This document provides an overview of organizing as a management process. It defines organizing as initiating plans by clarifying jobs and relationships to effectively deploy resources. The document then outlines the key steps in organizing, including identifying and dividing work, departmentalization, and assigning duties. It also discusses the importance of organizing for benefits like specialization, clarity in roles, and optimal resource use. Finally, it covers various principles of organizing like specialization, span of control, and different types of organizational structures.

1. SRI GURU NANAK DEV KHALSA COLLEGE
Topic-‘ORGANISING’
Presented to – Dr. Preeti Gupta
Presented by – Kevin Singh(0064)
and Jaskaran Singh(0030).

2. INDEX
S.NO TOPICS
1. What is Organising
2. Process of Organising
3. Importance of Organising
4. Principles of Organising
5. Henry Mintzberg’s Organisational forms
6. Difference between mechanistic and organic organisational forms
7. Difference between line organisation and line and staff organisation
8. Project Organisation
9. Matrix Organisation

3. What is Organising?
 Organising can be defined as a process
that initiates implementation of plans by
clarifying jobs and working relationships
and effectively deploying resources for
attainment of identified and desired
results.

4. Process of organising
 1. Identification and division of work : The first step in organising is to
identify and divide the total work to be performed into specific jobs.
 2. Departmentalisation : After dividing the work into small and
manageable activities, these are grouped together. The process of
grouping is called departmentalisation.
 3. Assignment of duties : Each department is placed under the charge of
an individual. Jobs and duties are allocated to the members of each
department according to the qualifications, experience and competencies
of the employee.
 4. Establishing reporting relationship: Each individual should know from
whom he has to take orders and to whom he is accountable and who are
the employees under him.

5. Importance of Organising
1. Benefits of specialisation
Under organising all the activities are subdivided into various works or jobs. For all the sub
works, competent people are appointed who become experts by doing a particular job time
and again. In this way, maximum work is accomplished in the minimum span of time and the
organisation gets the benefit of specialisation.
2. Clarity in working relationship
Organising clarifies the working relations among employees. It specifies who is to report to
whom. Therefore, communication becomes effective. It also helps in fixing accountability.
3. Optimum utilization of resources
Under the process of organising the entire work is divided into various small activities. There
is a different employee performing every different job.
By doing so, there is no possibility of any activity being left out or any possibility of
unnecessary duplicating any job.

6. Principles of
Organising

7. 1. Principle of Specialization
According to the principle, the whole work of a concern should be divided amongst the
subordinates on the basis of qualifications, abilities and skills. It is through division of
work specialization can be achieved which results in effective organization.
2. Principle of Functional Definition
According to this principle, all the functions in a concern should be completely and
clearly defined to the managers and subordinates. This can be done by clearly
defining the duties, responsibilities, authority and relationships of people towards each
other. Clarifications in authority-responsibility relationships helps in achieving co-
ordination and thereby organization can take place effectively
3. Principle of Span of Control
According to this principle, span of control is a span of supervision which depicts the
number of employees that can be handled and controlled effectively by a single
manager. According to this principle, a manager should be able to handle what
number of employees under him should be decided. This decision can be taken by
choosing either from wide or narrow span.

8.  4. Principle of Scalar chain
The scalar principle, also known as the scalar chain, is a management principle
predicated on establishing an unbroken line of authority from the highest levels of
management on down. In this model, the person at each management level
communicates with only those directly above and below them. The system can be
circumvented in emergencies and for operational efficiency, when two people at the
same level can directly communicate with each other, rather than go through the
upper levels that connect them, as long as their supervisors are aware. This exception
is called a gangplank.
5. Principle of unity of command
The principle of 'Unity of Command' states that employees should receive orders and
instructions from one boss only. If two (or more) superiors command a worker at the
same time, he will get confused to whose command should he follow.
6.Principle of Centralization and decentralization
The concentration of authority at the top level is known as Centralization. The evenly
and systematic distribution of authority at all levels is known as Decentralization.
There is no delegation of authority as all the authority for taking decisions is vested in
the hands of top-level management.

9. Henry Mintzberg’s
Organisational forms

10. 1. Simple Structure
The simple structure has as its key part the strategic apex, uses direct supervision, and
employs vertical and horizontal centralization. Examples of simple structures are
relatively small corporations, new government departments, medium-sized retail
stores, and small elementary school districts. The organization consists of the top
manager and a few workers in the operative core. There is no technostructure, and the
support staff is small; workers perform overlapping tasks.
2. Machine Bureaucracy
Machine bureaucracy has the technostructure as its key part, uses standardization of
work processes as its prime coordinating mechanism, and employs limited horizontal
decentralization. It has a high degree of formalization and work specialization.
Decisions are centralized. The span of management is narrow, and the organization is
tall—that is, many levels exist in the chain of command from top management to the
bottom of the organization. Little horizontal or lateral coordination is needed.
Furthermore, machine bureaucracy has a large technostructure and support staff.

11. 3. Professional Bureaucracy
Professional bureaucracy has the operating core as its key part, uses standardization of
skills as its prime coordinating mechanism, and employs vertical and horizontal
decentralization. The organization is relatively formalized but decentralized to provide
autonomy to professionals. Highly trained professionals provide nonroutine services to
clients. Top management is small; there are few middle managers; and the
technostructure is generally small. The goals of professional bureaucracies are to
innovate and provide high-quality services.
4. Divisionalized Form
The divisionalized form has the middle line as its key part, uses standardization of
output as it prime coordinating mechanism, and employs limited vertical
decentralization. Decision making is decentralized at the divisional level. There is little
coordination among the separate divisions. Corporate-level personnel provide some
coordination. Thus, each division itself is relatively centralized and tends to resemble a
machine bureaucracy.

12. 5. Adhocracy
The adhocracy has the support staff as its key part, uses mutual adjustment as a means
of coordination, and maintains selective patterns of decentralization. The structure
tends to be low in formalization and decentralization. The technostructure is small
because technical specialists are involved in the organization’s operative core. The
support staff is large to support the complex structure. Adhocracies engage in
nonroutine tasks and use sophisticated technology.

13. Difference between Mechanistic and
Organic Organisation Structure
Mechanistic organisation structure
1. Mechanistic organization structure is
pyramid shaped with authority
centralised at the top.
2. It follows hierarchy of command.
3. Mechanistic organisation structure
emphasises on narrow span of
control.
4. There is intense division of labour
and work is divided into specialised
tasks.
 Organic organisation structure
1. Organic organisation structure is flat
shaped with authority decentralised
to lower levels of management.
2. Organic organisation structure does
not follow hierarchy of command.
3. It emphasises on wide span of
control.
4. Work is divided into general tasks
and there is little or no
specialisation.

14. Difference between Line organisation and
Line and staff organisation
Basis Line Organisation Line and Staff organisation
Meaning The organization in which
the authority and
responsibility moves
downward, and
accountability flows
upward, is called line
organization.
The organization structure, in
which specialist are added to the
line managers to provide guidance
and support, is called line and staff
organization.
Authority Command Command and Advise
Discipline Strict Loose
Executives Line executives are
generalist.
Line executives are generalist and
staff executives are specialist.

15. Project
Organisation
A project involves distinct functions and' facilities for a definite purpose.
A project is designed and executed as a distinct plan. It is marked
separately from all other normal operations. It is so because of its special
significance. Sometimes an enterprise has to execute a single or a small
number of projects or programmes which need high. degree of care and
caution as far as their execution is concerned.
In such a case, a project organisation is, created and each such project organisation
deals with each specific project or a group of projects which are similar in nature. As
As each project is important to the organisation, so a team of specialists is to be
created to execute each project successfully. The team size in each case will depend
upon the project itself. All functions of the project have to be coordinated by the
project manager. Sometimes, such a project organisation is created only on
temporary basis and it is terminated as soon as the particular project is executed.
Project organisation is used specially in industries like Aero-space,
Aircraft manufacturing, Oil industries, Construction, Management
consultancies etc. A project organisation or team, however, is mostly only
a temporary set up in the sense that it comes to an end when the project
is completed.

16. Matrix Organisation
 Matrix organisation is a combination of functional organisation and
project organisation i.e. Matrix. Organisation = Functional Structure +
Project Structure). It consists of groups of persons, drawn from various
functional departments and deputed to work on a project under the
guidance and direction of a Project Manager appointed by the top
management.
 The Project Manager is given the necessary authority to complete the
project assigned to him within the scheduled time and at a specified
cost and in accordance with the quality and other conditions laid
down by the top management.
 The Project Manager assigns work to the various functional groups
and co-ordinates their activities and gets the project completed. After
the completion of the project, he will report to the chief executive (i.e.,
top management of the organisation).
 When the specified project is completed, various individuals drawn
from various functional departments will go back to their respective
departments for further assignment to other projects. Even the Project
Manager goes back to the functional department for reassignment.

17. Thank you