The document discusses the concepts of organizing, formal organization, informal organization, and delegation. It defines organizing as identifying activities, grouping resources, and establishing relationships to achieve goals. Formal organization refers to the predefined structure designed by management, while informal organization emerges spontaneously from personal relationships. Delegation involves transferring authority from superiors to subordinates within prescribed limits, along with the associated responsibility and accountability. The key benefits of organizing, formal structures, and delegation include specialization, clarity in roles, optimal resource use, adaptability, and management effectiveness.

1. ORGANISING
Sangeeta mam Rajveer sir
Himanshu sir
Name: Kamna
Class: 12

2. ORGANISING
The process of identifying and grouping various
activities and bringing together physical, financial
and human resources and establishing productive
relations among them for the achievement of
specific goals.

3. Steps in the Process of Organising
1. Identification and Division of Work
2. Departmentalization
3. Assignment of duties
4. Establishing reporting relationship

4. Importance of Organising
1. Benefits of Specialization
2. Clarity in working relation
3. Optimum utilization of resources
4. Adaptation to change
5. Effective administration
6. Development of Personnel
7. Expansion and growth

5. Formal organisation
Formal organisation refers to the organisation
structure that is designed by the management to
accomplish organizational goals. It has a good
system of defined position, authority & policies.

6. Features
⚫Itclearlydefines the lines of authority
and responsibility foreveryemployee.
⚫It is a means toachieve the
objectives specified in the plans.
⚫It is impersonal and does not
consider theemotions of employees.
⚫It is designed by the top management.
⚫It is created with the motiveof
achieving organizational objectives.
⚫It is based on rulesand procedures
which are in written form.

7. Advantages
• Easier to fix responsibilitysince mutual
relationships areclearlydefined
• It helps in avoiding duplication of work
• Unityof command is maintained
• Effectiveaccomplishmentof goals.
• Provides stability in organisation.

8. Dis-Advantages
• May lead todelayas chain of command
has to be followed.
• Rigid policies reducecreativity.
• More focus ison structureand work than
on human relationship.

9. INFORMAL ORGANIZATION
An informal organization is that organization which
is established on social structure with personal
relationships & brings people to work together
. It
comes into existence because of common interests,
tastes and communal relations.

10. FEATURE
•Itoriginates from the personal interaction of employees
within an organisation.
• It has nowritten rulesand procedures.
•Itdoes not have fixed lines of communication
• It begins spontaneously and not created by management.
• It isacomplex network of social relationshipsamong
members.

11. ADVANTAGES
 •It leads to fasterspread of informationand feedback as
formal channelsof communication is not followed.
 • Itenhances job satisfactionand a senseof belongingness
in the organisation.
 • It providesquick solutions to the problems.
 • Fulfilmentof social needs – enhances job satisfaction
which gives employeesa senseof belongingness in the
organization.

12. DIS-ADVANTAGES
Itcreates rumors & gossips this leads togoing
against the organisation goals.
Management may not be successful in implementing the
plans.
The membersof the group resistchanging.
Membersof the group maygive more priority togroup
interests over the organisational objectives

13. DELEGATION
⚫“Delegation of authority merely means the granting of
authority to subordinates to operate within prescribed
limits.”
⚫Delegation refers to the downward transfer of authority
from a superiortosubordinateemployees.
ACCOUNTABILITY
RESPONSIBILITY
AUTHORITY
ELEMENTS

14. ELEMENTS OF DELEGATION
AUTHORITY:
Authorityrefers tothe right/powertotake decisions in ordertoguide the
activitiesof organization.
Authoritycan bedelegated butresponsibilitycannot bedelegated by
a manager.
RESPONSIBILITY:
Responsibility is theobligationof a subordinate toperform properly
the assigned duty. If the subordinate has the responsibility for a job,
he/ she must begiven necessaryauthoritytocarryout that task.
ACCOUNTABILITY:
Accountability means being answerable for the tasks assigned. When
a superior assigns a work to a subordinate, he/she is answerable to
the superior for itsoutcome.
Itcannot bedelegated and f lows upwards.

15. IMPORTANCE OF DELEGATION
 Effective Management:
 Employeedevelopment:
 Facilitates Growth:
 Employee Motivation:
 Basis of Management Hierarchy: .
 Quick and betterdecision making:

16. Thank you