Organizing

 01.Write a meaning and definitions of organizing? 

Ans:

According to Herold Koontz "Organizing is the process of defining and grouping the activities of an enterprise, and establishing authority relationships among them to attain goals".

Organizing refers to the process of arranging and structuring tasks, resources, and responsibilities in a logical and efficient manner. It involves creating systems, procedures, and protocols to manage and coordinate the activities of individuals or groups in order to achieve specific goals.

or

Organizing refers to the process of arranging and structuring resources, tasks, or information in a logical and efficient manner. It can involve creating systems and procedures for managing things like time, materials, and personnel. The goal of organizing is typically to improve productivity, streamline operations, and increase effectiveness

02.Explain the Principles of organizing?

Ans: 

01.Principle of unity of objectives: 

Organizational goals, departmental goals, and individual goals must be clearly defined. All goals and objectives must have uniformity. When there is contradiction among different level of goals desired goals can’t be achieved. Therefore, unity of objectives is necessary.

02.Principle of specialization:

Sound and effective organization believes on organization. The term specialization is related to work and employees. When an employee takes special type of knowledge and skill in any area, it is known as specialization.

03.Principle of coordination: 

In an organization many equipment, tools are used. Coordination can be obtained by group effort that emphasize on unity of action. Therefore, coordination facilitates in several management concepts.

04.Principle of authority: 

Authority is the kind of right and power through which it guides and directs the actions of others so that the organizational goals can be achieved. It is also related with decision-making. It generally flows from higher level to the lowest level of management. There should be unbroken line of authority.

05.Principle of responsibility: 

Authentic body of an organization is top-level management, top- level management direct the subordinates. Departmental managers and other personnel take the direction from top-level management to perform the task. Authority is necessary to perform the work.only authority is not provided to the people but obligation is also provided. So the obligation to perform the duties and task is known as responsibility.

06.Principle of delegation: 

Process of transferring authority and creation of responsibility between superior and subordinates to accomplish a certain task is called delegation of authority. Authority is only delegated, not responsibilities in all levels of management. The authority delegated should be equal to responsibility.

07.Principle of efficiency: 

In enterprise different resources are used. These resources must be used in effective manner. When the organization fulfills the objectives with minimum cost, it is effective. Organization must always concentrate on efficiency.

08.Principle of unity of command: 

subordinates should receive orders from single superior at a time and all subordinates should be accountable to that superior. More superior leads to confusion, delay and so on.

09.Principle of span of control: 

unlimited subordinates can’t be supervised by manager, this principle thus helps to determine numerical limit if subordinates to be supervised by a manager. This improves efficiency.

10.Principle of balance: 

the functional activities their establishment and other performances should be balanced properly. Authority, centralization, decentralization must be balance equally. This is very challenging job but efficient management must keep it.

11.Principle of communication: 

Communication is the process of transformation of information from one person to another of different levels. It involves the systematic and continuous process of telling, listening and understanding opinions ideas, feelings, information, views etc, in flow of information. Effective communication is important

12.Principle of personal ability: 

for sound organization, human resources is important. Employees must be capable. Able employees can perform higher. Mainly training and development programs must be encouraged to develop the skill in the employees

13.Principle of flexibility: 

organizational structure must be flexible considering the environmental dynamism. Sometimes, dramatically change may occur in the organization and in that condition, organization should be ready to accept the change

14.Principle of simplicity: 

This principle emphasizes the simplicity of organizational structure, the structure of organization should be simple with minimum number of levels so that its member can understand duties and authorities.

03.State the difference between formal and informal organisation?  

Ans:

04.Explain the types of organisations? 

Ans:

There are two types of organisation

[i]Formal organization

[ii]Informal Organisation

[i]Formal organization: A formal organization is a collection of persons who follow a formal relationship, rules and policies to accomplish a common objective. It is formed based on compliance and there exists a system of authority.

The formation of the type of organization is deliberated by top-level management. The main objective is to accomplish organizational goals.

Types of formal organization:

1.Line Organisation

2.Line and staff organisation

3.Functional organisation

4.Matrix organisation

5.Project Management organisation

01. Line Organization:

Line structure organization is the simplest and oldest form of organization structure. It is called as a scalar type of military or divisional or organization. Under this system, authority flows directly and vertically downward from the top of the managerial hierarchy to different levels of managers and subordinates, and down to the operative level of workers. It is also known as the chain of command or scalar principle.

02.Line and staff organisation:

Line and staff organization, in management, approach authorities (For example: – managers) establish goals and instructions that are then met by employees and other workers. A line and staff organizational structure attempts to present a large and complex enterprise in a more flexible way without sacrificing managerial authority. Staff groups support those who are engaged in the central productive activity of the enterprise. They back up their work. Staff groups help the organisation in analysing, researching, counselling, monitoring, and in evaluating activities.

03.Functional organisation:

Functional Structure Organization is one of the most common structures of organization. They are grouped based on their specific skills and knowledge. Under this structure, the employees are divided into groups by the organization according to a particular or group of tasks. Where functional structures operate well in stable environments, where business strategies have little inclination for change or mobility, the level of bureaucracy makes it difficult for organizations to react quickly to market changes.

04.Matrix organisation:

A matrix organizational structure is a structure of organization in which some individuals report to more than one supervisor or leader, which is described as solid line or dotted line reporting. More broadly, it can also describe the management of cross-functional, cross-business groups and other work models that do not maintain rigid business units or silos grouped by function and geography. For example, an employee may have a primary manager they report to as well as one or more project managers they work under.

05.Project Management organisation:

A project structure organizational structure is used to determine the hierarchy and authority of people involved in a specific project. This organizational structure is temporarily created for specific projects for a particular period, for the project to achieve the goal of developing a new product, specialize in various functional departments such as production, engineering, quality control, marketing research etc. and will be ready to work together. These specialists return to their duties as soon as the project is completed. In fact, the project organization is established with the aim of overcoming the major weakness of functional organization, such as absence of unity of command, delay in decision making and lack of coordination.

[ii]Informal Organisation: 

The informal organization is a group of people where they interact informally and develop connections through mutual interactions.The structure of the organization depends on the norms, relation and affiliation of the people. Members work together in their individual capacities and not professional.

Advantages and disadvantages of informal organization;

Advantages:

01.In this type of organisation, communication does not need to follow the defined chain. Instead, it can flow through various routes. This implies that communication in an informal organisation is much faster relative to formal organisation.

02.Again, humans are social animals. The needs to socialize exists deep within our existence. The informal organisation ensures that there is socialization within the enterprise. Consequently, members experience the sense of belongingness and job satisfaction.

03.Informal organisation, getting true feedbacks and reactions is not easy. Hence, in informal organisation, various limitations of formal organisation is covered up.

Disadvantages:

01.The informal organisation is random and can result in the spread of rumours. Again, we cannot manage and control informal organisation. Consequently, this may result in chaos within the enterprise.

02.It is important to realise that it is not possible to effect changes and grow without the support of the informal organisation. This can work in both ways, for growth or decline of the enterprise.

03.To point out again, informal organisation conforms to group standards and behaviours. If such behaviours are against the organisational interests, they can eventually lead to disruption of the organisation.

05.Explain about the team based organisation? 

Ans:

A team-based organization is a type of organization in which individuals work together in teams to achieve common goals. In a team-based organization, teams are often empowered to make decisions and take ownership of their work.

Some key characteristics of a team-based organization include:

01.Shared goals:

Team members work together to achieve a common goal or set of goals.

02.Collaboration:

Team members work together to share ideas, resources, and skills to achieve their goals.

03.Empowerment:

Teams are given the autonomy and authority to make decisions and take ownership of their work.

04.Communication:

Effective communication is emphasized within teams and between teams.

05.Flexibility:

Teams are often able to adapt to changes in the organization or in the external environment.

06.Continuous improvement:

Teams are encouraged to continuously improve their processes, products or services.

Team-based organizations can be found in a variety of industries and settings, including corporate, government, and non-profit organizations. They are often chosen by organizations that want to improve employee engagement and motivation, to enhance creativity and innovation, and to increase efficiency and effectiveness.

06. Briefly explain about departmentation ?  

Ans:

Departmentation is the process of grouping activities into departments within an organization. It is a way to divide and organize the work of an organization into smaller, manageable units. The goal of departmentation is to improve the efficiency and effectiveness of the organization by breaking down large and complex tasks into smaller and simpler tasks.

There are several ways that organizations can departmentalize, including:

01.Functional departmentation:

Grouping activities by function, such as marketing, finance, and production.

02.Divisional departmentation:

Grouping activities by product, service, customer, or geographic region.

03.Matrix departmentation:

Combining functional and divisional departmentation by creating cross-functional teams to work on specific projects.

04.Customer departmentation:

Grouping activities by customer, such as organizing a team to serve a specific set of customers.

05.Process departmentation:

Grouping activities by process, such as organizing a team to work on a specific process, such as manufacturing or logistics.

Departmentation helps to create clear lines of responsibility and accountability, improve coordination and communication, and increase the overall efficiency of an organization. It is important to keep in mind that different organizations may choose different types of departmentation based on their specific needs and goals.

In conclusion, departmentation is an important aspect of organizational design and management that helps to divide and organize the work of an organization. It can improve the efficiency and effectiveness of the organization, but it should be done carefully and monitored regularly to ensure that it is aligned with the organization's goals and objectives.

07. write a brief note about decentralization and delegation of authority?

Ans:

Decentralization and delegation of authority are related concepts, but they have some key differences.

Decentralization refers to the process of distributing decision-making power and authority from a central authority to lower levels of an organization. It aims to create a more flat and flexible organizational structure, in which decision-making is spread among multiple levels and locations within the organization. Decentralization can lead to improved efficiency, increased accountability, and greater responsiveness to local conditions.

Delegation of authority, on the other hand, refers to the process of granting decision-making power and authority from one person or group to another person or group within an organization. It is a way for managers to share their responsibilities and workload with others, and to empower employees to make decisions. Delegation of authority can lead to increased motivation, improved decision-making, and greater efficiency.

In summary, decentralization is the process of distributing decision-making power and authority to lower levels of an organization, while delegation of authority is the process of granting decision-making power and authority to specific individuals or groups within an organization. Both decentralization and delegation of authority can help to improve the efficiency and effectiveness of an organization, but they have different goals and outcomes.

Decentralization is a strategic approach that is often implemented at the organizational level and it aims to create a more flat and flexible organizational structure, where decision-making is spread among multiple levels and locations within the organization. It is done to improve the overall performance of the organization by enabling faster decision making, promoting innovation and creativity, and giving employees a sense of ownership and responsibility.

On the other hand, delegation of authority is a tactical approach that is implemented at the operational level, it is the act of transferring specific authority, responsibilities and decision-making power from one person to another. It allows the manager to focus on more strategic tasks and responsibilities, and it allows the employees to develop their skills and abilities by taking on more responsibilities.

Decentralization and delegation of authority also have different implications for the roles and responsibilities of managers. In a decentralized organization, managers have less control over the decision-making process and are often more focused on providing guidance and support to employees. In a highly decentralized organization, managers may have little direct control over the day-to-day operations of their department. In contrast, in an organization with a high level of delegation of authority, managers have more direct control over the decision-making process, but they also have more responsibilities in terms of training, coaching, and mentoring employees.

It is also worth noting that an organization can have a mix of both decentralization and delegation of authority. For example, a company may have a highly decentralized structure in which decision-making is spread among multiple levels and locations, but also has a high level of delegation of authority, in which managers are empowered to make decisions and take ownership of their work.