MANAGEMENT OROGANIZING Definition of basic term:- The term organizing i Bnizing Is used in management in two diferent senses as a structure and a process. In the static sense, organization is the struct. ure of relationships among jobs or a network of horizontal and vertical authority relationships designed to accomplish common objectives {tis a systematic combination of peopl functions and facilities to accomplish the designed objectives. AS a structure it is the framework within which people work together to accomplish particular objective, In“its dynamic sense, organizing is a basi ic function of management. It is the process of creating, harmonious authority, responsibility relationships between different parts of an enterprise. According to Allen “ Organizing is the process of identifying and grouping the work to be performed, def ing and delegating responsibility and authority, and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing objectives.” Organizing defines the role each individual is to play and establishes relationships between them, The following terms are applied in defining some aspects of organization process, Division of labour: The term here is applied to specialization of processes where the production of a commodity is divided into a number of processes each of which is performed by a different person. Scalar and functional processes:- Scalar principle refers to the superior - subordinate relationship existing in any business organization. structures. Generally superiors communicate instruction (command) down through the organization, through the various levels of management and recelve feedback relating to the operation performed at different levels. The scalar principle is attributed to Henry Fayol. The functional process implies division of the aa 5 fi organization into parts and subparts each of them specializing in a single function or sub function Bsas an instrument for introduction of mi é f logical and, 1s, which make up the Organization, aoe of an organization structure, ‘special purpose machines and equipment. Specialization and co-ordination Specialization relates to the division are SPAN OF CONTROL Bae pee to the number of subordinates whom a manager can effectively supervise, According to Tech span refers to the number of persons, themselves carrying manage Tesponsibilities for whom the senior manager retain: planning, co-ordination, motivation and control, il and supervisory ' his over embracing responsibility of direction and The appropriate span depends upon: a) Number of subordinates per manager b) Amount of staff help. ¢) Centralization of decentralization of decision making d) Competence of the personnel involved (manager & Subordinates) e) Level of motivation of the personnel f) Amount of automation. BUREUAUCRACY This refers to a condition where the organizational structures rules and procedures are strictly followed without any deviation. It is distinguished by a large complex administrative system, high level of specialization, rigid authority levels, and detailed rules and regulations which are rigidly enforced. {on The management maintains an interpersonal detachment and aloofness: the subordinates. at it is stable and enables unified focusing of i ization is thi 2 The main advantage of a bureaucratic organization i is aia efforts towards achievements of stated objectives. However, ferits such as excessive concern with the ‘tof paperwork, low managerial effective organizational resources and characterized by several dem regulations, considerable amoun work - force. ‘enforcement of rules and ,ness and alienation of theFormal organization refers to the structur ‘ormal and informal organization:- relationships. It is made up of offi nships and iP Of official authority : oe ity /responsibility relationshi re of jobs and positions with clearly defined functions and bound by established Pelee one) teanetton refers to the relationship between people in an organization based on tudes, prejudices, likes and dislikes. Informal organization is a natural or spontaneous network of relationships based on personal needs, attitudes and emotions. It consists of small groups which often overlap each other as one person may be a member of more than one group. LINE AND STAFF ORGANIZATION. The line authority is endowed with the general right to command, while staff authority involves use of specialized executive skills to advise. Staff has, however, line authority over their own subordinates in their own departments. According to Allen, “line refers to those po: responsibility and are accountable for the accomplishment of primary objectives. Staff ret ions and elements of the organization which have the Fs to those elements which have responsibility and authority for providing advice and service to the line in the attainment of objectives.” Line managers are in the chain of command and they exercise direct supervision and control over subordinates. Line relationship refers to superior- subordinate relationship on the other hand. Staff relationship is advisory. Staff experts offer advice and service to line officers. In terms of authority relationships line connotes authority to issue orders and to make decisions while staff supplies infor ation and advice to other executive positions in the organization. Unity of command. Each person should receive orders from only one Organization charts The type of and fast rt : 2. 3. 4. an organization is determined by the nature and size of and enti ules about it. The following types of organization structures are com! Military or line organization Functional organization Line and staff organization and Matrix organization superior and be accountable to him. erprise. There are no hard monly found.Managing director Contracts manager | Site manager [—] —> site manager __, personnel (] account —» ~ ~ =) (| (CI Forman A Forman B FormanC Forman D __ Each position defines authority from the one above. Every person in the organization is supposed to be accountable to the one and only one person who delegates authority and assigns duties to him. ial organization:- onal organization the enterprise is divided into a number of functional departments. Every department serves the rest of the organization, for instance the purchase department — 1 ses on behalf of the entire concern. gets orders from several superiors, for example, an operator in purchase manager forthe US of materials, to the mainte ‘output and 0 on. neananceSteel fixer concrete Works/Operatives for each function throughout the organization. A ime he is responsible to @ different superior for Flctionalization may require the : | in other ‘ows that there is a separate specialist of several superiors at a ti 1g or safety welfare. al authority over personnel The chart sh 1 js under the command ality control and staffin tmental head has function: workel each function sa¥, creation of departments. Each depar' departments in respect to his function Line and staff organization entrates control too much, the functional organization divides it While line organization structures conc It seems to combine the advantage of division of too much, Line and staff is @ combination of both. work with unity of command. ‘The line portion serves to maintain unity of command and discipline whereas the staff portion provides expert knowledge and advice in the solution of managerial problems. nd over subordinates in is own department only. His advice and counsel Each staff officer has a comma dhe cannot directly order subordinates in line departments thus is not binding on line executives an ee 54 4 itepalrs and maintenance officer “amy Forman ®Managing Director “Contracts Manager Project Manager Project Manager Project Manager t Project Manager t Project Manager en 4 Manager General formula ‘Manager | Some anesn | Welfare and Accounts Industrial relation | Forman steB! reinf. Fo nievy AA ps —> Forman carpentry ——_ works — Forman masonry Finishes Services ‘Manager Staffing | Production. supervisor + Production supervisor Production supervisor Production supervisor a Production supervisor = Production supervisorBee : by the creation of a team of project is performed within functional departments. io selecting the team and are also in charge of technical questions relating to thelr duals assigned to a project are thus accountable to both their functional superior and to the ct manager. The project manager role is then to see that time, quality and cost standards for the roject are met. The project manager is most concerned with the success of the project while functional oe ‘manager are most concerned with the success of the functiont. This organization technique is most valuable when = When the activity has a definite completion date and time schedule. = Cost restraints are critical factor - Anumber of specialized skills are deployed in a project and require co-ordination - The activity is new or in familiar to the participants. In summary organization charts - define and describe channels of communication or information flow within the organization - Show status or rank of organizational members - Apart from being of value as descriptive portrayals of what presently exists, organization charts my also be a very significant value as design tools when changes are designed in the organization, the chart is used to communicate this change. - Organization chart depicts a vertical hierarchy of positions this involves structuring authority, - accountability and responsibility. The organization hierarchy is in effect a channel or conduit through which authority, power and accountability flow. Authority This is one of the glues that hold an organization together. Authority is the right to do something. From an organization view point, authority is the right a manager has to request or require a subordinate to do something to accomplish organization goals. Sources of authority and power Come form either above (supervisors) or below (subordinates) from above as illustrated below:~‘Manager Operatives is is referred to bottom —up authority. This ‘Authority may also flow form subordinates to supervisors th jsillustrated in the chart below: Ownership of private Properties/shares etc | Board of directors | Manager I Operativeb Rihich ‘a supervisor gives a subordinates job. Power and ty ‘of authority formal organization could not exist. If there were | organization could not exist and therefore organized accomp could not take place. No one, jority Is the right to do something, power is the ability to do something. Manager's power is id in terms of the ability to _ Give rewards Promise rewards Threaten to withdraw current rewards,