The Organizing Process Chapter11 www Assignment Point com

The Organizing Process Chapter-11 www. Assignment. Point. com

Meaning of Organizing is the function of management which follows planning. It is a function in which the synchronization and combination of human, physical and financial resources takes place. Organizing is the way resources are arranged and allocated to achieve organizational objective. According to Ricky W. Griffin, “ Organizing is deciding how best to group organizational activities and resources. ” www. Assignment. Point. com

Elements of Organizing There are six basic building blocks that managers can use in constructing an organization. These elements are accumulatively called Organization structure. These elements are Designing jobs Grouping jobs Establishing reporting relationship between jobs Distributing authority among jobs Coordinating among jobs and differentiating among positions. www. Assignment. Point. com

Designing jobs Job design is the determination of an individual’s work related responsibilities. The natural starting point for designing jobs is determining the level of desired specialization. Job specialization means the degree to which the overall task of the organization is broken down and divided into smaller component part. www. Assignment. Point. com

Alternatives to specialization Job Rotation: An alternative to job specialization that involves systematically moving employees from one job to another. Job Enlargement: An alternative to job specialization that involves giving the employees more task to perform. Job Enrichment: An alternative to job specialization that involves increasing both the number of tasks the worker does and the control the worker has over the job. www. Assignment. Point. com

Grouping Jobs: Departmentalization is the process of grouping jobs according to some logical arrangement. It is the process of grouping activities into units for the purpose of administration. Bases for departmentalization are Functional Departmentalization Product departmentalization Customer departmentalization Location departmentalization www. Assignment. Point. com

Establishing reporting relationship Chain of Command: A clear and distinct line of authority among the positions in an organization. The chain of command usually has two components. First one is, Unity of command, suggests that each position within an organization must have a clear reporting relationship to one and only one boss. Second one is, Scalar principle, suggests that there must be a clear and unbroken line of authority that extends from the lowest to the highest www. Assignment. Point. com position.

Span of Management Span of management refers to the number of subordinates that a supervisor can supervise effectively. It determines how many people will report to each manager. Span of management is also known as span of supervision or span of control, or span of authority. There are two options for Span of Management. ◦ Narrow span versus Wide span ◦ Tall span versus Flat span www. Assignment. Point. com

Narrow versus Wide span Narrow span of management means where there are few subordinates per manager. By following Narrow span of management, managers will have more control, better supervision and there remains lower chance of communication gap. When there are many subordinates with one manager, it is called wide span of management. www. Assignment. Point. com

Tall Versus Flat organization If there remains more managers but the organization follows narrow span of management, the result is relatively tall organization with multiple layers of management. Tall structure is more expensive because of the larger number of managers involved and it fosters more communication problems. On the other hand, Wide span of management would result in a Flat organization, that will carry for manager’s more administrative responsibility and more supervisory responsibility. www. Assignment. Point. com