Organizing

Organizing
• Meaning :-

• Is the process of establishing

relationship among the member of
the enterprises

• The relation ship are created in

terms of authority and
responsibility
 Principle of Organizing
•Talk One-to One - The most important thing about organizing is personal one-to-
one discussion.“

•Get People involved in Activity- If you want to develop new organizers,

get your colleagues involved in the organizing.

•We are the union- The point of organizing is not only to get individuals involved,
but to join them together in a unity conscious group.

•Confront Management- Confrontation with the employer has to be built into the
escalating activities. If people are not willing to risk
upsetting the boss, they won’t win.

•Win Small Victories- On the basis of small victories confidence arises that we can do
more. With each victory the group becomes more confident
and therefore, more capable of winner larger victories.

•Be Prepare for setbacks - Nothing runs smoothly in life, and organizing is no
exception If it doesn’t succeed at first, be patient. Circumstances always change
with time,
•Don’t forget the out side world- Conflicts between workers and their employers
have a large influence on the confidence of other
workers to stand up for themselves. It is in our
interests to build links and networks of support
with workers employed in other companies and
industries, for through standing together we will
greatly increase our ability to win more control
over our lives.

•Produce your own publicity- This is the best way of getting your message across, but
don’t forget to let your fellow workers get involved in
its production.

•Have a sense of Humors - Don’t be deadly serious in everything that you do:
organizing can and should be fun. Use cartoons, songs,
jokes and stories. Try and relate your publicity not just
to the harshness of reality but also to your aspirations
and desires.

•Organizing is Every thing - Organization need not be overly formal or structurally

top heavy, but it must be there.
Steps of Organizing
 Delegation of Authority

MEANING :-

A MANAGER IN AN ENTERPRISE CANNOT

HIMSELF DO ALL THE TASK NECESSARY FOR THE
ACCOMPLISHMENT OF GROUP GOALS. HE
THEREFORE ASSIGN SOME PART OF HIS WORK
TO HIS SUBORDINATES AND ALSO GIVES THEM
NECESSARY AUTHORITY TO MAKE DECISION
WITH IN THE AREA OF THEIR ASSIGNED DUTIES.
 Advantages of Effective Delegation

•It relieves the manager of his heavy work

load.
•It lead to better decisions.
•It speed up decision- making
•It helps train subordinates and builds
morale
•It helps create a formal organization
structure
Barriers of Effective Delegation.
•Fear of loss of power
•The “ I can do it better myself”
•Lack of confidence in subordinates
•Fear in being exposed

Guide for effective delegation.

•Before delegation make the nature and scope of the
task clear.
•Assign authority proportionate to the task.
•Make the subordinate clearly understand the limits of
his authority.
•Train the subordinate some positive incentives for
accepting responsibility.
•Do not make the subordinate accountable to more than
one superior.
 Decentralization

Meaning of decentralization :

Decentralization is a situation in which ultimate authority

to command and ultimately responsible for the results is
localized as far down in the organization as efficient
management of the organization permits

•Decentralization refers to the systematic efforts to delegate to the

lowest levels all authority except that which can only be exercised at
central points
 Advantages
•It relieves top management of much work load.

•It makes jobs at the lower level of the organization more attractive and
interesting results in the level of motivation of the employee increases.

•It encourages initiatives at the lower levels where the employees are allowed
to participate in the decision making process.

•Decisions made closer to the actual situations are likely to be more realistic.

•Effectives decisions are possible because of the speed and first-hand

knowledge that decentralization provides.

•It is easier to judge the performance of an executive when he put in charge

of an autonomous unit of administration.
 Dis-Advantages

•It becomes difficult for the top management to exercise control

over what decision they are taking

•The executives at the lower levels may develop a narrow outlook

to the detriment (damage) of the over –all interest of the
organization

•It hampers uniformity in decision making and consistency of the

procedures

•Emergency situations cannot be tackled properly in this structure

•Adjustment to changing condition may be difficult

 Factors leading to Decentralization

•Facilitates when it is realized to take quick and appropriate decision

at a level at which they are really required

•When the top management wants to reduce communication work,

decentralization of authority is preferred.

•Growth and diversification of activities of the company may make

decentralization necessary to introduce flexibility in operation.

•Facilitates proper direction and relieve the top executive of the

burden of extra work.
 Centralization
Meaning:-
Centralization is the systematic and consistent
reservation of authority at central point in an organization.

Centralization represents certain attitudes and approach

to the management follows:-

•Planning
•Organizing
•Directing
•Control at the top level
 Advantages

•Coordination of activates ,of subordinates is

better achieved.
•There is no duplication of efforts or
resources.
•Decision take into account the interest of the
entire organization
•Strong central leadership develops which
may required in crisis
•Centralization of decision making is essential
when the business condition are uncertain.
(undecided)
 Difference between Delegation and Decentralization

Delegation Decentralization

•Process. • End Result.

•Superior is responsible •Superior is relieved

for the work delegated. from his responsibility.

•Vital and essential to the •It is optional.

management Process.
EMPOWERMENT OF EMPLOYEE

Definition:-

•Under Empowerment both authority and responsibility are transferred.

•Employee are (particularly at the front level) are empowered to take

decision at their own level without pushing them up ladder to higher
management.

•They are made personally responsible for their decision.

I
 Merits and Demerits

• Merits:-

•It enables employees to act swiftly

•It boosts employees morale
•It leads to the formation of important cross functional links used by
employees for seeking solutions of their many operational problems

•Demerits:-

•It some time encourages employees to compete among themselves in

taking care of customers' needs leaving customers with different level of
services.
 Span of Control
Definition:-

•Span of Control is the number of people/subordinates that can be

effectively managed by one manager

•It is an organizational theory term that refers to how relationships are

structured between leaders and subordinates in organizations.

•This concept affects (influence) organization design in a variety of

ways, including speed of communication flow, employee motivation,
reporting relationships, and administrative overhead.
 Factors of span of control
•Span of Control is dependent upon a great number of factors, some of which
include:

•The nature of the work of the subordinates.

•The skills, capabilities, experience, seniority, qualifications of the subordinates.

•The skills, capabilities, experience, seniority, qualifications of the manager.

•The use of information technology.

•The detail at which work rules and procedures have been formalized and are
known by the subordinates.

•The applied management style (command and control or democratic).

•The desired depth of the hierarchy in an organization (steep or flat).

 Departmentation
Definition-

•One reason organizations exist is to do things that would be hard for one
person to do by themselves.

For example, it's hard to conceive of one person building an office

building. Instead, we have organizations of thousands of people with diverse
skills that work together to build buildings. However, coordinating, controlling
and just keeping track of a lot of individuals introduces its own problems.

•In other words the horizontal differentiation of task or activities into discrete
(separate) segments is called departmentation
Advantages of Departmentation
Types of Depatmentation
•Functional.

•Product.

•Customers.

•Geographical area.

•Project.

•Matrix. (Environment)

•Network. (set of connection)

 Difference between Responsibility and
Authority
•Responsibility means that someone (or a group) is charged with seeing that
something gets done.
Responsibility cannot be transferred ,

Authority means that someone has access and/or control over certain resources.
It rest in the chair, with the change in position the authority of an individual also
change
It is what exists in the eye of law, it is a de jure concept
It serves as a basis of formal organization
 Bureaucracy and Adhocracy
Definitions:

Bureaucracy

Is a system of organization and mgt. in which roles, task, and relationship

among people and position are clearly defined, carefully described and
controlled in accordance with formal authority

Adhocracy

Organizational philosophy or style characterized by adaptive, creative,

integrative behavior which (in contrast to a bureaucratic style) is flexible
and non-permanent and which, therefore, can respond faster to a
changing environment.
 Difference between Bureaucracy and Adhocracy
•Adhocracy
•Leadership involves mutual trust between
mgt. and subordinates.
•Motivational methods appeal to self
fulfillment; the result is favorable employee
attitude
•Communication methods leads to free
flow of information in all direction the
information is un distorted and accepted
•Interaction is open and extensive;
subordinate have a great influence on key
activities in department
•Decision making occurs in all mgt. levels
and is reasonably decentralized
•Group participation in goal setting is
encourages
•Control is decentralized self control is
emphasized and problem solving is more
important than blaming people
• Bureaucracy
• Leadership involves little mutual trust
between superior and subordinates
• Motivational methods emphasize the use of
fear and threats the result is unfavorable
employee attitude
• Communication methods are to send
messages down the chain of command the
message are often destroyed and met with
suspicion
• Interaction is closed and restricted
subordinate have little influence on key
activities in department
• Decision making is highly centralized, top
mgt. takes all the decision.
• Group is set up by top mgt. and group
participation is discourages
• Control is decentralized blaming people is
more important than solving problems