1. Organization.
2. Types of organization.
3. Basic elements of organization.
4. Factors affecting span of control.
5. Departmentation.
Organization
An organization is a social
unit of people where they work together to achieve their common goals. By
nature an organization of two types which are given below:
1. Formal Organization:
It is the system of well-defined
jobs in a formally organized enterprise. These jobs are defined in terms of
authority, responsibility and accountability. This type of organization is bound
by rules and regulations. Usually these rules are in writing form. The formal
organization is built around the four pillars of an organization such as
division of work, scalar chain, span of control, and organization structure.
Organization chart is useful for showing formal organization.
2. Informal Organization:
Informal organization is a
system of interpersonal relationships that arise spontaneously when people
associate with each other. There are no rules, systems and procedures, workers
come close to each other for cooperation and coordination. It has no place in
organization chart. According to Chester
Barnard (founder of this phenomenon) informal relationships help
organization members satisfy their social needs and get things done.
Basic Elements of Organization
According G. Scott there are
four basic elements which he describes as the pillars upon which classical
organization is built. They are:
1. Division of work. (Division of labor)
2. Scalar Chain.
3. Span of control. (Span of management)
4. Organization structure.
1. Division of Work
The division of a complex task
into components so that individuals are responsible for a limited set of
activities. It is also known as division of labor. The division of labor avoids
waste of time, duplication of efforts and waste of resources. Adam smith emphasized the importance of
dividing activity to get the work done efficiently. According to him there were
three reasons why the division of labor increases the quantity of work. First,
the skill of the worker increases. Second, small amount of time is lost in
passing from one type of work to another. Third, division of labor encourages
the invention and use of special machinery that also adds to increased
productivity.
2. Scalar Chain
It is the second pillar of an
organization which represents the line of authority from top management to bottom.
In other word, it creates management levels which are top level, middle level,
and low level of management. Delegation, responsibility and authority are
essentials components of scalar chain. A manager cannot retain a hundred
percent power and authority because it will be overburdened to perform his real
managerial task. Therefore, he delegates duties, assigns responsibility and
grants authority. Duties define the task the worker is to do. Responsibility is
the obligation to give account for accomplishment of the job. Authority means
that the worker has power and right to make decisions, give orders and
officially act within the organization.
3. Span of control
Span of control refers to the
number of subordinates that can be controlled effectively and efficiently by a
superior in an organization. In simple words, span of control means the number
of subordinates a superior has. If this number is too large personal
supervision becomes difficult. If this number is too small, work cannot be
performed satisfactorily. In every organization, it must be decided how many
subordinates a superior can managed. In normal situation it is four to eight
subordinates at upper level of organization and eight to fifteen or more at the
lower levels. As the size of the company
increases the number of subordinates at the top level increases and vice versa.
Factors Affecting Span of Control
a. Nature of work
If the work is repetitive in
nature and does not require any special technique to perform, then a superior
can managed a large number of subordinates.
b. Capacity of superiors
The ability and capacity of
superiors greatly affects the span of control. If they are highly qualified,
experienced and experts in their field, the span of control will be wide and
vice-versa.
c. Capacity of subordinates
If the subordinates are
capable, competent, experienced and have enough talent to perform the task
assigned to them. In such a case, the superior can managed more number of
subordinates and vice-versa.
d. Delegation of authority
Delegation of authority also
affects the span of control. If the superior delegates the authority and power
he has to take fewer decisions. Therefore, it will help to increase span of
control.
e. Rate of change
The impetus rate of change in technology, markets, government policies and fashions narrows span. The industries which have unchanged working environment, the span is wide.
f. Use of objective standards
f. Use of objective standards
Standards are the plans which
act as a yardstick to measure the performance. The manager must find out
through use of objective standards whether subordinates are following the
plans. Objective standards increase the span.
g. Communication techniques
The communication techniques
may also affect the span of control. If electronic devices are used for
communication will save a lot of time and span can be widen. If face to face
communication is used, it will require more time.
4. Organization Structure
The way in which
organizational activities are grouped, organized and coordinated toward the
achievement of organizational goals. The structure of an organization is
generally shown in organization chart. The organization chart is the Skelton of
the organization which shows the authority and responsibility between various
positions in an organization. The grouping of employees and activities into
departments makes it possible to manage the increasing complexities of an
organization.
Departmentation
Departmentation is a crucial
part of organizing. It is the process by which activities are grouped and each
group is known as department. The process of departmentation takes place at all
levels in the organization. It provides following advantages:
1. It promotes specialization
because of systematic division of work among individuals.
2. It helps in clearly fixation of
responsibility.
3. It improves the operating
efficiency of an organization.
4. Departmenation facilitates
better and effective control.
5. Departmentation improves
coordination.
Bases for Departmentation
1. By functions (type of work such as sales, production,
finance etc.)
2. By product (manufacturing
goods such as air conditioners, washing machines, iron etc.)
3. By territory (geographical
area such as market location)
4. By customers (types of
customers such as wholesaler, retailer)
5. By manufacturing process
6. By simple numbers
7. By time
8. By project
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