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Organizing
- 1.
- 2. 1.1Meaning oforganization 1.2Process of organization 1.3principles of organization
- 3. Activities identificationof activities Grouping of activities assignment of jobs to formal groups Establishing a network of authority and responsibility Providing framework for measurement, evaluation and control
- 4. determining thespecific need of resources allocation of resources allocation of resources into specific groups evaluation and control of use of the resources
- 5. Organizing is theprocess of arranging and allocating work , authority, and resources among an organization’s members so that they can achieve organizational goal.
- 6. Division ofwork Grouping of work Delegation of authority Coordination of work
- 8. unity ofobjective specialization Coordination Authority and responsibility unity of command Scalar chain Span of control exception Efficiency Balance Homogeneity Continuity simplicity
- 9. 2.1 VERTICALDIFFERENTIATION tall versus flat structure 2.2 HORIZONTAL DIFFERENTIATION functional structure multidivisional structure geographic structure matrix structure
- 10. TALL ORGANIZATION FLATORGANIZATION PRESIDENT PRESIDENT
- 11. Tall organization: Thistype of organizational architecture has many layers and narrow span of control Flat organization : This type of organizational architecture has few layers and wide span of control
- 12. Tall organizations o Are more expensive because of the number of manager involved. o Foster more communication of problems because of people through whom information must pass. Flat organizations o Lead to higher levels of employee morale and productivity. o Create more administrative responsibility for the relatively few managers o Create more supervisory responsibility for managers due to wider spans of control.
- 13. 1.FUNCTIONAL STRUCTURE: MARKETING DEPT HR DEPT Structure is created based on the various functions of an organization.
- 14. 2.MULTI-DIVISION STRUCTURE GENERALMANGER DIVISION I DIVISION 2 DIVISION 3 Multiple division are created in a related industry.
- 15. Division or M-form(multidivisional) Design • An organizational arrangement based on multiple business in related areas operating within a larger organizational framework; following a strategy of related diversification. • Activities are decentralization down to the divisional level; others are centralized at the corporate level. • The largest advantages of the M-form design are the opportunities for coordination and sharing of resources.
- 16. 3.GEOGRAPHIC STRUCTURE: oDepartments are CENTRAL REGION WESTERN REGION EASTERN REGION created based on geographic regions. o All the activities in one geographic region is categorized into one unit. GENERAL MANAGER
- 17. 4. MATRIX ORGANIZATION CEO Vice president, engineering Vice president, production Vice president, finance Vice president, marketing Project Manager A Project manager B Project manager C EMPLOYEES
- 18. Advantages oEnhance organizational flexibility. o Team members have the opportunity to learn new skills. o Team members serve as bridges Disadvantages o Employee are uncertain about reporting relationships. o The dynamics of group behavior may lead to slower decision making, one-person domination, compromise decisions, or a loss of focus. o More time may be required for coordinating task-related activities.
- 19. 3.1Meaning ofresponsibility 3.2 Establishing task and reporting relationships 3.3 Creating accountability
- 20. Responsibility is the “ obligation to perform or duty to carryout certain activities ”
- 21. Task relationship: o How activities related to each other in an organization. o How the basic units of an organization are formed. o Establishment of job description and job specification job specification :prerequisites of job. Various skills and experiences needed to perform certain job. Job description : the activities that have to be carried out at certain position in a job.
- 22. Establishing reportingrelationship: It is finding out Chain of command Span of control of span of management 1. Who reports to whom? 2. How many subordinates will a supervisor have ? (relate it to tall v/s flat organizational architecture )
- 23. Accountability : oThe state of being accountable, liable, or answerable o Requirement to report It creates a mechanism of control.
- 24. 4.1 Lineand Staff Authority 4.2 Delegation of Authority
- 25. Right totake decisions that arises due to position in organizational structure. Authority is the right to perform or command. It allows its holder to act in certain designated ways and to directly influence the actions of others through orders. Types of Authority: o Line authority o Staff authority
- 26. The chainof command in the organizational structure that flows major decision making power. The officially sanctioned ability to issue orders to subordinate employees with in an organization.
- 27. Staff authorityconsists of the right to advise or assist those who possess line authority as well as other staff personnel. The advisory or counseling rple: o The service role o The control role
- 28. Assigning workto subordinates and giving them necessary authority to do the assigned work effectively. Simple terms, GRANTING AUTHORITY TO SUBORDINATES
- 29. No delegation oftotal authority Delegations of only that authority a manager has Representation of the superior Delegation for organizational purpose Restoration of delegated authority Balance of authority and responsibility No delegation of responsibility
- 30. Assume line authority Do not give sound advices Steal credit for success Fail to keep line personnel informed of their activities Do not see the whole picture.
- 31. Meaning :centralization anddecentralization Reasons : in which case which is needed Advantages and disadvantages: of both
- 32. Systematically retaining powerand authority in hand of higher level managers. Not dividing authority to lower level employees.
- 33. ADVANTAGES: Facilitatesunified decision Simplifies structure Facilitates quicker decision Economy in operation Integrates operations Suitable for small firms
- 34. Unsuitable forlarge organization Manager is overburdened Possibility of power misuse Low morale and motivation Lack of environment adaptation In appropriate for routine decisions.
- 35. Delegation ofauthority to the lower levels. Decentralization decision making authority in an organized structure.
- 36. Relief to topmanagement Facilitates managers development Possibility if better decisions Effectives control High morale and motivation Facilitates diversification Environment adaptation
- 37. Increase inexpenditure Conflict Unsuitable for emergency situations Maximize Difficulty in communication Unsuitable for specialized services
- 38. Re-engineering process Teamwork Network organization structure Downsizing organization Boundary-less organization
- 39. It isthe process of obtaining and maintaining competent employees to fill all positions. Recruitment: Encouraging people to apply Selection: Finding the right person for the job Training: Teaching the employees certainskill Development: Progress/advancement of career Motivation: Encouraging the employees to work harder.
- 40. Managing effective staff Utilization of physical resources Increase in productivity Focus on goal achievement Helps to solve problems Job satisfaction Self-development of workers