Professional Documents
Culture Documents
Organizing
Organizing
Allocation of Hierarchy
resources
◦ Division of work: Dividing total workload of
organization into tasks & sub- task.
◦ Departmentation: Dividing task which are similar in
nature.
◦ Hierarchy: Establishing reporting relationships between
jobs.
◦ Coordination: Coordinating activities among jobs units
and other activities.
◦ Allocation of resources: Materials & equipments need
to be to allocated at the right place & time to produce
goods & services
• Divides work to be done into specific jobs and
departments.
• Assigns tasks and responsibilities associated with
individual jobs.
• Coordinates diverse organizational tasks.
• Clusters jobs into units.
• Establishes relationships among individuals, groups,
and departments.
• Establishes formal lines of authority.
• Allocates and deploys organizational resources.
Clarity About Objective
Division of Works
Unity of Command
Scalar Chain
Span Of Control
Departmentation
Decentralization
Separation of line and staff functions
Authority and Responsibility
Simplicity
Flexibility
Identify organizational goals and work activities.
Establish relationships.
Delegate authority.
Behavioral Approach
Behavioral Approach:
McGregor’s theory
Job Specialization:
◦ the degree to which the overall task of the
organization is broken down and dividend into
smaller component parts.
◦ Evolved from the concept of division of labor
Advantages:
1. Worker performing small, simple task will become very
proficient.
2. Transfer time between task decreases
3. The more narrowly defines the job is the easier it is to
develop specialized equipment to assist that jobs.
4. When an employee who perform a highly specialized task is
absent or reigns the manager can train other in a relatively
low cost.
Disadvantages:
1. The worker who perform highly specialized may become
bored and dissatisfied
2. It may increases absenteeism, the quality of work may
suffers.
3. It does not offer challenges and stimulation
1. Job Rotation: It involves systematic moving
employee from one job to another.
2. Job Enlargement: It involves giving employee
more tasks to perform.
3. Job Enrichment: It involves increases both
the number of task and the control the
worker has on the job.
4. Job characteristic model: It suggest that job
should be diagnosed and improved along
five core dimension taking into account both
the work system and employee preference.
The process of grouping jobs according to
some logical arrangement
Advantages:
1. It is best for organization with various type of
customer.
2. Manager can concentrate on identified and
potential customer.
3. It provide benefit of specialization.
4. Quick adaptation of environmental change
Disadvantages:
Advantages:
1. It helps to maintain regional activities effective.
2. It facilitate expansion of organization
3. It helps adjustment in the environment quickly
4. It will facilitate catering customer on the basis of
their needs, interest and taste
Disadvantages
Technology:
◦ Conversion processes used to transform inputs into
outputs
◦ As technology became more complex, the number of levels
of management increased
Environment:
Organization’s environment can affect how it should be
designed
Mechanistic organization:
◦ Found in stable environments
◦ Free from uncertainty
◦ Organizations structured their activities in rather predictable ways by
means of rules, specialized jobs and centralized authority
Organic organization:
◦ Found in unstable and unpredictable environments
◦ Very flexible and informal model of organization design, most often found
in unstable and unpredictable environments
Size:
total number of full-time or full time-equivalent employees
Characterized by higher levels of job specialization, more
standard operating procedures, more rules, more regulations
and a greater degree of decentralization
Line Authority:
Employee with line authority are called line manager
Also known as scalar type of structure
Each manager is given a complete charge of the work
assigned
Staff Authority:
Involves giving advice and counsel to line managers to
carry out their operations
Manager with staff authority is called staff manager
Used in larger organizations
Power:
Power is an attribute of an individual’s influence over other
individuals.
Power can be best utilized for control measure in the
organization so that its resources can be best utilized while
achieving goals.
Power can be from various sources which we use to influence
others in different situations:
◦ Legitimate Power
◦ Reward Power
◦ Coercion
◦ Expert Power
◦ Referent Power
Responsibility:
Responsibility is an obligation to the work that is assigned. A
manager is responsible for his or her department. Each staff
is responsible for doing his or her work effectively.
Everyone in the organization is responsible to his or her job.
The chief executive officer is responsible for overall
organization and its objectives. Similarly middle level and line
managers have responsibility for their departments and units
respectively.
Top level managers have more authority and responsibility
and lower level managers have less of them with more of
supervisory work.
It is the process by which managers assign a portion of their
total workload to others.
Characteristics of Delegation:
◦ it enables a manager to function independently
◦ The superior does not delegate the total authority
◦ A manager cannot delegate what he or she himself or
herself does not possess
◦ Delegation does not mean giving away authority
◦ The superior, who delegates the authority, cannot escape
responsibility
Problems in Delegation:
Manager
◦ Reluctant to delegate.
◦ Disorganization prevents planning work in advance.
◦ Subordinate’s success threatens superior’s advancement.
◦ Lack of trust in the subordinate to do well.
◦ Loss of control
◦ Fearing of losing importance
Subordinate
◦ Reluctant to accept delegation for fear of failure.
◦ Perceives no rewards for accepting additional responsibility.
◦ Prefers to avoid any risk and responsibility.
◦ Lack of motivation
◦ Incompetent subordinates
Tasks for effective delegation: