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Organizing

Organizing is a systematic process of structuring tasks, goals and activities to efficiently use resources to achieve objectives. There are various types of organizational structures like functional, divisional, matrix, team and network structures. Classical organizational theory focuses on scientific management and administrative management, while modern theories examine human relations, systems and contingencies. Effective organizing requires defining roles, granting authority, and establishing accountability through delegation. Both formal and informal organization structures are important.

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0% found this document useful (0 votes)
34 views40 pages

Organizing

Organizing is a systematic process of structuring tasks, goals and activities to efficiently use resources to achieve objectives. There are various types of organizational structures like functional, divisional, matrix, team and network structures. Classical organizational theory focuses on scientific management and administrative management, while modern theories examine human relations, systems and contingencies. Effective organizing requires defining roles, granting authority, and establishing accountability through delegation. Both formal and informal organization structures are important.

Uploaded by

Dave Soriano
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Organizing

Group3
Organizing

Organizing is a systematic process of


structuring, integrating, co-ordinating task
goals, and activities to resources in order to
attain objectives.
Nature of Organization

 The organizing of information could be


seen since humans began to write. Prior to
that, history was passed down only through
song and word.[citation needed] As can be seen
with religion, books and spoken word,
science (through journals and studies)
organizing not only is history, but also
supports the communication of history.
 Recording ideas in a written text, as opposed to verbally
communicating with someone, and more specifically
cataloging ideas and thoughts, is also an attempt to
organize information.
Characteristics
Specialization and division of
work
Orientation towards goals
Composition of individuals and
groups
Continuity
Purpose

 Helps to achieve organizational goal


 Optimum use of resources
 To perform managerial function
 Facilitates growth and diversification
 Humane treatment of employees
 Organizing, in companies point of view, is
the management function that usually
follows after planning. And it involves the
assignment of tasks, the grouping of tasks
into departments and the assignment of
authority with adequate resoponsibility and
allocation of resources across the
organization to achieve common goals.
Types of organization structures
 Functional - by common skills and work
tasks. Efficiency of each fragment is
increased due to better control and
effective management.
Advantages : Disadvantages:
High Productivity. Lacks control.
Good at Specialization Lacks Team Orientation.
&Accuracy. Learning Betters Poor intra departmental
With Time coordination.
.Transparent Reporting structure
& clear growth path.
Quick Decision Making.
Better Efficiency
&Supervision.
 Divisional - common product, program or
geographical location. Catering to specific
customers / markets /geographies are
created in a divisional structure.

Advantages : Disadvantages:
Higher degree of specialization. Competing divisions may drive
Concentration on a particular business down to levels of office
market segment. politics.
Self Reliance &Independence. Compartmentalization arising out of
High Adaptability. competing divisions.
Easy access to resources.
 Matrix - combination of Functional and
Divisional. Brings together employees
across different levels from
differentdepartments.
Advantages : Disadvantages:
Common culture through out Compartmentalization arising out of
organization. difference of opinions between
Quick decision making. departments.
Transparency of policies. Confusion on reporting.
Better motivated. Overlapping.
Keeps working in sync with the Inter-departmental poaching of
organization goals. resources.
Increased Cross Functional High maintenance (needs resources).
Skills amongst employees. High Work Load & Tough to
Quick response time to external balance.
and internal changes
 Team - to accomplish specific tasks.
The team structure in large organizations is
a newer type of organizational structure. A
team should be a group of workers, with
complementary skills
and synergistic efforts, all working toward
a common goal.
 Network - departments are independent
providing functions for a central core
breaker. the integration of manybusiness
functions. They rely more on outsourcing
and hiring temporaryservices for their
business.
Advantages : Disadvantages:
Low costs. Heavy reliance on out sourcing &
Flexibility. technology.
Excessive Leadership oriented.
Minimalistic in nature.
Work load due to sharing resources
(no depts.).
Too many parallel short term
activities are conducted
simultaneously.
Organization Theories
Classical theory
 the beginning of the systematic study of
the organization.
 It deals with the anatomy of formal
organizations.(job-unit/authority,
accountability-responsibility).
 Scientific management has been thought of
broadly as the application of the scientific
method of study, analysis, and problem
solving to the organizational problems.
Classical organizational theory espouses
two perspectives:
 Scientific management – focusing on the
management of work and workers
 Administrative management - addressing
issues concerning how overall organization
should be structured
Major contributors to the Classical
Organizational Theory:

Scientific Management:
• Frederick Taylor
Administrative Management:
• Henri Fayol
• Luther Halsey Gulick
• Max Weber
Key Points of
Scientific Management
1. Scientific Job Analysis – observation, data gathering, and careful
measurement determine “the one best way” to perform each job
2. Selection of Personnel – scientifically select and then train, teach,
and develop workers
3. Management Cooperation – managers should cooperate with
workers to ensure that all work is done in accordance with the
principles of the science that developed the plan
4. Functional Supervising – managers assume planning, organizing,
and decision-making activities, and workers perform jobs
Classic Organizational Theory
 Specialization
 Unity of direction
 Functional specification
 Chain of command
 Parity between authority and responsibility
 Span of control
Bureaucratic Organization Theory
 Task should be divided among various
position holder on the criteria of their
abilities.
 Position should be organized in a
hierarchical structure of authority.
 Official decisions and actions should be
governed by a formally established system
of rules and regulations.
 Employment and promotions in the
organization should be based on the
universalistic criterion of abilities.
Modern Structural Organization
Theory
 Established objectives through control and
coordination.
 There is a “best” structure for any
organization in light of objectives,
environment, products or services and the
technology of the production process.
 Specialization and division of labor
increase the quality and quantity of
production.
 Organic –More participation, more reliance
on workers and best in dynamic conditions.
Human Relations Organization Theory
 Group oriented management
 Team work
 Voluntary cooperation
 Self control
 Group decision making
 Hierarchical coordination and control
 Task specialization
Modern System Theory
 Modern systems theory views an organization as a
complex set of dynamically intertwined and
interconnected elements including inputs, processes,
outputs, feedback loops and the environment.
Modern System Theory
 Physiological Needs
 Safety Needs
 Needs of Love
 Needs for Esteem
 Needs for Self-Actualization
Delegation
 Delegation is an administrative process of
getting things done by others by giving
them responsibility.
 It is the process managers use to transfer
authority and responsibility to positions
below them.
Elements of Delegation
Assignment of Responsibility

 The superior asks his subordinate to perform a particular


task in a given period of time. It is the description of the
role assigned to the subordinate. Duties in terms of
functions or tasks to be performed constitute the basis of
delegation process.
Grant of Authority
 The delegator grants authority to the subordinates so that
the assigned task is accomplished. The delegation of
responsibility with authority is meaningless. The
subordinate can only accomplish the work when he has the
authority required for completing that task.
Creation of Accountability
 Accountability is the obligation of a
subordinate to perform the duties assigned
to him. The delegation creates an
obligation on the subordinate to
accomplish the task assigned to him by the
superior. When a work is assigned and
authority is delegated then the
accountability is the by-product of this
process.
Formal and Informal
Organization

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