1. Chapter 3
Organizing

2. Definition
Organizing is the second function of
management,
which
involves
the
assignment of tasks, the grouping of tasks
into departments, and the allocation of
resources to departments.

3. Organizing is deciding how best to
group
organizational
activities
and
resources.

4. Just as the child selects different kinds
of building blocks, the manager can
choose a variety of structural possibilities.
And just as the child can assemble the
blocks in any number of ways, so too can
the manager put the organization together
in many different ways.

5. Basic Organizing Elements that managers
must address:
• designing jobs
• grouping jobs
• establishing reporting relationships between
jobs
• distributing authority among jobs
• coordinating activities between jobs
• differentiating among jobs

6. According to Edgar Henry Schien, a
prominent psychologist, all organizations
share four characteristics:
•
•
•
•
Coordination of efforts
Common goal or purpose
Division of labor
Hierarchy of authority

7. Benefits of Organizing
Productivity increases when human
and material resources are effectively
organized.

8. Synergism- combining efforts to
collectively accomplish the tasks that
would exceed simple sum of individual
efforts. It is achieved through the
integration of specialized tasks.

9. Effective organizing provide the
following benefits:
1. Division of work that avoids duplicate, conflict, and
misuse of resources, both material and human.
2. Clarity of individual performance expectations and
specialized tasks.
3. A logical flow of work activities that can be
comfortably performed by individuals or groups.
4. Established channels of communication that enhance
decision making

10. 5. Coordinating mechanisms that ensure
harmony among organization members
engaged in diversified activities.
6. Focused efforts that relate to objectives
logically and efficiently.
7. Appropriate authority structures with
accountability to enhance planning and
controlling throughout the organization.

11. Management
effectiveness
is
improved by obtaining the right resources ,
organizing management and employees
to work together toward organizational
objectives, and efficiency is improved by
using the most productive combinations of
material and human resources.

12. Effectiveness is doing the right things,
whereas efficiency implies doing things
right.

13. Decisional Roles of Managers
Henry Mintzberg identifies four decisional roles that
reflect managers’ choice-making responsibilities:
1. Entrepreneur. Some mangers do not start their own
firms, but for complex organization, they act as
entrepreneurs by discovering new ways to use resources
and technology.
2. Disturbance Handler. Managers are for resolving
problems, which is their most stressful and challenging
role.

14. 3. Resource allocator. This requires
careful proportioning of scarce
resources such as time, money,
material
or
manpower
to
accomplish all that is expected.
4. Negotiator. Negotiating extends to
internal and external managerial
activities such as negotiating
materials or supplies prices and
terms, wages and conditions of
employment, sales and union
contracts.