2. SYLLABUS
Nature and purpose – Formal and informal organization –
organization chart – organization structure – types – Line
and staff authority – departmentalization – delegation of
authority – centralization and decentralization – Job Design -
Human Resource Management – HR Planning,
Recruitment, selection, Training and Development,
Performance Management, Career planning and
management
3. Definitions
Allen defines Organising as “the process of identifying and
grouping of 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 their objectives.”
Koontz and O’Donnell defines as “Organisation is the
establishment of authority and relationships with provision for
coordination between them, both vertically and horizontally in
the enterprise structure”.
Organising is the task of mobilizing resources
A structure involving a large number of people engaging
themselves in multiplicity of tasks, a systematic and rational
relationship with authority and responsibility between individuals
and groups.
4. Process of organizing
The manager differentiates and intergrates the activities of his
Organisation
Differentiation - the process of departmentalization or
segmentation of activities on the basis of some similarity
Integration – Process of achieving unity of effort among the
various departments
Establishing Enterprise Objectives
Formulating Supporting objectives, policies and Plans
Identifying and classifying the necessary to accomplish
Grouping the activities in the light of human and material
resources available
Delegating to the head of each group the activity necessary to
perform
Tying the groups together horizontally and vertically through
5. Principles of Organizing
Objectives
Specialisation
Span of Control
Exception – the higher level
have limited time, only
exceptionally complex problem
should be referred to them and
routine matters be dealt by the
subordinates at the lower
levels
Scalar Principle / Chain of
command – line of authority
Unity of Command
Delegation
Responsibility
Authority
Efficiency
Simplicity
Flexibility
Unity of Direction
Personal ability
6. Nature of organizing
Division of work or specialization
In specialization ,various activities are assigned to different people
who are specialists in that area
Orientation towards goals
Organizing is the function employed to achieve the overall goals of
the organization
Composition of individuals & groups
Individuals form a group, groups form an organization
Differentiated functions
Organization divides the entire work & assigns the tasks to
individual
Tasks of one individual must be coordinated with task of others
Continuous Process
7. Purpose of Organising
Facilitates Management and Administration
Organization is a machine set by the management to execute the
objectives and policies set by the administration
Management is required to make use of the organization to achieve
the organizational objectives.
Helps to achieve organizational goal
Organization focuses attention of individual objectives towards overall
objectives
Optimum use of resources
Make best use of resources such as Men, Material , Money . Machine
, Method & Market, It is necessary to design an organization properly.
Should be given right person for right job
8. Facilitates growth & diversification
A good organization are essential for expanding business
activity & essential for product diversification such as
establishing a new product line
Optimum use of technological development
To implement and make optimal use of any technological
improvement, an organization is essential
To perform managerial function
Planning, staffing, Directing & controlling cannot be
implemented without proper organization
Human treatment of employees
Organization has adapted the modern concept of system
approach based on human relations
9. Provides job satisfaction and morale
If the workers do not get the job satisfaction, the
organizational structure should be redesigned.
Stimulate creativity
Organization encourages challenges and challenge
stimulates creativity
Creative people can behave in amore creative way in an
organization in which ideas are encouraged and the climate
is good.
Facilitates coordination
Organization creates coordinating mechanism that produce
harmony among the diversified activities of employees.
10. Formal and Informal Organization
FORMAL ORGANIZATION
An organization is formal when the activities are coordinated towards
a common objective
It is basically goal oriented entity that exist the efforts of individuals
It refers to the structure of jobs & positions with clearly defined
functions, responsibilities & authorities
It has a specific set of commends to direct employees in achieving
goals
Organization chart identifies the following aspects of
formal structure
Division of work.
Supervisory relationships.
Communication channels.
Major subunits.
Levels of management.
11. INFORMAL ORGANIZATION
Informal organizations are formed on the basis of individual
relations, communication, general knowledge etc
It is found at all levels of management
It reflects human relationships
Informal organization is any human group interactions that occur
spontaneously & naturally over long period of time
Importance of Informal organization
It serves as a very useful channel of communication in the
organization .
It is very fast. It gives support to the formal organization
Informal organization gives psychological satisfaction of the
members.
They get a platform to express their feelings
12. Organization Chart
A graphic representation of the structure of an organization
showing the relationships of the positions or jobs within it
Visual representation of how a firm intends authority,
responsibility and information to flow within its formal
organizational structure
It usually shows different management functions (accounting,
finance, human resources , marketing, production and R & D)
It shows Decision making power travels downwards &
answerability travels upwards
13.
14. Organization chart shows departments and divisions at the
horizontal level and sub divisions and sub departments at the
vertical level.
Organization chart shows the following:
Interrelationship between members in an organization
Flow of authority and responsibility
Designations of managers and number of persons they supervise
Shows line and staff relationship and functional relationship
Types of Organization chart
Horizontal chart
Vertical chart
Circular or concentric chart
15. Types of Organization Structure
It defines how tasks are divided, resources are deployed and
Departments are coordinated
Structure basically deals with the relationships.
The system of job positions, role assigned to these positions &
specifying authority, responsibility & task of every position is
known as organization structure
Organization structure shows the authority & responsibility
relationship also clarifies who reports to whom
Structure provides a means of balancing two conflicting forces
1. Need for the division of tasks into meaningful groupings
2. Need to integrate the groupings for efficiency & effectiveness
16. Three main objectives of organizational structure
1. To develop coordination among the different activities performed by
various department
2. To avoid duplication of the efforts at the time of execution of the
necessary activities
3. To execute all necessary activities & unnecessary activity avoid
Types of Organizational Structure
Based on the power flow within the organization may be classified
1. Bureaucratic or Mechanistic structure
2. Organic or adaptive structure
Based on the formation of departments or groups may be classified
1. Line organization structure
2. Functional organization structure
3. Line & Staff organization structure
4. Product organization structure
17.
18. Line organization Structure
Line or Simple Structure
An organizational form in which the owner-manager makes
most of the decisions and controls activities, and the staff serve
as an extension of the top executive.
Military/Scalar organization
Line of authority moves directly from top to lowest level in a step
by step manner
It is straight & vertical
Responsibility moves upward
19. Advantages
Highly informal
Centralized decision making
Little specialization
Discipline
Attracts to talented persons
High efficiency & employee moral
Limitations
Heavy burden on line executive (Too many duties & responsibilities)
Rigidity (strictness)**
Delays in communication
Non availability of services of experts
Favoritism (partiality or bias)
20. Functional Structure
An organizational form in which the major functions of the firm,
such as production, marketing, R&D, and accounting are
grouped internally
People with similar skills and performing similar tasks are
grouped together into formal work units.
All report up to one director or Vice President / CEO
Members work in their functional areas of expertise (knowledge)
21. Advantages
Enhanced coordination and control
Centralized decision making
Operational flexibility
Ensures effective supervision
More efficient use of managerial and technical talent
Facilitated career paths and development in specialized areas
Disadvantages
Absence of unity of command (Instructions from several bosses)
Fixing responsibility is difficult
Unsuitable to non-manufacturing activities
Costly : More specialist are required to be appointed
Crates confusion among workers
(Authority is overlapping the responsibility is divided)
22. Line and staff Organization
Line executives are responsible for maintaining discipline,
production
Staff division is responsible for research, planning, scheduling,
establishing standards and recording of performance.
The staff executive are in the organization because of their
expert knowledge.
The line managers are supplied with services of staff for the
basic functions like production, marketing, finance, accounting
personnel, R & D
Line managers are decision takers (take decisions with the help
of staff experts).
Implementation is the responsibility of line managers
Staff experts are called as ‘thinkers’ while the line managers are
23.
24. Line and staff Authority
There are 2 approaches to understand the Line and Staff
authority
1) Functional approach
2) Authority approach
Functional Approach – functions of an organization are classified
into Line and staff function.
- Line functions are those that are directly related with the
attainment of the organizational objectives
- Staff functions are those that help line functions in attaining the
objectives.
Louis Allen – Line functions are those which have direct
responsibility for accomplishing the objectives of the enterprise
and staff functions refer to those elements of the organization
that help the line function to work most effectively in
25. A line function in one organization may be staff function in
another.
Eg: Production and sales are the line functions while financing,
personnel and accounting are the staff functions in
manufacturing organization.
In bank, Finance and accounting are the line functions
According to authority approach, line and staff are two kinds of
authority.
Line authority is defined as a direct authority which a superior
exercises over his subordinates to carry out orders and
instructions.
Staff authority involves giving advice to the line managers to
carry out the operation.
26. Line authority
Line authority is the type of authority that reflects superior-subordinate
relationships.
This is the most fundamental authority in an organization characterized
by power of decision making.
Line authority is a less complicated way of allocating responsibility
since every employee is clear regarding his or her position and clear
lines of authority and responsibility is allocated to them.
As a chain of command: Officials are in the chain of command from
higher position to lower position in the organization.
As a channel of communication: Communication in the organization
flows through the line relationship. Every member of the organization
has someone to report and other to report him.
As a carrier of responsibility: the line relationship carries ultimate
responsibility for the work assigned. Each subordinate is answerable
to his superior.
27. Staff authority refers to the right to advice on improving the
effectiveness for line employees in performing their duties.
Staff personnel are generally independent employees who do not
report to line managers.
These are highly specialized individuals, thus are employed for
their expert knowledge and the ability to add value to the
company.
Staff personnel may work part time for the organization, providing
their expertise.
Staff managers complement the work of line managers since line
managers can focus more time on routine activities and related
decision making when specialized work is carried out by staff
personnel.
Staff Authority
28. i) Advisory staff authority: provides advice, assistance and
information to the line manager.
ii) Compulsory staff consultation: a staff person must be
consulted by a line person before action is taken.
iii) Concurring Authority: A staff person may be granted authority
so that no action can be taken until he agrees it.
29.
30. Departmentation
‘Departmentation’ or ‘departmentalization’ is the process of
classifying the activities of the enterprise into several units for
the purpose of administration at all levels.
Koontz and O’Donnell defines “A departmentation is a process
of dividing the large monolithic functional organization into
small and flexible administrative units”.
Departmentation involves the groupings of people or activities
into a single department or unit.
It facilitates communication, coordination and control thus
contributing to organizational success.
31. Importance of
Departmentation
Specialization -- One major
function & efficiency of
operation increases
Expansion (Growth)
Autonomy (Independent)
Freedom provides job
satisfaction& motivation
Fixation of responsibility
It provides a basis for
building up locality &
commitment
Appraisal of managerial
performance becomes easier
when specific tasks are
assigned to specific
personnel
Managerial development
It facilities communication,
coordination & control
Advantages
Employees can develop skills
depth
Good Coordination
Easily direct & control
Responsibility easily located
Disadvantages
Lack of communication
Individuality
32. Departmentation by different strategies
1) Departmentation by numbers
2) Departmentation by time
3) Departmentation by enterprise function
4) Departmentation by territory or geography
5) Departmentation by customers
6) Departmentation by equipment or process
7) Departmentation by product or service
33. Departmentation by numbers:
Departments are created on the basis of number of persons
forming the department.
Similar types of activities are performed by small groups.
In such cases, each group is controlled by a supervisor or an
executive.
Departmentation by time:
Business activities are grouped together on the basis of the time
of performance.
Having separate department for each shift.
Get the advantages of people specialized to work in a particular
shift.
34. Departmentation by enterprise function
Most commonly followed
The activities are grouped on the basis of functions which are to
be performed.
Each department head is responsible for the respective
departments.
People have similar backgrounds and similar interests, it gives a
rise to specialization which makes man power utilization more
efficient.
35. Departmentation by territory or geography
When an organization operates in different geographical areas
each with distinct needs, it is desirable to create the department
along geographical lines.
The business activities are grouped into area basis and each area
has an in-charge.
Suitable for large scale enterprise especially banking, insurance,
transport.
36. Departmentation by customers
Is created when the needs of the customers are different in
nature.
Market oriented in which departments are created around the
markets served or around marketing channels.
It is suitable where groups of customers are defined.
Each department specialists is serving a particular group or
customers.
The needs of each group of customers are given a special
attention.
37. Departmentation by equipment or process
Activities are grouped on the basis of production processes or
equipment involved.
Used in manufacturing enterprise and at lower level organization
such as textile, oil, engineering and production industries.
Achieve efficiency and economy in operation.
38. Departmentation by product or service
The units are formed according to the type of product.
More useful in multi-line corporations where the product expansion and
diversification, manufacturing and marketing characteristics of the product are of
primary concern.
Each department head is responsible for manufacturing a product and selling it to
customers.
The coordination function is performed by the top level management