activities into jobs requiring similar tasks; second, combining related jobs into departments or sections to group activities; third, creating an authority relationship among job holders by arranging positions in a hierarchy with defined roles. Coordination of activities and departments is also important to ensure work contributes rather than conflicts.
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Organizing is the process by which managers establish working relationships among employees to achieve goals. According to Chester Barnard, an organization is defined as a system of consciously coordinated activities or efforts of two or more people. An organization is also defined as a deliberate arrangement of people to accomplish some specific purpose.
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Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)
Introduction to Public Administration - Organizing, Staffing, Controlling and...
Introduction to Public Administration - Organizing, Staffing, Controlling and...
Formal and informal org
- 1. Tharu Jossy
- 2. 1 2 3 4
- 3. Refers to the collection of work groups that have been consciously designed by Top management to maximize efficiency and achieve organizational goals. In formal organisation Responsibility, Authority, Accountability, lines of command, clear definition of jobs etc. will be specified Every subordinate is expected to obey his superiors in the formal chain of command It is a network of official authority responsibility relationships and communication follows. It is an official and rational structure.
- 4. Definition According to Chester Bernard , “Formal organisation is a system of consciously coordinated activities of two or more persons towards a common Objective”
- 5. It is deliberately created by the top management to achieve a common goal The principle of Scalar chain is strictly followed Authority –Responsibility are clearly defined It is based on division of labour and specialisation It can be represented in an organisation chart It has written rules It emphasis on Job positions and not individuals contd
- 6. It does not consider personal feelings of employees Methods of communication will be clearly defined Importance is for positions and not for individuals
- 7. Works of the organisation are done systematically and in an order No duplication or over lapping of work Co-ordination and control become easy Easy to fix responsibility for failure of work It clearly defines Superior –subordinate relationship
- 8. There is a delay in completing the work Social needs of workers are not taken into account Works are given more importance than persons Possibility of authority being misused It discourages the spirit of individual initiative