From Wikipedia, the free encyclopedia Organizing
Organizing
book, as opposed to verbally communicating with some-
one, and more specifically cataloging ideas and thoughts,
is also an attempt to organize information.
Science books are notable by their organization of a
specific subject. Encyclopedias, instead, usually try to or-
ganize any subject into one place, for faster indexing and
seeking of meanings.
Nature of organization
The following are the important characteristics of orga-
nization.
Organizing metal movable type
Specialization and division of work
The entire philosophy of organization is centered on the
concepts of specialization and division of work. The divi-
sion of work is assigning responsibility for each organiza-
tional component to a specific individual or group there-
of. It becomes specialization when the responsibility for
a specific task lies with a designated expert in that field.
The efforts of the operatives are coordinated to allow the
process at hand to function correctly. Certain operatives
occupy positions of management at various points in the
process to ensure coordination.
Orientation towards goals
Every organization has its own purposes and objectives.
Organized livestock pens and walkways at Chicago’s stock- Organizing is the function employed to achieve the over-
yards, ca. 1941. all goals of the organization. Organization harmonizes
the individual goals of the employees with overall objec-
organising)
Organizing (also spelled organising is the act of rear- tives of the firm.
ranging elements following one or more rules.
Anything is commonly considered organized when it Composition of individuals and groups
looks like everything has a correct order or placement.
Individuals form a group and the groups form an orga-
But it’s only ultimately organized if any element has no
nization. Thus,organization is the composition of indi-
difference on time taken to find it. In that sense, organiz-
vidual and groups. Individuals are grouped into depart-
ing can also be defined as to place different objects in logical
ments and their work is coordinated and directed to-
arrangement for better searching.
wards organizational goals.
Organizations are groups of people organized for
some purpose, such as business or political activities.
Differentiated functions
The organization divides the entire work and assigns the
History tasks to individuals in order to achieve the organization-
Historically, humanity has always tried to organize itself. al objectives; each one has to perform a different task
The organizing of information can be seen since the time and tasks of one individual must be coordinated with the
humans began to write. Prior to that, history was passed tasks of others. Collecting these tasks at the final stage is
down through song and word. Be it with religion, books called integration.
and spoken word, science, through journals and studies,
or in many other ways, organizing not only is history,
but also helps communicate history. Writing ideas in a
1
From Wikipedia, the free encyclopedia Organizing
Continuity 1. A set of formal tasks assigned to individuals and
departments.
An organization is a group of people with a defined re-
2. Formal reporting relationships, including lines of
lationship in which they work together to achieve the
authority, decision responsibility, number of
goals of that organization. This relationship does not
hierarchical levels and span of managers control.
come to end after completing each task. Organization is a
3. The design of systems to ensure effective
never ending process.
coordination of employees across departments.
Purpose of organization Work specialization
Work specialization (also called division of labour) is the
Helps to achieve organizational goal degree to which organizational tasks are sub-divided into
Organization is employed to achieve the overall objec- individual jobs. With too much specialization, employees
tives of business firms. Organization focuses attention of are isolated and do only a single, tiny, boring job. Many
individuals objectives towards overall objectives. organizations enlarge jobs or rotate assigned tasks to
provide greater challenges.
Optimum use of resources
To make optimum use of resources such as men, mate-
Chain of command
rial, money, machine and method, it is necessary to de-
sign an organization properly. Work should be divided Authority, responsibility, and account-
and right people should be given right jobs to reduce the ability
wastage of resources in an organization. • is a manager’s formal and legitimate right to make
decisions, issue orders, and allocate resources to
To perform managerial function achieve organizationally desired outcomes.
Planning, Organizing, Staffing, Directing and Controlling • means an employee’s duty to perform assigned task
cannot be implemented without proper organization. or activities.
• means that those with authority and responsibility
Facilitates growth and diversification must report and justify task outcomes to those above
A good organization structure is essential for expanding them in the chain of command.
business activity. Organization structure determines the
input resources needed for expansion of a business activ- Delegation
ity similarly organization is essential for product diversi- Delegation is the process managers use to transfer au-
fication such as establishing a new product line. thority and responsibility to positions below them. Orga-
nizations today tend to encourage delegation from high-
Human treatment of employees est to lowest possible levels. Delegation can improve flex-
Organization has to operate for the betterment of em- ibility to meet customers’ needs and adaptation to com-
ployees and must not encourage monotony of work due petitive environments. Managers often find delegation
to higher degree of specialization. Now, organization has difficult
adapted the modern concept of systems approach based
on human relations and it discards the traditional pro- Types of authority (and responsibility)
ductivity and specialization approach. Line authority managers have the formal power to direct
and control immediate subordinates. The superior issues
orders and is responsible for the result—the subordinate
Applications obeys and is responsible only for executing the order ac-
Organizing,
Organizing in companies point of view, is the manage- cording to instructions.
ment function that usually follows after planning. And it Functional authority is where managers have formal
involves the assignment of tasks, the grouping of tasks power over a specific subset of activities. For instance,
into departments and the assignment of authority and al- the Production Manager may have the line authority to
location of resources across the organization. decide whether and when a new machine is needed but
the Controller demands that a Capital Expenditure Pro-
Structure posal is submitted first, showing that the investment will
The framework in which the organization defines how have a yield of at least x%; or, a legal department may
tasks are divided, resources are deployed, and depart- have functional authority to interfere in any activity that
ments are coordinated. could have legal consequences. This authority would not
2
From Wikipedia, the free encyclopedia Organizing
be functional but it would rather be staff authority if such Centralization, decentralization, and
interference is "advice" rather than "order".
Staff authority is granted to staff specialists in their
formalization
areas of expertise. It is not a real authority in the sense • - The location of decision making authority near top
that a staff manager does not order or instruct but simply organizational levels.
advises, recommends, and counsels in the staff special- • - The location of decision making authority near
ists’ area of expertise and is responsible only for the qual- lower organizational levels.
ity of the advice (to be in line with the respective profes- • - The written documentation used to direct and
sional standards etc.) It is a communication relationship control employees.
with management. It has an influence that derives indi-
rectly from line authority at a higher level. Departmentalization
Departmentalization is the basis on which individuals are
Span of management grouped into departments and departments into total or-
Factors influencing larger span of management. ganizations. Approach options include:
1. Work performed by subordinates is stable and 1. - by common skills and work tasks
routine. 2. - common product, program or geographical
2. Subordinates perform similar work tasks. location
3. Subordinates are concentrated in a single location. 3. - combination of Functional and Divisional
4. Subordinates are highly trained and need little 4. - to accomplish specific tasks
direction in performing tasks. 5. - departments are independent providing functions
5. Rules and procedures defining task activities are for a central core breaker
available.
6. Support systems and personnel are available for the Importance of organizing
managers. • Organizations are often troubled by how to organize,
7. Little time is required in non-supervisory activities particularly when a new strategy is developed
such as coordination with other departments or • Changing market conditions or new technology
planning. requires change
8. Managers’ personal preferences and styles favour a • Organizations seek efficiencies through
large span. improvements in organizing
Tall versus flat structure
See also
• - A management structure characterized by an
overall narrow span of management and a relatively • Order theory
large number of hierarchical levels. Tight control. • Sorting
Reduced communication overhead. • Community organizing
• - A management structure characterized by a wide • Union organizer
span of control and relatively few hierarchical levels. • Professional organizer
Loose control. Facilitates delegation. • The organization of the artist
References
Retrieved from "http://en.wikipedia.org/w/index.php?title=Organizing&oldid=473303281"
Categories:
• Ordering
This page was last modified on 26 January 2012 at 08:52. Text is available under the Creative Commons Attribution-
ShareAlike License; additional terms may apply. See Terms of use for details. Wikipedia® is a registered trademark of
the Wikimedia Foundation, Inc., a non-profit organization.Contact us
Privacy policy About Wikipedia Disclaimers
3