Organizing: Rohit Rana Department of Humanities and Management Nitj

Organizing
ROHIT RANA
Department of Humanities and Management
NITJ
What is …..?
 “it is grouping of activities necessary to attain
enterprise objectives and the assignment of each
grouping to Manager with authority necessary to
supervise it.”
 The process of identifying and grouping the work to be
performed defining and delegating responsibility and

authority and establishing relationship for the purpose
of enabling people to work more effectively to gather
in accomplish objects.
Features
 It is sub process of management
 It is goal oriented
 It deals with group efforts
 It is based on the principal of division of work
 It establish the authority and responsibility among the
organization member
Steps
 Identification and division of work
 Departmentalization
 Assignment of duties
 Establishing reporting relationship
Basic of Departmentalization
 Functional
 Geographic
 Product
Functional
Departmentalization
Advantages
 More efficiency
 Roles are clear without confusion
Problems
 Lack of communication
 Lack of coordination among department
 Limited view of organization goals
 Inter competition among department
Geographical
Departmentalization
Advantages
 Able to cater local needs
Disadvantages
 Duplication of functions
Product based Departmentization
Advantages
 Helps in managing products well
 Closeness to customers
 Managers becomes expert in their own
division
Problems
 Inter competition
 The oldest and simplest form of organization
in the line organization.
 Authority flow from the person at the top to
the person at the lowest ring of the

organization.
 A supervisor exercise direct supervision over
a subordinates also called military

organization or scalar type or vertical of
organization.
Advantages or Disadvantages
 Simple to work
 Economical and effective
 Excellent discipline
 Lack of specialization
 Lack of expert staff to give advice
 Encourage nepotism
Application
 Scale of business is small and no of
subordinates and operative employers are not
many continues industry
 Work largely routine in nature
 Machinery is nearly automatic
Problems
 Inter competition
WHAT…..?
 Specialized and supportive activities are
attached to the line of command by
appointing staff supervisor and staff
specialized who are attached to the line
authority. The power of command always
remains with the line executive and staff
supervisor guide advice and council the line
executive. Personal secretary to M.D is a staff
official
 Add function specialist to the pure line
organization
 Expert advice
Confusion and conflict may arise between line

and staff
Staff expert remains ineffective because they
do not get the authority to implement their
recommendation
Staff specialist demand higher payment
What….
 It set up within an existing organization for
the purpose of completing a projects a
accomplishing assigned objective in time.
Specialist from different functional
department are drawn to work together.
These spec list go back to their respective
duties as soon as project is completed
Advantages or disadvantages
 Clearly line of authority since the team
member directly report to the manager.
 Project manager can become arrogant since

he has full authority and power over his team
 Sense of insecurity among the team member
because once the projected is completed they

fell they may lose their job
What …..?
 The functional department like Manufacturing
marketing, Accounting, HR the vertical chain
of command while the project organization or
product division form the horizontical chain
command
 Employees tend to loyal to the organization
and perform well since there is a sense of job
security.
 Both vertical and horizontal communication
increase coordination
 Complex structure
 Reports two managers which adds confusion
and may cause conflict

 Conflict between to Heads
Span of control
Definition
 The no of subordinates which a managers can
manage effectively
Implication
 It helps in determining the complexity of a
job
 It influences the shapes of an organization

Determining of span of management
 Earlier theories said 3 to 8 subordinates are
enough.
Direct relationship
Direct group relationship
Cross relationship
Factors affecting span of
management
 Capacity of superior
 Capacity of subordinates
 Nature of work
 Degree of planning
 Degree of decentralization
Narrow of span of management
Wide Span of Management
Organization structure
CONT…….
 Empower CEO Type(MARUTI SAZUKI)
 MAJOR DECISION CENTERLISED( MERZER,NEW
PRODUCT LUNCH)
 MINOR DECISION DECENTERLISED

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Organizing

performed defining and delegating responsibility and

the person at the lowest ring of the

a subordinates also called military

Confusion and conflict may arise between line

 Project manager can become arrogant since

because once the projected is completed they

and may cause conflict

 It influences the shapes of an organization

 MINOR DECISION DECENTERLISED

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