unit 2.2 ch 28 organizing process orz structure
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UNIT 2.5 ORGANIZING
CH 28
MAITRI 1
NO ONE CAN WHISTLE A
SYMPHONY.IT TAKES AN
ORCHESTRA TO PLAY IT.
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Session Objectives
CONCEPT
Organization Theories
Organizational Structure
Departmentation
Span of Control
Delegation of Authority
Authority & Responsibility
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Definitions of Organizing
L.A. Allen offered an holistic view on organizing
"Organizing is the process of identifying andgrouping 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 objectives."
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Haimann
Organizing is the process of the defining and
grouping the activities of the enterprise andestablishing the authority relationships among
them
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Koontz and ODonnell
organizing involves the establishment of aninternational structure of roles by identifyingand listing the activities required to achieve
purpose of an enterprise, the grouping ofthese activities , the assignment of such groupactivities to a manager, the delegation ofauthority to carry them out and provision for
co-ordination of authority and informationalrelationships horizontally and vertically in theorganization structure.
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Differentiation & Integration of
Activities
Differentiation is the process of dividing &
subdividing a unit of activity and authority &
segmenting it into identifiable sub-units.
Integration is the collaboration among various
sub-units & managers that is needed to
achieve a common purpose.
The more differentiated an organisation,the
more difficult it is to achieve integration.
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Importance of Organization Structure
Facilitates Administrations
Promotes Growth & diversification
Co-ordination Optimum use of Technological Innovations
Optimum use of HR
Stimulate Creative Thinking Training & Development
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ORGANIZATION CHARTS
It portrayers managerial positions &
relationships in a company.
Graphic means of showing data
Snap shot
Pictorial Representation
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Ana ys s o Determ nat on oStructure
Activities Analysis
Decision Analysis
Relations Analysis
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PRINCIPLES OF ORGANIZATION
Principle of Objective
Principle of Division of Work
Principle of Unity of Command Principle of Span of Control
Principle of Scalar Chain
Principle of Delegation Principle of Absoluteness of Responsibility
Principle of Parity of Authority &
Responsibility MAITRI 11
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SPAN OF CONTROL
Similarity of functions
Complexity of functions
Geographical Closeness of employees
Direction & Coordination
Capability of Subordinates
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FACTORS AFFECTING SPAN OF
CONTROL
Communication
Nature of Work
Capability of Supervisors Ability of Subordinates
Availability of Time
Degree of Decentralization Availability of Staff Assistance
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SPAN OF CONTROL
Similarity of functions
Complexity of functions
Geographical Closeness of employees
Direction & Coordination
Capability of Subordinates
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ORGANIZATIONAL FACTORS
An organization is a set of planned
relationships
between groups of related functions and
between physical factors and personnel
required for the performance of the functions.
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FACTORS AFFECTING SPAN OF
CONTROL
Communication
Nature of Work
Capability of Supervisors Ability of Subordinates
Availability of Time
Degree of Decentralization
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DELEGATION OF AUTHORITY
PROCESS OF DELEGATION
Assignment of Tasks
Delegation of decision making authority
Creation of Obligation
Creation of Accountability
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DELEGATION-Advantages
Quick Decisions
Strategic Planning & Policy Making
Motivational Factors
Training ground for executive ability
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CENTRALIZATION V
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CENTRALIZATION VsDECENTRALIZATION
Mission, goals and objectives
Size & Complexity
Location of Target Market
Levels of Management Competency
Creativity
Time Frame of Decisions
Adequacy of Communication System
Type of Tasks
Existence of Standing Plans
External Factors MAITRI 19
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DEPARTMENTATION
Specialization
Increased Efficiency
Responsibility Allocation Appraisal
Executive Training
Control
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DETERMINANTS OF ORGANISATION
STRUCTURE
Objectives & Strategy
Environment
Technology People
Size
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DEPARTMENTATAION
ADVANTAGES
Specialization
Increased Efficiency Fixation of Responsibility
Appraisal
Training of Executives Control
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DEPARTMENTATION-TYPES
Functional
Product
Customers Geographical
Project
Matrix Network
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FORMS OF ORGANIZATION BASED
ON AUTHORITY RELATIONSHIPS
Line Organization
Line & Staff Organization
Functional Organization
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ORGANIZATIONAL STRUCTURES
Functional Organization
Product/Market Organization
Matrix Organization
Formal/Informal
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