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Organizing exists long before we expect its origin. Scientists say that everything in our universe is well
organized to the point that there must be someone behind the magnificence of its structure and existence. It is
clear that a perfect organizing of anything can create a masterpiece. Just like the Creator of our universe did.
Well-organized execution of a plan leads to efficiency and results to the intended output on or before the target
time. This is the reason why we need to understand better what is ORGANIZING.
Organizing is the process of building relationships among functions, materials, and people for a common
purpose.
Organizing is a logical extension of planning activities. The available resources should be efficiently organized
to determine the insufficiencies and tasks required as early as in the planning stage to create more effective plan
to achieve a certain objective.
Person-in-charge or with authority should conduct the organizing process. It may also be done by those who
have the responsibility over a thing/group. Sometimes, those who are knowledgeable of the topic is delegated
on the task of organizing.
Allocated resources are properly disseminated without compromising its relevance and timeliness.
Organizing requires establishment of structures, hierarchies, lines of authority, and relationships. it also
involves logical division of labor and coordination.
Effective organizing of both human and material resources ultimately increases productivity.
FUNCTION OF ORGANIZING
1. Clarifies who is to perform which and how those jobs should be divided
2. Clarifies lines of authority, specifying who reports to whom
3. Creates the mechanism for coordinating across the different groups and level of the organization.
DEFINING DELEGATION
Duties and responsibilities across the workforce can become less well defined as organization grows
increasingly complex. Sometimes, one is doing someone else’s job. This may expose the organization to
different risks. Delegation is the manager’s key to efficiency, and benefits all.
Delegation involves entrusting another person with a task for which the delegator remains ultimately
responsible. An effective manager must monitor a delegated project, assuming responsibility while allowing the
delegate autonomy.
1. Know how much authority is the delegate able to exercise without referring back to the delegator.
2. Assess the exercise of direct influence over the work of the delegate.
3. Select the fully capable individual for the task and adequate resources needed in the performance of the
job.
4. Require regular progress report from the delegate
DIVISION OF WORK
It is defined as the extent to which the work of the organization is separated into different jobs to be done by
different people. Tasks are designed and performance expectations are clarified. Organizations divide their
labor into specialized tasks to improve productivity.
Adam Smith was the first to coin the term division of labor in THE WEALTH OF NATIONS in 1776.
Advantages Disadvantages
Efficient Use of Labor Routine, Repetitive Jobs
Reduced Training Costs Reduced Job Satisfaction
Increased Standardization and uniformity of Decreased worker Involvement and
output commitment
Increased Expertise due to repetition of work May not be compatible with computerized
manufacturing technology
SPECIALIZATION
Is the planned division of work into individual tasks that can be repeated efficiently. It is the result of the
improved productivity. Tasks are broken down into it most common elements and as employees repeat a task,
they become better at it. This is where standardization achieves.
Standardization means uniform work with predictable results. Managers must match employees to task
according to their abilities for it enhances utilization and increases efficiency. By becoming expert and then
coordinating results with other experts, employees achieve excellence and productivity.
1. Ensure job descriptions and performance relate to specific tasks required to achieved objectives
2. Structure tasks to capitalize on people’s talents, motivation, and capacity for growth
3. Write job description in terms broad enough so people can cross-train, serve as a team leaders, and
accept responsibility without doing work that requires job reclassification.
4. Never let a situation where an employee denies responsibility for a task because “it is not my job
description”
5. Consider advantages of assigning collective task to people who work well together.
These are centralized organizations where Job descriptions are uniform and formal rules and regulations guide
decision making. Costs are minimized but fit best with relatively stable or slow changing environment.
Basic concerns
3. Process production
It relies on continuous conversion of materials through automatic systems and uses fewer high skilled
individuals to control more sophisticated technology. The process hierarchy therefore has fewer
managers with fewer responsibilities
EVOLUTION OF ORGANIZATION
Larry E. Greiner has identifies a growth model with five phases corresponding to a range of
development from organization inception to maturity.
1. Creative stage – often headed by one person who “is” the company. VMGO are in his/her head.
Management is informal. No delegation of authority.
2. Direction Stage – centralized management develops a “functional” structure of responsibilities. Top
management still controls the firm, but functional specialists are added in each department.
3. Delegation Stage – managers must find ways to diffuse authority as the company diversifies into new
products and markets.
4. Collaboration Stage – the fourth stage, suggests a transition away from bureaucratic paralysis toward
more flexible and adaptive forms of organization.
5. Coordination – a firm in this phase is usually operating in a mature market growth has slowed,
competitors are established, and technology is relatively stable.
6. I.T Stage – there may be a fifth stage, characterized by instantaneous communication and reorganization
tempered by global linkage and need for managers to make and diffuse decisions without intermediaries.
STAFFING
It is the recruiting, selecting, and placing the right person to the right job. It is the flow of employees into,
through and out of the organization
Training and development activities are essential for organizations desiring an effective work force.
Compensation involves decision regarding pay level, pay structure and individual pay distinction
Job evaluation is an important process for determining pay structure within the company
Incentive systems can be linked to the performance appraisal process at the individual, group, organizational
level.
Labor relations deal with unionization and management of collective bargaining agreements employees join
unions because’ of dissatisfaction with management practices