Presentation prepared by:

Mohammed Usama Siddiqui

Syed Umair Ali
Mohammed Arsalan Hasan Imam
Mohammed Ayaz Abbasi
Mohammed Ovais Syed
Farhan Azad
ORGANIZING
“It’s all about working
together”
Deciding the task.
Dividing and allocating.
Coordinating activities.
ORGANIZATION

“A social entity
that is goal
directed and
deliberately
structured”
FORMAL ORGANIZATION

“A system of well-
defined jobs with a
definite measure
authority, responsibility
and accountability, the
whole consciously
designed”
 INFORMAL
ORGANIZATION

It is what people do
in terms of needs,
emotions and
attitudes, not in
terms of
procedures and
regulations.
BASIC ELEMENTS OF
ORGANIZATION
According to G.Scott there
are four basic factors on
which classical
organization theory is
built.
Division of labor.
Scalar chain of command.
Span of control/Span of
management.
Organization structure.
 DIVISION OF LABOR

“The degree to which

organization tasks are
subdivided into individual
jobs; also called work
specialization”
 ADVANTAGES OF DIVISION
OF LABOR

• Skills and expertise.

• Time consumption.
• Inventions and
innovations.
• Productivity.
DISADVANTAGES OF
DIVISION OF LABOR

• Poor communication.
• Limited view.
• Interest of the
employees.
 OVERCOME FROM
DYSFUNCTION OF
SPECIALIZATION
JOB ENLARGEMENT
Different tasks are
combine into one
so that the
employee
performs different
operations.
 JOB ROTATION
In this method,
an individual is
transferred
from one
position to
another.
THE
PARTICIPATION
To committing a
worker to a
decision.
 SCALAR AND
FUNCTIONAL CHAIN OF
COMMAND
DELEGATION
“The process manager use to
transfer authority and
responsibility to positions
below them.”

AUTHORITY
“The formal and legitimate
right of a manger to make
decisions, issue orders and
allocate resources to
achieve organizational
desired outcomes.”
 DELEGATION OF
AUTHORITY

It refers to vesting of
organization power or
right to the decisions in
a subordinate by a
supervisor.
PERSONAL ATTITUDE
AND DELEGATION

Personal attitudes
have an important
bearing on
delegation.
Personal attitude
has the following
impacts.
 RECEPTIVENE
SS
It is willingness of
the delegator to
welcome the
ideas of his
subordinates.

WILLINGNESS TO
LET GO
The delegator must
be willing to allow
others to make
decision in this
place.
WILLINGNE
SS TO
TRUST
SUBORDINA
TES
Usually a
superior has
no way out
except to
trust his
subordinates
in delegation
decision
making
authority.
WILLINGNESS
TO LET OTHER
MAKE
MISTAKES
Delegating means that
the superior is willing
to let his
subordinates make
mistake. But it never
means jumping
blindly into the well.
WILLINGNESS
TO ESTABLISH
AND APPLY
CONTROLS
The delegator
must establish
and use control
to ensure that
the objective of
delegation is
accomplished.
DECENTRALIZATION
The location of
decision
authority near
lower
organizational
levels.
 SPAN OF
CONTROL OR
MANAGEMENT
The number of
employees who
reports to a
supervisor.
 FACTORS OF
SPAN

SUBORDINATE TRAINING
Span may be greater if
subordinate are well-trained.

EXTENT OF DELEGATION
OF AUTHORITY
Delegation of authority
increases the span.
 PLANNING AND
DEFINITION OF
If jobs are JOB
planned and
defined, span can be
increased.

RATE OF CHANGE
Increase in the rate of
change in the
technology, market,
government laws,
fashion, and national
and international
conditions narrow
the span.
 USE OF
OBJECTIVE
STANDARDS
Objective standards
increases the span.

COMMUNICATION
TECHNIQUES
Effective and
technological
communication
techniques widen
the span.
 AMOUNT OF
PERSONAL
INTERACTIONS AND
CONTACTS NEEDED
The more the personal
contacts needed the
smaller the span will
be.
 ORGANIZATIONAL
STRUCTURE

Organization structure
is the result of
organization chart
and organization
design. Structure
comes into existence
when activities are
grouped.
ORGANIZATION CHART
DEPARTMENT
ATION
Dividing up the
workers.
ORGANIZATION
LEVEL
Trustee level.
General
management.
Department level.
Middle level.
Supervisory level.
JOB ANALYSIS
The systematic study
to identify the job.

• What job analysis

does?
• What job analysis is
not?
• How job analysis is
conducted?
 SIZE AND
COMPLEXITY

Organization size
affects
coordination,
morale and
complexity.
 HOW TO OVERCOME??
ORGANIC SYSTEMS
• Organization goals are considered as the end,
functional goals as the means to accomplish
them.
• Coordination is achieved by vertical and flat
contacts.
• Guidelines, policies and work are flexible.
• Direction is as consultation, not in the form
of command.
 MECHANISTIC SYSTEMS
• Specialization and division of labor
according to their expertise.
• Coordination through functional
departments is lateral coordination.
• Clearly defined jobs.
• Development of loyalty and conformity.
• Vertical authority relationship and chain of
command.
REFRENCES:-
We have extracted the text from the following
books:
• NEW MANAGEMENT of Prof. M Amin Khalid.
• MANAGEMENT of Koontz O’Donnell Weihrich.
• MANAGING of Reitz & Jewell
• MANAGEMENT of Danny Samson & Richard L.
Daft.