The document defines and explains the concept of organization. It discusses that organizing involves arranging activities systematically to contribute to goals. An organization consists of interrelated parts like people, machines, materials, methods, money and functions. The tasks of organization are to unite these components effectively for attaining common objectives. Organizing includes dividing work, grouping activities, assigning duties, delegating authority and defining relationships. It is important for implementing plans, enabling specialization, optimizing resource use, fostering teamwork, facilitating communication and ensuring continuity. Different types of organization structures are also outlined.

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."

8. What happens in an
organization?(Process)

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.

15. Why is organization
important?

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.

28. Organisation chart
Diagrammatic representation of
the organization structure
Shows the names, designations and
functions of the personnel in an
organization

29. Chart

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

33. Principles of organisation
Objective
Division of work
Authority and responsibility
Delegation
Balance
Responsibility is absolute

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

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

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

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

43. Types
 Standing / Permanent
 Temporary/ Adhoc
 Executive
 Advisory
 Formal
 Informal

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

46. General manager
Manager project A Manager project B
enginee
ring R&D
Quali
ty
Acc R&D AccQuali
ty
Project organisation

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

48. Matrix organisation

49. Thank you