The document discusses key concepts and principles of organization. It begins by defining organization and highlighting various theorists' perspectives. Organization is described as a deliberate association of individuals pursuing common goals.
The document then outlines seven principles of organization: 1) Division of labor promotes specialization and efficiency, 2) Delegation of authority involves downward transfer of tasks and responsibilities with accountability, 3) The scalar principle calls for an unbroken chain of command, 4) Unity of command means each person reports to only one supervisor, 5) Span of control refers to the number of subordinates one can oversee, 6) Coordination is needed to integrate organizational units, and 7) Hierarchy and communication are essential for organizational functioning.
An organization is a collection of people working together to achieve common goals. Organizing has several benefits like specialization, role clarity, efficient use of resources, coordination, adaptability, and growth. The principles of organization include unity of objectives, specialization, coordination, authority, responsibility, delegation, efficiency, unity of command, span of control, balance, communication, flexibility, simplicity, and personal ability. Organizations can be formal or informal. Formal organizations have defined roles and hierarchies while informal organizations are social networks that form naturally. Both have advantages and disadvantages for communication and adaptability.
Administration involves setting policies, objectives, and plans for an organization, while management focuses on implementing those plans and coordinating organizational activities. Practically, managers perform both administrative and management functions, with higher-level managers spending more time on administration and lower-level managers focusing more on operational management. Public administration differs from private administration in that it operates within a legal and political framework, aims to serve public needs rather than profit, and is accountable to the public. It also typically involves larger-scale operations and provides essential services.
The document discusses the concept of organization, defining it as a system of cooperative activities between two or more people to achieve common goals. It also defines organization as an entity, a group of people, a structure, and a process. The importance of organization is outlined as providing order, encouraging specialization, improving administration, stimulating creative thinking, facilitating communication, and helping expand an enterprise. Organization is summarized as a process of identifying and grouping work, defining responsibility and authority, and establishing relationships to enable effective teamwork toward shared objectives.
This document outlines three theories of organization: classical, neoclassical, and modern. The classical theory views organizations as machines and individuals as components, aiming to increase efficiency. The neoclassical theory focuses on human behavior and informal relations. The modern theory views organizations as open systems composed of subsystems that adapt to their changing environments.
Meaning,nature,scope,process of management & approaches of a systemsadhikakatiyar
This document provides an overview of management concepts including:
- Definitions of management from various thinkers such as Fayol and Drucker.
- The five functions of management as planning, organizing, staffing, directing, and controlling.
- Descriptions of different management levels from top to middle to lower.
- An explanation of the system approach to management, describing organizations as open systems that interact with their environment.
This document defines decentralization and discusses its various forms. Decentralization refers to restructuring governance so that authority is shared between central, regional and local levels of government according to the principle of subsidiarity. There are four main forms: devolution, delegation, deconcentration, and divestment/privatization. Devolution transfers the most authority to legally separate local governance bodies, while deconcentration transfers limited decision-making to regional offices under central control. The document also examines decentralization in Nepal, noting its inclusion in the 1991 constitution and its role in the Ninth Plan to promote rural development.
ORGANIZATION CONCEPT AND PRINCIPLES OF ORGANIZATIONSundar B N
The document discusses the meaning and definition of organization, as well as key principles of organization structure and design. It defines organization as a structure managed by people working together towards common goals. It also lists principles such as objectives, specialization, authority and responsibility, delegation, communication, span of control, exceptional matters, flexibility, unity of command, unity of direction, and scalar chain. The document assigns students to visit organizations and identify their structures and how principles are applied in design. It asks questions about how responsibility, authority and communication flow in organizations.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONSAMALDASKH
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
An organization is a collection of people working together to achieve common goals. Organizing has several benefits like specialization, role clarity, efficient use of resources, coordination, adaptability, and growth. The principles of organization include unity of objectives, specialization, coordination, authority, responsibility, delegation, efficiency, unity of command, span of control, balance, communication, flexibility, simplicity, and personal ability. Organizations can be formal or informal. Formal organizations have defined roles and hierarchies while informal organizations are social networks that form naturally. Both have advantages and disadvantages for communication and adaptability.
Administration involves setting policies, objectives, and plans for an organization, while management focuses on implementing those plans and coordinating organizational activities. Practically, managers perform both administrative and management functions, with higher-level managers spending more time on administration and lower-level managers focusing more on operational management. Public administration differs from private administration in that it operates within a legal and political framework, aims to serve public needs rather than profit, and is accountable to the public. It also typically involves larger-scale operations and provides essential services.
The document discusses the concept of organization, defining it as a system of cooperative activities between two or more people to achieve common goals. It also defines organization as an entity, a group of people, a structure, and a process. The importance of organization is outlined as providing order, encouraging specialization, improving administration, stimulating creative thinking, facilitating communication, and helping expand an enterprise. Organization is summarized as a process of identifying and grouping work, defining responsibility and authority, and establishing relationships to enable effective teamwork toward shared objectives.
This document outlines three theories of organization: classical, neoclassical, and modern. The classical theory views organizations as machines and individuals as components, aiming to increase efficiency. The neoclassical theory focuses on human behavior and informal relations. The modern theory views organizations as open systems composed of subsystems that adapt to their changing environments.
Meaning,nature,scope,process of management & approaches of a systemsadhikakatiyar
This document provides an overview of management concepts including:
- Definitions of management from various thinkers such as Fayol and Drucker.
- The five functions of management as planning, organizing, staffing, directing, and controlling.
- Descriptions of different management levels from top to middle to lower.
- An explanation of the system approach to management, describing organizations as open systems that interact with their environment.
This document defines decentralization and discusses its various forms. Decentralization refers to restructuring governance so that authority is shared between central, regional and local levels of government according to the principle of subsidiarity. There are four main forms: devolution, delegation, deconcentration, and divestment/privatization. Devolution transfers the most authority to legally separate local governance bodies, while deconcentration transfers limited decision-making to regional offices under central control. The document also examines decentralization in Nepal, noting its inclusion in the 1991 constitution and its role in the Ninth Plan to promote rural development.
ORGANIZATION CONCEPT AND PRINCIPLES OF ORGANIZATIONSundar B N
The document discusses the meaning and definition of organization, as well as key principles of organization structure and design. It defines organization as a structure managed by people working together towards common goals. It also lists principles such as objectives, specialization, authority and responsibility, delegation, communication, span of control, exceptional matters, flexibility, unity of command, unity of direction, and scalar chain. The document assigns students to visit organizations and identify their structures and how principles are applied in design. It asks questions about how responsibility, authority and communication flow in organizations.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONSAMALDASKH
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
This presentation provides the definition, principles and discussions on the Max Weber's Bureaucratic Management Theory.
For more of this presentation: https://youtu.be/SZECH-gPW7E
SUBSCRIBE. COMMENT. LIKE. SHARE
This document discusses concepts, nature, functions and principles of management and administration in nursing. It provides definitions of administration from various authors and describes several principles of administration and management. Some key principles mentioned include division of work, authority and responsibility, discipline, unity of command, centralization vs decentralization, and order. The document emphasizes the importance of understanding administration and management for nurses to effectively deliver quality healthcare.
This document discusses span of control and organizational structures. It defines span of control as the number of people reporting to a single manager. A narrow span of control means fewer subordinates per manager, creating a taller organizational structure with more management levels, while a wide span of control creates a flatter structure. Tall structures allow for close supervision but slower decision-making, while flat structures are less costly, allow faster communication and decisions, but with potentially looser control over subordinates. Wider spans of control are generally more cost-effective due to requiring fewer managers.
The document discusses 12 different types of leadership styles: autocratic, democratic, strategic, transformational, team, cross-cultural, facilitative, laissez-faire, transactional, coaching, charismatic, and visionary. Autocratic leadership involves a leader making all decisions without input from others, while democratic leadership involves subordinates in decision making. Transformational leadership motivates followers to do more than expected. Facilitative leadership monitors group dynamics to help a group stay on track. Laissez-faire leadership gives authority to employees with minimal interference.
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
This document discusses human relations theory in education. It outlines the origins of human relations theory from the Hawthorne Studies in the 1920s-1930s. The key principles of human relations theory are explained, including a shift from task to worker and emphasizing social relationships. The objectives of human relations theory in education are to strengthen human assets through training, establish desirable working relationships, and provide fair leadership. Challenges to developing human relations are also presented, as well as how human relations theory can be applied in educational institutions through organizing work, developing good judgment, scholarship, relationships with students, and personal/professional qualities of administrators. Benefits of the human relations model in education include creating good student-teacher relations and inspiring students and
Budgeting is a process of looking at a business estimated incomes and expenditures over a specific period in the future. It allows a business to see if they will be able to continue operating at their expected level with these projected incomes and expenditures
The document discusses formal and informal organization. A formal organization refers to the clearly defined job structure, communication channels, and delegation of authority as prescribed by management. It aims to avoid conflicts and overlapping responsibilities. An informal organization arises naturally from personal relationships between employees based on attributes like friendship rather than formal roles. While informal groups can boost motivation, they can also hinder productivity and spread rumors.
This document discusses organizing as a function of management. It defines organizing and explains that it involves sub-dividing and grouping activities. Organizing becomes necessary when more than one person works together to achieve common objectives. The document then discusses the nature and purpose of organization, including specialization, orientation towards goals, and continuity. It also outlines the steps in the organizing process and discusses formal and informal organization structures. Finally, it covers different types of organizational structures like bureaucratic, functional, divisional, and matrix structures.
The document is a presentation by group 2 on information science and library management. It discusses the elements of management proposed by Luther Gulick and Lyndall Urwick, specifically the POSDCORB model. POSDCORB is an acronym that stands for planning, organizing, staffing, directing, coordinating, reporting and budgeting - the seven key functions of an executive according to Gulick and Urwick. The presentation provides explanations of each element of POSDCORB and its importance in effective management and administration.
This document discusses different styles and definitions of leadership. It begins by defining leadership as the process of influencing others towards goal achievement. Some key leadership styles discussed include autocratic, democratic, and laissez-faire. Autocratic leadership involves centralized decision making while democratic leadership encourages participation. Laissez-faire provides freedom but little guidance. Additional styles covered are transformational, transactional, task-oriented, bureaucratic, servant, and charismatic leadership. The document emphasizes that effective leadership depends on the situation and matching the appropriate style to the followers and task.
This document provides an overview of human relations theory in organizational analysis. Some key points:
- Human relations theory emerged in the 1930s as an alternative to classical management theories that treated workers as cogs in a machine. It focused on social and emotional aspects of work.
- Theories discussed include Maslow's hierarchy of needs, findings from the Hawthorne studies that social factors impact productivity, McGregor's Theory X and Y about management assumptions of workers, and Herzberg's motivation-hygiene theory distinguishing job factors and environmental factors.
- Human relations theory sought to increase efficiency and productivity by addressing issues like specialization, hierarchies, and dehumanization through practices like counseling, incentives, and
This document discusses several theories of management that may be useful for nursing leaders to consider, including: classical management theory, scientific management theory, human relations theory, and behavioral management theories. It provides an overview of several influential thinkers in management theory such as Taylor, Fayol, Maslow, and Likert. The document emphasizes that no single theory can guide nursing leadership in every situation, and leaders should consider multiple theories to develop an effective individual management style.
The document provides an introductory glimpse of management and the history of its evolution.The document also illustrates the nature, characteristics and importance of management. Various levels of management and managerial skills are also illustrated. The document also provides information to distinguish management and administration. Certain theories of pioneers are also mapped onto the document.
Management involves planning, organizing, staffing, directing and controlling. Planning involves setting objectives and determining actions to achieve goals. Organizing establishes the structure and allocation of resources. Staffing involves selecting, training and developing personnel. Directing includes guiding, motivating and leading people.
This document discusses planning in management. It begins by defining the mission of planning as providing benefits to customers and helping achieve goals through effective resource use.
It then discusses the philosophy of planning, including that it requires flexibility and guidelines. Principles of planning include contributing to objectives, using resources efficiently, and having a policy framework.
Objectives, components, levels, and characteristics of planning are also outlined. Planning involves setting objectives and policies, developing procedures and budgets, and can be directional, administrative, or operational. It is an intellectual process that focuses on objectives and selects the best course of action.
The document discusses management from several perspectives - as an art, science, process, profession and discipline. It defines management as the process of getting work done through others involving planning, organizing, staffing, directing, and controlling. The key functions of management are explained as planning, organizing, staffing, directing and controlling. Management takes place at three levels in organizations - top level management which determines objectives and policies, middle level management which implements plans and coordinates departments, and lower level management which provides supervision.
Fayol proposed five elements of management: planning, organizing, commanding, coordinating, and controlling. He also described fourteen principles of management that managers should follow to effectively accomplish their objectives. The principles include division of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration of personnel, centralization, scalar chain of command, order, equity, stability of tenure, initiative, and esprit de corps. Fayol's theories focused on how to maintain an effectively and efficiently functioning organization.
Planning is the first function of management and involves setting objectives and determining how to achieve them. There are several key steps in the planning process: 1) defining objectives and goals, 2) developing assumptions about future conditions, 3) evaluating alternative approaches, 4) identifying required resources, 5) establishing tasks and timelines, and 6) determining methods to track progress and evaluate outcomes. Effective planning leads to efficient resource use, establishes organizational goals, manages risk, creates competitive advantages, and fosters teamwork.
This document defines management and its principles. It provides definitions of management from several experts, including that it is the process of achieving goals through others. The key differences between administration and management are discussed. Management involves important functions like planning, organizing, staffing, leading, and controlling. Other principles of management discussed include the division of work, unity of command, centralization of authority, order, and discipline. Effective management requires skills in technical, human, and conceptual areas.
This file contains whole contents of principle of management by Stephen P. Robbins shortly.
It contains Introduction of management, Manager and leader difference, History of management, Decision Making process and conditions, Planning including plans and goals and their establishing approaches, Organizing including structures, human resources communication and organizing including motivation, leadership and at last their is controlling.
This presentation provides the definition, principles and discussions on the Max Weber's Bureaucratic Management Theory.
For more of this presentation: https://youtu.be/SZECH-gPW7E
SUBSCRIBE. COMMENT. LIKE. SHARE
This document discusses concepts, nature, functions and principles of management and administration in nursing. It provides definitions of administration from various authors and describes several principles of administration and management. Some key principles mentioned include division of work, authority and responsibility, discipline, unity of command, centralization vs decentralization, and order. The document emphasizes the importance of understanding administration and management for nurses to effectively deliver quality healthcare.
This document discusses span of control and organizational structures. It defines span of control as the number of people reporting to a single manager. A narrow span of control means fewer subordinates per manager, creating a taller organizational structure with more management levels, while a wide span of control creates a flatter structure. Tall structures allow for close supervision but slower decision-making, while flat structures are less costly, allow faster communication and decisions, but with potentially looser control over subordinates. Wider spans of control are generally more cost-effective due to requiring fewer managers.
The document discusses 12 different types of leadership styles: autocratic, democratic, strategic, transformational, team, cross-cultural, facilitative, laissez-faire, transactional, coaching, charismatic, and visionary. Autocratic leadership involves a leader making all decisions without input from others, while democratic leadership involves subordinates in decision making. Transformational leadership motivates followers to do more than expected. Facilitative leadership monitors group dynamics to help a group stay on track. Laissez-faire leadership gives authority to employees with minimal interference.
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
This document discusses human relations theory in education. It outlines the origins of human relations theory from the Hawthorne Studies in the 1920s-1930s. The key principles of human relations theory are explained, including a shift from task to worker and emphasizing social relationships. The objectives of human relations theory in education are to strengthen human assets through training, establish desirable working relationships, and provide fair leadership. Challenges to developing human relations are also presented, as well as how human relations theory can be applied in educational institutions through organizing work, developing good judgment, scholarship, relationships with students, and personal/professional qualities of administrators. Benefits of the human relations model in education include creating good student-teacher relations and inspiring students and
Budgeting is a process of looking at a business estimated incomes and expenditures over a specific period in the future. It allows a business to see if they will be able to continue operating at their expected level with these projected incomes and expenditures
The document discusses formal and informal organization. A formal organization refers to the clearly defined job structure, communication channels, and delegation of authority as prescribed by management. It aims to avoid conflicts and overlapping responsibilities. An informal organization arises naturally from personal relationships between employees based on attributes like friendship rather than formal roles. While informal groups can boost motivation, they can also hinder productivity and spread rumors.
This document discusses organizing as a function of management. It defines organizing and explains that it involves sub-dividing and grouping activities. Organizing becomes necessary when more than one person works together to achieve common objectives. The document then discusses the nature and purpose of organization, including specialization, orientation towards goals, and continuity. It also outlines the steps in the organizing process and discusses formal and informal organization structures. Finally, it covers different types of organizational structures like bureaucratic, functional, divisional, and matrix structures.
The document is a presentation by group 2 on information science and library management. It discusses the elements of management proposed by Luther Gulick and Lyndall Urwick, specifically the POSDCORB model. POSDCORB is an acronym that stands for planning, organizing, staffing, directing, coordinating, reporting and budgeting - the seven key functions of an executive according to Gulick and Urwick. The presentation provides explanations of each element of POSDCORB and its importance in effective management and administration.
This document discusses different styles and definitions of leadership. It begins by defining leadership as the process of influencing others towards goal achievement. Some key leadership styles discussed include autocratic, democratic, and laissez-faire. Autocratic leadership involves centralized decision making while democratic leadership encourages participation. Laissez-faire provides freedom but little guidance. Additional styles covered are transformational, transactional, task-oriented, bureaucratic, servant, and charismatic leadership. The document emphasizes that effective leadership depends on the situation and matching the appropriate style to the followers and task.
This document provides an overview of human relations theory in organizational analysis. Some key points:
- Human relations theory emerged in the 1930s as an alternative to classical management theories that treated workers as cogs in a machine. It focused on social and emotional aspects of work.
- Theories discussed include Maslow's hierarchy of needs, findings from the Hawthorne studies that social factors impact productivity, McGregor's Theory X and Y about management assumptions of workers, and Herzberg's motivation-hygiene theory distinguishing job factors and environmental factors.
- Human relations theory sought to increase efficiency and productivity by addressing issues like specialization, hierarchies, and dehumanization through practices like counseling, incentives, and
This document discusses several theories of management that may be useful for nursing leaders to consider, including: classical management theory, scientific management theory, human relations theory, and behavioral management theories. It provides an overview of several influential thinkers in management theory such as Taylor, Fayol, Maslow, and Likert. The document emphasizes that no single theory can guide nursing leadership in every situation, and leaders should consider multiple theories to develop an effective individual management style.
The document provides an introductory glimpse of management and the history of its evolution.The document also illustrates the nature, characteristics and importance of management. Various levels of management and managerial skills are also illustrated. The document also provides information to distinguish management and administration. Certain theories of pioneers are also mapped onto the document.
Management involves planning, organizing, staffing, directing and controlling. Planning involves setting objectives and determining actions to achieve goals. Organizing establishes the structure and allocation of resources. Staffing involves selecting, training and developing personnel. Directing includes guiding, motivating and leading people.
This document discusses planning in management. It begins by defining the mission of planning as providing benefits to customers and helping achieve goals through effective resource use.
It then discusses the philosophy of planning, including that it requires flexibility and guidelines. Principles of planning include contributing to objectives, using resources efficiently, and having a policy framework.
Objectives, components, levels, and characteristics of planning are also outlined. Planning involves setting objectives and policies, developing procedures and budgets, and can be directional, administrative, or operational. It is an intellectual process that focuses on objectives and selects the best course of action.
The document discusses management from several perspectives - as an art, science, process, profession and discipline. It defines management as the process of getting work done through others involving planning, organizing, staffing, directing, and controlling. The key functions of management are explained as planning, organizing, staffing, directing and controlling. Management takes place at three levels in organizations - top level management which determines objectives and policies, middle level management which implements plans and coordinates departments, and lower level management which provides supervision.
Fayol proposed five elements of management: planning, organizing, commanding, coordinating, and controlling. He also described fourteen principles of management that managers should follow to effectively accomplish their objectives. The principles include division of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration of personnel, centralization, scalar chain of command, order, equity, stability of tenure, initiative, and esprit de corps. Fayol's theories focused on how to maintain an effectively and efficiently functioning organization.
Planning is the first function of management and involves setting objectives and determining how to achieve them. There are several key steps in the planning process: 1) defining objectives and goals, 2) developing assumptions about future conditions, 3) evaluating alternative approaches, 4) identifying required resources, 5) establishing tasks and timelines, and 6) determining methods to track progress and evaluate outcomes. Effective planning leads to efficient resource use, establishes organizational goals, manages risk, creates competitive advantages, and fosters teamwork.
This document defines management and its principles. It provides definitions of management from several experts, including that it is the process of achieving goals through others. The key differences between administration and management are discussed. Management involves important functions like planning, organizing, staffing, leading, and controlling. Other principles of management discussed include the division of work, unity of command, centralization of authority, order, and discipline. Effective management requires skills in technical, human, and conceptual areas.
This file contains whole contents of principle of management by Stephen P. Robbins shortly.
It contains Introduction of management, Manager and leader difference, History of management, Decision Making process and conditions, Planning including plans and goals and their establishing approaches, Organizing including structures, human resources communication and organizing including motivation, leadership and at last their is controlling.
The document discusses the concepts of organizing and organization. It defines organizing as identifying and grouping works to be performed, delegating responsibility and authority, and establishing relationships to enable efficient work. An organization involves differentiation of specialized tasks and integration of units' coordinated work. Key aspects of organizing include dividing work among a group with common objectives, cooperative efforts, communication lines, rules and regulations, and a central authority. Organizing facilitates administration, encourages growth and innovation, enables optimal technology use, and ensures continuity through coordinated work. The organizing process involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
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)
This document discusses several principles and theories of organization and management, including:
1. Herbert Simon's principles of administrative efficiency through specialization of tasks, hierarchy of authority, and limiting span of control.
2. Luther Gulick's notes on the theory of organization, discussing organizing workers by purpose, process, clientele, or place.
3. Frederick Taylor's scientific management theory which aimed to improve efficiency through developing scientific approaches to tasks and selecting/training workers.
4. Challenges and ambiguities are discussed around concepts like specialization, unity of command, span of control, and organizing by purpose versus other approaches. Overall the document analyzes different views on dividing and coordinating work in
This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. An effective organization has groups working toward common objectives through divided work and cooperation, with central authority, communication, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. Key aspects of organizing include groups working toward common objectives, division of labor, cooperation, communication, central authority, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating authority.
This document discusses different types of organizational structures and principles of organization. It defines organization as coordinating employee activities and specifies relationships between jobs. It provides definitions of organization from Oliver Sheldon and Chester Bernard. It outlines key principles of organization including purpose, authority, responsibility, supervision, span of control, specialization, coordination, and definition. It describes line, functional, line and staff, and matrix organizational structures. It concludes with a description of committees, outlining principles such as member size, defined roles, agenda setting, and recommendation implementation.
The document discusses organizing as the process of grouping tasks, establishing relationships and authority, and coordinating work to achieve goals. It explains key organizing concepts like the organizing structure, departmentalization, chain of command, and delegation. The organizing process involves considering plans and goals, determining activities, grouping activities, assigning work, and designing a hierarchy. Organizing provides a clarified work environment, creates coordination, and establishes a formal decision-making structure.
The document discusses key concepts in organizing, including:
1) The definition of an organization as the coordination of people's activities to achieve common goals through division of labor and authority hierarchies.
2) The organizing process involves identifying activities, grouping them, assigning duties, and delegating authority.
3) Important determinants of organizational structure include goals, strategy, size, technology, and the external environment.
4) Span of management refers to the number of direct reports a manager has, which is determined by factors like the work, technology, abilities of managers and subordinates, and degree of decentralization.
Organizing involves dividing work into activities and groups, assigning responsibilities, and coordinating efforts to achieve goals. Key aspects of organizing include:
- Dividing work through departments and specialization so individuals gain expertise.
- Coordinating interdependent roles to complete work flowing from one person to the next.
- Establishing authority and responsibility relationships through a management hierarchy with clear reporting lines.
The organizing process involves determining objectives, dividing activities, assigning duties, and delegating authority. An organization structure illustrates these relationships through positions and reporting lines on an organizational chart. Both formal and informal organization structures guide how work gets done through defined and emergent relationships.
This document provides an overview of management principles and concepts. It defines management as the process of guiding a group toward goals through planning, organizing, leading and controlling. It describes the key functions of management as planning, organizing, staffing, motivating and controlling. It discusses the evolution of management thought from scientific management to modern approaches. It also provides details on planning, organizing, objectives setting and types of organization structures.
organizational behavior and human relations.pptxarchanaawasthi7
It refers a formal configuration between an individual and the group with respect to the allocation of tasks, responsibilities and authority with an organisation.
Organization
Types of organization
Principles of organization
Group dynamics and it’s need
Types of group
Stages of group process
Advantage of group
Disadvantages of group
This document discusses organization concepts, principles, objectives, types and theories. It defines organization as a group of people working together towards common goals. The key points are:
1. Organization must have defined goals and structure duties to achieve those goals.
2. There are four connotations of organization - as an administrative function, system, operation, and result.
3. Principles of organization include unity of command, span of control, specialization, and hierarchy.
4. Organization can be formal, with defined roles and authority, or informal, arising from social relationships. Both types have advantages and disadvantages.
LESSON 1-INTRODUCTION TO ORGANIZATIONS.pptxgarashijuma
An organization is a group of people working together towards common goals. There are two main concepts of organization - the static concept which views an organization as a structure or network, and the dynamic concept which sees it as an ongoing process. Key characteristics of organizations include division of work, coordination, common objectives, and defined authority-responsibility relationships. Organizational structures can be functional, divisional, matrix, or flat depending on how work is grouped and divided.
Introduction to Public Administration - Organizing, Staffing, Controlling and...DennIcent1
The document discusses the concepts of organizing and staffing in management. It defines organizing as the process of establishing order, removing conflicts, and building teamwork. The key steps in organizing include identifying objectives, classifying activities, grouping activities, delegating authority, and integrating groupings. It also discusses the types of formal and informal organization structures. Staffing involves manning organizational positions. Important functions of staff officers include providing specialized knowledge to managers and relieving them of details. Major principles of organizing and staffing discussed include unity of objectives, efficiency, span of management, delegation of authority, and job definition.
Similar to The Organization; Concepts & Principles (20)
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
2. Concepts & Principles
The
Organization
The Concepts of Organization
The Principles of Organization:
1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
TOPIC OUTLINE
3. The Concepts of Organization
ideas ,notions, thoughts
The Principles of Organization
Values, ethics, philosophies,
doctrines, ideologies
5. Human beings cannot live in
isolation. They are unable to
fulfil their needs and desires
alone, because any one lacks
the strength, ability, time and
potential. He has to get the
cooperation of other persons
in achieving his goals.
6. CONCEPTS OF ORGANIZATION:
It is very difficult to
define the term
organization precisely
because the use of
the term organization
is not standardized.
It is not static.
(fixed)
It is dynamic and ever
changing as per the
needs of society, its
members, business
objectives and
environmental
changes.
organization has been
defined in different
ways by different
theorists, because
different theorists
have emphasized
different
characteristics of
organization.
7. ‘
Organization is defined
as the form of human
association for attaining
common objectives.
‘ -Mooney and Reiley
Organization is defined
as a social unit which is
deliberately constructed
and reconstructed to
seek specific goals
‘
- Talcott Parsons
8. Organization is defined as a corporate
group. A corporate group is a social
relation which is either closed or
limits the admission of outsiders by
rules… its order is enforced by the
actions of specific individuals
‘
- Max Weber
Organizations are defined as
collectivities that have been
established for the pursuit of
relatively specific objectives on a
more or less continuous basis.
Organisations have more or less
fixed boundaries, a normative order,
authority rank, a communication
system and an incentive system
which enables various types of
participants to work together in the
pursuit of common goals.
‘
- W.R. Scott
9. Four characteristics of organization:
Organization is a system of
consciously coordinated activities of
two or more persons
‘ Chaster I. Barnard
(i) Communication,
(ii) Cooperative efforts,
(iii) Common objectives, and
(iv) Rules and regulations.”
Four characteristics of organization:
Amitai Etzioni
(i) Division of labour,
(ii) Presence of one or more
power centres, and
(iii) Substitution of
personnel.”
10. ‘
Organization can be defined as
the process of identifying and
grouping the work to be
performed, defining and
delegating responsibility and
authority and establishing
relationships for the purpose of
enabling people to work most
effectively together in
accomplishing objectives
‘
- Louis A. Allen
Organization is the process so
combining the work which
individuals or groups have to
perform with the facilities
necessary for its execution, that
the duties so performed provide
the best channels for the efficient,
systematic, positive and
coordinated application of the
available effort.
‘
- Oliver Sheldon
11. The establishment of
authority relationships
with provision for
coordination between
them, both vertically and
horizontally in the
enterprise structure, is the
essence of organization.
Koontz & O’ Donnel
‘
Organization is the
establishing of effective
authority relationships
among selected work,
persons, and work places in
order for the group to work
together efficiently.
George Terry
‘
12. Organization is…
An association of persons for achieving certain objectives (goals)
A rational coordination of the
activities of a number of people
for the achievement of some
common well defined goals
Collective result of Division of labour
and function and hierarchy of
authorities and responsibilities
SUMMARY
14. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
• first highlighted by Plato in 350 BC
• he compared the workmanship of people
in small cities with their counterparts in
big cities.
Division Of Labour
(also called the principle of specialization)
“Which would be better—that each should
ply several trades, or that he should
confine himself to his own?
Principle # 1
Principles of
Organization
15. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
• He should confine (limit)
himself to his own.
• More is done, and done better
and more easily when one
man does one thing according
to his capacity and at the right
moment.
• We must not be surprised to
find that articles are made
better in big cities than in
small.
• In small cities the same
workman makes a bed, a
door, a plough, a table, and
often he builds a house
too……..
• Now it is impossible that a
workman who does so many
things should be equally
successful in all.
• In the big cities, on the other
hand……….. a man can live by
a single trade.
• One makes men’s shoes,
another women’s, one lives
entirely by the stitching of
the shoe, another by cutting
the leather………
• A man whose work is
confined to such a limited
task must necessarily excel at
it.
Principles of
Organization
Principle # 1 Division Of Labour
16. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
This principle has major
advantages in the form of
increased productivity and
decreased per unit cost of
production for products
having less variety.
This anomaly can be
overcome by
1. job rotation of
workers (e.g.
assigning them to
different work stations
after every few
months)
2. job enrichment
(e.g. by adding some
supervisory duties to
the task set of a
worker).
However, it has
disadvantages like
monotony on part of
workers who feel
bored of doing the
same task over and
over again.
Principles of
Organization
Principle # 1 Division Of Labour
17. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Authority refers
to the rights
inherent in a
managerial
position to give
orders and expect
the orders to be
obeyed.
Delegation of Authority
Principle # 2
Delegation is the
downward transfer
of authority from a
manager to a
subordinate.
Principles of
Organization
18. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principle # 2 Delegation of Authority
he process by which
managers allocate authority
downward to the people who
report to them.
t
Principles of
Organization
19. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principle # 2 Delegation of Authority
Should be
accompanied
with
responsibility
and
accountability
on part of the
manager to
whom the
authority has
been delegated.
The manager
should feel
responsible or
obliged to
perform the
duties assigned
to him while
using the
authority vested
in him.
The manager
should be made
accountable for
the resources
consumed by
him in the
discharge of
duties.
Should be
adequate to
enable him to
accomplish
results expected
of him.
Authority should
be delegated to
the lowest
possible level
consistent with
necessary
control so that
co-ordination
and decision-
making can take
place as close
as possible to
the point of
action.
Principles of
Organization
20. Authority suitably
delegated
Empowerment,
The people have
the freedom to
contribute ideas
and perform their
jobs in the best
possible ways.
A concept related to authority is delegation. Most organizations today encourage
managers to delegate authority in order to provide maximum flexibility in meeting
customer needs. In addition, delegation leads to empowerment, in that people have the
freedom to contribute ideas and do their jobs in the best possible ways. This involvement
can increase job satisfaction for the individual and frequently results in better job
performance. Without delegation, managers do all the work themselves and underutilize
their workers. The ability to delegate is crucial to managerial success.
Principle # 2 Delegation of Authority
21. Four steps to successfully delegate responsibilities
4.
1. Specifically assign
tasks to individual team
members.
• The manager needs to
make sure that
employees know that
they are ultimately
responsible for carrying
out specific assignments.
2. Give team members
the correct amount of
authority to accomplish
assignments.
• Typically, an employee is
assigned authority
commensurate with the
task.
• When an employee has
responsibility for the task
outcome but little
authority, accomplishing
the job is possible but
difficult.
• The subordinate without
authority must rely on
persuasion and luck to
meet performance
expectations.
• When an employee has
authority exceeding
responsibility, he or she
may become a tyrant,
using authority toward
frivolous outcomes.
3. Make sure that team
members accept
responsibility.
• Responsibility is the flip
side of the authority coin.
• Responsibility is the duty
to perform the task or
activity an employee has
been assigned.
• Authority and
responsibility is that the
supervisor delegates
authority, but the
responsibility is shared.
• gives the right to make
commitments, use
resources, and take
actions in relation to
duties assigned.
• he obligation created is
not shifted from the
supervisor to the
subordinate — it is
shared.
4. Create accountability.
• Team members need to
know that they are
accountable for their
projects.
• Accountability means
answering for one's
actions and accepting the
consequences.
• Team members may
need to report and justify
task outcomes to their
superiors.
• Managers can build
accountability into their
organizational structures
by monitoring
performances and
rewarding successful
outcomes.
Principle # 2 Delegation of Authority
22. How Do Managers Learn To Delegate Effectively?
Principle 1:
Match the employee
to the task.
Managers should carefully
consider the employees to
whom they delegate tasks.
The individual selected should
possess the skills and capabilities
needed to complete the task.
Perhaps even more important is
to delegate to an individual who is
not only able to complete the task
but also willing to complete the
task.
Therefore, managers should
delegate to employees who
will view their
accomplishments as personal
benefits.
Principle 2:
Be organized and
communicate clearly.
The manager must
have a clear
understanding of what
needs to be done, what
deadlines exist, and
what special skills are
required.
Furthermore, managers
must be capable of
communicating their
instructions effectively
if their subordinates are
to perform up to their
expectations.
Principle 3:
Transfer authority
and accountability
with the task.
The delegation process is doomed to
failure if the individual to whom the
task is delegated is not given the
authority to succeed at accomplishing
the task and is not held accountable
for the results as well.
Managers must expect employees to
carry the ball and then let them do so.
This means providing the employees
with the necessary resources and
power to succeed, giving them timely
feedback on their progress, and
holding them fully accountable for the
results of their efforts.
Managers also should be
available to answer
questions as needed.
Principle 4:
Choose the level of
delegation carefully.
Delegation does not mean that
the manager can walk away
from the task or the person to
whom the task is delegated.
The manager must maintain
some control of both the
process and the results of
the delegated activities.
Depending upon the
confidence the manager has in
the subordinate and the
importance of the task, the
manager can choose to
delegate at several levels.
Principle # 2 Delegation of Authority
23. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principles of
Organization
Principle # 3 The Scalar Principle
Having an uninterrupted series of steps
There should be a
clear and unbroken
chain of command or
line of authority from
the top level of
hierarchy to the lowest
level by including all
intermediate levels.
If deprived of such an
unbroken chain of
command, the benefits
of delegation would
not be reaped to the
fullest possible extent
by the organization.
A shorter chain of
command is preferable
by way of lesser
number of hierarchy
levels in an
organization.
24. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principles of
Organization
Principle # 3 The Scalar Principle
he higher the number of levels in the
hierarchy of the organization, the
overhead costs increase, the
communication flow slows down,
decision-making becomes tardy and
worst of all, the organization may lose
contact with the customer.
Schermerhorn (2005)
T
25. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principles of
Organization
Principle # 4 The Unity of Command
very individual in
the organization
should report to a
single boss.
E
26. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principles of
Organization
Principle # 4 The Unity of Command
Means that
every man has
but one boss to
whom he
reports and
from whom he
takes orders
and
instructions.
Exist if
employees only
accepted as
authoritative
those channels
that are
commonly
shown on an
organization
chart.
No individual
employee
should be
subject to the
orders of more
than one
immediate
superior.
Means that
each individual
employee shall
have only one
man as his
superior and
shall receive
orders only
from him.
If an employee gets orders from more than one officer it may
difficult for him to discharge his duties. Responsibility can be fixed
only if we know where the authority rests and this is not possible
if the authority stands divided.
27. In case two authoritative commands conflict…
Principle # 4 The Unity of Command
nity of command is not violated if an employee receives
orders from two supervisors in respect of different matters or
aspects of matters under his charge. It is broken only if he
gets orders from two different sources regarding one and the
same matter.
U
Many interrelationships exist outside the straight line of command which
require working with and reporting to many persons for purposes of
orderly and effective performance... the administrator in government
has many bosses and he can neglect none of them. From, one he may
receive policy orders; from another, personnel; from a third, budget; from
a fourth, supplies and equipment.
28. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principles of
Organization
Principle # 5 Span of Control
Refers to the
number of
subordinates a
supervisor has or
the units of work
that an
administrator can
personally direct.
Developed, introduced
and popularized by
british army general sir
Ian Standish Monteith
Hamilton (1853-1947)
through his 1921
published book titled
"the soul and body of
an army
Supported and later
expanded by
management experts
like V.A. Graicunas
and lyndall F. Urwick.
29. SPAN OF CONTROL
(literary meaning), it is the
distance between the tip of a
thumb and small finger when
palm of hand is fully
stretched out.
(management and
administration), it means the
maximum extend or the
number of people that can be
reached by.
Span
(literary means) an ability to
instruct, check, adjust or
manipulate something as per
one’s preferred requirement,
choice or expectation.
(management and
administration), it refers to an
authoritative power to direct,
order or restrain.
Control
• The total number of people (here, subordinates or employees working under) whom a manager
or an administrator can effectively control and supervise.
• The number of subordinates whom a superior (manager or administrator) can effectively
supervise.
30. There are limits to human capacity;
and if the span of supervision
extended too thinly, unsatisfactory
results occur.
There are some who limit it to
3 persons; others put at7; and
still others restrict it to 20.
The problem of fixing the number of
subordinates
is a problem of span of control
and is related to the
psychological problem of span
of attention.
nobody can attend to more than
a certain number of things or
persons. It means the span of
attention is limited.
Principle # 5 Span of Control
31. (Prof. Luther Gullick)
1. Function/nature of
work:
Span of control depends on
the nature of work.
if a boss has to control the
individuals engaged in
different type of work like,
some doctors, some
engineers, and some
academics this will not to
be so easy to control more
number of persons.
2.Time/age of
agency:
Supervision is easier and
the span of control
increases if the
organization has been long
in existence.
If the organization is old,
permanent and stable, the
span of control can be
extended. In newer
organizations, new
problems constantly arrive
which very often demand
reference to the superiors.
3. Space/location of
the organizational
units:
Supervision becomes easier
when the subordinate’s
work under the same roof
where the supervisor sits.
If the places of work,
offices of the subordinate
staff are stretched to far
distant places, the span of
control must be smaller
and supervision becomes
difficult because they
escape his penetrating
eye.
4. Personality of the
Superior/leadership:
The span of control
increases or decreases
depending upon the
qualities of the supervisor.
If the executive has a
charming, attractive
and effective
personality, he has
natural traits of
leadership, and,
therefore, he can
control greater number
of persons.
DETERMINANTS OF THE DEGREE OF SPAN OF CONTROL.
Principle # 5 Span of Control
32. Span Of Control
Under Revision:
he idea has come under revision during the
recent years. The increasing use of
automation in administration, the
information revolution and the growing role
of the specialist are chiefly responsible for
such change. Automation and mechanical
process have resulted in simplification and
expediting of communications. (linked with
field office through internet; mobile phones,
fax and other fast means of
communications)
The use of latest means
of communications has
hardened the span of
control. The length of
span of control has
increased and the
superior can control
more subordinates.
T
Principle # 5 Span of Control
33. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Coordination is an important principle of
organization. No organization can achieve the
desired objective without coordination.
Principles of
Organization
Principle # 6 Co-ordination
The removal of conflicts and
overlapping in administration and to
secure cooperation and teamwork
among the numerous employees of an
organization.
‘
34. Coordination becomes necessary because:
1) Increase in size
and complexity of
operations
• Need for
coordination
arises as
soon as the
operations
become
multiple and
complex.
2) Specialization
• Division of
work into
specialized
functions and
departments
leads to
diversity and
lack of
uniformity.
3) Clash of
interests
• Coordination
helps to
avoid conflict
between
individual
and
organizationa
l goals
4) Different
outlook
• it becomes
imperative to
reconcile
differences in
approach,
timing and
effort to
secure unity
of action.
5) Conflicts
• Co-
ordination
avoids
potential
sources of
conflict.
Principle # 6 Co-ordination
35. Types of Co-ordination
Internal
coordination is
concerned with
the coordination
of activities of
individuals
working in an
organization
external
coordination is
concerned with
coordinating the
activities of
different
organizational
units.
Horizontally, co-
ordination
establishes
interrelation
between one
worker and
another, between
one branch and
another, etc.
Perpendicularly,
coordination is
established
between one
employee and his
officer, between a
branch and a
division and so
on.
Principle # 6 Co-ordination
36. Steps of Co-ordination:
Automatic Coordination
is possible only in small scale organization where the head
of the organization knows each and everybody.
Deliberate Coordination
can be made either coercive or voluntary.
Coercive coordination can be achieved through the
organizational hierarchy.
In fact bulk of coordination in any organization is secured
voluntary by mutual adjustment and agreement.
Some of the important techniques of voluntary coordination
• are conferences, reference consultation and clearance,
organizational devices like interdepartmental committees,
standardization of procedure and methods, decentralization of
activities and verbal and written communications.
37. According to Gullick
Hindrances of Co-ordination:
• 1) Uncertainty of the future.
• 2) Lack of the knowledge and experience.
• 3) Lack of orderly methods of developing and adopting new ideas
and program
S. Seckler-Hudson has added four more factors.
• 1) Size and complexity
• 2) Personalities and political factors
• 3) The lack of leaders with wisdom and knowledge pertaining to
Public administration
• 4) The accelerated expansion of Public administration of
international dimensions.
Principle # 6 Co-ordination
38. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Higher levels control the lower
levels of the hierarchy.
A pyramid.
Principles of
Organization
Principle # 7 Hierarchy
way to structure an organization using different
levels of authority and a vertical link, or chain of
command, between superior and subordinate levels
of the organization.
A
39. The highest level of authority
is at the top of the pyramid,
Orders Flow from the top level
down to the next level
Orders continue to move on
down until it reaches the level
where the order is supposed
to be carried out.
Information and directions flow
vertically in a hierarchical structure.
Information flows up through each level
until it reaches the top. After all the
information has been received and
assessed, a decision will be made at
the top and will flow down through the
levels of the hierarchy until it reaches
the level where the decision will be
implemented. Also, note that the top
level of the hierarchy often coordinates
all the activities and communication of
the various parts of the organization.
Principle # 7 Hierarchy
40. 1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principles of
Organization
Principle # 8 Communication
Organizational communication is highly contextual
and culturally dependent. Individuals in
organizations transmit messages through face-to
face, written, and mediated channels.
The sending and receiving of
messages among interrelated
individuals within a particular
environment or setting to achieve
individual and common goals.
‘
41. Principle # 8 Communication
The formal flow of information in an organization
Downward
Communications
• Plans,
• Performance Feedback
• Delegation
• Training.
Upward Communications
• Performance
• Complaints
• Requests For Help.
Horizontal
Communications
• Coordination Of Tasks Or
Resources.
Informal channels, (grapevine)
The grapevine is an informal, person‐to‐person communication network of employees that
is not officially sanctioned by the organization (casual, social, and personal messages).
The grapevine is spontaneous, quick, and hard to stop; it can both help and hinder the
understanding of information. For these reasons, managers need to stay in touch with the
grapevine and counteract rumors.
42. Organizational communication helps us to
Accomplish tasks
relating to
specific roles
and
responsibilities
of sales,
services, and
production;
Acclimate to
changes through
individual and
organizational
creativity and
adaptation;
Complete tasks
through the
maintenance of
policy,
procedures, or
regulations that
support daily
and continuous
operations;
Develop
relationships
where “human
messages are
directed at
people within
the organization-
their attitudes,
morale,
satisfaction, and
fulfillment”
(goldhaber 20);
Coordinate,
plan, and control
the operations of
the organization
through
management
(katz & kahn;
redding; thayer).
Principle # 8 Communication
43. Barriers of organizational communication
Principle # 8 Communication
Information
overload
Embellished
messages
Delays in
formal
communicati
ons
Lack of
employee
trust and
openness
Different
styles of
change
Intimidation
and
unavailability
of those of
rank or status
Manager's
interpretations
Electronic
noises
Organizational communication is how organizations represent, present, and constitute their
organizational climate and culture—the attitudes, values and goals that characterize the
organization and its members.
44. Concepts & Principles
The
Organization
The Concepts of Organization
The Principles of Organization:
1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
TOPIC OUTLINE
46. Steven Scalia. Organizational Chart and Hierarchy: Definition & Examples Related Study Materials
https://study.com/academy/lesson/organizational-chart-and-hierarchy-definition-
examples.html
Organizational Chart and Hierarchy: Definition & Examples. (2020, November 4).
Retrieved from https://study.com/academy/lesson/organizational-chart-and-
hierarchy-definition-examples.html.
Kayla Louise Sampang, BA Organizational Communication, University of the Philippines
Manila (2014)
Granite State College. Organizational Communication
https://granite.pressbooks.pub/organizationalcommunication/chapter/chapter-1/
SOURCES: