organising
process that initiates implementation of plans by carifying jobs and working relationships and effectivetly deploying resources for attainment of identified and desrired results
steps in the process of organising
- identification and devision of work
- depatmentalisation
- assignment of duites
- establishing authority and reposting relationship
importance of organising
- benefits of spcialisation
- clarity in the working relationships
- optimum utilisation of resources
- adaptation to change
- effective administration
- development of personnel
- expansion and growth
the organisational structure
the framework within which mangerial and operating tasks are performed
what gives organisational structure the shape to a large extend ?
the span of organisation
span of management
the number of subordinates that can be effectively managed by a superior
two types of organising structure
- functional structure
- departmental structure
functional structure
grouping of jobs similar nature under functional and organising those major functions as separate department creates a functional structure.
advantages of functional structure
- occupational structure
- increasing managerial and occupational efficiency
- minimum duplication of efforts
- control and coordination with a department
- training of employees
disadvantages of functional structure
- less emphasise on overall enterprise objectives than the objectives pursued by the fictional head
- problems in coordination
- conflict of interest
- inflexibility
suitability of functional structure
It is most suitable when the size of the organisation is large, has a diversified activities and operations require a high degree of specialisation.
divisional structure
the organisation structure which comprises separate business units or division
advantages of divisional structure
- development of varied skills in a divisional head
- flexibility
- facilities expansion and growth
- provides a proper basis for performance measurement
disadvantages of divisional structure
- conflict may arise among different divisions
- may ignore organisational interest
- increase in cost
suitability of divisional structure
those business enterprises where a large variety of products are manufactured using different productive resources
formal organisation
the organisational structure which is designed by the management to accomplish a particular task`
features of formal organisation
- this clarifies who has to report to whom
- means to achieve the objectives specified in the plans
- deliberately designed by the top management
- efforts of various departments are coordinated, interlinked and integrated through formal organisation
advantages of formal organisation
- easier to fix responsibility
- no ambiguity in the role that each member has to play
- unity of command is maintained
- effective accomplishment of goals
- provides stability to the organisation
limitations of formal organisations
- the formal communication may lead to procedural days
- poor organisation practices may not provide adequate recognition to creative talent
- difficult to understand all human relationships in an enterprise
features of informal organisation
- from within the formal organisation
- standards of behaviour evolve from group norms
- independent channels of communication
- emerges spontaneously
- no definite structure or form.
informal organisation
Interaction among people at work gives rise to a ‘network of social relationships among employees’
features of informal organisation
- independent channels of interaction
- from within the formal organisation
- no definite structure or form
- emerges spontaneously
- standard of behaviour evolve from group norms
advantages of informal organisation
- faster speared of information
- contributes towards fulfilment of organisational objectives
- full fill social needs of the members
disadvantages of informal organisation
- rumours
- resistance to change may delay or grow
- pressures members to conform to group expectations
