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WHAT IS
ORGANIZING?
"Organizing is the process of identifying and
grouping of the work to be performed, defining
and delegating responsibility and authority and
establishing relationships for the purpose of
enabling people to work most efficiently"
working together
common objectives
Group of
Persons
common objective
distinct from
personal objective
Common
Objectives
task is divided
efficiency and
effectiveness
Division of
work
Nature of Organization
willing to help each
other
vertically and
horizontally
Cooperative
Efforts communicates with
each other in order
to integrate or
coordinate there
efforts
Communication
controls
concentrated
efforts of the group
chain of command
Central
Authority
Nature of Organization
Rules and
Regulations
not a mechanical
structure
The
Dynamic
Element
Nature of Organization
Importance of Organizing
Facilitates Administration
Encourages growth and diversification
Optimum use of techonology
Stimulates innovation and teachnology
Encourages good human relations
Ensures continuity of enterprise
Coordination
Process
Identification
of Activities
Grouping
of Activities
Assignment
of Duties Delegation
of authorityl
PRINCIPLES
Unity of Objectives
When there is contradiction among different level of goals,
desired goals can't be achieved.
Specialization
An employee takes special type of knowledge and skill in any
area, it is known as specialization
Efficiency
When the organization fulfill the objectives with minimum cost.
PRINCIPLES
Unity of Command
Subordinates should receive orders from single superior at a time and all
subordinates should be accountable to that superior.
Span of Control
It helps to determine numerical limit if subordinates to be supervise by a
manager
Balance
The functional activities their establishment and other performances
should be balanced properly
PRINCIPLES
Responsibility
Only authority is not provided to the people but obligation is also
provided. So the obligation to perform the duties and task is known as
responsibility.
Authority
Authority is the kind of power through which it guides and directs the
actions of others so that the organisational goals can be achieved.
Flexibility
Organisational structure must be flexible considering the environmental
dynamism.
SPAN OF
MANAGEMENT
Span of management defines clearly the
number of the subordinates can be effectively
control by the manager.
GRAICUNAS THEORY
OF SPAN OF
MANAGEMENT
Direct single relationship
Direct group Relationship
Cross Relationship
A management expert V.M. Graicunas contributed much to the span of management
His theory identified the relationship prevailing between the superior and the
subordinate, which are classified into three groups
Direct single relationship
The superior has the direct relationship with his subordinates.
Direct group Relationship
The superior has the direct relationship with his subordinates jointly.
Cross Relationship
The subordinate has relationship with another suborninates mutually
Capacity of the superior
Ability of subordinates
Nature of work
Clarity of plans
Degree of decentralisation
Staff assistance
Location of operations
Level of management
Factors determining Span of management
Types Of Span Of
Management
This means a single manager or supervisor is
managing Large numbers of subordinates.
WIDE SPAN
For example : 7-8 numbers of subordinates
Merits
Reduction in cost
Faster decision making
More employee empowerment
More responsive organization
Demerits
Lower chance for promotion
over burdened manager
weak control
less managerial expertise
7
Types Of Span Of
Management
This means a single manager or supervisor is
managing Few numbers of subordinates.
NARROW SPAN
For example : 2-3 numbers of subordinates
Merits
More managerial control
more chance of promotion
greater specialization
closer supervision
Demerits
less employee empowerment
higher cost
delayed decision making
less responsive organization
7

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organising.pdf

  • 1. WHAT IS ORGANIZING? "Organizing is the process of identifying and grouping of the work to be performed, defining and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most efficiently"
  • 2. working together common objectives Group of Persons common objective distinct from personal objective Common Objectives task is divided efficiency and effectiveness Division of work Nature of Organization
  • 3. willing to help each other vertically and horizontally Cooperative Efforts communicates with each other in order to integrate or coordinate there efforts Communication controls concentrated efforts of the group chain of command Central Authority Nature of Organization
  • 4. Rules and Regulations not a mechanical structure The Dynamic Element Nature of Organization
  • 5. Importance of Organizing Facilitates Administration Encourages growth and diversification Optimum use of techonology Stimulates innovation and teachnology Encourages good human relations Ensures continuity of enterprise Coordination
  • 7. PRINCIPLES Unity of Objectives When there is contradiction among different level of goals, desired goals can't be achieved. Specialization An employee takes special type of knowledge and skill in any area, it is known as specialization Efficiency When the organization fulfill the objectives with minimum cost.
  • 8. PRINCIPLES Unity of Command Subordinates should receive orders from single superior at a time and all subordinates should be accountable to that superior. Span of Control It helps to determine numerical limit if subordinates to be supervise by a manager Balance The functional activities their establishment and other performances should be balanced properly
  • 9. PRINCIPLES Responsibility Only authority is not provided to the people but obligation is also provided. So the obligation to perform the duties and task is known as responsibility. Authority Authority is the kind of power through which it guides and directs the actions of others so that the organisational goals can be achieved. Flexibility Organisational structure must be flexible considering the environmental dynamism.
  • 10. SPAN OF MANAGEMENT Span of management defines clearly the number of the subordinates can be effectively control by the manager.
  • 11. GRAICUNAS THEORY OF SPAN OF MANAGEMENT Direct single relationship Direct group Relationship Cross Relationship A management expert V.M. Graicunas contributed much to the span of management His theory identified the relationship prevailing between the superior and the subordinate, which are classified into three groups
  • 12. Direct single relationship The superior has the direct relationship with his subordinates. Direct group Relationship The superior has the direct relationship with his subordinates jointly. Cross Relationship The subordinate has relationship with another suborninates mutually
  • 13. Capacity of the superior Ability of subordinates Nature of work Clarity of plans Degree of decentralisation Staff assistance Location of operations Level of management Factors determining Span of management
  • 14. Types Of Span Of Management This means a single manager or supervisor is managing Large numbers of subordinates. WIDE SPAN For example : 7-8 numbers of subordinates
  • 15. Merits Reduction in cost Faster decision making More employee empowerment More responsive organization Demerits Lower chance for promotion over burdened manager weak control less managerial expertise 7
  • 16. Types Of Span Of Management This means a single manager or supervisor is managing Few numbers of subordinates. NARROW SPAN For example : 2-3 numbers of subordinates
  • 17. Merits More managerial control more chance of promotion greater specialization closer supervision Demerits less employee empowerment higher cost delayed decision making less responsive organization 7