The scope of school organising is very vast. It includes; efficiency of the institution, securing benefits of the school through practical measures, clarification of the functions of the school, coordination of the educational programmes, sound educational planning, good direction, efficient and systematic execution. This presentation seeks to give a comprehensive definition of organising and discuss the rationale for organising having defined some key terms. Which will include 1.Allocation of responsibilities. 2. Accountability 3. Establishing clear channels of communication 4. Resource deployment . Organising helps managers to deploy resources meaningfully. 5. The principle of synergy enhances the effectiveness and quality of the work performed. 6. Division of work . Departmentalisation and Coordination.

1. Group task
Lecturer: Dr Mahere
COURSE EM104: Educational
Management
2016-10-25

2. 
The scope of school organising is very vast. It includes; efficiency of
the institution, securing benefits of the school through practical
measures, clarification of the functions of the school, coordination of
the educational programmes, sound educational planning, good
direction, efficient and systematic execution. This presentation seeks
to give a comprehensive definition of organising and discuss the
rationale for organising having defined some key terms. Which will
include 1.Allocation of responsibilities. 2. Accountability 3.
Establishing clear channels of communication 4. Resource deployment
. Organising helps managers to deploy resources meaningfully. 5. The
principle of synergy enhances the effectiveness and quality of the work
performed. 6. Division of work . Departmentalisation and
Coordination.
Introduction

3. 
Henri Fayol was a French industrialist; he was another major
contributor to the systematic study of administration.
Fayol created the famous five elements/functions of
management, which include; Planning, Organising,
Coordinating, Commanding, and Controlling.
Organising: Professor Luther Halsey Gulick, a management
expert and author along with Lt. Col. Lyndall Urwick in 1937
expanded Fayol’s five elements of administrative functions and
came up with the popular acronym, POSDCORB which implies
Planning, Organising, Staffing, Directing, Coordinating,
Reporting and Budgeting.
Background

4. 
 Management is defined as "getting things done through others". It can be
more scientifically defined as the co-ordination of all the resources of an
organisation through the process of planning, organising, directing, and
controlling in order to attain organisational objectives.
 Organising according to Schott & Davis (2007) is the establishment of a
formal organisational structure, functions and subdivisions that are
required for carrying out the duties for the achievement of defined
objectives.
 Sheldon states, “Organization is the formation of an effective machine;
management, of an effective executive; administration, of an effective
direction. To organise means, building up the dual structure, material and
human of the undertaking.
 Sidhu (1996) says an organisation represents two or more than two people
respectively specializing in functions of each perform, working together
towards a common goal as governed by formal rules of behavior.
 From the definitions above one can comprehensively define organising as
the establishing of structure that that ensures that resources are deployed
meaningfully so as to be used effectively and efficiently inorder to achieve
determined goals
DEFINITION OF TERMS

5. 
1. to establish logical patterns of inter-relationships among members of
the group;
2. to secure advantages of specialisation or division of labour whereby
the optimum utilisation of talents can be realised;
3. to coordinate activities of the component parts in order to facilitate
the realisation of the goals of the organisation (Massie and Douglas,
2007).
4. Organising establishes some structure for accomplishing plan
requirements, staffing that structure with individuals, delegating
responsibility and authority for carrying out the plan, providing
policies and procedures to help guide people, and creating methods
or systems to monitor implementation
5. In school organization, there is a great role of economy, men, and
material to achieve the desired objectives.
REASONS FOR
ORGANISING

6. 
 It provides close collaboration and sense of sharing
responsibilities, organized purpose and dynamic approach.
 Any organization plays a vital role in the life of human being.
 It plays different functions like; brings efficiency, guide pupil
to receive right direction from the right teachers, enables the
pupil to get profit from their learning, bring coordination of
the student-teacher-parents-society.
 It provides well defined policies and programmes, favorable
teaching learning situation, growth and development of
human beings, make use of appropriate materials, effective
development of human qualities, execution of the
programmes, arrangement of the activities, efforts for
attainment of the objectives etc.
REASONS FOR
ORGANISING

7. 
 Below are the headings of rationale and detailed
discussions
RATIONALE FOR ORGANISATION IN
DETAIL

8. 
 Organising leads to an organisational structure, that clearly
shows who is responsible for what tasks. Eg in a school there
are several departments such as administration, catering,
grounds personnel, sports.
 In these sections the superordinate and the subordinate
responsibilities need to be clarified.
To allocate responsibilities

9. 
 Organizational structure helps in putting right men
on right job which can be done by selecting people
for various departments according to their
qualifications, skill and experience. This is helping in
defining the jobs properly which clarifies the role of
every person.
Well defined jobs

10. 
 Organizational structure helps in clarifying the role positions
to every manager (status quo). This can be done by clarifying
the powers to every manager and the way he has to exercise
those powers should be clarified so that misuse of powers do
not take place. Well defined jobs and responsibilities attached
helps in bringing efficiency into managers working. This helps
in increasing productivity.
 This ensures that communication is effective and that all
information required by managers and employees of the
organisation to perform their jobs effectively reaches them
through proper channels.
Clarifies
authority/establishes clear
communication channels

11. 
 Organization is a means of creating co-ordination among different
departments of the enterprise. It creates clear cut relationships
among positions and ensure mutual co-operation among
individuals. Harmony of work is brought by higher level managers
exercising their authority over interconnected activities of lower
level manager.
 Authority responsibility relationships can be fruitful only when
there is a formal relationship between the two. For smooth running
of an organization, the co-ordination between authority-
responsibility is very important. There should be co-ordination
between different relationships. Clarity should be made for having
an ultimate responsibility attached to every authority. There is a
saying, “Authority without responsibility leads to ineffective
behaviour and responsibility without authority makes person
ineffective.” Therefore, co-ordination of authority- responsibility is
very important.
Co-ordination

12. 
 The organization structure is helpful in defining the
jobs positions. The roles to be performed by different
managers are clarified. Specialization is achieved
through division of work. This all leads to efficient
and effective administration.
 This implies that the responsible employees will
account for outcomes, positive or negative.
Accountability links directly to the actions of the
individual, section or unit. In a school the sports
director accounts for sporting activities.
Effective
administration/Accountabili
ty

13. 
 Sidhu, K.S (1996) School management and organization,
Sterling Publishers Pvt. Ltd.
 Scott, W,R & Davis, G,F (2007), Organizations and
Organizing: Rational, Natural and Open System
Perspectives. Pearson: Prentice Hall
References