The document discusses reasons for organizing and the importance of organizing. It provides 12 good reasons for organizing, such as reducing stress, saving money, and improving productivity and focus. Next, it outlines the steps a manager takes to organize, including identifying activities, departmental organization, and coordinating authority and responsibility. Finally, it discusses the relationship between organizing and controlling as key management functions.

1. Is your life in disarray??
Do you have trouble finding things?
Do you constantly forget stuff??

3. Organize

4. Organizing and Controlling

5. What is the relationship between
organizing and controlling?
M A N A G E M E N T F U N C T I O N “ O RG A N I Z I N G ” I S
I M P L E M E N TAT I O N
WHICH MEANS THE OPTIMUM USE RESOURCES
FOR ACHIEVING THE AIMS.
M A N A G E M E N T F U N C T I O N “ C O N T RO L L I N G ” O R
M O N I TO R I N G M E A N S C H E C K I N G T H E P R O G R E S S
O F AC H I E V I N G O B J E C T I V E S A N D G I V I N G
F E E D B AC K .

6. What is organizing?
IS THE FUNCTION OF
MANAGEMENT WHICH FOLLOWS
PLANNING . IT IS A FUNCTION IN
WHICH THE SYNCHRONIZATION
AND COMBINATION OF HUMAN,
PHYSICAL AND FINANCIAL
RESOURCES TAKES PLACE .

7. Why organizing is next to
planning?
BECAUSE ONCE THE PLAN
IS MADE, THE NEXT
NATURAL STEP IN THE
PROGRESSION IS TO GET
ORGANIZED SO THE PLAN
COMES TO FRUITION.

8. WHY ORGANIZE? 12 GOOD REASONS
1. Reduce stress, frustration, and overwhelm
2. Feel more in charge of your life
3. Enjoy having people over
4. Improve personal productivity and efficiency
5. Save money when you don’t pay for storage and late fees
6. Liberate your attention for the present moment

9. WHY ORGANIZE? 12 GOOD REASONS
7. Improve your credibility with those who count on you
8. Gain self-confidence from accomplishing your goals
9. Feel more ease and pleasure where you work
10. Project a better image to colleagues, clients, and friends
11. Create more free time
12. Think more clearly, improve your focus.

10. A manager performs organizing
function with the help of following
steps:-
1. IDENTIFICATION OF ACTIVITIES - ALL THE ACTIVITIES
WHICH HAVE TO BE PERFORMED IN A CONCERN HAVE TO
BE IDENTIFIED FIRST.
2. DEPARTMENTALLY ORGANIZING THE ACTIVITIES , THE
MANAGERS TRIES TO COMBINE THE GROUP SIMILAR AND
RELATED ACTIVITIES INTO UNITS OR DEPARTMENTS.
3. CLASSIFYING THE AUTHORITY- THE MANAGER LIKES TO
CLASSIFY THE POWERS AND ITS EXTENT TO THE
MANAGER.
4. CO-ORDINATION BETWEEN AUTHORITY AND
RESPONSIBILITY- EACH INDIVIDUAL IS MADE AWARE OF
THIS AUTHORITY AND HE/SHE KNOWS WHOM THEY HAVE
TO TAKE ORDERS FROM AND TO WHOM THEY ARE
ACCOUNTABLE, AND TO WHOM THEY HAVE TO REPORT.

11. Importance of organizing
• DEFINES AUTHORITY AND RESPONSIBILITY
• NO OVER-LAPPING OF RESPONSIBILITIES
• RIGHT PERSON FOR RIGHT JOB PERSON FOR
RIGHT JOB
• HARMONY OF WORK
• PROVISION OF TRAINING FACILITIES
• EFFECTIVE COMMUNICATION

12. What is controlling?
CONSISTS OF VERIFYING
WHETHER EVERYTHING
OCCURS IN CONFORMITIES
WITH THE PLANS ADOPTED,
INSTRUCTIONS ISSUED AND
PRINCIPLES ESTABLISHE D

13. Characteristics of controlling
function of management-
1.CONTROLLING IS AN END FUNCTION - A FUNCTION WHICH
COMES ONCE THE PERFORMANCES ARE MADE IN
CONFORMITIES WITH PLANS.
2 . C O N T R O L L I N G I S A P E R VA S I V E F U N C T I O N - W H I C H
M E A N S I T I S P E R F O R M E D B Y M A N A G E R S AT A L L L E V E L S
AND IN ALL TYPE OF CONCERNS.
3. CONTROLLING IS FORWARD LOOKING - BECAUSE
E F F E C T I V E C O N T R O L I S N O T P O S S I B L E W I T H O U T PA S T
B E I N G C O N T R O L L E D . C O N T R O L L I N G A L W AY S L O O K T O
F U T U R E S O T H AT F O L L O W - U P C A N B E M A D E
WHENEVER REQUIRED.

14. 4.. Controlling is a dynamic process- since
controlling requires taking reviewed methods,
changes have to be made wherever possible.
5. Controlling is related with planning-
Planning and Controlling are two inseparable
functions of management. Without planning,
controlling is a meaningless exercise and
without controlling, planning is useless.

15. Importance of controlling
• CONTROLLING HEL PS IN ACHIEVING GOAL S AND
OBJECTIVES
• R E S O U R C E S A R E U S E D E F F I C I E N T LY
• C O N T R O L H E L P S I N D E C E N T R A L I Z AT I O N .
• H I G H M O R A L S O F E M P L OY E E S
• APPL I ED TO AL L M ANAG ERIAL F U N CTI ONS
• H E L P S I N L A R G E S C A L E O R G A N I Z AT I O N S

16. BEFORE

17. AFTER

19. Change is nothing
new. And in
business it is now
an established fact
of life.

20. Types of Change in Organizations
Development Change
Improvement of what is; new state
is a prescribed enhancement of the
old state.

21. Transitional Change
Design and implementation of a new
state;requires dismantling of the old state
and management of the transition process;
managed timetable.

22. Transformational Change
Old state and worldview are forced to die. New
state is unknown. It emerges from visioning,
trial and error and learning. New state requires
fundamental shift in mindset, organizing
principles, behaviour and/or culture, designed
to support new business directions.

24. Change in an organization is managed by an
individual or a group of individuals. A
proper planning and execution process is
necessary for effective change.
This requires careful planning,
evaluation and implementation
to bring about the desired
change.

25. Organizational Change Challenges
(Elements of change)
Vision- This is the power to perceive and
articulate change beyond the surface level.
Sense of purpose and direction- The
business should have clear objectives
that match the vision.

26. Knowledge- Knowledge is the skills and
experience to create organizational strategies
and to implement them accordingly.
Rewards and recognition- Companies
must reward individuals who excel
and overcome organizational change
challenges

27. Steps to be followed systematically for change to occur.
1. Discussing and reaching agreement
for the on going support of the
company's direction and initiatives
2. Linking strategic initiatives to tactful
execution through planning and on going
communication.

28. 3. Connecting and aligning
performance management,
training processes and incentive
compensation in order to yield
optimal results.
4. Emphasizing hiring, rewarding,
developing and retaining the top
talent as a key driver of sustained
business growth.

29. Thank You!!!