Organizing Definitions:

Organizing is the process of establishing orderly uses for resources within the management system.
Organizing skill is the ability to create throughout the organization a network of people who can help solve implementation problems as they occur.
Weber defined Bureaucracy to describe the management system that includes three primary components:
–detailed procedures and rules,
–a clearly outlined organizational hierarchy,
–and impersonal relationships among organization members.

Division of labour is the assignment of various portions of a particular task among a number of organization members.
Mooney has defined Coordination as “the orderly arrangement of group effort to provide unity of action in the pursuit of a common purpose.”
Mary Parker Follett direct horizontal relationships and personal communications. In other words, when a coordination problem arises, peer discussion may be the best way to resolve it.
•Structure refers to the designated relationships among resources of the management system.
•The two basic types of structure are formal and informal structures.
informal structure is defined as the patterns of relationships that develop because of the informal activities of organization members.
•Formal structure is defined as the relationships among organizational resources as outlined by management; formal structure is represented primarily by the organization chart.
•Structure involves two primary dimensions:
–the vertical dimension
–and the horizontal dimension.
•span of Management: the number of individuals a manager supervises. The more individuals a manager supervises, the greater the span of management.
•Several important situational factors influence the appropriateness of the size of an individual’s span of management:
–Similarity of functions
–Geographic contiguity
–Complexity of functions
–Coordination
–Planning
•A department is a unique group of resources established by management to perform some organizational task.
•which managers may departmentalize their organizations:
–Departments based on function
–Departments based on Product or Service
–Departments based on geography
–Departments based on Customer
Departments by Matrix
•Responsibility is the obligation to perform assigned activities.
•Overlapping responsibility refers to a situation in which more than one individual is responsible for the same activity.
•A responsibility gap exists when certain tasks are not included in the responsibility area of any individual organization member.

•The degree of responsibility that a manager possesses can be determined by appraising the manager on the following four dimensions:
–Attitude toward and conduct with subordinates
–Behaviour with upper management
–Behaviour with other groups
–Personal attitudes and values
Authority
•is the right to perform or command.
•It allows its holder to act in certain designated ways and to directly influence the actions of others through orders.
•It also allows its holder to allocate the organization’s resources to achieve organizational objectives.

Authority will be accepted only if the individual :

• types of authority can exist within an organization:

•Three roles that staff personnel typically perform to assist line personnel:
–The advisory or counselling role
–The service role
–The control role

•Functional authority consists of the right to give orders within a segment of the organization in which this right is normally non-existent.

Accountability refers to the management philosophy whereby individuals are held liable, or accountable, for how well they use their authority and live up to their responsibility of performing.
•Delegation is the actual process of assigning job activities and corresponding authority to specific individuals within the organization.
Steps in the Delegation Process :
–The first step is assigning specific duties to the individual.
–The second step granting the appropriate authority to the subordinate.
–The last step involves creating the obligation for the subordinate to perform the duties assigned.
•Obstacles that can make delegation difficult or even impossible:
–Obstacles related to the supervisor,
–Obstacles related to subordinates,
–Obstacles related to organizations
Eliminating Obstacles in the Delegation Process
–First of all, they must continually strive to uncover any obstacles to delegation.
–Some obstacles may be deeply ingrained and therefore might require much time and effort to overcome.
–Building subordinate confidence in the use of delegated authority,
–Minimizing the impact of delegated authority on established working relationships,
–And helping delegates cope with problems whenever necessary.

•The terms centralization and decentralization describe the general degree to which delegation exists within an organization.
Centralization implies that a minimal number of job activities and a minimal amount of authority have been delegated to subordinates by management
Decentralization is the opposite of centralization

•Three guidelines for determining the degree of decentralization of decision making that is appropriate for a situation:
The competence to make decisions must be possessed by the person to whom authority is delegated
Adequate and reliable information pertinent to the decision is required by the person making the decision
If a decision affects more than one unit of the enterprise, the authority to make the decision must rest with the manager accountable for the most units affected by the decision.