Posted by Chester Morton / Thursday, 14 December 2017 / No comments
The outcome of exercising the managerial function of organizing
OUTCOME OF EXERCISING THE MANAGERIAL FUNCTION OF ORGANIZING
Defining Organizing
Organizing is both a process and function of management. It
aims to determine and define which role each individual in the organization
will play towards the attainment of the firm’s objective. In doing so, the
organizing function of management establishes authority- responsibility
relationships among employees; and makes provision for co-ordination in the
company so that the firm is able to function as a unit.
Introduction
Three things one must note as important outcome of the
organizing process.
The organization is the result of the organizing process
In carrying out the process of organizing, the firm’s
organizational structure will emerge. In reality, if we consider organizing as
the managerial process, the organization or the organizational structure will
be the outcome.
Proper Co-ordination is important for the organization to
work properly.
Management must ensure that in designing the organizational
structure through the process of organizing, they plan and make provision for
proper co-ordination throughout the organization or the firm. This is because
without co-ordination the firm would be incapable of functioning effectively
and efficiently.
The right balance between centralization and decentralization
must be sought
Management must be able to settle the issue of which of how
much power will be centralized or at which level to allow for some
decentralization within the firm. As a matter of fact, if this problem is not
addressed at least in the beginning of creating the organization, future
dysfunctions cannot be avoided. It is very necessary that while delegation of
authority is an important aspect of organizing, how much authority is delegated
to whom, must be decided very early in the firm’s operation. The company’s
management must decide whether to grant more authority to departmental
managers, or to grant operational heads with more power to make decisions.
PRINCIPLES OF ORGANISATION
For an organization to function
properly certain principles must be followed. These principles can be
categorized under overall or general principles, structural principles and
operational principles. Under each principle, there are a set of sub-principles.
This article will be dedicated to explaining “overall principles”:
OVERALL PRINCIPLES
Overall or general principles
specify those principles which are very fundamental and absolutely essential
for the firm to function effectively and in a harmonious manner. Overall
Principles include the following:
Principle of unity of
objective or unity of purpose
In very simple terms this principle demands that individuals
or each member of the personnel must have objectives or goals which are in
perfect harmony with those of the department he/she works in. For example, the
career goals of the personnel must support and be supported by the departmental
objective.
The Principle of
simplicity
The principle of simplicity requires that management must
create the simplest organizational structure possible. The simpler the
structure the easier it is for personnel to understand superior -subordinate
relationships and the better the co-operation of personnel in ensuring the
business functions properly.
The Principle of
flexibility
In designing the structure of the organization, management
must make sure there are in-built mechanisms which can allow the firm to be
flexible and agile. This would make it easier for the company to adapt when
changes occur in the external and internal business environment of the firm.
ALSO READ:
The steps involved in organizing
The levels of management decision
