ORGANIZING

1. ORGANIZING

2. What is an Organization? • Importance of Organizations • Bring together resources to achieve desired goals and outcomes • Produce goods and services efficiently • Facilitate innovation • Use modern manufacturing and information technologies

3. Importance of Organizations • Importance of Organizations (cont’d) • Adapt to and influence a changing environment • Create value for owners, customers and employees • Accommodate ongoing challenges of diversity, ethics, and the motivation and coordination of employees

4. Nature and Purpose of Organizing • Verifiable objectives • A clear idea of the major duties and activities involved • An understood area of discretion or authority so that the person filling the role knows what he can do to accomplish goals • Organization implies a formalized, intentional internal structure of roles and positions.

5. Steps in organizing are : • The identification and classification of required activities • The grouping of activities necessary to attain the objectives. • The assignment of each grouping to a manager with the authority necessary to supervise it. • The provision for co-ordination horizontally and vertically in the organizational structure.

6. Formal & Informal Organization structures • Formal organization means the intentional structure of roles in a formally organized enterprise. • Informal organization is a network of personal and social relations not established/required by the formal organization but arising spontaneously as people associate with one another.

8. Tall and Flat Organizations • Tall structures have many levels of authority and narrow spans of control • Flat structures have fewer levels and wide spans of control

9. Span of Control • Refers to the number of subordinates who report directly to an executive or supervisor • The differences in the span of control have direct implications on the shape of the organization • Organizations must find the optimal span of control to be effective • Narrow enough to permit managers to maintain control over subordinates • Wide enough so that the possibility of micromanaging is minimized

10. The optimal span of control is dependent on the following factors • Is the work clearly defined • Are subordinates highly trained and do they have access to information • Is the manager highly capable and supportive • Are jobs similar and performance measures comparable • Do subordinates prefer autonomy to close supervisory control • Clarity of delegation of authority.`

11. Clarity of plans • Use of objective standards • Rate of change of organization • Communication Techniques • Amount of personal contact needed • Variation by organization level • A manager who is competent and well trained can effectively supervise more people. • Positive attitude of subordinates towards assumption of responsibility as well as their willingness to take reasonable risk.

14. Problems with organizational levels : • Expensive • Complicates communication • Complicates planning and control

15. Factors Affecting Organizational Structure

16. Five Basic Parts of an Organization Top Management Technical Support Administrative Support Middle Management Technical Core

17. The Organization Goals and Strategy Environment Size Culture Technology Structure • Formalization • Specialization • Hierarchy of Authority • Centralization • Professionalism • Personnel Ratios

18. LARGE Economies of scale Global reach Vertical hierarchy Mechanistic Complex Stable market Career longevity and stability SMALL Responsive Flexible Regional reach Flat structure Organic Simple Niche finding Entrepreneurs Differences Between Large and Small Organizations

19. Departmentalization Process of establishing department in organization

20. Basic patterns of Departmentation Departmentation by Simple numbers Departmentation by Time Departmentation by Enterprise functions Departmentation by Territory/Geography Departmentation by Product Process/Equipment Departmentation Customer Departmentation Matrix Departmentation

21. Departmentation by Simple Numbers This is structural departmentation include – tolling off persons who are to perform the same duties and functions and putting them together under the supervision of a manager. Age old method and rapidly falling into disuse Reason for this are The technology is advancing very fast, demanding more specialized and different skills. Groups composed of specialized personnel are more frequently more efficient than merely based on numbers. It is useful only at the lowest level of the organization structure.

22. Departmentation by time Suitable for lower level of the organization Oldest form structuring organization Grouping of activities according to basis of time The use of shifts is common in many enterprise because normal workloads become insufficient and ineffective E.g.: Hospital, Steel mill

23. Advantages • Services offered 24X7 instead of 8 hrs shift • Process need not be interrupted which needs a continuous cycle of operation • Expensive capital equipments can be used more than 8hrs/day • Students attending classes during the day’s time can work in night shift to sustain their living.

24. Dis-advantages • Supervising during night shift becomes difficult • There is fatigue factor, since it is difficult for most employees to change their biological clock • Having several shifts may cause problems with coordination and communication • Payment of overtime can increase the cost of production or services rendered.