2. ‘IMAGINATION IS MORE IMPORTANT THAN KNOWLEDGE.’

3. Definition of Organizing and Organizing Skill
Organizing is the process of establishing orderly uses for resources within the management system.
Organizing skill is the ability to establish orderly uses for resources within the management system.

4. A Definition of Organizing

5. Responsibilities of an organizing department would include:
Typical responsibilities of this department would include three primary responsibilities;
Responsibilities of an organizing department would include:
1. Reorganization plans to make management system more effective and efficient
2. Plans to improve managerial skills to fit current management system needs
3. An advantageous organizational climate within the management system

6. Definition of Organizing And Organizing Skill

7. The Importance of Organizing
It is primary mechanism managers use to activate plans.
Organizing creates and maintains relationships between all organizational resources by indicating which resources are to be used for specific activities and when, where and they are to be used.
Through organizing manager minimize costly weaknesses, such as duplication of effort and idle organizational resources.

8. CLASSICAL ORGANIZING THEORY
It comprises the cumulative insights of early management writers on how organizational resources can be used to enhance goal attainment. Three major components of organizing theory; Weber’s bureaucratic model, division of labor and structure.
Weber’s Bureaucratic Model
Max Weber’s bureaucracy model is the most notable contribution to classical organizing theory.
He used the term bureaucracy to label the management system that includes three primary components; 1-detailed procedures and rules 2- clearly outlined organizational hierarchy, 3-impersonal relationships among organizational members.

9. Division of Labor
The essence of division of labor is that individuals specialize in doing part of a task rather than the entire task.
Advantages and Disadvantages of Division of Labor
First, when workers specialize in a particular task their skill at performing that task tends to increase.
Second, workers who have one job and one place in which to do it do not lose valuable time changing tools and locations.
Third, when workers concentrate on performing only one job, they naturally try to make the job easier and more efficient.

10. Disadvantages of division of labor, it focuses on efficiency and economic benefit and overlooks the human variable. Work that is extremely specialized tends to be boring and monotonous.
Managers need to find a reasonable balance between specialization and human motivation.

11. Structure
In any organizing effort, managers must choose an appropriate structure. Structure refers to the designated relationships among resources of the management system.
Its purpose is to facilitate the use of each resources, individually and collectively, as the management system attempts to attain its objectives.
1- Formal Structure, is defined as the relationships among organizational resources as outlined by management, and it is presented primarily by organizational chart.
2- Informal structure, is defined as the patterns of relationships that develop because of the informal activities of organization members. It is the system or network of interpersonal relationships that exists within, but is not usually identical to organization’s formal structure.

12. Organizational Chart
Organization structure is represented primarily by means of a graphic illustration called organizational chart.
Traditionally, an organizational chart is constructed in pyramid form, with individuals toward the top of pyramid having more authority and responsibility than those toward the bottom.
Structure involves two primary dimensions : the vertical dimension and the horizontal dimension.

14. Vertical Dimensioning
Every organization is built on the premise that the individual at the top possesses the most authority and that other individual’s authority is scaled downward according to their relative position on the organization chart. Vice versa.
The scalar relationship or chain of command, is related to the unity of command. Unity of command is the management principle that recommends that an individual have only one boss.

15. Span of Management
When we examine the vertical dimensioning of organizational chart, we have to consider the influence of span of management- the number of individuals a manager supervises.
The more individuals a manager supervises, the greater the span of management. Fewer individuals supervised small span of mngt.
The central concern of span of management is to determine how many individuals a manager can supervise effectively.

17. Height of Organization Chart
Span of management directly influences the height of an organization chart.
Normally, the greater the height of the organization chart, the smaller the span of management, and lower the height of the chart, the greater the span of management.
Organization charts with little height are usually referred to as flat, while those with much height are usually referred to as tall.
an organization’s structure should be built from top to bottom to ensure that appropriate spans of management are achieved at all levels.

18. Classical Organizing Theory

19. HORIZONTAL DIMENSIONING
It refers to the extent to which firms use lateral subdivisions or specialties within an organization. Overall to build organizations horizontally, organizations establish departments.
A department is an unique group of resources established by management to perform some organizational task.
Departmentalizing is the process of establishing departments within the management system.

21. 1- Departments based on functions
2- Departments based on product or service
3- Departments based on Geography
4- Departments based on Customer
5- Departments by Matrix

22. Departments based on Functions

23. Departments based on Product or Service

24. Departments based on Geography

25. Departments Based on Customers

26. Departments by Matrix
potential disadvantages of other departmentalization type have in part driven research examining “postbureacratic” forms of organizations.
These various organizational forms have arisen as a way to circumvent the possible disadvantages of the mentioned types of departmentalizing.
In this type, managers add a series of projects and manager for each project to the original organization structure to form a matrix organization.
Essentially a matrix organization is one in which a project managers borrows workers from various parts of the organization to complete specific projects. It is also called “project organization”

27. Departments by Matrix

28. Forces Influencing Formal Structure
According to Shetty and Carlisle, the formal structure of a management system is continually evolving. Four primary forces influences this evolution:
Forces in manager, forces in task, forces in the environment, and forces in subordinates.
Forces in manager are the unique way in which a manager perceives organizational problems. Background, knowledge, value etc.
Forces in task include the degree of technology involved in performing the task and task’s complexity. As activities change a force is created to change the existing organization.
Forces in Environment includes customers and suppliers, political and social structures.
Forces in the subordinates include the needs and skill levels of subordinates.

29. ?
Questions