1.

Determining the specific activities needed to achieve asset of defined goals and
objectives
2. Grouping the different activities into a logical pattern or into common area's so as
to avoid duplication or conflicts and ensure smooth flow of work.
3. Assigning the working activities to specific persons, departments or groups.

Organizing is defined as the grouping of work activities necessary to attain planned

targets and objectives; the assignment of each grouping to a manager with adequate
authority and proper coordination in the organizational structure. Such structure should
be designed so that everyone knows who is to do what and who is responsible for specific
results. It minimizes confusion and uncertainty of assignment and to wake decision-
making planned and communications less defective and deficient to attain planned
targets and objectives. Organizing is required in in management because it is the means
for gaining effective group action. The work to be done requires the efforts of more than
one person.

A primary reason for organizing is to have each member know what work activities
he is to perform when assignment is definite, the accomplishment of the work activities
can be concentrated upon. There is minimum of misunderstanding and confusion
regarding the work assignment to each group. Everybody in the group gains information
as to where he fits into the organization pattern. He knows his organizational relationship
to his superiors to whom he can look for supervision and at the same time to his
subordinates from whom he can look for successful execution of specific work activities.

Organization is a structure or a network of defined relationship among given

individuals or units. This is the static concept of organization; the formal and the informal
organization. Formal organization refers to the defined and visible organizational
structure. All knows formal positions, with their corresponding authority and responsibility.
The table of organization reflects lines of authority and relationship. Systems and
procedures are specified and instruct all concerned on their roles and methods of work.
Many believe that this rigid and formal structure and its inter-relationship tend to stifle
creativity and to generate a cold climate. Properly organized, and managed the formal
organization enforces strict adherence to established policies and procedures for group
achievement of organizational goals.

1. OBJECTIVES.
An organization should have clearly defined objectives to ward which it
mobilizes and directs its resources and capabilities. There should be an
overall objective for the entire institution as a whole. Then the different
departments or units should have sub-objectives of their own consistent
with the overall goal. Thus, people and departments are able to coordinate
and divide their work towards common ends.
2. SPECIALIZATION.
Usually, the work of each person is defined to single function or
specialization: Related functions are grouped together under one head.
3. COORDINATION.
The proper synchronization and coordination of all efforts are required for
the attainment of common ends. Organizations are made up of different
people with varying backgrounds and of different functional units. All of
 these must be put in proper harmony so that their individual efforts can be
optimized toward a greater whole.
4. AUTHORITY.
Each organization should have a chain of command. This refers to clear
lines of authority running from the top down to the bottom of the
organization. It is the source of power, instructions delegation or direction
to subordinates or peers. In modern practice, the tendency is to have more
employees share in decision making to increase their commitment and
efficiency. This widens the problem-solving process among the people but
reduces the sphere of authority at the top.
5. RESPONSIBILITY.
Usually authority is commensurate with responsibility. This mean that when
anyone is made responsible for achieving a given work activity, he should
have enough authority to take the necessary steps to accomplish it. A
department head maybe held responsible for the budget approved for his
department activities and will not be accountable for expenses incurred
by other units. In modern project management practice, the responsibility
is often thought to be more than the usually supervises the work of his team
members some of whom may be on temporary assignment from their
mother unit and therefore are directly accountable in some ways to other
people not just to the project manager.
6. EFFICIENCY.
This refers targets at the lowest possible cost either in terms of money or
human cost or both.
7. DELEGATION.
Decision should be made as far down in the organization as possible
commensurate with responsibility that goes with such decisions. This does
not mean, however, that superiors do not have command responsibility,
coordination process. The coordination of an organization is a complex
process involving relationship among the superiors, peers, and subordinates.
8. COORDINATION PROCESS. The coordination of an organization is a com plex
process involving relationships among superiors, peers, and subordinates:
a. UNITY OF COMMAND.
This refers to the arrangement in an Organization where there is a
chain of authority in which every member knows to whom he reports
and who reports to him in return. It is a hierarchy from the top to
bottom. The subordinates are supposed to accountable to one
superior. If a subordinate is to report or receive orders from two or
more superiors, he is likely to be confused and frustrated.
b. SPAN OF CONTROL.
This refers to the member of people a manager can effectively
control and manage. The belief is that the span of control should be
small. However, some distinctions must be made. For example, the
so-called executive span which applies to upper and middle
organizational levels, may vary from 3 to 9 persons, while the so-
called operative span which applies to the lowest level may
increase to 30 person or more.
c. DELEGATION OF AUTHORITY.
Authority refers to the right to command and flows downward from
top management. On the other hand, accountability is the implicit
or explicit contract that a subordinate accepts to perform the work
activities assigned to him by top manager. The subordinate is
accountable to his superior if he does not properly attain the
accomplishment of the work activities assigned to him. Therefore,
 Accountability flows upward to higher management. If authority is
delegated downward then top management has more time to plan
and control rather than be burdened with day-to-day operations.
Subordinates also gain experience and self-confidence when they
act on their own.
9. DECENTRALIZATION.
This refers to the higher degree of delegation of responsibility and authority
at the lowest level usually to go into this, managers should be properly
trained to make decisions and solve problems. Some functions are still
centralized like: corporate planning, financing and staff services. Whether
decentralization is good or bad depends on many factors, including its
economic feasibility, the ability of the manager to make decision and the
capacity of top management to monitor and control work operations.
10. LINE AND STAFF RELATIONSHIP.
A lineman must be Concerned with direct operation, work assignments and
supervision of others. The staff man influences the work of others through
suggestion; usually assist the line departments by providing some technical
expertise or support services. In many instances, conflicts erupt between
line and staff units. Many of the difference can be traced to personal and
behavioral problems and style of management. There is a need therefore
for more cooperation, adaptability and compromises. Staff man seem to
be younger, better educated and are located high in the organizational
structure having access to top management. Linemen are usually older,
loyal to the company and are concerned with advancements of the
company.

1. RECORDS.
When maintained over a period of time, records indicate the historical
growth and performance of the company. They provide useful information
if and when the organization has to change or undergo drastic restructuring.
Personnel records should be updated continuously so that useful
information can be quickly obtained when needed for promotion or other
job changes. This means that the company must know what records
management and the possible use of computer should all be considered
in organizing company records.
2. REPORTS.
This usually contains data on some particular problem or area, for decision-
making or information dissemination. Periodic audits or survey status reports,
plans and accomplishments can be issued regularly in frequencies such as
quarterly, semi-annually or annually by the different departments or
integrated. into a companywide document. Reports should be taken
seriously by top management so that departments and subordinates will
makes reports more relevant, productive and useful in solving problems.
3. ORGANIZATION CHART.
These indicate the main lines of communication, the downward flow of
authority and responsibility and the upward flow of accountability. They
reflect the formal organization, relationships among executives and
between and among department and units. They may depict the entire
company or part of it. Properly constructed, such chart gives useful
information to all interested parties such as new personnel, outsider, trainers
and experts.
4. MANUALS OF OPERATIONS,
Manuals provide useful supplement to organization charts by including the
many details about the organization absent from the chart. Such manuals
may cover more detailed charts, more complete titles, specific job
descriptions, salary ranges and oven actual name of executives. However,
it is no easy to produce Manuals. Much work is involved in interviewing,
writing, complaining, editing and updating.