TOPIC 4 : ORGANIZING

4.1 ORGANIZING AND ITS IMPORTANT

  • Organizing the process of determining what needs to be done, how it will be done and who is to do it.
  • organizing synchronizes and combines organizational resource- human, physical and financial which are important in obtaining results.

4.2 THE ORGANIZING PROCESS

  • Managers build a framework by using five step process shows.

Step 1: Review Plans and Objectives.

  • Review plans and objectives includes dictate the purpose and activities that organizations have or will have.

Step 2: Determine the Work Activities Necessary to Accomplish Objectives.

  • The activities that are on- going,routine tasks

step 3: Classify and Group Activities.

  • This requires a manager examine each activity identified.

Step 4: Assign Work and Delegate Appropriate Authority

  • The work must be assigned to individuals.

Step 5: Design a Hierarchy of Relationship

  • Determination of both vertical and horizontal operating relationships of the organization as a whole.

-Organization Chart and Chain of command

Organization Chart graphic representation or a foam of line diagram of a formal organization structure.

Chain of command shows work departments and units in relation to each other. It apso donate the delegation of authority, which specify who reports ti whom. These solid lines are termed the chain of command

-Span of control

Span control the number of subordinates or employees that is manage by a manager.

a) Narrow Span of Management

  • The manager has a few subordinates
  • when manager has a large number of subordinates.

b) Wide Span of Management

-Authority

  • Authority refers as the right to make decisions with respect to work assignments and to require subordinates to perform assigned tasks in accordance with the decision made.

a) Line Authority

  • The authority of a manager over his immediate subordinates.
  • A manager gets his authority from his superior and shares it with his subordinates.

b) Staff Authority

  • The job off staff to give advice, information suggestion and guidance.
  • For example, personnel manager is appointed to help the managers in hiring and training people.

-Delegation

  • Process of transferring the authority for a specific activity or task to another member of the organization.

-Centralization & Decentralization

  • Centralization type of organization which all the important nights and powers are in the hands of the top level management.
  • Decentralization it is the perfect opposite centralization, in which decision- making powers are delegated to the departmental, divisional, unit or centre level managers organization wide.

4.3 ORGANIZATIONAL STUCTURE & RELATIONSHIP

4.4 TYPE OF ORGANIZATION STRUCTURE

-Types of departmentalization

  • Departmentalization it is a process in which an organization selects its organizational structures.

a) Functional departmentalization.

c) Customer Departmentalization.

  • The grouping of related work activities according to functions.
  • For example, the grouping of advertising and sales functions under the Marketing Department.

b) Product Departmentalization

  • Seperated based on a type of product produced by the company.
  • its groups work activities according to what customers are likely to buy in terms of an organization's products or services.

d) Geographical Departmentalization.

  • Seperate departments are made based on the company's operation established at different places.
  • For example, a large company may operate globally through its different zones departments establish on a country basis.

e) Matrix Departmentalization.

  • Individuals report to two or more manager, usually the functional manager and project manager.

f) Process Departmentalization.

  • Groups work related activities according to production processes.

4.5 COORDINATION

-The process of achieving unity of action among interdependent work units, individuals, and activities.

Name : Safirah Nayly Bt Mohd Safri

ID Number : 2020727135