Fundamentals Of Organising

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If planning focuses on deciding what to do, organizing focuses on how to do it, thus after a manager has set
goals and worked out a plan to accomplish those goals. The next managerial function is to organized people
and allocate resources to carry out the plan.

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Let Us study some Important DEFINATION Of Organizning

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“Organizing is determining what tasks are to be done , who is to do them, how the tasks are to be
grouped ,who reports to whom, and where decisions are to be made.” _ by Stephan P..Robbins and Marry
Coulter.

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“ The process of identifying and grouping the work to be performed, defining and delegating responsibility
and authority , and establishing relationships for the purpose of enabling people to work most effectively
together to accomplishing objectives.” – by L.A. Allen.

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Benefits Of Organising

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1.The process of organizing helps an individual develop a clear picture of the tasks he or she is expected to
accomplish.

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2. The process of organizing supports planning and control activities by establishing accountability and an
appropriate line of authority.

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3. Organizing creates channels of communication and thus supports decision making and control.

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4. The process of organizing helps maintain the logical flow of work activities. By so doing . It helps
individuals and workgroups to easily accomplish their tasks.

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5. Organizing helps an organization make efficient use of its resources and avoid conflict and duplication of
effort.

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6. Organizing coordinate activities that are diverse in nature and helps build harmonious relationships
among members involved in those activities.

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7. The process of organizing helps managers to focus tasks efforts such that they are logically and efficiently
related to a common goal

Organizing
Managerial Function
‡ Establishing an intentional structure of roles
(successful completion of International
Conference on Strategic Thoughts in New
age Management)
Organization
As Entity
‡ As a group of people
‡ As a structure
‡ As process
As entity
Identifiable aggregation of human
beings
‡ Deliberately and consciously created
‡ Purposive Creation
‡ Coordination of activities
‡ Structure
‡ Rationality

Org as process
DEPARTMENTATION
‡ LINKING DEPARTMENTS
‡ DEFINING AUTHORITY AND
RESPONSIBILITY
‡ PRESCRIBING AUTHORITY
RELATIONSHIPS
 Determinants of org str
Formal anformal org

Feature of good org str

simplicity
‡ Flexibility
‡ Clear line of authority
‡ Application of ultimate responsibility
‡ Proper delegation of authority
‡ Minimum possible managerial levels
‡ Principles of unity of direction an
command
Proper emphasis on staff
‡ Provision for top management
Definitions
Allen defines Organising as “ the process of identifying and grouping of the work to be
performed, defining and delegating responsibility and authority and establishing
relationships for the purpose of enabling people to work most effectively together in
accomplishing their objectives.”
Koontz and O’Donnell defines as “ Organisation is the establishment of authority and
relationships with provision for coordination between them, both vertically and
horizontally in the enterprise structure.
- Organising is the task of mobilizing resources
- A structure involving a large number of people engaging themselves in
multiplicity of tasks, a systematic and rational relationship with
with authority and
responsibility between individuals and groups.
 Process of organizing
- the manager differentiates and intergrates the activities of his Organisation
- Differentiation - the process of departmentalization or segmentation of activities
on the basis of some similarity
- Integration – Process of achieving unity of effort among the various departments
1. Establishing Enterprise Objectives
2. Formulating Supporting objectives, policies and Plans
3. Identifying and classifying the necessary to accomplish
4. Grouping the activities in the light of human and material resources available
5. Delegating to the head of each group the activity necessary to perform
6. Tying the groups together horizontally and vertically through authority
relationship and information flows.
Principles of Organising
1. Objectives
2. Specialisation
3. Span of Control
4. Exception – the higher level have limited time, only exceptionally complex
problem should be referred to them and routine matters be dealt by the
subordinates at the lower levels
5. Scalar Principle / Chain of command – line of authority
6. Unity of Command
7. Delegation
8 Responsibility
9. Authority
10. Efficiency
11. Simplicity
12. Flexibility
13. Unity of Direction
14. Personal ability