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ORGANIZING TECHNICAL ACTIVITIES

A systematic arrangement of activities.

Organizing, as a process of management essentially relates to sub-dividing and grouping of activities.

ORGANIZING

Organizing becomes necessary when two or more persons work together to achieve some common objectives.REASONS FOR ORGANIZINGTo facilitate the implementation of plans.

REASONS FOR ORGANIZINGTo create a framework for the performance of the activities of an organization in a systematic manner.

ORGANIZING DEFINEDAccording to Ferrell and Hirt, organizing is a management function which refers to the structuring of resources and activities to accomplish objectives in an efficient and effective manner.

ORGANIZING DEFINEDRefers to the way in which the work of a group is arranged and distributed among members to efficiently achieve the objectives of an organization.

ORGANIZATION STRUCTUREStructure is the arrangement or relationship of positions within an organization and the result of the organizing process.

PURPOSE OF THE STRUCTUREIt defines the relationships between tasks and authority for individuals and departments.

It defines formal relationships, the number of levels in the hierarchy of the organization, and the span of control.

PURPOSE OF THE STRUCTUREIt defines the groupings of individuals into departments and departments into organization.

It defines the system to effect coordination of effort in both vertical (authority) and horizontal (tasks) directions.

When structuring an organization, the engineer manager must be concerned with the following:Division of laborDelegation of authorityDepartmentationSpan of controlCoordination

FORMAL ORGANIZATIONThe structure that details lines of responsibilities, authority and position. (Nickels)The planned structure and it represents the deliberate attempt to establish patterned relationships among components that will meet the objectives effectively. The formal structure is described by management through:

Organization ChartOrganizational ManualsPolicy Manuals

INFORMAL ORGANIZATIONAccording to Valentine, informal organization is vulnerable to expediency, manipulation and opportunism.

Its low visibility makes it difficult for management to detect these perversions and considerable harm can be done to the company.