A complete Overview Of Organizing in Principles Of Management. A good Reference for people who are doing this topic presentation and also for the exams. I have covered almost every topic in organizing.

1. PRINCIPLES OF MANAGEMENT
ORGANISING

2. What is ORGANISING?
“organising in a general sense
means systematic arrangment of
activities”
Organising follows “planning”
ORGANISING

3. Definition
 "The process of identifying and grouping
the work to be performed, defining and
delegating responsibility and authority and
establishing relationship for the purpose
of enabling people to work more
effectively together in accomplishing
objects". Louis A. Allen

4. Organising in management
refers to the relationship
between people,work and
resources used to achieve
the common objectives
ORGANISIG IN MANAGEMENT

5. A DESIGN OF ORGANIZATION
MOVEMENT OR BLUEPRINT,
ORGANIZATION
STRUCTURE

6. DEFINATION
ORGANIZATION STRUCTURE
EXPLAINS THE POSITION AND
OFFICIAL RELATIONSHIP
BETWEEN VARIOUS INDIVIDUALS
IN THE ORGANIZATION.

7. DIFFERENT LEVELS IN ORGANISATION
• Low-level managers
• Middle-level managers
• Top-level managers
 These managers are classified in a hierarchy of
authority, and perform different tasks. In many
organizations, the number of managers in every
level resembles a pyramid.

8. Hierarchical view of management
in organizations

9. Learning objectives
Identifying the task
Grouping the activities
Delegation of authority
Coordination
NATURE OF ORGANISING

10. Perform an analysis about the
work
Identify the work
Organisation structure
The grouping of activities
neccesary for attaining
objectives(division of labour)
Assignment of
work(communication)
Delegation of authority(authority
structure)
NATURE

11. Aids to management
It facilitates growth,creativity
It ensures optimum use
resources
Establishes relationship among
individual groups
Clusters job into units
Coordinates.
PURPOSE OF ORGANISING

12. FORMAL GROUP- A formal
group is a structured
group,which has a plan and
positions each job’s objective
and functions
FORMALAND INFORMAL GROUPS

13. Formal means something
systematic.
It is in an official structure
It provides official relationship
between individual.
It is objective oriented
It abides with rules and regulations
CHARACTERISTICS OF FORMAL GROUP

14. The line of communication is very
clear
It is accuracy of the information.
systematic
It is objective oriented.
It has a heirarchial pattern
ADVANTAGES:

15. ot be related
It is the outcome of personal ,social
and friendly relationship and it
develops spontaneously.
It arises naturally on the basis of
friendship or some common interest
which may or may n
with work
INFORMALGROUPS

16. •Informal group is created by the
member of the organisation for
their social andpsychological
satisfaction.
•Informal groups are unstable in
nature,it is not permanent.
•Informal groups are greater in
Numbers than the formal groups.
• Free interaction.
CHARATERISTICS OF INFORMAL GROUP

17. TYPES OF ORGANIZATION
STRUCTURE
LINE STRUCTURE
LINE AND STAFF STRUCTURE
FUNCTIONAL STRUCTURE
COMMITTEE STRUCTURE
PROJECT STRUCTURE
MATRIX STRUCTURE

18. It flows from top to lower level .
It is the simplest and oldest
method followed in many
Organization.
LINE STRUCTURE

19. Simple and easy to establish.
Authority and responsibility is clearly
defined
Ensures Better discipline.
It provides better scope for
supervision.
MERITS OF LINE STRUCTURE

20. Overburden with lots of administrative
work
It may result in autocratic control
Manager enjoys monopoly in the matter
of decision making ( he himself take
Decision)
DEMERITS OF LINE STRUCTURE

21. The staff is attached to line
The staff are experts
specialized in specific areas
They give ideas to personnel
LINE AND STAFF ORGANIZATION

22. MERITS OF LINE AND STAFF
Relief to top executives.
Quality decisions.
Flexible.
Specialization is not violated.
Unity of command is not violated.

23. Often arises conflicts between line
and staff.
Leads to confusion since
responsibility is not well defined.
DEMERITS OF LINE AND STAFF

24. There will be a separate
department for different actions
or activities.
FUNCTIONAL ORGANIZATION

25. •Better control over
subordinates.
Scope for expansion Higher
efficiency.
•Interdepartmental conflicts.
•Delay in decision making.
MERITS AND DEMERITS OF FUNCTIONAL
ORGANIZATION

26. committee.
A group of people entrusted ina
task
Types:
Permanent committee.
Temporary or ad hoc
Executive committee.
Advisory committee.
COMMITTEE
ORGANIZATION

27. •Scopeof group judgment.
•Proper coordination and control
among individuals and
departments.
•Various interest groups.
MERITS

28. Expensive affair to constitute a
committee
Time consuming or
slow decision
DEMERITS

29. •It varies from one organization to
organization.
•Any organization execute a large
project for a long period of time
adopt this project organization.
PROJECT ORGANIZATION

30. Maximum use of specialized knowledge
and skills.
Flexibility of operation.
Focuses attention on the specific
projects.
Provides better coordination.
MERITS

31. Pressure and uncertainty due to
some several specialist.
Difficulty in coordination.
Evaluation of performance of
various specialist is difficult.
DEMERITS

32. It is suitable where there is large
number of small projects.
It is also called as multiple
command system.
It is also called as linking pins.
MATRIX ORGANIZATION
STRUCTURE

33. BEST UTILISATION OF
ORGANIZATIONAL RESOURCES.
BENEFIT TO BOTH FUNCTIONAL
AND TECHNICAL SPECIALIST.
PERMITS HIGHER DEGREE OF
FLEXIBLITY AND ADAPTABILITY.
MERITS

34. DEMERITS
 Its againstprinciple ofunityof command.
 Quick decisionmaynotbepossible.
 It gives scope for conflicts.

35. SPAN OF MANAGEMENT
It is also called as
span of control or
span of supervision.
It refers to the
number of
subordinates that
report directly to a
single manager or
supervisor.

36. TWO TYPES OF SPAN
NARROW SPAN OF MANAGEMENT
Tall organization.
Manager oversees “few” subordinates.
better communication.
example : handicraft , ivory work , etc.

37. WIDE SPAN OF MANAGEMENT
Flat organization .
Manager oversees “large” number of
subordinates.
Less overhead cost.
example: large firms .

38. narrow span
of control
Wide span
ofcontrol

39. FACTORS DETERMING SPAN
OF MANAGEMENT
Nature of work
Ability of the manager
Capacity of subordinates
Degree of decentralization
Quality of planning
Staff assistant
Communication techniques
Time available for supervision

40. DEPARTMENTATION
It is a process of grouping
individual jobs into
departmentation.
TYPES:
Departmentation by function.
Departmentation by
products.
Departmentation by territory.
Departmentation by
customers.
Departmentation by process.
Departmentation by time and

41. Departmentation by FUNCTIONS
Deparmentation done by the functions.

42. MERITS &DEMERITS
Provides scope of specialization.
Eliminates cost of duplication of
work.
Effective control over performance.
Facilitates delegation of authority.
Interdepartmental conflicts.
Difficulty in coordination of activities.
Increases responsibility of departmental
heads.

43. DEPARTMENTATION BY
PRODUCTS
It is suitable for different lines of products.

44. MERITS &DEMERITS
Reduces problem of coordination.
It leads to specialization.
Performance evaluation can be done
easily.
It is flexible and adaptable to change .
Chance of duplication is more.
There may be underutilization of plant
capacity when the demand of product is
not adequate.

45. Territorial or Geographical Departmentation:
 When several activities of an enterprise are
geographically dispersed in different locations,
territorial or geographical departmentation may
be adopted. All activities relating to a particular
area or zone may be grouped together under one
zonal manager or head.

46. MERITS
• Ithelpsinachievingbenefitsof localoperation.
•Better coordination of activities.
Provides effective span ofcontrol.
•Facilitatesexpansionof businesstovarious regions.
DEMERITS
•Due togeographicaldistance problem of
communication.
•Coordinationandcontrolbecomes less effective.

47. Departmentation By Customers
Each department will serve the particular
type or class of customers.

48. MERITS & DEMERITS
Offer scope of specialization.
Enterprise gain ultimate
knowledge about needs of various
categories of customers.
Leadto duplication of
activities.

49. PROCESS OR
EQUIPMENT
The activities are grouped according to
process or equipment.
It is generally used in manufacturing
industries.
Proper utilization of manpower and
machine engaged in proper way.

50. TIME AND NUMBER
DEPARTMENTATION
TIME:
The activities or group on basis
of time
EXAMPLE: Call centers or
any factory.
NUMBER:
The activities or group on
basis of performance by certain
number of persons.

51. CENTRALIZATIONANDDECENRALIZATION
 Fayolhasintroduced the 14th principlesof
managementwhichareverydynamic innature.
 Amongthosethe 8th principle isCENTRALIZATIONAND
DECENRALIZATION.

52. Centralization
 “Centralization”isthe systematicandconsistent
reservationof authority at central points in the
organization.

53. Theimplication of centralization canbe:
 Reservationof decisionmakingpowerat toplevel.
 Reservationof operating authority withthe middle
levelmanagers.
 Reservationof operationat lowerlevelat the
directionsofthe top level.

54. WHATARETHEFACTORSINFLUENCING
CENTRALIZATION
 Sizeanddispersalof operation
 Levelof diversityofproduct-lines
 Natureofgrowth
 Natureof Business
 Qualityof Executives
 ManagementbyException
 EffectiveControlSystem

55. AdvantageofCentralized Organizational
Structure
 Reducedcost
 Uniformity inaction
 Personalleadership
 Flexibility
 Improvedqualityofwork
 Betterco-ordination

56. DisAdvantageofCentralized OrganizationalStructure
 Delayin work
 Remotecontrol
 No loyalty
 No Secrecy
 No specialattention

57. DECENTRALIZATION
 “Decentralization”isasystematic delegationof authority at
all levelsof managementandin all of theorganization.

58. DECENTRALIZATION

59. Advantageof DeCentralized OrganizationalStructure
 Distribution of burdenof topexecutive
 Increasedmotivation andmorale
 Greaterefficiencyandoutput
 Diversificationof Activities
 BetterCo-ordination
 Maintenanceof Secrecy
 Facilitateeffectivecontrol andquickdecision

60. DisAdvantageof DeCentralized
OrganizationalStructure
 Highcost
 Nospecialization
 Need specialists
 Nouniformaction
 Noequitabledistribution ofwork
 ControlSystems
 Typesof Business
 Branchesof organization
 Typeof organization

61. WHATARETHEFACTORSAFFECTING
DECENTRALIZATION?
 Sizeof the organization–largeorsmall
 CostandImportanceof decisions
 Uniformity
 Historyof organization
 ManagementPhilosophy
 Availabilityof efficientmanagers
 Typeof business
 Branchesof organization

62. THANK YOUWITH WARM REGARDS
Prof Sagar Srinivas
Team members of Organising
 Pradyumna
 Sudarshan Acharya
 Loy Ajith
 Suhani S
 Subha Shree
 Davan S
 Vijetha R
 Vidya Shree
 Vikesh Bangera