Every individual must know his area of responsibility i.e., what work he is to do and also what rights and powers him may exercise in doing it. Before uploading and sharing your knowledge on this site, please read the following pages: 1. A tall structure portrays a large number of levels, while a flat one shows a smaller number of levels, as shown in Fig.9.3. Privacy Policy3. Consideration of Plans and Goals 2. In addition, 1 really should focus on obtaining the intellectual information all the time. Not only graphic style tools but also aesthetic sensibility & frequent sense play an crucial function in making eye catching stickers on-line. Production of pin was broken into sub-activities where people carried out the following specialised tasks —. Prima facie, it is absolutely essential to prepare a list of tasks to be done. An individual cannot perform his job without the necessary authority or power. A definite type of ranking order called hierarchy exists which allows reporting and authority to flow in different directions. If there are too many people working in a group it is essential for group members to know from whom they have to take orders and to whom they are accountable. There must be constant appraisal of organising process so that changes in the organisation structure can be introduced, consequent to changes in the internal and external environmental factors. 3. Departmentally Organising the Activities: This step requires the manager to combine and group similar and related activities of the company into units or depart­ments. 7. Assign activities to specific positions and people and allocate necessary resources. But the following steps can be of great help in the designing a suitable structure, which will laid in achieving enterprise objectives: The first step in developing an organizational structure is to lay down its objectives in very clear terms. Important steps involved in the process of organising are: 1. 5. in 1986) some old ones may be entrusted with additional responsibility and some new departments may be created or set up. The activities to be carried out by the organisation have to be identified, grouped and classified into units. Authority flows from top to bottom in the hierarchy. In other words, organising is the function through which management directs, coordinates, and controls business operations. In an ongoing business such specific programmes — which are essentially single-use plans-may require temporary re-or­ganisation within a business or department to handle them. Certo - Chapter 07 #56 Difficulty: 1 Easy Learning Objective: 07-06: Identify the steps in the process of organizing. Delegation of authority must be commensurate to the duties and responsibilities assigned. For example- the factory and the office should be located at a proper place so that the employees can perform better. By authority, we mean power to take decisions, issue instructions, guiding the subordinates, supervise and control them. For example- the activities of a manufacturing company may be grouped into such departments as production, marketing, financing and personnel. The implication of this principle is simple enough: the chain of command should be so clear that a subordinate will receive order from one superior and be accountable to him (her) only, hi this case also authority is delegated from the superior to the subordinate. Fixation of duties and responsibilities is done for each and every employee of the organisation, so that everyone has their defined scope of operation. People are assigned their duties after matching their capabilities to the job requirements. These form ‘the building blocks’ of the organisational structure. For example- the activities like the purchase of raw material, purchase of ready-made parts, production, stocking the material, research, etc., are assigned to the production department. While authority and responsibility moves downward in the scalar chain of command in an organisation, accountability moves upwards. The head of the department must know that he/she will take instructions from and report to vice principal or principal. Division of work leads to specialisation which has the following benefits: Adam Smith illustrated a study where one person could manufacture 20 pins a day if he worked alone. Objectives determine the various activities which need to be performed and the type of structure which needs to be built to achieve the goal. This structure is usually presented by formal Organisational Chart as shown in Fig.9.2. In effect this step is ‘putting it all together’. When power or resources are redistributed in order to enable community change. The activi­ties are to be assigned first. Grouping of Activities into Departments or Work Units: 4. The important steps of organising are discussed as under: All the work cannot be done by a single man or machine. Such an activity needs special attention. These activities are divided into smaller tasks or jobs performed among tellers, loan officers, customer care representatives, etc. Various departments like production, marketing, finance etc. Individuals with relevant qualifications and expertise are allotted across each of these divided activities making tellers, loan officers, customer care representatives, etc., as specified jobs. Once managers come to know what tasks must be done, they are ready to classify and group those activities into manageable work units. Such tasks may also include assembling, machining, shipping, storing, inspecting, selling, advertising etc. Service organisations provide services such as transportation to their customers. You need to determine specifically how you want this space to serve you so you’ll know what things ultimately belong in that space. According to this principle, each employee in an organisation should report to and be accountable to only one immediate superior. Share Your PPT File, Process of Organising – 9 Steps Involved in Organizing Process. Each major activity is divided into smaller parts. The first step in organizing items is to identify a collection of items to organize. People are made aware of their responsibilities and authority. Secondary grouping is made on the basis of geographical areas, types of customers, equipment used, processes adopted or constituent parts of major leading function. Interrelationship between different job and individuals are clearly defined so that everybody knows from whom he has to take orders and to whom he is answerable. For instance/in a manufacturing concern, different kinds of purchases like raw material, spare parts, etc., can be put under purchase department. In a hierarchy, the ranking of managerial positions is done by grant of different degrees of rights and powers to different posi­tions. Content Filtration 6. (c) Decentralization of authority subject to central control through centralization of decision-making. Objectives bring about unity of direction in the organisation. “A strong organizing committee is the foundation for creating a powerful, democratic and active union,” says the Massachusetts Nurses Association (MNA). Here, both vertical and horizontal operating rela­tionships are determined. In other words, what they are to do for the attainment of the objectives of the organisation. Organisational plans and their goals affect organising and its outcome, the organisation. This grouping or combining of activities is called departmentation. Designing a Hierarchy of Relationships. For example, the Finance Department may temporarily look after the newly set up corporate planning department. A fair organisational structure is out in the open for all the employees. The initial application of the process results in the organisation is activated and begins its systematic pursuit of goals, management monitors and controls its actions, successes, and failures. Those steps are all part of the organizing process in the project. ii. Usually, this helps in laying out the departments. Determining the Work Activities Necessary to Accomplish Objectives 3. The effect of this coordination is that it lends a feeling of teamwork and an environment of efficiency within the organisation. A superior-subordinate relationship is defined by which each superior should be aware of the extent of authority he/she can have over their subordinates. 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