ORGANIZING

.ORGANIZING

Organizing is that part of managing that involves establishing an organizational structure of roles for people to fill in an organizationORGANIZATIONAL STRUCTUREIt is defined as :The set of formal tasks assigned to individuals and departments.Formal reporting relationships, including lines of authority, decision responsibility, number of hierarchical levels, and span of managers control.The design system to ensure effective coordination of employees across departments.The Process of developing organizational structure is referred as organizational design.ORGANIZATIONAL CHARTIt is a visual representation of an organization's structure.

An organizational chart shows: Major positions or departments in an organization. Way the positions are grouped into specific units. The reporting relationships from lower to higher levels. the official channels for communicating information.CHAIN OF COMMANDThe chain of command is an unbroken line of authority that links all persons in an organization and shows who reports to whom.

WORK SPECIALIZATIONOrganization performs different functions. A fundamental principle is that work can be performed more efficiently if employees are allowed to specialize. Work specialization, is the degree to which organizational tasks are sub-divided into separate jobs. Job designThe specification of task activities associated with a particular job.APPROACHES TO JOB DESIGNJOB SIMPLIFICATIONIt is the process of designing jobs so that job holders have only a small number of narrow activities to perform.Worker 1Worker 2Worker 3Task1Task2Task3Job rotation is the practice of periodically shifting workers through a set of jobs in a planned sequence.Worker 2Worker 3Worker 1Task1Task2Task3JOB ROTATION

Worker 1Worker 2Worker 3Task1,2,3Task1,2,3Task1,2,3JOB ENLARGEMENTIt is the allocation of a wider variety of similar tasks to a job in order to make it more challenging.JOB ENRICHMENTIt is the process of upgrading the job task mix in order to increase significantly the potential for growth, achievement, responsibility and recognition. Job enrichment increases job depth, the degree to which individuals can plan and control the work involved in their jobs. ALTERNATIVE WORK SCHEDULESIt is adjustment in the normal work schedule rather then in the job contents or activities.FLEXTIMECOMPRESSEDWORKSHEETJOB SHARINGFLEXTIMEFlextime is a work schedule that specifies certain hours when individuals are expected to be on the job and then allows flexibility in starting and quitting times as long as individuals work the total number of required hours per day.COMPRESSEDWORKSHEETThe compressed worksheet is a work schedule whereby employees work more hours per day and working less number of days in a week.JOB SHARINGJob sharing is a work practice in which two or more people share a full time job.METHODS OF VERTICAL COORDINATIONVertical coordination is linking of activities at the top of the organization with those at the middle and lower levels in order to achieve organizational goals.Five important means of achieving effective vertical coordination are:FormalizationCentralization vs.decentralizationSpan of managementLine and staffpositionsDelegationFormalization is the degree to which written policies, rules, procedures. Job descriptions, and other documents specify what actions are/or are not to be taken under given set of circumstances.It is the number of subordinates who report directly to a specific manager.Centralization is the extent to which power and authority are retained at the top level, while decentralization is the extent to which power and authority are delegated to lower levels.The assignment of part of a mangers work to others, along with both the responsibility and the authority necessary to achieve expected results.A line position is a position that has authority and responsibility for achieving the major goals. A staff position is to provide specialized expertise and assistance to line positions.FormalizationFormalization is the degree to which written policies, rules, procedures. Job descriptions, and other documents specify what actions are/or are not to be taken under given set of circumstances.It brings about vertical coordination by specifying expected behaviors in advance. Without formalization it may become necessary to decide about certain issues every year that could be time consuming and might lead to inequities.Extensive rules and procedures can be stifling and discourage necessary amounts of change and innovation. Avoid becoming overly formalisedADVANTAGES:DISADVANTAGES:Span of managementIt is the number of subordinates who report directly to a specific manager.FACTORS INFLUENCING SPAN OF MANAGEMENT Low interaction requirements. High competence levels. Work similarity. low problem frequency and seriousness. Physical proximity. Few non-supervisory duties of manger. Considerable available assistance. High motivational possibilities of work.Highest1234567Highest1234567Organization levelsABTall structureFlat structureLevels ofmanagementSpan of control41112453162146485525634161024136574096Levels ofmanagementSpan of control81112893647345125855409667Tall organizations raise: administrative overhead. slow communication and decision making. Make it difficult to pinpoint responsibility for various tasks.

Company A needs 780 more managersDownsizing is the process of significantly reducing the layers of middle management, increasingthe span of control, and shrinkingthe size of the workforce forthe purpose of improving Organizational efficiency and Effectiveness.Restructuring is the process of Making a major change in organization Structure that often involves reducing Management levels and possibly changing some major Components of the organization through Divestiture and/or acquisition.

Downsizing is the process of significantly reducing the layers of middle management, increasing the span of control, and shrinking the size of the workforce for the purpose of improving Organizational efficiency and Effectiveness.

Restructuring is the process of Making a major change in organization Structure that often involves reducing Management levels and possibly changing some major Components of the organization through Divestiture and/or acquisition.

CENTRALIZATION It can be easier to coordinate the activities of various units and individuals. It can help reduce duplication of efforts and resources. Top managers usually have the most experience and may make better decisions than individuals at lower levels. It promotes strong leadership. DECENTRALIZATIONEncouraging decision making at lower levels tends to ease the heavy workload of executives. Enriches the jobs of lower level employees. Faster decision making at lower level. Individuals at lower levels may be closer to the problem and therefore in a better position to make a good decision. Large size. geographic dispersion. technological complexity. Environmental uncertainty.

FROM CENTRALIZATION TO DECENTRALIZATIONDelegationThe assignment of part of a mangers work to others, along with both the responsibility and the authority necessary to achieve expected results.Line and staffpositionsA line position is a position that has authority and responsibility for achieving the major goals. A staff position is to provide specialized expertise and assistance to line positions.Line Departments have line authority which is authority that follows the chain of command established by the formal hierarchy.Staff departments have functional authority which is authority over others in the organization in matters related directly to their respective functions.Staff positions: Information system Human resource. Finance legal Administrative services.