PRESENTATION

ON :- organizing
function of
management :-

SUBMITTED SUBMITTED BY :-
Shubham kumar (MBA/45007/22)
TO :- Amit ranjan (MBA/45024/21)
rajwardhan (MBA/45010/22)
Mrs. preety bajaj Sheraz ilahi (mba/45014/22)
BIRLA INSTITUTE OF Prince raj (mba/45017/22)
TECHNOLOGY, MESRA, OFF
 TABLE OF
S. NO. CONTENTS
TITLE
:- PAGE NO.

1 ACKNOWLEDGEMENT 03

2 organizing 04

3 Steps in the Organising Process 05

4 7 types of organizational structures  06-09

5 Types of Organisation 10

6 bibliography 11
 ACKNOWLEDGEMENT
I WOULD LIKE TO EXPRESS MY SPECIAL THANKS TO
Mrs. preety bajaj, WHO GAVE ME THIS GOLDEN
OPPURTUNITY
TO DO THIS WONDERFUL PRESENTATION ABOUT
organizing AND FOR HIS VALUABLE GUIDANCE THAT
HELP ME
COMPLETE THIS PROJECT AND HIS INSTRUCTIONS HAS
SERVED AS THE MAJOR CONTRIBUTOR TOWARDS THE
COMPLETION OF THE PROJECT.
THEN I WOULD LIKE TO THANK MY PARENTS AND
FRIENDS WHO
HAVE HELPED ME WITH THEIR VALUABLE
SUGGESTIONS AND
GUIDANCE HAS BEEN HELPFUL IN VARIOUS PHASES OF
THE
 organizing
Once the general and specific objectives determined and to achieve them a plan is prescribed,
the next step is to organize the activities of the enterprise with a view to work the plan and to
fulfill the organizational objectives. The management has to identify the activities necessary to
reach the objectives and group these activities and assigned to the group of people, known as
departments.
A manager, with required qualification, intelligence and capability is given authority and made
incharge of each department, so as enable him to work his subordinates to reach the
organizational objectives. Proper organization will assist the most effective use of all the
resources of the business. The need for adequate organization grows with the increase in size of
the business unit. More delegation and a large number of managers are required as his business
grows from that of a small company, with its nucleus of a few key people.
 Steps in the Organising Process
1. Identification and division of work: 
The function of organising starts with the identification of the total work which is to be done to achieve the organisational goal.
The work is divided systematically so that each person gets a separate task to perform. This helps to avoid unnecessary duplication
and wastage of efforts and facilitates the specialization of efforts and skills. 

2. Departmentalisation:
Once the identification and division of work are done. The next step is to combine group-related activities into units and
departments. This process of grouping similar and related activities into groups of large independent units or departments is
known as departmentalisation. The grouping may be done on the basis of function, product, customer, etc. 

3. Assignment of duty:
After grouping various activities into departments, the next step is necessary to allocate the work of different employees. Duty
should be assigned based on the knowledge, qualification, experience, and capability of the individual. There should be a proper
match between job requirements and the capabilities of employees. 

4. Establishing reporting relationship:

After assigning duty, the next step is to clearly define the authority and responsibility of the employees. If two or more
person is working together for a common goal, then it is necessary to define the relationship between them in clear terms.
There is a need to create a hierarchical structure and help in coordination among various departments.
 7 types of organizational structures 
1. Hierarchical org structure
The pyramid-shaped organizational chart we referred to earlier is known as a
hierarchical org chart. It’s the most common type of organizational structure—
the chain of command goes from the top (e.g., the CEO or manager) down
(e.g., entry-level and low-level employees), and each employee has a
supervisor.

2. Functional org structure

Similar to a hierarchical organizational structure, a functional
org structure starts with positions with the highest levels of
responsibility at the top and goes down from there. Primarily,
though, employees are organized according to their specific
skills and their corresponding function in the company. Each
separate department is managed independently. 
3. Horizontal or flat org structure
A horizontal or flat organizational structure fits companies
with few levels between upper management and staff-
level employees. Many start-up businesses use a
horizontal org structure before they grow large enough to
build out different departments, but some organizations
maintain this structure since it encourages less supervision
and more involvement from all employees.

4. Divisional org structure

In divisional organizational structures, a company’s divisions
have control over their own resources, essentially operating like
their own company within the larger organization. Each division
can have its own marketing team, sales team, IT team, etc. This
structure works well for large companies as it empowers the
various divisions to make decisions without everyone having to
report to just a few executives. 
5. Matrix org structure
A matrix organizational chart looks like a grid, and it shows
cross-functional teams that form for special projects. For
example, an engineer may regularly belong to the engineering
department (led by an engineering director) but work on a
temporary project (led by a project manager). The matrix org
chart accounts for both of these roles and reporting relationships.

6. Team-based org structure

It’ll come as no surprise that a team-based organizational
structure groups employees according to (what else?) teams—
think Scrum teams or tiger teams. A team organizational
structure is meant to disrupt the traditional hierarchy, focusing
more on problem-solving, cooperation, and giving employees
more control.
7. Network org structure
These days, few businesses have all their services under one
roof, and juggling the multitudes of vendors, subcontractors,
freelancers, offsite locations, and satellite offices can get
confusing. A network organizational structure makes sense of
the spread of resources. It can also describe an internal structure
that focuses more on open communication and relationships
rather than hierarchy.
 Types of Organisation
1. Formal Organisation
Formal organisation is a well-defined structure of authority and responsibility that defines
delegation of authority and relationships amongst the organisational members. It works along pre-
defined set of policies, plans, procedures, schedules and programmes. Most of the decisions in
formal organisation are based on pre-determined policies.
Formal organisation is “a system of well-defined jobs, each bearing a definite measure of
authority, responsibility and accountability, the whole consciously designed to enable the people
of the enterprise to work most effectively together in accomplishing their objectives.”

2. Informal Organisation
An informal organization is a group of people who share a common identity and are committed to
achieving a common purpose. Informal organizations are created by the will and shared identity of their
members. The operation of an organization, in reality, is known as an informal organization as opposed to
a formal organization, which is based on roles and responsibilities.
Informal organizations emerge from the interaction or communication between employees irrespective of
their designations and hierarchies. It runs parallel to a formal organization.
bibliography
https://www.lucidchart.com/blog/types-of-organizational-structures
https://www.businessmanagementideas.com/management/organisation-management/formal-organisation-
meaning-features-and-limitations/4879
https://www.toppr.com/guides/business-studies/organising/types-of-organisation/
https://www.vedantu.com/commerce/informal-organization