Organizing

  • Question 1
    CBSEENBS12003772

    Define ‘Organising’?

    Solution

    According to Haney, “Organisation is harmonious adjustment of specialised parts for the accomplishment of some common purpose or purposes”.

    Question 2
    CBSEENBS12003773

    What are the steps in the process of organising?

    Solution

    (i) Identification and Division of Work: The first step of organising is the identification and division of work. At this step, the total work is divided into various activities. Every activity is placed under the supervision of a separate manager.

    (ii) Departmentalisation: At this stage, the activities of the same nature are grouped together and assigned to a particular department, e.g., purchase of raw material, purchase of manufactured parts, etc. are given to the purchase department. And production, stocking the goods, research activities are given to the production department.

    (iii) Assignment of Duties: At this stage, the responsibility of each individual or post is decided. While assigning these duties, it is important to match the nature of the work and the capabilities of the person to whom the work is given.

    (iv) Establishing Reporting Relations: When two or more than two persons work for the attainment of common goals their inter-relationship must be defined very clearly.

    Question 3
    CBSEENBS12003774

    Describe the steps involved in the process of ‘Organising’.

    Solution

    In order to complete the organising function of management, following steps are taken:

    (i) Identification and Division of Work: The first step of organising is the identification and division of work. At this step, the total work is divided into various activities. For example, the various activities of a Mobile Phone manufacturing company can be like this:

    (a) purchase of raw material, (b) purchase of manufactured parts, (c) production, (d) stocking of goods, (e) research, (f) advertisement, (g) sales, (h) financial arrangement, (i) maintenance of accounts, (j) correspondence, (k) arrangement of employees, etc. All these activities are different. Every activity is placed under the supervision of a separate manager. In this way, a person performs the same job time and again. Consequently, the benefit of specialisation becomes available.

    (ii) Departmentalisation: At this stage, the activities of the same nature are grouped together and assigned to a particular department, e.g., purchase of raw material, purchase of manufactured parts, etc. are given to the purchase department. And production, stocking the goods, research activities are given to the production department. Similarly, advertisement and sales can be given to the marketing department and the financial arrangements, maintenance of accounts and correspondence can be put in the charge of finance department.

    (iii) Assignment of Duties: At this stage, the responsibility of each individual or post is decided, e.g., the purchase manager will be given the task of purchasing goods, the sales manager will be given the work of sale of goods, the advertising manager will be given the work of advertisement and in the same way the finance manager will be given the responsibility of making financial arrangements. While assigning these duties, it is important to match the nature of the work and the capabilities of the person to whom the work is given.

    (iv) Establishing Reporting Relations: When two or more than two persons work for the attainment of common goals their inter-relationship must be defined very clearly. Everybody should know who is his superior and who is his subordinate? For example, the purchase manager will be the superior for all the employees of the purchase department; they will receive orders from him and will also be responsible to him.

    Question 4
    CBSEENBS12003775

    Explain the importance of organising as a function of management.

    Solution

    The importance of organising becomes clear with the help of the following points:

    (i) Benefits of Specialisation: Under organising all the activities are sub-divided into various works or jobs. For all the sub-works, competent people are appointed who become experts by doing a particular job time and again. In this way, maximum work is accomplished in the minimum span of time and the organisation gets the benefit of specialisation.

    (ii) Clarity in Working Relationship: Organising clarifies the working relations among employees. It specifies who is to report whom. Therefore, communication becomes effective. It also helps in fixing accountability.

    (iii) Optimum Utilisation of Resources: Under the process of organising, the entire work is divided into various small activities. There is a different employee performing every job. By doing so, there is no possibility of any activity being left out or any possibility of unnecessary duplicating any job. Consequently, there is optimum utilisation of all the available resources (e.g., material, machine, financial, human resource, etc.) in the organisation.

    (iv) Adaptation to Change: Organising process makes the organisation capable of adapting to any change connected with the post of the employees. This becomes possible only because of the fact that there is a clear scalar chain of authority for the managers right from the top to the lower level. Whenever, a managerial post falls vacant, it is immediately filled up by promotion. Since every subordinate is well aware of the working of his boss, there is no difficulty for his taking up the new post.

    (v) Effective Administration: It has generally been observed that there is always a condition of doubt about the authority of the managers among themselves. The process of organising makes a clear mention of each and every activity of every manager and also of their extent of authority. It is also made clear as to whom shall a manager order for a particular job. Everybody also knows as to whom they are accountable. In this way, the confusion about authority is put to end. Consequently, effective administration becomes possible.

    (vi) Development of Personnel: Under the process of organising, delegation of authority is practised. This is done not because of the limited capacity of any individual, but also to discover new techniques of work. It provides opportunities of taking decisions to the subordinates. By taking advantage of this situation, they try to find out the latest techniques and implement them. Consequently, it helps them to grow and develop.

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