Steps in Organizing

While plans establish the objectives, policies, functions and procedures, organizing on the other hand
defines the work units and the relationship of one to the other. To perform this process, the following
steps may be considered:

1. Distinguish clearly the various functions necessary to accomplish the action.

2. Group the functions into organizational units and eventually into economical and effective work
assignment.

3. Provide in advance of the need the physical facilities and resources.

4. Find the qualified personnel who can perform the assigned responsibilities.

An important factor to bear in mind is that organizing should be based on the work to be done and not
on the people. In other words, "organization should be built around the work to be performed not
around the individuals or group of individuals. "If it is built around individuals, some functions may be
overlooked or underdeveloped and the result will be an organizational imbalance.

Principles of Organization

Among the popular principles of organization are:

1. Work specialization or division of work In order to achieve its objectives, the task to be accomplished
may be divided and assigned to the personnel qualified to do the task. This will promote improved
performance.

2. Unit of command Each and every member of the organization should report to one and only one
supervisor.

3. Span of control There is a limit as to the number of people a person can supervise well, usually from
five to seven is a good number.
 Factors affecting the span of control include the following: distance, time, ability, and competence of
workers and staff, and availability of adequate facilities like the tele phone, vehicles, etc.

4. Homogenous assignment

- jobs must be related or allied;

-functions must not overlap;

-functions must be specific, clear

-cut;every assignment or task must be within the range of accomplishment of the person assigned to do
the job; all functions of every unit must be assigned to specific persons.

5. Delegation of authority

-responsibilities assigned must carry with them corresponding authority for decision-making;

-scalar authority from top to bottom;limit the number of delegated functions;

-delegation of authority and responsibility stems at the lowest operational level;

-command responsibility rests with the administrator.

6. Hierarchical or scalar principle

- men are organized in groups under leaders with as cending and descending levels of authority. When
shown in a chart, the hierarchy assumes the form of a pyramid.

7. Line and staff principle

- The line people are directly involved in the implementation and accomplishment of objectives. The
staff people assist the line personnel by their specialized knowledge and skills. The authority of staff
people is the authority of knowledge and ideas. Their work is along planning, advising, etc.

8. Division of labor
 - For the vast organization to achieve its objective, there must be division of labor. Only those qualified
for the performance of a special function should be assigned to the job.

9. A short chain of command - There should be as few levels of supervision between the top
management and the rank and file. The shorter the administrative dis tance, the less chances there are
for distortion of orders, and the better is the flow of communication.

10. Balance There must be reasonable balance between the size of different departments, and
centralization and decentralization in decision-making..