This document discusses key concepts related to organizing as a management function. It defines organizing and explains that it involves developing an organizational structure and allocating resources to achieve objectives. Some key elements of organizing discussed include departmentalization, the span of management, centralization vs decentralization, and defining reporting relationships and delegating responsibilities through an organization chart. The document also outlines different types of organizational structures like functional, divisional, and matrix structures.

2. Organizing - Syllabus
• Organizing - meaning - nature and purpose -
Dimension of structure - horizontal and
vertical - dimensions - formal and informal
dimensions - organisation chart and manual -
Delegation – Decentralisation -
Departmentation - Span of management.

3. Organizing determines
What tasks are to be done
Who are able to do that
How the tasks are to be grouped
Who will report to whom
What decisions are to be made

4. Organizing:
• Organizing is the function of management
that involves developing an organizational
structure and allocating human resources to
ensure the accomplishment of objectives.
• Organizing is the process of defining and
grouping activities, and establishing authority
relationships among them to attain
organizational objectives.

5. Organizing - Definition
• According to Louis A Allen,
" Organizing is the process of identifying and
grouping of the works to be performed,
defining and delegating responsibility and
authority & establishing relationships for the
purpose of enabling people to work most
efficiently together in accomplishing
objectives.”

6. Purpose of Organizing
Divide the work to be done into specific jobs and
Departments
Assign tasks and responsibilities associated with
individual
Coordinates diverse organizational tasks.
Clusters job in to Units.
Establish relationship among individuals, group,
and departments
Allocates and deploys organizational resources

7. Organization
• Organization is a group of people working
together to achieve common goal.
• Organization is an entity comprising multiple
people that has a particular purpose.
• Organization is a formalized structure of roles
& positions.

8. • Organization structure represents the hierarchical
arrangement of various positions in an
organization.
• It defines how the jobs are formally divided,
grouped and coordinated.
• The framework in which the organization defines
how tasks are divided, resources are deployed,
and departments are coordinated.
• An organization's structure dictates who is in a
position of authority, how work is divided and
how employees are assigned duties.
Organization Structure

9. Organization Chart

10. Organization Chart
• It is a graphic representation of the structure of
an organization showing the relationships of the
positions or jobs within it.
• It is also used to show the relation of one
department to another, or others, or the function
of an organization to another.
• An organizational chart is a diagram that shows
the structure of an organization and the
relationships and relative ranks of its parts and
positions/jobs.

11. Dimensions of Organization Structure
• An organization's structure dictates who is in a
position of authority, how work is divided and
how employees are assigned duties.
They are,
• Vertical
• Horizontal

12. Vertical
• The vertical organization has a structure with
power emanating from the top - down.
• There's a well-defined chain of command with
a vertical organization, and the person at the
top of the organizational chart has the most
power.
• Employees report to the person directly
above them in the organizational structure.

14. Horizontal
• A horizontal organization has a less-defined
chain of command.
• Employees may perform many different
functions and may report to several
supervisors, rather than a single boss.
• Employees may work in teams, with everyone
on the team having input.

15. Horizontal structure

16. Hierarchical:
• In a hierarchical organization structure,
employees are grouped with every employee
having one clear supervisor.

17. Flat:
• Many levels of middle management are
eliminated. This enables employees to make
decisions quickly and independently. Thus a well-
trained workforce can be more productive by
directly getting involved in the decision-making
process.

18. Functional:
• Under a functional organization structure,
people who do similar tasks are grouped
together based on specialty and their
functions.

19. Divisional:
• Workers are grouped into teams based on the
products or projects that meet the needs of a
certain type of customer. The division of labor
in this kind of structure ensures workers
making similar products can achieve greater
efficiency and higher output.

20. Matrix:
• A matrix structure combines elements of the
functional and divisional models. It groups people
into functional departments of specialization, then
further separates them into divisional projects and
products.

21. Network:
• Network organizational structure helps
visualize both internal and external
relationships between managers and top-level
management.

22. Elements of Organization Structure
(Organizational Design)
Work Specialization
Delegation of Authority
Departmentalization
Chain of Command
Span of Management
Centralization & Decentralization
Formalization

23. Work Specialization
• Work Specialization is the degree to which
organizational tasks are sub-divided into
individual jobs.
• Work specialization allow managers to break
complex tasks into smaller, more precise tasks
that individual employees can complete.

24. Delegation of Authority
• It is the process of assigning duties and
authority.
• Here rather than doing the entire work, the
works are broken down into number of steps,
with each steps being completed by separate
individuals.

26. Departmentalization
Departmentalization is the basis on which
individuals are grouped into departments and
departments into total organizations.
The main advantage of departmentalization is
obtaining efficiencies from putting specialists
together.

27. Departmentalization includes,
• Functional
• Product / Service
• Geography
• Process
• Customer

28. Chain of Command
• It is the unbroken line of authority that
extends from the top of the organization to
the lowest level and clarifies who must report
to whom.

30. Span of Management
• The total number of subordinates who can be
effectively and efficiently supervised and
controlled by a manager.
• Two Types
Narrow Span
Wide Span

31. Narrow span / Tall Hierarchy

32. Wide span / Flat Hierarchy

33. Centralization & Decentralization
• Centralization is the degree to which decision making
is concentrated at a central or single point in an
organization.
• The top management makes the organization's key
decisions with little or no input from lower level.
• Control and Decision making by the Top level

34. Decentralization
• Decentralization is Delegation of Authority to
lower level management and to all
departments of the organization. Here the
authority is pushed down to the lower level
management.

35. Formalization
• The degree to which jobs in the organization
are standardized.
• The extend to which employee behaviour is
guided by rules and procedures.
• The written document used to direct and
control employees