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.
A complete Overview Of Organizing in Principles Of Management.
A good Reference for people who are doing this topic presentation and also for the exams. I have covered almost every topic in organizing.
A complete Overview Of Organizing in Principles Of Management.
A good Reference for people who are doing this topic presentation and also for the exams. I have covered almost every topic in organizing.
The present power point presentation explains the concepts of organisation, organisational structure, definition, types of organizational structure, line organization, functional organization, Line and staff organization, Matrix organization, Committee organization, Advantages, Disadvantages
Topics :
Nature and purpose
Formal and informal organization
Organization chart
Organization structure -Types
Line and staff authority
Departmentalization
Delegation of authority
Centralization and Decentralization
Job Design
Human Resource Management – HR Planning, Recruitment, Selection, Training and Development, Performance Management, Career planning and management.
The present power point presentation explains the concepts of organisation, organisational structure, definition, types of organizational structure, line organization, functional organization, Line and staff organization, Matrix organization, Committee organization, Advantages, Disadvantages
Topics :
Nature and purpose
Formal and informal organization
Organization chart
Organization structure -Types
Line and staff authority
Departmentalization
Delegation of authority
Centralization and Decentralization
Job Design
Human Resource Management – HR Planning, Recruitment, Selection, Training and Development, Performance Management, Career planning and management.
Disclaimer: All the information here are not mine but were collected for class requirement. Discussed in here is "Organizing" as one of the management functions in a Library organization.
Nature and purpose of organization, principles of organization, types of organization, formal and informal organization, types of organization structure, departmentation, importance and bases of departmentaion, committees, meaning and types, centralization vs decentralization of authority and responsibility, span of control, MBO and MBE (meaning only), nature and importance of staffing, process of recruitment & selection (in brief)
iPhone 5s is the first 64‑bit smartphone in the world. And iOS 7 was designed with that in mind, built specifically for 64‑bit architecture. Which makes iOS 7 just as advanced as the iPhone it’s on.
It is an easy-to-use tool for developing an overview of a company’s strategic situation
It forms a basis for matching your company’s strategy to its situation
Define and understand communication and the communication process
List and overcome the filters/barriers in a communication process
Practice active listening
Tips to improve verbal and non verbal communication
What is Social Responsibility
Contrast the classical and socioeconomic views of social responsibility.
Discuss the role that stakeholders play in the four stages of social responsibility.
List and explain the arguments for and against social responsibility.
Differentiate between social obligation, social responsiveness, and social responsibility.
Social Responsibility and Economic Performance
Explain what research studies have shown about the relationship between an organization’s social involvement and its economic performance.
Techniques for Assessing the Environment
List three different approaches to environmental scanning.
Explain what competitor intelligence is and ways that managers can do it legally and ethically.
Describe how managers can improve the effectiveness of forecasting.
Techniques for Allocating Resources
List the four techniques for allocating resources.
Describe the different types of budgets.
Tell what a Gantt chart does.
Explain a load chart.
Organizational Structure: Formal system of task & reporting relationships showing how workers use resource.
The formal arrangement of jobs within an organization.
Organizational structure involves arrangements of activities &assignment of personnel these activities in order to achieve the organizational goals in an efficient manner
The Manager: Omnipotent or Symbolic
Define the omnipotent and symbolic views of management.
Contrast the action of manager according to the omnipotent and symbolic views.
Explain the parameters of managerial discretion.
The Organization’s Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
Organizing- The process by which managers establish working relationships among employees to achieve goals.
According To Chester Barnard Organization Is Defined As
“A system of consciously co-ordinated activities or efforts of two or more persons”.
An Organization Defined
A deliberate arrangement of people to accomplish some specific purpose
Defining Organizational Structure
Discuss the traditional and contemporary view of work specialization.
Describe each of the five forms of departmentalization.
Explain cross-functional teams.
Differentiate chain of command, authority, responsibility, and unity of command.
Discuss the traditional and contemporary views of chain of command.
Discuss the traditional and contemporary views of span of control.
What Is Operations Management and Why Is It Important?
Explain what operations management is.
Contrast manufacturing and services organizations.
Describe managers’ role in improving productivity.
Discuss the strategic role of operations management,
Value Chain Management
Define value chain and value chain management.
Describe the goal of value chain management.
Discuss the requirements for successful value chain management.
What Is Motivation?
Define motivation.
Explain motivation as a need-satisfying process.
Early Theories of Motivation
Describe the five levels in Maslow’s hierarchy and how Maslow’s hierarchy can be used in motivational efforts.
Discuss how Theory X and Theory Y managers approach motivation.
Describe Herzberg’s motivation-hygiene theory.
Explain Herzberg’s views of satisfaction and dissatisfaction.
Historical Background of Management
Explain why studying management history is important.
Describe some early evidences of management practice.
Discuss why division of labor and the Industrial Revolution are important to the study of management.
List six management approaches.
Scientific Management
Define scientific management.
Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.
Explain how today’s managers use scientific management.
What Your Global Perspective?
Define parochialism and explain why it can lead to problems.
Contrast ethnocentric, polycentric, and geocentric attitudes towards global business.
Describe the advantage and drawbacks of the three attitudes towards global business
Understanding the Global Environment
Describe the benefits from free trade.
Tell why the European Union began
Describe the current status of the European Union
Discuss the North American Free Trade Agreement.
What Is Change?
Define organizational change.
Explain how managers are affected by change.
Forces for Change
Discuss the external and internal forces for change.
Contrast internal and external change agents.
Two Views of the Change Process
Contrast the calm waters and white-water rapids metaphors of change.
Explain Lewin’s three-step model of the change process.
Discuss the environment that managers face today
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
Managers versus Leaders
Contrast leaders and managers.
Explain why leadership is an important behavioral topic.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership theories.
Explain the dual nature of a leader’s behavior.
Contingency Theories of Leadership
Explain how Fiedler’s theory of leadership is a contingency model.
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
1. ORGANIZING
Organizing: The process by which managers establish
working relationships among employees to achieve goals.
According To Chester Bernard
Organization: “An Organization is a system of
consciously coordinated activities or efforts of two or
more persons.”
A deliberate arrangement of people to accomplish some
specific purpose
Common Characteristics of Organizations
– Have a distinct purpose (goal)
– Composed of people
– Have a deliberate structure
2. IMPORTANCE OF ORANISING
Organizing is the process of selecting and structuring the
means by which those objective are to be achieved .
Organizing process deals with how the work is to be
divided and how coordination of different aspects is to be
achieved.
All works should be organized efficiently in order to use
the resources available to us in the most efficient manner
Organizing establish lines of authority. This create order
within the organization.
Organizing is important to improve communication
among the members.
3. THE ORGANIZATION PROCESS
Reviewing Plans
&Objectives
Determining
Activities
Classifying &Grouping
Activities
Assigning work
&resources
Evaluating
Results
4. FORMAL ORGANIZATION
A Formal Organization Means" The intentional
structure of roles in a formally organized enterprise .”
A formal organization typically consists of a classical
mechanistic hierarchical structure .
In such a type of structure ,the position ,responsibility,
authority ,accountability &the lines of command are
clearly defined &established .
It is a system of well-defined jobs with a prescribed
pattern of communication ,coordination &delegation of
authority
5. INFORMAL ORGANISATION
A INFORMAL ORGANIZATION MEANS “A network of personal
and social relations not established or required by the formal
organization but arising spontaneously as people associate with one
another.”
The informal organization is a powerful instrument in all
organizations and sometimes it can mean the difference between
success and failure of the organization.
The informal group also serves as an additional channel of
communication to the management about conditions at work ,which
may not be available through official channels.
6. SPAN OF MANAGEMENT/SPAN OF
CONTROL
Span of Control
– The number of employees who can be effectively and efficiently
supervised by a manager.
– Width of span affected by:
Skills and abilities of the manager
Employee characteristics
Characteristics of the work being done
Similarity of tasks
Complexity of tasks
Physical proximity of subordinates
Standardization of tasks