Organizing is a managerial activity that involves structuring responsibilities and work among employees to achieve desired outcomes, requiring effective skills and clear authority. The process includes defining objectives, dividing and grouping activities, assigning authority, and ensuring coordination among departments. Key principles include unity of command, division of labor, flexibility, and initiative, all essential for smooth operations and achieving organizational goals.

1. What is Organising?

2. What is Organising?
• Organising is a managerial activity that involves arranging
and structuring of responsibilities and work of the employees
for attaining the desired result. The organising function
requires effective skills, a proper chain of command, authority,
a delegation of work, and efficient control.
• The activities are defined in terms of allocating the duties and
responsibilities to different employees of various departments
in a coordinated manner for a common purpose. Organising
also involves the integration of the various relationships
among different activities and job responsibilities for attaining
the goals of the enterprise.

3. Organising Definition in
Management
• According to Kimball and Kimball, Organising embraces the duties of
designating the departments and the personnel that are to carry on the
work, defining their functions and specifying the relations that are to
exist between the departments and individuals.
• In the words of Mooney and Railey, Organisation is the form of every
human association for the attainment of a common purpose.
• According to George Terry, Organising is the establishment of effective
authority relationships among selected work, persons, and workplaces
for the group to work together efficiently.
• According to Stoner, Organising is the process of arranging and
allocating work, authority, and resources among an organisation’s
members so that they can achieve the organisational goal.

4. Principles of Organizing
The concept of organising is based on the following principles:
• Principle of Unity of Objective
• Division of Labor
• Principle of Span of
Management
• Principle of Coordination
• Principle of Unity of
Command
• Principle of Scalar Chain
• Principle of Authority and
Responsibility
• Principle of Delegation
• Principle of Functional
Definition
• Principle of Flexibility
• Principle of Equity
• Principle of Order
• Principle of Stability
• Principle of Initiative

5. Principle of Unity of Objective
• The Principle of Unity of Objective stands as a guiding light
within organizations, illuminating the path toward a
common goal. It’s like a grand concert, where every
instrument plays a crucial role in creating a harmonious
melody. Each department within an organization must align
its efforts, much like the instruments in an orchestra, to
contribute to the overall harmony of success.

6. Division of Labor
• The Principle of organizing – Division of Labor is similar to
the specialized tasks on an assembly line in a factory.
Dividing responsibilities based on individual expertise is akin
to a well-oiled machine, where each part works seamlessly,
enhancing efficiency and productivity. Just as each worker in
an assembly line has a specific role, dividing tasks within an
organization leads to optimized performance.

7. Principle of Span of Management
• The Principle of Span of Management finds its analogy in a
teacher managing a classroom. It emphasizes the
importance of effective supervision by limiting the number
of subordinates a manager oversees.
• Like a teacher maintaining control over a manageable
classroom, a manager can efficiently guide and lead a
certain number of team members without feeling
overwhelmed.

8. Principle of Coordination
• Coordination, as highlighted in the Principle of
Coordination, is akin to synchronization in a relay race.
Departments within an organization must seamlessly pass
the baton of efforts to achieve collective success. Much like
relay runners working in sync, the collaboration between
departments ensures smooth operations towards common
objectives.

9. Principle of Unity of Command
• The Principle of Unity of Command resembles the military
structure, where clear instructions flow from one superior to
each employee. Just as soldiers follow orders from a single
commanding officer, employees in an organization receive
instructions from a sole superior to prevent confusion or
conflicting directives.

10. Principle of Scalar Chain
• Visualize the Principle of Scalar Chain as a structured chain
of command, mirroring an organized hierarchy within an
organization. Similar to a chain that connects different links,
this principle ensures a clear line of authority from the top
to the bottom. Communication flows smoothly through this
chain, maintaining clarity and coherence.

11. Principle of Authority and
Responsibility
• The Authority and Responsibility Principle of Organizing
underscores the symbiotic relationship between authority
and responsibility. Much like a ship captain who holds
authority but also bears the responsibility for the vessel’s
safety, authority in organizations must align with an
equivalent level of responsibility.

12. Principle of Delegation
• The Organizing Principle of Delegation acts as a
cornerstone, advocating for managers to distribute
authority among subordinates. It’s akin to a team captain in
sports passing the ball to a teammate best positioned to
score.
• Delegation empowers individuals within the organization,
fostering a sense of responsibility and encouraging
autonomy, much like empowering players on a team to
make impactful moves.

13. Principle of Functional Definition
• Functional Definition, as a principle of organizing,
emphasizes defining specific responsibilities for each
position within an organization, akin to a job description
that outlines duties comprehensively.
• This clarity in roles ensures that every team member knows
their precise tasks, fostering efficiency and avoiding
confusion amidst the workforce, much like a roadmap
guiding employees in their daily tasks.

14. Principle of Flexibility
• Flexibility, an essential organizational principle, highlights
the importance of adaptability. Just like a rubber band
stretches to accommodate different shapes without
breaking, organizational structures should flex and adjust to
new challenges or situations. This adaptability ensures
resilience in the face of change, allowing the organization to
evolve and thrive in dynamic environments.

15. Principle of Equity
• Equity, a fundamental principle of organizing, advocates for
fair treatment of all employees. It’s similar to slicing a pie
into equal portions, ensuring that each team member
receives fair opportunities and rewards. By fostering an
environment of equality, organizations create a sense of
inclusivity, boosting morale and motivation among
employees.

16. Principle of Order
• Order, as a guiding principle, underscores the significance of
a structured arrangement of resources within an
organization. Imagine a well-organized filing cabinet where
everything has a designated place, enabling quick and
efficient retrieval. Similarly, an orderly organizational
structure ensures smooth operations, minimizing confusion
and enhancing productivity.

17. Principle of Stability
• Stability stands as a vital principle, emphasizing the
importance of consistency amidst change. Just as a stable
foundation supports a building against external forces,
organizational stability ensures continuity amid fluctuations.
It fosters a sense of security within the workforce, providing
a reliable platform for sustained success.

18. Principle of Initiative
• The last Principle of organizing function of management –
Initiative encourages a proactive and innovative approach
among employees. It nurtures a culture where individuals
feel empowered to suggest improvements and take
ownership of their tasks, akin to fostering an environment
where creativity and forward-thinking are valued.
Encouraging initiative cultivates a pool of innovative ideas,
driving the organization towards growth and advancement.

19. Organising Process
1. Determination of Objectives
2. Division of Activities
3. Grouping of Activities
4. Defining Authority and Responsibility
5. Reviewing and Reorganising

20. Process # 1. Determination of
Objectives:
• Organisation is established for some objective. Overall tasks or
activities of the organisation are determined to achieve this goal.
For example, if the organisation wants to export goods, it should
determine the nature and type of goods to be exported, the
sources from where raw material will be obtained, countries
where goods will be exported, co-ordinate with foreign buyers
etc. Determining total workload of the organisation is the first
step in the process of organising.

21. Process # 2. Division of Activities:
• Since one person cannot manage all the organisational activities,
total task is divided into smaller units and assigned to members.
Work is assigned according to qualification and ability of persons.
• Division of work leads to specialisation which has the
following benefits:
• (a) Greater Output:
• Adam Smith illustrated a study where one person could
manufacture 20 pins a day if he worked alone. Production of pin
was broken into sub-activities where people carried out the
following specialised tasks —

22. Process # 2. Division of Activities:
• Drawing out the wire – straightening the wire – cutting the wire –
grinding the point – polishing it – putting the pin-head and so on. It
was observed that as against 20 pins in a day, division of work and
specialisation enabled 10 people to produce 48,000 pins in a day —
watch the wonders of specialisation !
• (b) Efficiency:
• Performing the same task over and over again increases the skills and
efficiency of workers.
• (c) Facilitates Training:
• Since the complex task is broken into smaller units, less- skilled
workers can be trained to carry out those activities.

23. Process # 3. Grouping of Activities:
• After the work is assigned to people, those performing similar
activities are grouped in similar departments. Various
departments like production, marketing, finance etc. are created
and filled with people having different skills and expertise but
performing similar activities. Grouping of activities into
departments is called departmentalisation. Every department
works under the supervision of departmental head and is
governed by a set of rules, procedures and standards.

24. Process # 4. Defining Authority and Responsibility:
• After creating departments, departmental heads are appointed
to carry out the activities of their respective departments. It is
ensured that competence of departmental head matches job
requirements of the department. Every head has authority to get
the work done through departmental members.
• The departmental head delegates responsibility and authority
related to departmental activities to members of his department.
This creates a structure of relationships where every individual
knows his superiors and subordinates and their reporting
relationships.

25. Process # 5. Co-Ordination of Activities:
• When departments work for their objectives, there may develop
inter-departmental conflicts. This can affect achievement of
organisational goals. For example, the finance department
wants to cut down costs, but marketing department wants more
funds to advertise the products. This conflict can be resolved
through co­
ordination so that all departments share common
resources. Resources are scarce and coordination helps in their
optimum utilisation. Coordination becomes possible by defining
relationships amongst departments and people working at
different positions.

26. Process # 6. Reviewing and Reorganising:
• There must be constant appraisal of organising process so that
changes in the organisation structure can be introduced,
consequent to changes in the internal and external
environmental factors. Constant appraisal and reorganisation is
an integral part of the organising process