Organisation introduction
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The document discusses the importance and benefits of organization. It states that organization creates the structure of an organization and is essential for management to function smoothly. It leads to specialization and increased productivity by dividing activities into specific jobs assigned to individuals. A good organization structure clearly defines roles and responsibilities, allocates authority, reduces conflicts, and allows the business to adapt to changes. Organizing also improves human relations within an organization.
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Organizing in Management
This document discusses organizing as the second step of management after planning. It defines organizing as arranging and allocating work, authority, and resources so that organizational goals can be achieved. The nature of organizing includes having common objectives, dividing labor through departments headed by managers, delegating authority through a chain of command, grouping people as the workforce, establishing communication channels, and implementing rules and regulations to govern the working environment. The objectives of organizing are to facilitate the organization and increase management efficiency, enable growth and diversification, and stimulate creativity and initiative among employees.
Organisation
Organizing involves arranging work in an orderly manner and establishing relationships between factors of production like people, materials, machines, and money to achieve organizational objectives. It involves identifying and grouping work, delegating responsibility and authority, and enabling people to work effectively together. Organizing divides total work into smaller units that are assigned to individuals based on specialization. It provides a framework for growth, clarifies roles, facilitates coordination and communication, offers security and support, avoids duplication, and allows adaptation to change.
Ppt on organising
This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. An effective organization has groups working toward common objectives through divided work and cooperation, with central authority, communication, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
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Organisation IN CPM
This document defines organization and outlines the key characteristics and functions of good organization. Organization is defined as arranging people to work together towards a common goal. The efficient functioning of an organization requires competent people in the right roles who understand the goals and their own duties. Good organization has clear goals and responsibilities, defined functions for departments, and flexibility. It coordinates all activities and resources to satisfy employees while achieving its aims through long-term planning, structure, coordination, and monitoring progress.
Unti 3 organizing
Organizing involves systematically arranging and grouping work activities. It becomes necessary when more than one person works together to achieve common goals. Organizing divides work into specific jobs and departments, assigns tasks and responsibilities, and establishes relationships between individuals, groups and departments. The purpose is to arrange work in a coordinated manner to efficiently accomplish organizational objectives. Key aspects of organizing include defining authority relationships, specializing functions, and coordinating efforts based on principles such as purpose, authority, responsibility and supervision.
Organisation
The document discusses the concepts of organizing and organizational design. It defines organizing as the process of arranging work, authority, and resources to achieve organizational goals. The key aspects of organizing include grouping activities, assigning duties, and delegating authority. Organizational design is the process of constructing an organization's structure to achieve its goals. It involves identifying activities, dividing work, coordinating parts, and integrating elements to support the organization. The document also outlines several processes and dimensions that are important to organizational design.
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Organizing in Management
This document discusses organizing as the second step of management after planning. It defines organizing as arranging and allocating work, authority, and resources so that organizational goals can be achieved. The nature of organizing includes having common objectives, dividing labor through departments headed by managers, delegating authority through a chain of command, grouping people as the workforce, establishing communication channels, and implementing rules and regulations to govern the working environment. The objectives of organizing are to facilitate the organization and increase management efficiency, enable growth and diversification, and stimulate creativity and initiative among employees.
Organisation
Organizing involves arranging work in an orderly manner and establishing relationships between factors of production like people, materials, machines, and money to achieve organizational objectives. It involves identifying and grouping work, delegating responsibility and authority, and enabling people to work effectively together. Organizing divides total work into smaller units that are assigned to individuals based on specialization. It provides a framework for growth, clarifies roles, facilitates coordination and communication, offers security and support, avoids duplication, and allows adaptation to change.
Ppt on organising
This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. An effective organization has groups working toward common objectives through divided work and cooperation, with central authority, communication, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
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The document discusses the importance and benefits of delegation and decentralization in organizations. Effective delegation lessens the burden on executives, facilitates quick decision making, and boosts employee morale. However, there are also obstacles to delegation, including feelings of perfectionism, lack of confidence in subordinates, and lack of information or resources on the part of subordinates. Decentralization refers to the delegation of authority throughout various departments in an organization. The degree of decentralization depends on the type and level of authority delegated. The benefits of decentralization include motivating employees, allowing for quick decisions, and facilitating growth.
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This document defines organization and outlines the key characteristics and functions of good organization. Organization is defined as arranging people to work together towards a common goal. The efficient functioning of an organization requires competent people in the right roles who understand the goals and their own duties. Good organization has clear goals and responsibilities, defined functions for departments, and flexibility. It coordinates all activities and resources to satisfy employees while achieving its aims through long-term planning, structure, coordination, and monitoring progress.
Unti 3 organizing
Organizing involves systematically arranging and grouping work activities. It becomes necessary when more than one person works together to achieve common goals. Organizing divides work into specific jobs and departments, assigns tasks and responsibilities, and establishes relationships between individuals, groups and departments. The purpose is to arrange work in a coordinated manner to efficiently accomplish organizational objectives. Key aspects of organizing include defining authority relationships, specializing functions, and coordinating efforts based on principles such as purpose, authority, responsibility and supervision.
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The document discusses the concepts of organizing and organizational design. It defines organizing as the process of arranging work, authority, and resources to achieve organizational goals. The key aspects of organizing include grouping activities, assigning duties, and delegating authority. Organizational design is the process of constructing an organization's structure to achieve its goals. It involves identifying activities, dividing work, coordinating parts, and integrating elements to support the organization. The document also outlines several processes and dimensions that are important to organizational design.
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This document discusses business organization. It defines business organization as the grouping of activities and resources into effective cooperation to achieve specific objectives like promoting trade, commerce and industry for profit. It discusses the objectives, types, forms, and common features of business organization. The common features discussed are structure, process, relationships, authority and responsibility, performance, and behavior of groups. Business organizations are important as they provide employment, satisfy customer needs, contribute tax revenue to the government, and benefit society overall.
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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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Directing involves instructing and guiding subordinates to achieve organizational goals through effective communication and motivation. It requires inspiring people to perform their duties in the optimal way by issuing orders, guiding, and teaching employees. Elements of directing include supervision, motivation, leadership, and communication to initiate action, integrate employee efforts, facilitate change, and provide stability in the organization.
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Organizing involves dividing work into activities and groups, assigning responsibilities, and coordinating efforts to achieve goals. Key aspects of organizing include:
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- Coordinating interdependent roles to complete work flowing from one person to the next.
- Establishing authority and responsibility relationships through a management hierarchy with clear reporting lines.
The organizing process involves determining objectives, dividing activities, assigning duties, and delegating authority. An organization structure illustrates these relationships through positions and reporting lines on an organizational chart. Both formal and informal organization structures guide how work gets done through defined and emergent relationships.
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Directing involves instructing and guiding subordinates to achieve organizational goals through effective communication and motivation. It requires inspiring people to perform their duties in the optimal way by issuing orders, guiding, and teaching employees. Elements of directing include supervision, motivation, leadership, and communication to initiate action, integrate employee efforts, facilitate change, and provide stability in the organization.
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Organizing involves dividing work into activities and groups, assigning responsibilities, and coordinating efforts to achieve goals. Key aspects of organizing include:
- Dividing work through departments and specialization so individuals gain expertise.
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The organizing process involves determining objectives, dividing activities, assigning duties, and delegating authority. An organization structure illustrates these relationships through positions and reporting lines on an organizational chart. Both formal and informal organization structures guide how work gets done through defined and emergent relationships.
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Governance refers to the leadership structure of an organization including the distribution of authority, responsibilities, and accountability. The document recommends supporting good governance by understanding one's own governance role and how it relates to others, executing one's responsibilities without interfering with others, and assisting others in fulfilling their roles.
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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.
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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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The document discusses different types of organizational structures. It defines organizational structure as the framework that specifies relationships between people, work, and resources. There are two main types discussed: functional and divisional. A functional structure groups similar jobs into departments, while a divisional structure divides the organization into self-contained divisions based on products, projects, customers or geography. The organizational structure impacts coordination, communication, decision making, and overall efficiency of the organization.
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The document discusses the process of organizing within management. It defines organizing as identifying and grouping work to be performed, delegating responsibility and authority, and establishing relationships. The key aspects of organizing discussed include differentiation of tasks, integration of units, and the nature of organizations as involving groups working toward common objectives through division of labor and cooperation. The importance of organizing is also summarized as facilitating administration, encouraging growth, enabling optimal technology use, and ensuring coordination among members. Finally, the document outlines the process of organizing as identifying activities, grouping activities, assigning duties, and delegating authority.
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The document discusses key concepts related to organizations including their purpose, structure, levels, and management functions. It notes that organizations have a distinct purpose, systematic structure, and include people. There are two categories of organizational levels - operatives who work directly on tasks and managers who direct others. The primary management functions involved in getting activities completed efficiently and effectively are planning, organizing, leading, and controlling.
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The document discusses the effects of mergers and acquisitions on employee performance. It recommends that companies implement penalties for managers who do not recognize employee work, involve employees in decision making, and have training sessions to help employees adjust to changes. Transparency is important, ensuring employees understand what is happening. The organizational culture must be integrated for a successful transition, as differences in culture can impact performance. Restructuring is inevitable but should be handled carefully to minimize damage to the culture.
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This document discusses different aspects of organizing, including defining organizing, its key activities, different organizational designs like functional, divisional, matrix, and virtual organizations. It also covers organizational structure decisions around work specialization, departmentalization, chain of command, span of control, centralization vs decentralization, and formalization. The organizational design process involves determining how work is divided and departments are formed, how authority flows through the organization, how many employees a manager can oversee, where decision making power lies, and how standardized jobs and processes are.
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Management involves regulating an organization or system in an organized and efficient way to achieve predetermined objectives. It provides vision, strategies, and coordination to optimize limited resources. Managers create an environment where employees can work competently. Management occurs at multiple levels and involves operational, secondary, and strategic decision-making. It is a continuous process requiring managers to obtain and share information, make decisions, and build interpersonal relationships. The primary functions of management are planning, organizing, staffing, leading, and controlling to achieve coordination and dynamism within an organization.
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Healthy organizations have several key characteristics that allow them to achieve long-term success, including effectively sharing goals with employees at all levels, fostering a collaborative teamwork culture, and maintaining high employee morale. They also offer training opportunities to develop employee skills, have good leadership that employees trust, and confront poor performance rather than ignoring issues. Finally, healthy organizations understand risks, can adapt to changes, maintain a clearly defined structure, and enforce well-known company policies.
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http://citers2013.cite.hku.hk/en/paper_622.htm
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Author(s) bear(s) the responsibility in case of any infringement of the Intellectual Property Rights of third parties.
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CITE was notified by the author(s) that if the presentation slides contain any personal particulars, records and personal data (as defined in the Personal Data (Privacy) Ordinance) such as names, email addresses, photos of students, etc, the author(s) have/has obtained the corresponding person's consent.
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This document discusses organizing as a management function in Islam. It provides definitions of organizing, outlines its importance, and discusses principles of organizing. Some key points include:
- Organizing involves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources to facilitate goals.
- The benefits of organizing include harmonizing employee and company goals, aiding efficiency, and improving accountability.
- Principles of organizing discussed include unity of objectives, specialization, coordination, chain of command, commensurate authority and responsibility, and efficiency.
Management notes.pdf
The document discusses organization and defines it as a collection of people working together to achieve common goals. It discusses how organization involves dividing work, coordinating people, and establishing relationships and authority. Organization is seen as the process of structuring work and responsibilities to facilitate goal attainment. There are two main types of organization - formal and informal. Formal organization refers to the official rules and hierarchies that define relationships and responsibilities. Informal organization refers to the unofficial social relationships that form between people. The document provides details on both types of organization, their advantages and disadvantages.
An introduction to organising
The document discusses the principles and importance of organization. It defines organization as a group working together through division of labor to achieve unified objectives efficiently. Organizing builds efficiency and allows specialization, while poor organization can result in wasted efforts. Key aspects of organizing discussed include defining objectives and tasks, dividing work logically, establishing roles and responsibilities, and ensuring coordination, authority, and accountability. An effective organization also provides flexibility, empowerment, and continuity of efforts to adapt to changes. Overall, sound organization is necessary to efficiently achieve goals and optimize the use of resources.
Pptonorganising 131008035519-phpapp01
This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. Key aspects of organizing include groups working toward common objectives, division of labor, cooperation, communication, central authority, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating authority.
Organising.pptx
The document discusses various aspects of organizing as a management function. It defines organizing as establishing authority relationships and dividing work among positions. The key steps in organizing are identifying work, grouping work, establishing a hierarchy, delegating authority, and coordinating activities. Organizing is important as it helps achieve goals, optimize resource use, reduce costs, establish a sound organization structure, and adapt to changing environments. The document also discusses different types of organization structures such as line, line and staff, functional, and divisional structures. It compares centralization versus decentralization of authority.
Organising
Organising is tuff task in our society where everyone has own requirements and wants but try to summaries them by this presentation
os.pptx
The document discusses the concept of organization, defining it as a collection of people working together towards common goals. It notes that organization involves dividing work into functions and roles, coordinating activities, and establishing clear lines of authority and responsibility. The key aspects of organization discussed are the division of labor, coordination of different parts, and well-defined hierarchies and relationships between positions.
Presentation1.pptx
Organizing involves defining activities, establishing relationships between roles, and grouping similar tasks. It includes identifying divisions of labor, departmentalizing by criteria, and assigning duties and reporting relationships to create a hierarchy. The benefits of organizing are specialization through systematic allocation of jobs, clarity in working relationships and responsibility, optimal resource use, adaptability to change, effective administration, personnel development, and enterprise expansion.
Mnagement organize, management principles.pptx
The document discusses the concepts of organizing and organization. It defines organizing as identifying and grouping works to be performed, delegating responsibility and authority, and establishing relationships to enable efficient work. An organization involves differentiation of specialized tasks and integration of units' coordinated work. Key aspects of organizing include dividing work among a group with common objectives, cooperative efforts, communication lines, rules and regulations, and a central authority. Organizing facilitates administration, encourages growth and innovation, enables optimal technology use, and ensures continuity through coordinated work. The organizing process involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
organising and itrarionality in educational settings
The scope of school organising is very vast. It includes; efficiency of the institution, securing benefits of the school through practical measures, clarification of the functions of the school, coordination of the educational programmes, sound educational planning, good direction, efficient and systematic execution. This presentation seeks to give a comprehensive definition of organising and discuss the rationale for organising having defined some key terms. Which will include 1.Allocation of responsibilities. 2. Accountability 3. Establishing clear channels of communication 4. Resource deployment . Organising helps managers to deploy resources meaningfully. 5. The principle of synergy enhances the effectiveness and quality of the work performed. 6. Division of work . Departmentalisation and Coordination.
LESSON 1-INTRODUCTION TO ORGANIZATIONS.pptx
An organization is a group of people working together towards common goals. There are two main concepts of organization - the static concept which views an organization as a structure or network, and the dynamic concept which sees it as an ongoing process. Key characteristics of organizations include division of work, coordination, common objectives, and defined authority-responsibility relationships. Organizational structures can be functional, divisional, matrix, or flat depending on how work is grouped and divided.
unit 3pom ppt (2).pptx
The document discusses different aspects of organizing as a management function. It defines organizing as establishing authority and working relationships among employees to achieve organizational goals. It identifies the key elements of organizing as common objectives, division of work, coordination, communication and central authority. It also discusses different bases for departmentalization including functional, product and customer-based structures. It analyzes advantages and disadvantages of different organizing approaches.
Introduction to Management.pptx
This document outlines key concepts related to organizational structure and design including: formal and informal organizations, line and staff relationships, organizational charts, work specialization, chain of command, span of control, formalization, departmentalization by function, product, geography, and customer, matrix structures, and centralization vs decentralization. It discusses the purpose of organizing work and defining roles, as well as delegation, which is assigning authority and responsibility to subordinates.
Meaning of Organizing.pptx
Organizing is the process of identifying and grouping work, delegating responsibility and authority, and establishing relationships to enable people to work effectively together toward objectives. It promotes specialization for efficient task performance, clarifies working relationships and limits of authority, provides clear job descriptions to avoid confusion and enable effective administration, and allows for optimum resource utilization and flexibility to adapt to changes.
Principles of Management (MG 6851) Unit -3
The document provides an overview of organizing as a management function. It discusses key concepts related to organizing such as formal and informal organization, organization charts, different types of organization structures including functional, divisional, team, matrix, and learning structures. The purposes and importance of organizational design are explained. Specifically, the document discusses how organizational design involves decisions around work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Advantages and disadvantages of different organizational structures such as tall vs flat structures are also compared.
Principle of management-Organization
This document discusses the principles of management and organization. It defines a manager as someone responsible for planning, directing work, monitoring performance, and taking corrective actions. Organizing involves systematically arranging activities, defining responsibilities and relationships to enable efficient work. An organization structure diagrams positions, designations, functions and relationships. Organizing aids management by facilitating growth, ensuring optimal resource use, and coordinating relationships. Key steps in organizing are identifying activities, grouping them, assigning duties, and delegating authority.
Principle of Management Unit 3.pdf
Organizing is the process of dividing work into tasks and assigning them to individuals. Key principles of organizing include unity of command, span of control, and departmentalization. Organizational structures determine how work is divided and how communication flows. Common structures include hierarchical, functional, divisional, matrix, and team-based. Centralized structures concentrate decision-making at the top, while decentralized structures distribute it throughout levels. Span of control refers to the number of direct reports, with wider spans having advantages like lower costs but risks of losing control.
Organising
Organizing is the second fundamental function of management that involves determining activities, grouping activities into departments, and assigning authority and responsibility. It establishes the organizational structure of the company. The organizing process consists of identifying and dividing work, grouping related jobs into departments through functional or divisional departmentalization, assigning duties to individuals, and delegating authority along with responsibility and accountability. This establishes reporting relationships and allows the company to operate systematically to accomplish its objectives.
427_16SACAOB3_2020051805192483 (1).ppt
This document provides an overview of organizational behaviour concepts including:
- Definitions of organizational behaviour from Luthans and Robbins focusing on human behavior in organizations.
- The objectives, key elements, nature, and scope of organizational behaviour which includes understanding, predicting, and influencing human behavior in organizations.
- Models of organizational behaviour including custodial, autocratic, supportive, and collegial models and their characteristics.
- An introduction to organizing concepts such as the organizing process, formal and informal organization, organizational charts, departmentation strategies, authority and its relationship to responsibility.
ORGANIZING-2.pptx
Organizing is the management function that follows planning and involves establishing orderly use of resources and defining roles and responsibilities. It includes identifying activities, assigning jobs, establishing authority relationships, and grouping activities. Principles of organizing include unity of objectives, specialization, coordination, authority and responsibility. Steps involve dividing work, grouping activities, delegating authority, and coordinating work. Organizing promotes effective and efficient management through specialization, coordination, and role clarity.
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organising and itrarionality in educational settings
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Organisation introduction
- 2. The process of organization leads to the creation of the structure of an organization. Organization is “the backbone of the organization”. No management can perform its functions smoothly without efficient organization.
- 5. • Activities are divided into convenient jobs, and are assigned to a particular individual. It leads to specialization, increased productivity and efficiency
- 7. The job of managers and workers are well-defined and differentiated. It clarifies what role a person performing a job is supposed to perform.
- 8. There is clear cut definition of authority and jurisdiction enjoyed by each manager. Organization structure allocates authority and responsibility. It reduces conflicts and confusions. It specifies who is to direct whom and who is responsible for what results.
- 10. In organizing, specific jobs are assigned to individuals and work groups or departments. This would avoid delays and duplications of work.
- 11. Organizing keeps a proper balance and emphasis of activities for unification of efforts of people. Every individual in the organization has certain specific roles to play. Discharging their functions effectively for attaining organizational objectives.
- 13. A good organization structure is a source of support, security and satisfaction to managers and workers to carry out their responsibility Every individual know what his position is, in the organization, the person form whom he has to seek orders, and the persons through whom the orders have to be executed.
- 14. Good organization structure should be flexible. Through organizing, changes in business environment, production processes, technology etc, can be beneficially introduced. Through organizing the business can adapt itself to the fast changing business environment and reap benefits.
- 16. A well defined work relationship where authority, and responsibility are defined, will help individual to work in free and fair atmosphere. Organizing helps in improving human relation in an organization.