PRINCIPLES OF ORGANIZING

5 PRINCIPLE OF ORGANIZING:

Fundamentals of Organization

The assembly/ORGANIZING  process can be performed when managers have specific guidelines for efficient
they can make decisions and act . In order to organize the effective
The following organizational principles can be used by an administrator .

1. Principle of specialization
According to the principle , all work must be distributed problem
among the subordinates on the basis of qualifications and skills . this is
specialization by division of labor can be achieved in that bar
Organization .
2. Basically functional definition

According to this principle all the features that a concern

fully and clearly defined managers and subordinates . this can

the roles , responsibilities , skills and relationships to clearly define

People above the others . Information about authority - Responsibility

can assist in the achievement of coordination and thus the organization held

effective. For example , the main functions of production, marketing and

financial relations authority and responsibility in these departments should

for each person who will be defined to that department. clear to clarification

Relationship authority - responsibility as an efficient organization .

3. Principles span of control / monitoring

According to this principle , the level of control is a period of monitoring, which is ,

the number of employees that can be managed and controlled by an effective

Single manager . According to this principle, a manager must be able to handle

what number of workers should be decided under his command . This decision can

wide or narrow due to the selection of one of the two was adopted a foot. There are two types of interval Control : -

a . Wide range - is one in which a manager and monitor a large group of people in order to manage a time effective. feature
this time : -

a . Less control effort
b . Fast response of workers
c . better communication
d. better governance
E. better coordination
f. Suitable for repetitive work

After this time a manager can efficiently and effectively manage
a large number of subordinates simultaneously.

 b . Narrow span of control - As of this time, work and authority is not monitored in many subordinates a manager divided and control of a large group of men under his command . The manager agreed a narrow range checks a selected number of people at once. The features are: -

a . The work requires close monitoring and control, for example ,
Crafts , ivory , etc. , the craftsmanship required
narrow bandwidth is more useful .
b . Coordination is difficult.
c . May cause gaps . Communication
d. Messages can be distorted .
E. Field work achieved .

Factors Influencing Span of Control

1. Management Skills - The concerns that administrators are
well qualified and experienced , fan control is always helpful.
2. Competition subordinate - When subordinates are able and
competent and have their own levels of understanding , tend subordinates
visit often higher for the solution of their problems . such
Cases to manage . Administrator of a large number of employees Therefore, all
Period is appropriate .
3 Type of work : If the work is repetitive in nature , wide range of
Monitoring is useful . Mental On the other hand, if the job requires
Skill or craftsmanship , strict control and supervision is needed in the
narrow bandwidth is more useful .
4. Delegation of Authority - If the job to the lowest level in a delegated
efficient and appropriate manner , less confusion and sympathy of the
Environment are maintained . In such cases , wide span of control
adequate and supervisors to manage and control a large number of sub -
ordered at the same time .
5. Decentralization- to achieve decentralization degree blocks
Specialization in which authority is shared by many people and drivers
at different levels. In such cases , an upper structure useful . because
some concern that decentralization is very effective
that a direct and personal communication between the upper and
the subordinate and superiors , a large number of hand -
Subordinates easy. In such cases, restores large.

Top of Scalar chain

Scalar chain is a chain of command or authority flowing from top to bottom.

With a chain of authority is available , to reduce the waste of resources to a minimum

Communication, to avoid duplication of work is avoided and simple organization

executed. A scalar string command facilitates workflow in an organization

it helps in achieving effective results . If authority flows from top to

Bottom , the positions of authority, managers at all levels and clarifies

makes effective organization . May Principle of unity of command

It is about a child - a higher ratio . Each subordinate

responsible and liable for a head at one time . this prevents

Lack of communication and feedback , and the response is immediate. The control unit

It also aids in the effective combination of resources , i.e. , physical , financial,

Resources , and helps in easy coordination by

Organization .

Authority field from top to bottom

TOP MANAGER

↓

MIDDLE MANAGER

↓

FIRST-LINE MANAGER

↓

NON-MANAGERIAL WORKERS

According to the figure above , the Director General has the highest level

of authority. This power is used by the marketing director , who shared his shares

Body with the sales manager . This chain of hierarchy , the official chain

Communication is clear that it is useful and in the achievement of results

the stability of a concern. This scalar command always flows

from top to bottom and defines the positions of the different operators of authority

different levels...

......CONTINUE.....

ORGANIZING PRINCIPLE

INTRODUCTION OF ORGANIZE:

Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. The structure of the organization is the framework within which effort is coordinated. The structure is usually represented by an organization chart, which provides a graphic representation of the chain of command within an organization. Decisions made about the structure of an organization are generally referred to as organizational designThe matching of organizational form, such as structure, reporting relationships, and information technology, with the organization’s strategy. decisions. Organizing also involves the design of individual jobs within the organization. Decisions must be made about the duties and responsibilities of individual jobs, as well as the manner in which the duties should be carried out. Decisions made about the nature of jobs within the organization are generally called “job design” decisions. Organizing at the level of the organization involves deciding how best to departmentalize, or cluster, jobs into departments to coordinate effort effectively. There are many different ways to departmentalize, including organizing by function, product, geography, or customer. Many larger organizations use multiple methods of departmentalization. 

Organizing at the level of a particular job involves how best to design individual jobs to most effectively use human resources. Traditionally, job design is the process of putting together various elements to form a job, bearing in mind organizational and individual worker requirements. was based on principles of division of labor and specialization, which assumed that the more narrow the job content, the more proficient the individual performing the job could become. However, experience has shown that it is possible for jobs to become too narrow and specialized. For example, how would you like to screw lids on jars one day after another, as you might have done many decades ago if you worked in company that made and sold jellies and jams? When this happens, negative outcomes result, including decreased job satisfaction and organizational commitment, increased absenteeism, and turnover. Recently, many organizations have attempted to strike a balance between the need for worker specialization and the need for workers to have jobs that entail variety and autonomy. Many jobs are now designed based on such principles as empowerment, job enrichmentA job redesign technique that allows workers more control over how they perform their own tasks. and teamworkCooperative effort by the members of a group or team to achieve a common goal.. For example, HUI Manufacturing, a custom sheet metal fabricator, has done away with traditional “departments” to focus on listening and responding to customer needs. From company-wide meetings to team huddles, HUI employees know and understand their customers and how HUI might service them best.

organize your routine work.

Management and Planning

very good morning to all fellow friends.....^^

I'm will continue my article about "PLANNING" in our site....

Planning was one of important thing that manager and organization must make a prioritized...
Before that, i'm will introducing your about "MANAGEMENT"

What is Management.....
It is really imporTant..???

Management:
~~Management can be described are planning, organizing, leading and controlling of human and other resources(raw material,technology,capital,entrepreneur,computers, patents, and loyal customers also employees) to achieve organizational goals efficiently and effectively.

Management skills are used by organizational to achieve their goals. One of the most important goals organizations and their members try to achieve is to provide some kind of good and service that customers value and desire. For instance, how CEO Apple Steve John is manage to Apple creates a continuous stream of new and improved goods and services- such as more powerful PCs, more versatile iPods, and iPhones and the ability to easily download diverse kinds of digital content from the Internet--that customers are willing to buy.

WHY WE NEED TO STUDY MANAGEMENT ????
3 reasons can evaluate this....

1. In any society or culture resources are valuable and scarce; so the more efficient and effective use of that organizations can make of those resources, the greater the relative well-being and prosperity of people in that society.Meant, a managers decide how to use many of a society's most valuable resources efficiently.
2. Soft Skills.... when we are in organizations we will make a contact with our co-workers and bosses, hence how the conflict, issue, problem, so how we need to deal with them...
3. In any society, people are in competition for a very important resources--a job that pays well and provides an interesting and satisfying career; and understanding management is one important path toward obtaining this objective.

In this article, one of the essential management task is PLANNING...

STRATEGY...

PLANNING: is a process where a managers identify and select appropriate organizational goals and courses of action.
They develop strategies for how the goals will achieve and in high performance.

3 STEP IN PERFORMING PLANNING

1. Deciding which goals the organizations/individuals will pursue.
2. Deciding what strategies to adopt and attain those goals.
3. Deciding how to allocate organizational resources to pursue the strategies that attain those goals.