ORGANIZING

What is organizing?
Organizing is defined as the group of work activities necessary to attain planned targets and objectives, the assignment of grouping to a manager with adequate authority, and proper coordination in the organizational structure.

A primary reason for organizing is to have each member know what work activities he is to perform

Organizing is concerned with:

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

Organization is a structure or a network of defined relationships among given individuals or units.

Formal Organization
The formal organization operates under the principle of unity of objectives and efficiency of operations. This presupposes that not only are objectives clearly stated but they must be understood and agreed to by all and they should fit or match the organizations capability and resources

Informal Organization
This refer to the behavioral, informal, and undefined interrelationships and working climate within the organization. The authority and power of executives and employees are determined not by their titles but by personal relationships, years of experience in the firm, of affinity through kinship, regional or ethnic origins, religion, schooling, or other human relationships

Classical Principles of Management

1. Objectives.
An organization should have clearly defined objectives toward which it mobilizes and directs its resources and capabilities.

2. Specialization.
Usually, the work of each person is defined to a singe function or specialization.

3. Coordination.
The proper synchronization and coordination of all efforts are required for the attainment f common ends.

4. Authority
Each organization should have a chain of command

5. Responsibility
Usually authority is commensurate with responsibility.

6. Efficiency
This refers to targets at the lowest possible cost either in terms of money or human costs or both.

7. Delegation
Decisions should be made as far down in the organization as possible commensurate with responsibility that goes with such decisions.

8. Coordination process
The coordination of an organization is a complex process involving relationships among superiors, peers, and subordinates:

Coordination Process

Unity of Command
This refers to the arrangement in an organization where there is a chain of authority in which every member knows the person to whom he reports to. SLOGAN

Span of Control
This refers to the number of people a manager can effectively control and manage

Delegation of Authority
Authority refers to the right to command and flows downward from top management

9. Decentralization
This refers to a high degree of delegation of responsibility and authority.

10. Line and staff relationships

A line man must be concerned with direct operations, work assignments and supervision of other through suggestions, advice, and recommendation line units normally mean a command relationship.

Tools and Techniques of Organization

 Records
When maintained over a period of time, records indicate the historical growth and performance of the company.

Reports
This usually contain data on some particular problem or area, for decision-making or information dissemination.

Organization Chart.
This indicates the main lines of communication, the downward flow of authority and responsibility and the upward flow of accountability

Manuals of Operations.
Manuals provide useful supplement to organizational charts by including the many details about the organization absent from the chart.

Assignment:
Submit an organizational chart of the following: 1. Xavier University College of Engineering. 2. A machine shop of 30 personnel. QUIZ next meeting!

QUIZ 5 points each

1. What is Engineering Management? 2. When does engineering management becomes mismanagement? 3. Describe the five basic management functions. 4. Explain why engineering management an art and science. 5. Differentiate between short and long range planning. 6. What are the activities of strategic planning? 7. Describe the main reason for organizing. 8. Enumerate 10 principles of management.

Ans:
1. 2. 3. an art and science of planning, organizing, staffing, directing, and controlling work activities to attain and achieve common goals and objectives. If the cost is more and the time is long in doing work activities, it is not Engineering Management but rather Mismanagement. Planning is deciding in advance what to do and how the work will be done. Organizing is the grouping of work activities necessary to attain goals and objectives. Staffing is the supplying of personnel with appropriate qualifications and eligibility in an organization. Directing is commanding and telling people what to do and how it should be done. Controlling is comparing work accomplishments with planned target and making corrective action if the accomplishments differ from the plan.

4. an art because it utilizes the techniques and skills of people in doing

work activities. It is also a science because it deals with systems and specific standard procedures in doing work activities. 5. Short range plans are plans for a short period of time, say six months to one year. Long range plans are plans of a long period of time, say five to twenty years. 6. Choosing company planned targets Planning the organization Setting personal policies Setting financial policies Setting marketing policies

7. A primary reason for organizing is to have each member know what work activities he is to perform 8. Authority Responsibility Efficiency Delegation Coordination process Authority Responsibility Efficiency Decentralization Line and staff relationships