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Q.1 Explain Organizing and the nature and types of organizing. ( Management Principles and Organizational Behaviour – Mcom-l 2024 )
1. Meaning of Organizing
Organizing is a basic function of management.
After planning what is to be done, the manager has to create a structure in which people can work together to achieve goals.
Organizing may be defined as the process of:
- identifying and grouping the work to be performed,
- assigning these groups of work to individuals and departments,
- delegating authority and responsibility, and
- establishing relationships among them,
so that people can work in a coordinated way to accomplish the objectives of the organization. types of organization
In simple words, organizing means creating a systematic structure of roles and relationships in an enterprise.
2. Nature / Characteristics of Organizing
- Division of work
- Organizing starts with breaking the total work into smaller activities and jobs.
- Each job is given to a person or group according to their ability.
- This specialisation increases efficiency. types of organization
- Grouping of activities (Departmentation)
- Similar or related activities are grouped together to form departments such as production, marketing, finance, HR, etc.
- This helps in coordination and supervision.
- Establishing authority–responsibility relationships
- Organizing creates a chain of command.
- It is clearly laid down who reports to whom, who has authority to take decisions, and what responsibilities each position carries. types of organization
- Coordination among positions and departments
- Through a clear structure, organizing ensures that activities of different departments and individuals are properly linked so that everybody works towards common goals.
- Goal-oriented process
- Organizing is not done for its own sake; its purpose is to achieve organizational objectives effectively and efficiently. types of organization
- Continuous process
- Organizing is not a one-time activity.
- As the environment, technology and strategies change, the organizational structure also has to be revised. Hence it is a dynamic and continuous function.
- Pervasive function
- Organizing is required at all levels of management (top, middle and lower) and in all types of organizations – business, government, educational, social, etc.
- Delegation is an essential element
- In organizing, managers delegate part of their authority to subordinates so that work can be done effectively.
- Without delegation, organizing cannot exist. types of organization
- Creates a network of roles
- Organizing clearly defines different posts, their duties, powers and inter-relationships.
- Every person knows his role in the organization.
3. Types of Organization
Different organizations adopt different forms of structure depending upon their size, nature of activities, technology, etc. Important types are:
(A) Formal and Informal Organization
- Formal Organization
- Deliberately created by management.
- It defines the official structure of authority, responsibility and communication.
- Rules, procedures, job descriptions and relationships are clearly laid down.
- Example: departments like Production, Marketing, Finance with specified managers.types of organization
- Merits:
- clarity of authority and responsibility,
- systematic working,
- easier control and discipline.
- Demerits:
- sometimes rigid, less scope for creativity and quick decisions.
- Informal Organization
- It arises spontaneously because of social interactions among employees.
- It is not created by management and has no written rules.
- It consists of friendship groups, cliques, informal leaders, etc.
- Merits:
- improves communication,
- satisfies social needs of employees,
- helps management in knowing the real feelings of workers. types of organization
- Demerits:
- may spread rumours,
- sometimes resists change or formal decisions of management.
Formal and informal organizations coexist; a good manager uses the strength of both.
(B) Types of Organizational Structure
- Line (or Scalar) Organization
- Oldest and simplest form.
- Authority flows in a straight line from top to bottom; every subordinate has only one superior.
- Used in small and simple organizations, army, etc.
- Advantages: simple, clear authority, quick decisions.
Disadvantages: overload on top managers, little specialization. types of organization
- Functional Organization
- Here work is divided according to functions (production, marketing, finance, personnel etc.), and specialists are appointed to head each function.
- A subordinate may receive orders from several functional specialists (e.g., production manager, quality manager, maintenance manager).
- Advantages: high degree of specialization, expert supervision, efficiency.
Disadvantages: violation of unity of command, possibility of confusion and conflict. types of organization
- Line and Staff Organization
- Combination of line and functional organization.
- Line managers have authority to make decisions and are responsible for results; staff managers are specialists who advise and support line managers.
- Advantages: maintains unity of command while providing expert advice; reduces burden on line managers.
Disadvantages: possible conflict between line and staff, higher cost.
- Committee Organization
- Certain decisions are taken by committees (groups of people) instead of individuals—e.g., purchase committee, selection committee.
- Useful where combined judgement and coordination of different departments are required. types of organization
- Advantages: better decisions through group thinking, democratic, improves coordination.
Disadvantages: time-consuming, risk of indecision.
- Matrix or Project Organization (optional for higher detail)
- Employees have dual reporting: to functional manager and to project manager.
- Used where many projects are run simultaneously (construction, research, consultancy, etc.)
- Advantages: flexibility, better use of specialist skills, suitable for a dynamic environment.
Disadvantages: complexity, conflict due to dual authority.
4. Conclusion
Organizing is a vital managerial function through which the manager creates a logical structure of jobs, departments and authority relationships.
Its nature shows that it is a goal-oriented, continuous, universal and dynamic process based on division of work, delegation and coordination. types of organization
Different types of organizing—formal and informal organization, and various structural forms such as line, functional, line & staff, committee and matrix organization—are used according to the needs of the enterprise so that human and physical resources are used in the best possible manner.
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