ORGANIZING

DEPARTMENT OF INTERDISCIPLINARY STUDIES 1

CONTENTS

 Meaning of organizing,
 Steps in organizing,
 Nature
 Characteristics of organizing

DEPARTMENT OF INTERDISCIPLINARY STUDIES 2

 Every organization’s managers’
face the question about,
‘how to organize for maximum
efficiency and effectiveness?”

DEPARTMENT OF INTERDISCIPLINARY STUDIES 3

ORGANIZING CONT…

Managers
Subordinates

• To Succeed • Support of their boss

• Must trust the members of their • A clear understanding of their role
team to do their jobs and carry out in the organization.
their responsibilities

DEPARTMENT OF INTERDISCIPLINARY STUDIES 4

ORGANIZING CONT…

Organizing Organiza Organization

refers to the
Organizing
chart: Visual
deployment of process tion representatio
organizational
resources to
structure n of an
organizatio The framework in which the organization’
achieve organization defines

strategic goals n structure How tasks Resources

Departments
are
s structure
are divided are deployed
coordinated

DEPARTMENT OF INTERDISCIPLINARY STUDIES 5

STEPS IN ORGANIZING

Consideration
of objectives

DEPARTMENT OF INTERDISCIPLINARY STUDIES 6

NATURE OF ORGANIZATION

Organization is always related to certain objectives

An organization connotes a group of people

Communication is the nervous system of organization

Organizing is a basic function of management

Organization is a continuous process

Organization connotes a structure of relationship

Organization involves a network of authority and responsibility relationship

DEPARTMENT OF INTERDISCIPLINARY STUDIES 7

BASIC ELEMENTS OF ORGANIZATIONAL STRUCTURE

Work specialization

Departmentalization

Authority and responsibility

Span of control

Centralization versus decentralization

Formalization.

DEPARTMENT OF INTERDISCIPLINARY STUDIES 8

CHARACTERISTICS OF ORGANIZATION STRUCTURE

 Work/ Job specialization

 Chain of command
 Unity of command In sum up:
 Scalar principle • Designing jobs
• Grouping jobs
 Departmentalization(Three approaches)
• Establishing reporting
 Functional structure relationships
 Divisional structure • Distributing authority
• Coordinating activities
 Matrix
• Differentiating between
 Span of management positions
 Authority, Responsibility and Delegation
DEPARTMENT OF INTERDISCIPLINARY STUDIES 9
ORGANIZATION STRUCTURE CONT…

The scalar
Division of labor:
Chain of command:
• The• degreeUnity principle:
of
to
An unbroken • Clearly
command :
whichline•of authority
Each defined line of
organizational
that links all
employee
employees in an
authority
is in
tasks are
held and
organization the
subdivided
accountable
shows who organization
to
into individual
reports one superior
that includes
to whom.
jobs.
all employees

DEPARTMENT OF INTERDISCIPLINARY STUDIES 10

WORK SPECIALIZATION

DEPARTMENT OF INTERDISCIPLINARY STUDIES 11

CHAIN OF COMMAND, UNITY OF COMMAND, SCALAR
PRINCIPLE

Unity of command

DEPARTMENT OF INTERDISCIPLINARY STUDIES 12

TWITTER ORGANIZATIONAL CHART

DEPARTMENT OF INTERDISCIPLINARY STUDIES 13

ALPHABET INC. ORGANIZATIONAL CHART

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 Authority: formal and legitimate right
Responsibility: Duty to perform the
of a manager to make decisions, issue
task or activity that one has been
orders and allocate resources to achieve
assigned.
outcomes desired by the organization.

Accountability: The people with

authority and responsibility are subject Delegation: The process managers use
to reporting and justifying task to transfer authority and responsibility
outcomes to those above them in the to position below them in the hierarchy.
chain of command.

DEPARTMENT OF INTERDISCIPLINARY STUDIES 15

LINE AND STAFF AUTHORITY

Line authority: The formal power to direct and control

immediate subordinates
Staff authority: the right to advise, counsel, and
recommend in the manager’s area of expertise.

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CENTRALIZATION AND DECENTRALIZATION

 Pertain to the hierarchical level at which decisions are made.

 Decision authority is located near the top of the organization: Centralization
 Decision authority is pushed downward to lower organizational levels: Decentralization

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SPAN OF MANAGEMENT / SPAN OF CONTROL

 Number of employees reporting to a supervisor

 A tall structure: overall narrow span, more hierarchical levels
 A flat structure: a wide span, horizontally dispersed, has fewer hierarchical levels.

DEPARTMENT OF INTERDISCIPLINARY STUDIES 18

DEPARTMENTALIZATION

The basis for grouping individual position into department and departments into the total
organization. Traditional approaches to departmentalization

Functional structure Divisional structure Matrix structure

DEPARTMENT OF INTERDISCIPLINARY STUDIES 19

DEPARTMENTALIZATION CONT…

Functional structure : •Groups employees into departments based on similar skills, tasks, and use of resources

Divisional structure: •Groups employees and departments based on similar organizational outputs (products or services), such that each division has a mix of functional skills and tasks.

Matrix structure: •Use both divisional and functional chains of command simultaneously

DEPARTMENT OF INTERDISCIPLINARY STUDIES 20

For example, a project or task team established to
develop a new product might include engineers and
design specialists as well as those with marketing,
financial, personnel and production skills.
These teams can be temporary or permanent depending
on the tasks they are asked to complete. Each team
member can find himself/herself with two managers -
their normal functional manager as well as the team
leader of the project.
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