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College of Education
School of Continuing and Distance Education2014/2015 – 2016/2017
INFS 212
Principles of Management
Session 7 – Organising
Lecturer: Dr. Emmanuel Adjei Department of Information StudiesContact Information: [email protected]
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Session Overview
Organising is the second fundamental management function to
be discussed. Basically organising involves dividing the work to
be done, assigning qualified management personnel to the
organisational units, providing the physical factors of work
environment, and determining the dimensions of authority
believed to be necessary to carry out the respective
assignments. While planning determines what tasks need to be
done and in what sequence, organising is concerned with
determining who completes the task and what resources are
required. Usually, planning and organising are inter-related.
Slide 2
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Session Overview
For example, many action plans involve a certain amount
of organising. Session 6 is devoted to discussions on
organising as a management function. The areas
covered are: Defining and explaining organising and
organisational structures; job design; type of
organisational structures and Departmentalisation.
Slide 3
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Session Objectives
Objectives
At the end of the session, you should be able to
• Define and explain organising
• Distinguish between the main types of organisational
structure
• Discuss the types of Departmentalisation
• Understand the usefulness of organisational charts
Slide 4
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Session Outline
The key topics to be covered in the session are as follows:
• Topic One: Defining and explaining organising
• Topic Two: Purpose / importance of organising
• Topic Three: Formal and informal organisation
• Topic Four: Organisational structure
• Topic Five: Departmentalisation
• Topic Six: Information and Organisation
Slide 5
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Reading List
1. Robbins, S.P. & DeCenzo D.A. (2008) Fundamentals of Management: Essential concepts and applications, (Sixth Edition), Pearson, Prentice Hall: Upper Saddle River, NJ. (Read Chapter 5, pages 130-151)
2. Chandan JS (2002). Management: Concepts and Strategies. New Delhi, Vikas Publishing House, PVT Ltd (Read Chapters 9 & 10: Pages 201-210 & 224-247).
3. https://www.vidyarthiplus.com/vp/user-20363.html
C. GOKUL AP/ EEE . Principles of management
Slide 6
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DEFINING AND EXPLAINING ORGANISING
Topic One
Slide 7
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What is Organising?
• Organising is the process of defining the tasks and
activities to be carried out by a number of people to
achieve particular objectives
• The manager decides how best to group organisational
activities and resources
Slide 8
Defining and Explaining Organising
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Nature of Organisation
1. Group of Persons 5. Communication
2. Common objectives 6. Central Authority
3. Division of Work 7. Rules and Regulations
4. Co-ordination 8. Environment
Slide 9
Defining and Explaining Organising
C. GOKUL identifies the following characteristics of
an organisation;
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• Group of Persons: An organisation is a group of
people working together for the achievement of
common objectives.
• Common Objectives: Every organisation has
common objectives. The common goal is the basis of
cooperation among the members.
Slide 10
Defining and Explaining Organising
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Division of Work:
• Also known as job
specialization.
Organisational task is
divided and assigned to
individuals or members of
a group. Division of work
is necessary because it
enhances efficiency and
effectiveness.
Slide 11
Defining and Explaining Organising
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Slide 12
• Co-ordination: The
process of linking
activities of various
departments of the
organisation.
Departments in an
organisation are
willing to help
each other for the
achievement of
desired goals.
Defining and Explaining Organising
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• Communication: The basic nature of organisations is the human
processes, behaviour or activities. People integrate and
coordinate their efforts through communication with each other
in order to integrate or coordinate there efforts, and by so
doing, can perform together efficiently.
• Authority: The activities of individuals and groups in an
organisation is regulated and controlled by established
authority relationships. Authority gives management the power
to enforce obedience and give guidance and direction to the
efforts of individuals and groups.
Slide 13
Defining and Explaining Organising
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• Rules and Regulations
Rules and regulations are laid down and enforced byorganisations to guide the conduct of members. Rules andregulations specify what actions will be taken or not and whatbehavior is allowed or prohibited.
• Environment
Organisatons are affected by environmental forceswhich include: Economic, Social, Political and Legal factors.
Slide 14
Defining and Explaining Organising
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PURPOSE / IMPORTANCE OF ORGANISING
Topic Two
Slide 15
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Purpose / Importance of Organising
Slide 16
IMPORTANCE OF Organising
1. Facilitates Administration 2. Encourages
Growth & Diversification
3. Optimum Use of
Technology
4. Stimulates Innovation & Technology
5. Encourages Good Human
Relations
6. Ensures Continuity of
Enterprise
7. Coordination
C. GOKUL AP/ EEE . Principles of management
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• Facilitates Administration: Achievement of the objectives
of an enterprise by providing a framework of
coordination and control. Individual goals can be
coordinated towards group goals. A properly balanced
organisation facilitated both management and
operation of the enterprise.
• Encourages Growth & Diversification: It has enabled
organisations to grow and expand to giant sizes. It
provides flexibility for growth without losing control over
various activities.
Slide 17
Purpose / Importance of Organising
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• Optimum Use of New Technology: Optimum use of
technology permits optimum utilisation of human resources.
Sound organisation ensures that every individual is placed
on the job for which one is best suited.
• Stimulates Innovation & Creativity: It stimulates creative
thinking and initiative on the part of employees. It provides
recognition for the professional and the specialist in terms of
their achievement.
Slide 18
Purpose / Importance of Organising
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Encourages Good Human Relations: The assignment of
right jobs to right person improves job satisfaction and inter-
personal relations. Well-defined jobs and clear lines of
authority and responsibility ensure good human relations.
Ensures Continuity of Enterprise: It provides scope for the
training and development of future management.
Coordination: Division of labor, better utility of technology
and human talent helps to improve the efficiency and
quality of work.
Slide 19
Purpose / Importance of Organising
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Setting up an organisation /
Process of Organising
Slide 20
Organisation identifies its objectives, establishes policies and creates plans
Identifies activities necessary to carry out the plans
Groups or categorizes these activities as appropriate to its needs
Grants authority to staff within groups to carry out the activities
Establishes formal relation between the groups and seeks to integrate them
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Slide 21
FORMAL AND INFORMAL
ORGANISATION
Topic Three
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Formal and Informal organisation
A formal organisation is one in which deliberately constructed to fulfil specific goals. It is characterised by planned division of responsibility and well defined structure.
Slide 22
This is loosely structured,
flexible, and spontaneous
and which develops
because of the informal
activities of organisation
members
Formal Structure Informal Structure
Formal and informal organisation compared
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Slide 23
Formal and Informal organisation
Formal and informal compared
C. GOKUL AP/ EEE . Principles of management
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ORGANISATIONAL STRUCTURE Slide 24
Topic Four
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Organisational Structure
It is a framework within which an organisation
arranges its lines of authorities and communications
and allocates rights and duties.
An organisational structure is represented by a
diagram called organisational chart.
Slide 25
Defining organisational structure
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Slide 26
Organisational Structure
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Organisational Structure
Slide 27
Owner (Manager)
Assistant Manager
Staff Staff Staff Staff
Simple Structure
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Tall organisational structure
Slide 28
Organisational Structure
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Flat organisational structure
Slide 29
Organisational Structure
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Slide 30
Organisational Structure
Departmentalisation and formal structure
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DEPARTMENTALISATION
Topic Five
Slide 31
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Slide 32
Departmentalisation
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The basis by which jobs are grouped together.
Forms (or) Types
Departmentalisation by Function
Departmentalisation by Geography
Departmentalisation by Customer Group
Departmentalisation by Product
Departmentalisation by Process
Slide 33
Departmentalisation
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Slide 34
Functional / Divisional Structures
It is based upon specialization and involves the establishment of departments which are responsible for specific functions required by the organisation
Departmentalisation
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Slide 35
Departmentalisation
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Slide 36
Departmentalisation
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Geographic organisation The categorization of organisational units by
geography
Advantages
• Allows for the use of local employees or sales people
Disadvantages
• Having multiple locations can be costly
Slide 37
Departmentalisation
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V
Slide 38
Departmentalisation
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Customer organisationThe categorization of organisational units by customers served
Advantages
• Allows employees to identify with a particular customer type
Disadvantages
• Possible duplication of facilities and equipment
Slide 39
Departmentalisation
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Slide 40
Departmentalisation
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Market structure
Slide 41
Departmentalisation
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Hybrid organisation / Matrix Structure An organisational structure that uses multiple types of departmentalisation within the organisation
• A small organisation may have no organisation at first. As it grows , it may organize first on one basis, then another, and then another
• Hybrid organisation share the same advantages and disadvantages as the organisation types being used within it.
Slide 42
Departmentalisation
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Slide 43
Departmentalisation
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Slide 44
Information and Organizing
• Information about task requirements, methods and resources required
• Information on staff skills, abilities, motivation
• Information on needs of employees to work in particular conditions, methods, teams etc.
• To indicate how tasks relate to each other, and who should do what
Organizing
Purpose Source
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Summary
• Organising is the arranging of human and physical resources
into a structure to coordinate and channel everyone’s effort
to accomplish the organisation's objectives.
• It has five basic steps: determining major tasks required,
designing jobs, grouping jobs into departments, creating
authority and reporting relationships, and delegating
authority to subordinate managers.
• Once the major activities of business are divided into
specific tasks, these tasks are grouped in a logical manner.
This is called Departmentalisation.
Slide 45
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Summary con’t
• The most common method for grouping business
activities is on the basis of business function. Other
basis of Departmentalisation are product,
geographic, and customer.
• Most firms use a combination of these different types
of Departmentalisation.
Slide 46
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Sample Questions
1. Define organisation as a management function.
What do we mean by effective organisations?
2. How does formal organisation differ from informal
organisation?
3. What is Departmentalisation? Discuss the different
types of Departmentalisation known to you.
Slide 47
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References
1. Robbins, S.P. & DeCenzo D.A. (2008) Fundamentals of
Management: Essential concepts and applications,
(Sixth Edition), Pearson, Prentice Hall: Upper
Saddle River, NJ. (Read Chapter 5, pages 130-151)
2. Chandan JS (2002). Management: Concepts and
Strategies. New Delhi, Vikas Publishing House, PVT Ltd
(Read Chapters 9 & 10: Pages 201-210 & 224-246).
3.
• rence Slide 48