ORGANIZING

&
ORGANIZATIONAL
STRUCTURE
Imanuel Sonang Haholongan - 14040120190084
Grandhis Azzahira - 14040120190045
Meyndi Christy - 14040120190055
Siti Amira Anjani - 14040120190059
GROUP 5 Taj Magnifisia Harsono - 14040120190052
What is Organizing in Management ?
One of Management's 4 tasks is coordinating. The organizing function is usually
carried out after the planning function. This can be seen from the series of four
management functions that include planning, organization, leadership and
control, typically called POLCC (Planning, Organizing, Leading and
Controlling).
 Definition
Organizing or organizing is a process in which
people's working relationships are decided, grouped,
coordinated and achieve organizational goals.

Organizing is the method of organizing individuals

and other tools to work towards common objectives,
according to Schermerhorn (1996: 218).

Planning an organizational framework is important, in

order for everyone in the organization to understand
their roles, obligations, rights and authorities clearly.
 4 Types of Organizational Structure
➔ Functional
The functional structure is based on an organization being divided up into
smaller groups with specific tasks or roles.
➔ Divisional
Divisional structure allows for much autonomy among groups within the
organization.
➔ Matrix
In matrix structure, employees may report to two or more bosses depending
on the situation or project
➔ Flat
Each employee is the boss of themselves, eliminating bureaucracy and
improving direct communication.
 1. The ease of communication
The Importance of 2. Helps the understanding regarding

Organizing and matters which related to personnels’

accountability and requirements
Organizational 3. Growth and expansion purposes
Structure 4. Helps to finish task effectively and
efficiently

Part (1)
 5. Stimulates the personnel to put their
best within their task
The Importance of
6. Helps to adapt towards changes
Organizing and 7. Helps to develop personnel’s
Organizational potential

Structure 8. For project planning related

purposes

Part (2)
THE 5 PRINCIPLES
OF MANAGEMENT

Work Specialization
Authority
Chain of Command
Delegation
Span of Control
 Work Specialization
This concept is sometimes referred to as
the Job Division Principle, and some
even call it the Labor Division. The
division of assignments or complicated
tasks into many macro or parts for
workers is what is meant by the
specialization of work.
 Authority
Authority or control is the right to do
anything, to make choices, to order others
to do anything (or not to do anything),
and the right on behalf of the
organization to assign resources to
achieve organizational objectives.
 Chain of Command
An significant principle for creating a
solid organizational structure is the chain
of command. The Chain of Command or
Chain of Command can be defined as a
continuous line of power that extends to
the lowest level workers from the top
management and describes who should
be accountable and report to whom.
 Delegation
One of the significant items in the
company is the delegation of authority. A
manager must do all the work itself
without delegation of powers. A
manager's effectiveness depends
essentially on his ability to mentors and
function to his subordinates.
 Span of Control
The number of workers or subordinates
who can be efficiently supervised by a
boss at a time, the supervisor in question
can be a supervisor or manager, is Span
of Control or sometimes referred to as
Span of Management.
 How can we develop an
ORGANIZATIONAL
STRUCTURE environment?

And how is it done?

Developing an organizational structure involves
defining the framework around which your business
operates.
By defining how the organization works, you more
effectively choose leaders and make effective
decisions.
A clearly established structure helps employees
resolve disputes and work together to achieve
strategic goals.
Outline a direct Governance Plan for the Organization

Determine what type of governance that is needed to make decisions.

Identify a leader to coordinate, inspire and support the work.

Identify a board of directors to coordinate activities, make contacts, network

with other industry leaders and clear the way for the organization to meet its
objectives.
Establish Rules for the Organization’s Operation

Establish rules by stating how formal and informal groups operate within
the organization.

By documenting operating procedures, you can minimize misunderstandings

and confusion, especially if you work in a culturally diverse environment.

Groups formed to resolve a single issue may not need a formal structure but
large complex organizations typically need clear rules and authority.
Distribute the Work among the Organization

Establish task forces and action committees to carry out activities. These
people make specific changes to policies and practices in order to achieve their
goals.

Define conditions when a temporary support committee, or collection of

volunteers, respond to organization's needs.

Locate other organizations trying to solve the same problems and learn from
their experiences. As you learn more, share your expertise as well.
Allow for Modifications within the organization over time

As your organization grows, differentiate your functions into divisions that

allow its members to produce products and services.

Add divisional leadership to manage the functions necessary to streamline the

specific needs of that particular division.

For example, as your organization grows, establishing a training function for

each division ensures that members of each division receive organizational
training and role-specific guidance.
Make Communication among Divisions easy and clear

Avoid communication issues by maintaining a management strategy where

members become accountable for divisional and functional success, as well as
decentralizing authority. By distributing decision-making throughout the
organization, managers at lower levels make decisions faster and tend to be
more motivated and responsible.
 Thank You
……..
Any questions?