Organizing
Organizing is an important step in the managerial process and
relates to the people in an enterprise. It deals with a quantitative and a
qualitative aspect of manpower in terms of placement, the roles they play and
the relations amongst them, with the aim that they work together effectively
towards accomplishing the goals, objectives and the targets of the organization.
The organization could be formal or informal. The
organization is formal when the roles, the relations of the people and the
objectives they should achieve are well defined. In an informal organization, it
is left to the people to understand and evolve suitable roles and relationship
to achieve the objectives.
While creating the organization, attention is given to an
appropriate splitting of the enterprise activities, by way of function, and
grouping them in such a way that they form a division, a department, a section
or a formal group. The people heading these entities should have enough
authority to decide, and should exercise a discretion in using the authority. The people should be put in such a
structure of roles and relationships that it is designed to work effectively and
the members of the structure are able to contribute substantially towards the
achievement of goals.
Peter Drucker recommends three ways to determine the
structure:
Activity analysis;
Decision analysis; and
Relation analysis.
Organizing is a process by which the manager can bring a
smoothness of operations, by way of conflict resolution, assigning work
responsibility, and creating appropriate work environment of teamwork while
deciding on the process of organizing.
There are certain important factors to which attention should be paid and
which are discussed as follows:
