Organizing 

For other uses, see Organising model and Union organizer.
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Organizing (alternative spelling: Organising) is the act of rearranging elements following one or more rules.

Organizing metal movable type

Contents

Examples

Anything is commonly considered organized when it looks like everything has a correct order of placement. But it's only ultimately organized if any element has no difference on time taken to find it. In that sense, organizing can also be defined as to place different objects in logical arrangement for better searching.

Organizations are groups of people frequently trying to organize some specific subject, such as political issues. So, even while organizing can be viewed as a simple definition, it can get as complex as organizing the world's information.

Organized livestock pens and walkways at Chicago's stockyards, ca. 1941.

History

Historically, humans have always tried to organize ourselves. Be it on religion, through books and spoken word, or in science, through journals and studies, or in many other ways. Writing ideas in a book, not to talk to someone, but to specifically catalog is also an attempt to organize information.

Science books are notable by their organization attempt of a specific subject. Encyclopedias, instead, usually try to organize any subject into one place, for faster indexing and seeking of meanings.

Applications

Organizing, in companies point of view, is the management function that usually follows after planning. And it involves the assignment of tasks, the grouping of tasks into departments and the assignment of authority and allocation of resources across the organization.

Structure

The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated.

  1. A set of formal tasks assigned to individuals and departments.
  2. Formal reporting relationships, including lines of authority, decision responsibility, number of hierarchical levels and span of managers control.
  3. The design of systems to ensure effective coordination of employees across departments.

Work specialization

Chain of command

Authority, responsibility, and accountability

Delegation

Types of authority

Span of management

Factors influencing larger span of management.

  1. Work performed by subordinates is stable and routine.
  2. Subordinates perform similar work tasks.
  3. Subordinates are concentrated in a single location.
  4. Subordinates are highly trained and need little direction in performing tasks.
  5. Rules and procedures defining task activities are available.
  6. Support systems and personnel are available for the managers.
  7. Little time is required in non-supervisory activities such as coordination with other departments or planning.
  8. Managers' personal preferences and styles favour a large span.

Tall versus flat structure

Centralization, decentralization, and formalization

Departmentalization

The basis on which individuals are grouped into departments and departments into total organisations.

Approach options include;

  1. Functional - by common skills and work tasks
  2. Divisional - common product, programme or geographical location
  3. Matrix - combination of Functional and Divisional
  4. Team - to accomplish specific tasks
  5. Network - departments are independent providing functions for a central core breaker

Importance of organizing

See also

External links

References