WHAT IS ORGANISING
The
process of prescribing formal relationships among people and resources, to
achieve goals.Organizing is the process of identifying and grouping the work to
be performed, defining and delegating responsibility and authority and
establishing relationships for the purpose of enabling people to work most
effectively together in accomplishing objectives.
Responsibility
The
obligation of a subordinate to perform the duty, as required by the superior
Authority
The
formal and legitimate right of a manger to make decisions, issue orders, and
allocate resources to achieve
Features
of an Organization
•
Two or more persons
•
Common goals
•
Cooperative efforts
•
Division of work
•
Communication
•
Rules and Regulations
•
Pyramidal shape
Steps
in Organizing
•
Identifying the work:
it is essential to identify the total work necessary to achieve the goals. The
work must be classified in a systematic way so that each person in the
organization gets a separate and distinct task. Work must be divided and
distributed because no one can handle the total work in an organization single
handedly. Identification and classification of work enables managers to
concentrate on important activities, avoiding unnecessary duplications,
overlapping and wastage of efforts
Grouping the Work
•
Division of work creates the need
for coordination. In order to provide for a smooth flow of work all closely
related and similar activities must be grouped together. Thus, departments and
divisions are created under the direction of a manager
Establishing Relationships
•
Once formal relationships are
established, it would help individuals know what must be done, how it must be
done, to whom the matters must be referred and how particular jobs relate to
one another, etc. As soon as the formal relationships are established, they
would provide a framework for assigning duties and responsibilities to
individuals in a clear fashion
Delegating Authority
•
Authority is the right to act, to
issue orders and exact obedience from others. Without authority, a manager may
not be able to perform the tasks with confidence and show results. While
assigning duties, the manager should clearly specify authority and
responsibility limits, so that the subordinate knows well in advance as to what
type of work is expected of him by the superior.
Providing for Coordination and Control
•
The interrelationships between
various positions must be specified clearly. The activities and efforts of
various individuals must be coordinated. The performance must be measured,
evaluated, and controlled at frequent intervals. If deviations occur, they must
be spotted early and appropriate remedial steps taken immediately
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