Organizing means determining who does what and who reports to whom. Resources are allocated more e!ectively in a wellorganized frm than in a disorganized frm. A manager always has to organize in order to get results.
Organizing means determining who does what and who reports to whom. Resources are allocated more e!ectively in a wellorganized frm than in a disorganized frm. A manager always has to organize in order to get results.
Organizing means determining who does what and who reports to whom. Resources are allocated more e!ectively in a wellorganized frm than in a disorganized frm. A manager always has to organize in order to get results.
Organizing means determining who does what and who
reports to whom. There are countless examples in history of well- organized enterprises successfully competing against, and in some cases defeating, much stronger but less-organized frms. A well- organized frm generally has motivated managers and employees who are committed to seeing the organization succeed. esources are allocated more e!ectively and used more e!iciently in a well- organized frm than in a disorganized frm. 3 ) Organizing is the function of management which follows planning. "t is a function in which the synchronization and combination of human, physical and fnancial resources ta#es place. All the three resources are important to get results. Therefore, organizational function helps in achievement of results which in fact is important for the functioning of a concern. According to Chester Barnard, $Organizing is a function by which the concern is able to defne the role positions, the %obs related and the co- ordination between authority and responsibility. &ence, a manager always has to organize in order to get results. 4 ) A manager performs organizing function with the help of following steps'- 1. Identifcation of activitie ! All the activities which have to be performed in a concern have to be identifed frst. (or example, preparation of accounts, ma#ing sales, record #eeping, )uality control, inventory control, etc. All these activities have to be grouped and classifed into units. ". #e$artmenta%%& organizing t'e activitie ! "n this step, the manager tries to combine and group similar and related activities into units or departments. This organization of dividing the whole concern into independent units and departments is called departmentalization. 3. (%aif&ing t'e aut'orit& ! Once the departments are made, the manager li#es to classify the powers and its extent to the managers. This activity of giving a ran# in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management into departmental supervision and lower level management into supervision of foremen. The clarifcation of authority helps in bringing e!iciency in the running of a concern. This helps in achieving e!iciency in the running of a concern. This helps in avoiding wastage of time, money, e!ort, in avoidance of duplication or overlapping of e!orts and this helps in bringing smoothness in a concern*s wor#ing. 4. (o!ordination )et*een aut'orit& and re$oni)i%it& ! elationships are established among various groups to enable smooth interaction toward the achievement of the organizational goal. +ach individual is made aware of his authority and he,she #nows whom they have to ta#e orders from and to whom they are accountable and to whom they have to report. A clear organizational structure is drawn and all the employees are made aware of it. + ) The process of organizing consists of the following steps: 1. #etermining t'e activitie to )e $erformed to ac'ieve t'e o),ective of t'e organization. ". Identifcation of ma,or function to *'ic' t'ee activitie re%ate. 3. -rou$ing and u)!dividing t'e activitie *it'in eac' function on t'e )ai of imi%arit& or re%atedne. 4. .ta)%i'ing re%ation'i$ among individua% and grou$. / ) 0 e$oni)i%it&1 esponsibility is t'e o)%igation of a subordinate to perform the assigned duties. -hen a subordinate accepts duties, he has to perform those duties in the manner desired by the superior. .uties are assigned to subordinates when a manager has to share the wor# with them. 2ut'orit& 1 3'en a $eron i given certain dutie to $erform1 'e mut )e given necear& aut'orit& a%o. Otherwise, he will not be able to do the wor#. 2ccounta)i%it&4 (responsible for what they do and must be able to give a satisfactory reason for it) Accountability means answerability. That is, each person has to report to his superior how the wor# has been done and how authority has been used. 5 ) (%aifcation of Organization Organizations are basically classifed on the basis of relationships. There are two types of organizations formed on the basis of relationships in an organization 6 ) /. Forma% Organization ! This is one which refers to a structure of well defned %obs each bearing a measure of authority and responsibility. "t is a conscious determination by which people accomplish goals by adhering to the norms laid down by the structure. This #ind of organization is an arbitrary set up in which each person is responsible for his performance. (ormal organization has a formal set up to achieve pre- determined goals. 7 ) ". Informa% Organization ! "t refers to a networ# of personal and social relationships which spontaneously originates within the formal set up. "nformal organizations develop relationships which are built on li#es, disli#es, feelings and emotions. Therefore, the networ# of social groups based on friendships can be called as informal organizations. There is no conscious e!ort made to have informal organization. "t emerges from the formal organization and it is not based on any rules and regulations as in case of formal organization. 89: ;:<=: >?@>:9A Im$ortance of Organizing Function /. B$ecia%ization ! Organizational structure is a networ# of relationships in which the wor# is divided into units and departments. This division of wor# is helping in bringing specialization in various activities of concern. 0. 3e%% defned ,o) ! Organizational structure helps in putting right men on right %ob which can be done by selecting people for various departments according to their )ualifcations, s#ill and experience. This is helping in defning the %obs properly which clarifes the role of every person. 1. (%arife aut'orit& ! Organizational structure helps in clarifying the role positions to every manager 2status )uo3. This can be done by clarifying the powers to every manager and the way he has to exercise those powers should be clarifed so that misuse of powers does not ta#e place. -ell defned %obs and responsibilities attached helps in bringing e!iciency into managers wor#ing. This helps in increasing productivity. 4. (o!ordination ! Organization is a means of creating co- ordination among di!erent departments of the enterprise. "t creates clear cut relationships among positions and ensures mutual co- operation among individuals. &armony of wor# is brought by higher level managers exercising their authority over interconnected activities of lower level manager. Authority responsibility relationships can be fruitful only when there is a formal relationship between the two. (or smooth running of an organization, the coordination between authority- responsibilities is very important. There should be co- ordination between di!erent relationships. 5larity should be made for having an ultimate responsibility attached to every authority. There is a saying, $Authority without responsibility leads to ine!ective behavior and responsibility without authority ma#es person ine!ective.6 Therefore, co- ordination of authority- responsibility is very important. 7. .Cective adminitration ! The organization structure is helpful in defning the %obs positions. The roles to be performed by di!erent managers are clarifed. 8pecialization is achieved through division of wor#. This all leads to e!icient and e!ective administration. 9. -ro*t' and diverifcation ! A company*s growth is totally dependant on how e!iciently and smoothly a concern wor#s. +!iciency can be brought about by clarifying the role positions to the managers, co-ordination between authority and responsibility and concentrating on specialization. "n addition to this, a company can diversify if its potential grows. This is possible only when the organization structure is well- defned. This is possible through a set of formal structure. :. Bene of ecurit& ! Organizational structure clarifes the %ob positions. The roles assigned to every manager are clear. 5o- ordination is possible. Therefore, clarity of powers helps automatically in increasing mental satisfaction and thereby a sense of security in a concern. This is very important for %ob- satisfaction. ;. Bco$e for ne* c'ange ! -here the roles and activities to be performed are clear and every person gets independence in his wor#ing, this provides enough space to a manager to develop his talents and <ourish his #nowledge. A manager gets ready for ta#ing independent decisions which can be a road or path to adoption of new techni)ues of production. This scope for bringing new changes into the running of an enterprise is possible only through a set of organizational structure. =onclusion Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of ob%ectives. The structure of the organization is the framewor# within which e!ort is coordinated. The structure is usually represented by an organization chart, which provides a graphic representation of the chain of command within an organization. .ecisions made about the structure of an organization are generally referred to as organizational design decisions.