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Organising
This document discusses the concept of organizing. It defines organizing as the process of identifying and grouping work, defining responsibilities, and establishing relationships to enable people to work effectively together. The key points made are: 1. Organizing can be viewed as both an art and a science. As an art it involves applying skills and knowledge, and as a science it has systematic principles and cause-and-effect relationships. 2. There are various steps to organizing including dividing work, classifying activities, appointing personnel, and delegating authority. 3. Organizational structures can be formal or informal, and types include functional, divisional, and matrix structures. 4. Organizational charts are used
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Organising
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- 2. Organising............. The term ‘organising’derived from the word ‘organism’ It related to human body........
- 3. Organising............. • Is astructure of duties and responsibilities ..... • Definition...... ‘organisation is the process of identifying and grouping work to be performed ,defining and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing objectives’. Louis Allen.
- 4. • Characteristics........ Division ofwork. co-ordination . common objectives. well defined authority and responsibility. Organising.............
- 5. Organising............. • Nature .............. Isa art or science? As art concerned wit the application of knowledge and skill, organising is an art as one has to use his skill and knowledge to achieve objectives, Science has three basic features ..... systematic body of knowledge principles cause and effect relation.
- 6. Organising............. • Organising viewedas science it built by management thinkers, philosophers over a period of years. • It has certain principles and rules developed after continued observation. • Cause and effect relation .
- 7. Organising............. • Steps inorganising …… • 1-Division of work. • All business activities are divided and subdivided in various categories. • 2-Classification of activities. • All similar activities are grouped together. • 3-Appointing suitable persons. • • 4-Delegation of authority.
- 8. Organising............. • Formal andInformal organisation • formal oraganising means a system of consciously co-ordinated activities or forces of two or more persons.
- 9. Organising............. • Informal organisingdeals with the relationship between people in an organisation not on regulations, procedures…..
- 10. Organising............. • Difference betweenformal and informal organising…….
- 11. FORMAL GROUPS INFORMALGROUPS It is based on delegation of authority It arises on account of social interaction or it arises from account of personal factors like friendship Rules responsibilities are written and clearly defined Just unwritten rules and regulations It provides a definite structure It is structure less because it is social Formal authority is attaches to a position Informal authority attaches to a person out of social interactions It flows downwards ( top to lower level) It flows upwards It is permanent and stable It is temporary and unstable It is deliberately impersonal It is personal
- 12. Organising............. •Organising structure........ • isthe established pattern of relationship among component or parts of organisation. •It provides a framework of employees in an organisation.
- 13. Organising............. • Types oforganisation structure • 1-Functional structure • grouping of jobs based functions of an organisation, like marketing department, sales department, purchase department.....
- 14. Organising............. • 2-Divisional structure. •Formation is based on product line, services or any other measurement and is supported by functions.
- 15. Organising............. • Organising chart…. •is a diagrammatical presentation of relationship in an organisation . • Definition • A diagrammatical form which shows important aspects of an organisation,including major functions and their respective relationship the channel of supervision and the relative authority of each employer who in charge of each respective function. • Divided in to two • 1-master chart • 2-supplementary chart
- 16. Organising............. • Types oforganising chart • 1- Vertical • 2-Horizontal • 3-Circular
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- 20. Organising............. • Types oforganising………. • 1-line organisation • known as chain of command ,the authority flows from top to bottom every body responsible for is superior. • Merits of line organisation • 1-simplicity • 2-identification of authority and responsibility • 3-co-ordination • 4-easy communication
- 21. Organising............. • line organisation-Merits •5-quick decisions • 6-unity of command • De-merits • 1-Excess of work • 2-lack of specialisation • 3-improper communication • 4-favouritism. •
- 22. Organising............. • 2-Functional orstaff organisation. • here the task of management divided according to work involved. • Merits of functional organising • 1-specialisation • 2-supervision • 3-flexiility • 4-relie to top executives • 5-scope of growth
- 23. Organising............. • De-merits • 1-conflictin authority • 2-lack of co-ordination • 3-difficult in fix responsibility • 4-delay taking decisions • 5-poor discipline • 6-expensive
- 24. Organising............. • 3-line andstaff organisation • A line manager is vested with execute authority ,responsible for taking decisions and implementation. • The staff officers attached with managers to advise them in their for specialisation. • Merits • 1-specialisation • 2-better dicipline • 3-balanced decisions • 4-development of employee • 5-less burden
- 25. Organising............. • De-merits • 1-conflictbetween line and staff personnels • 2- lack of responsibility. • 3-lack of co-ordination • 4-expensive
- 26. Organising............. • Different betweenline and staff organsiation.