Meaning, process and principles of organizing

Meaning of Organizing

To successfully implement plans, organizing entails defining the primary activities, classifying them into jobs, and distributing the jobs to various departments and personnel. It is focused with gathering different resources in order to accomplish the intended aims. Resources encompass physical, financial, human, and informational resources. In order for people to carry out their tasks in the most efficient and effective manner possible to achieve the organizational goal, it also entails delegating the required authority to carry out the assigned obligation. Simply said, organizing is the process of creating a network of connections between various human, physical, and organizational aspects and activities.

A work system's structure is also a part of organizing. By "restructuring," we mean relationship building, work delegation, and coordination. Structure always comes after strategy in a well-run organization. The roles, responsibilities, and authorities of people and groups cannot be established without a clear strategic direction.

Process of Organizing

The process is a set of steps used to create something in order to accomplish a goal. The process of organizing could entail a comprehensive plan or an entire structure redesign, but it typically involves the arrangement of specific tasks and activities as well as the framework for managing the links between them. Optimizing the setup for managing the organization's business is the goal. A well-planned organizing method ought to produce a workplace where each team member is informed of their roles. Confusion, a loss of efficiency, and ineffectiveness may emerge from a poorly executed organizing procedure. Five steps make up the organizing process; they are covered below:

• Identify Organizational Goals and Activities
  • Organizational goals, programs, and work activities must be identified in the first step. Organizational goals and plans outline a task that must be completed or a target to be pursued. The next step is to identify and complete the work tasks necessary to achieve the organizational goals.
• Classify and Group the Necessary Work Activities
  • The manager will then organize the numerous activities according to one of the following departmental models: functional, geographic, product, or customer. The management should then designate particular people and groups to carry out the specified work activities.
• Establish Relationships
  • Reporting linkages must be outlined in order to guarantee adherence to organizational directives. The manager needs to identify the organization's overall vertical (decision making) and horizontal (coordinating) relationships. He or she should map out the web of connections using the organizational chart.
• Delegate Authority
  • The authority (right) to complete the prescribed task should be delegated to individuals and groups in the fourth phase. The manager should be very explicit about power and responsibility boundaries when allocating tasks.
• Coordination and Control
  • Finally, it's important to coordinate the actions and efforts of different people, organizations, and units. Then, at regular intervals, the employees' performance must be measured, assessed, and regulated.

Principles of Organizing

An effective company is built on principles. These ideas are used by managers to plan their managing actions. Over time, some fundamental organizing principles have changed. The pioneers of thought, like F.W. These organizing principles benefited greatly from the contributions of Taylor, Max Weber, and Henry Foyal. Numerous of its tenets are still used in organizations. However, there have also been recent developments. Following are a few of the principals that are frequently followed:

• Principle of Clarity about Objectives
  • A purposeful organizing function is necessary. An objective is a target or a desired outcome. Organizing tasks is made simpler once the objectives are clearly stated.
• Principle of Division of Work
  • The efficiency and specialization principles serve as the foundation for the division of labor notion. No one individual or group of people can complete all of an organization's tasks. Therefore, in order for individual workers to complete organizational responsibilities, they must be broken down into smaller, simpler jobs. Workload division promotes specialization, increases production, and improves work efficiency.
• Principle of Unity of Command
  • According to this rule, each employee should only have one superior from whom to take commands or receive instructions. This rule is widely used in organizations to prevent confusion that could result from commands that clash. More superior causes confusion, delays, disagreements, and a host of other issues that can impede an organization's ability to operate efficiently.
• Principle of Scalar Chain
  • A chain of command governs how authority moves down an organization's hierarchy. According to this notion, there must be distinct lines of power that extend from the top to the bottom. This idea causes organizations to acquire a pyramidal form. In order to communicate with higher levels, subordinates must go through their supervisors. The authority and responsibilities of each supervisor must be specified in writing in order to prevent misunderstandings.
• Principle of Span of Control
  • The number of people a manager directly supervises is referred to as the span of control, also known as the span of management. There are two types of span: narrow span and wide span. A tall organization with several reporting levels is built with narrow spans. A flat organization with minimal levels of reporting is produced by wide spans. While a short span of control offers the chance for tight supervision, an ideal span of control is required to maximize effectiveness. Awareness organizational design and the group dynamics at play inside an organization, as well as increasing an organization's overall effectiveness, require an understanding of span of control.
• Principle of Departmentation
  • Departmentation is the logical division of work-related tasks. Activity specialization, managerial work simplification, and control maintenance are all made possible by departmentation. An organization may decide to departmentalize based on roles, regions, goods, or clients. Organizations expand as a result, adding new levels of administration and subunits.
• Principle of Decentralization
  • Pushing decision-making to lower levels of the organization is referred to as decentralization. The idea behind this is that decision-making should take place as close to the action as feasible. Employees are free to carry out their duties by making the greatest use of their knowledge thanks to decentralization.
• Principle of Authority and Responsibility
  • A manager is given authority when it comes to making choices, giving orders, and allocating resources in order to meet corporate objectives on schedule. It is referred to be a "top-down" organizational function. However, responsibility is the duty and accountability to do the work that has been allocated. Each employee in the company needs to understand their responsibilities and authority.
• Principle of Separation of Line and Staff Functions
  • Line functions are those that support the achievement of the organization's primary goals. Production and distribution are the line functions in a manufacturing organization. Line functions are supported by staff functions. Staff members perform services and offer guidance to line departments. Line functions and staff functions should be kept apart because having two of these functions could lead to confusion over authority.
• Principle of Simplicity
  • For the individuals working inside an organization to understand authority and responsibility clearly, the organizational structure should be straightforward with few layers. A straightforward organizational structure aids in reducing staff misunderstanding.
• Principle of Flexibility
  • Because of its dynamic character, the organization's internal and external environments are constantly changing. As a result, the organizational structure needs to be adaptable in order to cope with shifting circumstances.

Reference

(Pant, P.R. (2013). Principles of Management. Kathmandu: Buddha Academic Publishers and Distributors Pvt.Ltd.)