GROUP MEMBER NAME AND MATRIC

NUMBERS

S/N Name Matric Number

1 Jentry Oluwadare Oluwatobi 209023320

2 Oluwafemi Monisola Moyinoluwa 209023106
3 Ogunleye Adewale Paul 209023237
4 Ikudabo Sunday Omowayeola 950206036
5 Kalesanwo Temidayo Mololu 209023199
6 Ubong Ekaette Akpan 100310088
7 Erarikpo Delphine 209023277
8 Omokanye Folasade Esther 209023169
9 Oyesiji Oyeronke Bushrah 209023055

Course Title
Managerial Issues In Industrial Relation (IRP 812)

Topic

Organising can be described as a STRUCTURE and a PROCESS. Discuss thus

assertion in not more than 1500 words giving relevant examples.
ORGANISING
Organising is the process of identifying and grouping the work to be performed, defining and
delegating the responsibility authority and establishing a pattern of relationship for the purpose
of enabling people work most effectively to accomplish the objective. Organising is the second
key management function, after planning, which coordinates human efforts, arranges resources
and incorporates the two in such a way which helps in the achievement of objectives.

It involves deciding the ways and means with which the plans can be implemented. It entails
defining jobs and working relationships, assigning different tasks associated with the plans,
arranging and allocating resources, design a structure which distinguishes duties, responsibilities
and authorities, scheduling activities, in order to maintain smoothness and effectiveness in
operations.

BENEFIT OF ORGANIZING

 Efficient Administration

It brings together various departments by grouping similar and related jobs under a single
specialization. This establishes coordination between different departments, which leads to
unification of effort and harmony in work.
It governs the working of the various departments by defining activities and their authority
relationships in the organizational structure. It creates the mechanism for management to direct
and control the various activities in the enterprise.

 Resource Optimization

Organizing ensures effective role-job-fit for every employee in the organization. It helps in
avoiding confusion and delays, as well as duplication of work and overlapping of effort.

 Benefits Specialization

It is the process of organizing groups and sub-divide the various activities and jobs based on the
concept of division of labor. This helps in the completion of maximum work in minimum time
ensuring the benefit of specialization.

 Promotes Effective Communication

Organizing is an important means of creating coordination and communication among the

various departments of the organization. Different jobs and positions are interrelated by
structural relationship. It specifies the channel and mode of communication among different
members.

 Creates Transparency

The jobs and activities performed by the employees are clearly defined on the written document
called job description which details out what exactly has to be done in every job. Organizing
fixes the authority-responsibility among employees. This brings in clarity and transparency in the
organization.

 Expansion and Growth

When resources are optimally utilized and there exists a proper division of work among
departments and employees, management can multiply its strength and undertake more activities.
Organizations can easily meet the challenges and can expand their activities in a planned
manner.
ORGANIZING IS A PROCESS CONSISTING OF THE FOLLOWING STEPS:

 Determination of the Total Work-Load:

The very first step in the process of organizing is to make a determination of all the activities
which are necessary to be undertaken for the attainment of the enterprise objectives. This step of
organizing is, in fact, nothing but an estimation of the total work-load that must be done for
realizing objectives.

 Grouping and Sub-Grouping of Activities.

Total activities determined for achieving enterprises objectives must be classified i.e. putting
similar or related activities at one place in the form of a group or sub-group. This step of
organizing directly leads to the process of creating departments. If an enterprise is compared to a
building; the creation of departments within it would amount to construction of rooms within the
building each room meant for a specified special purpose.

 Creation of Manager-Ship through Delegation of Authority:

After the scheme of departmentation is finalized; the next step in the process of organizing
would be to entrust the responsibility for the functioning of each department to a distinct
manager. Creation of manager-ship, in this manner, requires a requisite delegation of authority to
each manager to enable the manager to take care of the job assigned to him.

 Division of Work within the Department.

Since no single individual can undertake the performance of the whole of the work assigned to
one department; it becomes necessary to resort to division of work-assigning to each person only
one part of the total job. As a result to undertaking division of work for all departments; there
emerges a human organization within the enterprise.

 Arrangement of Physical Facilities to Personnel within the Department.

Each individual of the enterprise, working in whatever capacity, in any department, must need
the basic physical facilities-raw materials, machines and tools, technology and other inputs-for
the proper execution of the assigned task. When physical facilities are made available to all
personnel in all departments; there emerges a material organization (or a physical-technical
organization) within the enterprise.

 Definition and Establishment of Authority-Responsibility Relationships;

Having created manager-ship and a human organization within the enterprise; it becomes
necessary to devise a system which provides for defining and establishing authority-
responsibility relationships among all personnel-managers and operators. As a matter of fact,
such relationships must be defined and established throughout the enterprise both-horizontally
and vertically.

ORGANISING AS A STRUCTURE

Organising as a structure refers to the framework within

which all managerial and non-tasks are performed.
Organising involves the establishment of a sound
organization structure so that work is carried out as
planned. Organizational structure is a system used to define a hierarchy within an organization. It
identifies each job, its function and where it reports to within the organization. This structure is
developed to establish how an organization operates and assists an organization in obtaining its goals to
allow for future growth. Organizational structure should facilitate decision making, proper
reaction to environment and conflict resolution between the units. The relationship between main
principles of organization and coordination between its activities and internal organizational
relations in terms of reporting and getting report are duties of organization structure.

FACTORS TO BE CONSIDERED IN ORGANISATIONAL STRUCTURE

 SERVICE
To build an effective organization, it is important to know which team members are there to
facilitate the work of the people in the field and which employees support the leaders. For
example, C-suite executives often have a team dedicated to supporting their efforts. But the
customer service team exists to support the end user. Some roles, like marketing or product
development, sit squarely in the middle. The allocation of resources needs to reflect a
balance between these two sets of needs.

 SIZE

Company size is critical to consider when determining a formal organizational structure.

Smaller companies often have a high degree of overlap in roles. They have less formalized
structures. This lack of standardization can present some challenges, but it frees teams to
grow rapidly. On the other hand, larger organizations tend to grow faster with a more
centralized, formal structure. Why? It makes it easier for people to know where to find
information, who to talk to in order to get things done, and avoid duplicating efforts
needlessly. The challenges and unique strengths of each differently sized organization help
inform the best type of arrangement.

 STAGE 

In order to create standardized systems, there needs to be something to systematize. It’s

pretty hard or deceptively easy to develop systems for a business that has no clients, no
services, and no employees. In the early stages, not only do small companies benefit from a
less formalized structure they don’t need one. Once workflows emerge, patterns arise, and
problems occur, they can reflect those learnings as a formal process. The need for reporting
relationships and divisional structure arises as the need for systems does.

 SYSTEMS 

Organizations at every stage even with just one person tend to organize their work by
function. There’s accounting, marketing, and service right from day one. When this work is
handled by a single person, there’s no need to articulate systems. More people mean more
need to define how, when, and why teamwork happens. Both the existing and desired
systems play a role in organization structure. If you need or want faster collaboration and
communication across teams, you’ll want to design a “flatter” structure. If leaders need to
be removed from day-to-day activities, it will help to have  a structure that delegates
authority and accountability to others. Building a healthy organization means more than just
functioning well although that is important

CONCLUSION

Organising is related to human beings and human conduct is deeply affected by the conditions of
work, their competency and capability changes in the internal and external environment of the
organisation. To organize is to harmonize, co-ordinate or arrange in a logical and orderly
manner. Making the rational division of work into groups of activities and tying together the
positions representing grouping of activities for accomplishment of desired objectives is the
function of management and this function is known as organizing.
REFERENCE

Allaya, C. C. & Lim, M. (2022). Examining the literature on organizational structure and
success. www.betterup.com/blog /organizational-structure.

Shams, F., & Mahjurian, A. (2010). The principles, basics and methods of service-oriented
organizational architecture. Tehran. Shahid Beheshti University publications.

Foruhi, M. (2004). The structural dimensions in knowledge-based organizations. Farda

management. Fall and winter. p. 73-82.

Monavarian, A., Asgari, N., & Ashena, M. (2007). Structural and content dimensions of
knowledge-based organizations. The first national conference of knowledge management.
Bahman.

American Journal of Industrial and Business Management. "Organizational Structure:

Influencing Factors and Impact on a Firm." 

Keerthi, D. (2021). Organizing in management. Eonomicsdiscussion.net