According to Chester Barnard, “Organizing is a function by which the concern is able to define the role positions, the jobs related and the co-ordination between authority and responsibility. Hence, a manager always has to organize in order to get results.
Nature of Organizing:
Organization is a group of Individuals:
Organization can consider as a group of individuals who comes together and make co-operative relationship with each-other and contributing their efforts with a view to attain preset goals. Infect, in the absence of group of individuals there is no existence of organization. Thus it is clear that organization is a group of individuals.
Organization is a process:
The feature of organization can put to be as a process, because a large number of events are done under organizing process towards the attainment of predetermined goals, such as determination of various activities, grouping of activities, allocation of work among the employees and delegation of authority as well. Hence, organization is a process.
Organization is a ‘Means’ not an ‘End’:
Organization is a means to reach out the goals of an enterprise. In fact organization provides such platforms to enterprise where all the activities are clearly predefined, as a result of this enterprise easily obtain its goals. Thus it is proved that organization is a ‘Means’ not an ‘End’.
Organization is an important Function of Management:
It is an essential feature of organisation. Organization refers to an important function of management because all other functions of management like staffing, directing, controlling etc will become ineffective in the absence of this function.
Communication is the life of organization:
It is also an important feature of organization. Communication can be treated as a life of organization, because in the lack of proper network of communication there is no existence of organization. Infect the foundation of an organization properly depends on communication. On the whole it is clear that organization is the system of communication.
Significance
1. Benefits in specialisation:
In organising every individual is assigned a part of total work and not the whole task. Due to this division of work into smaller units and assignment of units according to the qualification leads to specialisation. The specialisation automatically comes when an individual is performing one job repeatedly.
2. Role Clarity:
In the organising function the employees are assigned different jobs and the managers clearly define the jobs. The jobs are defined on the written document called job description which clearly spells out what exactly has to be done in every job. This description of job brings clarity in the minds of employees.
3. Clarity in working relationship:
In the organising function it is clearly defined that what all and how much power and authority is enjoyed by different individuals or managers. Each manager knows very clearly to whom he can give order and from whom he has to receive the order. The superior-subordinate relation is clearly defined in organising.
4. Optimum utilization of resources:
In the organising function there are very few chances of duplication of work or over-lapping of work because the jobs are assigned to different individuals by clearly defining the job in job description document. So, there are no chances that the same work is performed by two or more individuals.
5. Co-ordination and effective administration:
In the organising function, the similar and related jobs are grouped under one department which leads to unification of efforts and harmony in work. The organising function establishes relation between different departments keeping in mind the co-ordination among different departments. By bringing clarity in working relationship administrative efficiency improver.
Management Limitations of Organizing
(1) Difficulty in Interdepartmental Coordination:
All departmental heads may work as per their own wish. No doubt this facilitates coordination within the department but it makes interdepartmental coordination difficult.
(2) Hurdle in Complete Development:
This system is a hurdle in the way of the complete development of the employees. Each employee specialises only in a small part of the whole job.
(3) Conflict of Interest:
Every departmental head wants to become a functional empire. To satisfy their ego every one demands maximum resources for their department. This situation leads to conflicts among the various departmental heads.
(4) Ignorance of Organisational Objectives:
Each departmental head works according to his sweet will. They always give more importance to their departmental objectives. Hence, overall organisational objectives suffer. For example, to establish its image, the production department may produce quality product ignoring the fact that market trend favors accepting medium quality product.
0 Comments
We’d love to hear from you!