Pom organizing
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Transcript of Pom organizing
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Organize
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What is Organizing?
Identification & classification
Grouping of activities to attain objectives
Assignment of each group to a manager
Coordination – horizontally & Vertically
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Formal Organization
• An intentionally formed structure
• Of roles assigned to people• In a formally organized
enterprise
Informal Organization
• A joint personal activity• Without conscious joint
purpose• Contributing to joint results
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Example of formal & informalPresident
Vice- president
Division manager
Dpt. manager
Dpt. manager
Division manager
Vice- President
Division manager
Division manager
Vice-President
Division manager
Division manager
Play cricket every weekend
Play chess every Sunday
Informal organization
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Organization with narrow span
Advantages:1. Close supervision
2. Close control3. Fast communication
Disadvantages:1.Superiors interfere in subordinates work
2. High costs3. Distance between lowest and highest
level
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Organization with wide span
Advantage:1. Superiors are forced to delegate2. Clear policies should be made3. Subordinates must be carefully
selected
Disadvantage:1. Requires good quality managers
2. Superior’s loss of control3. Superiors make decisions
excessively
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Structure & Process of Organizing
1
•Formulating objectives, policies & plans
2
•Identifying & classifying
3
•Grouping
4
•Delegating authority
5
•Coordinating authority
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VIRTUAL ORGANISATION
Customer
Supplier
Competitor
• Flexible• Reduce risks
• Respond rapidly to
market needs
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Organizational Division: Department
Distinct area
Division Branch
Manager has authority
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Departmentation by Territory or Geography:Grouping activities according to the areas
President
Marketing Personnel Finance Finance Purchasing
Western region
Central region
Eastern region
South- east
South-west
engineering production accounting Sales
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Departmentation by Enterprise function:Grouping activities according to the functions
President
Assistant
Marketing
Market Research
Advertising & Promotion
Engineering
Electrical
Mechanical
Finance
Planning
Budget
Personnel
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Departmentation by Product:Grouping activities according to the product or product lines.
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Matrix organization
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AUTHORITY
•Right in a position to exercise discretion
POWER
•Ability to induce the beliefs
EMPOWERMENT
•Giving Powers to take actions•Without asking superiors for permission
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• Affects business directly• Eg: Operations,
MarketingLINE
• Affects business Indirectly, Advisory functions
• Eg: HR, FinanceSTAFF
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Example of Line Management
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Disperse decision making authority
Selection of which decisions to push down
Affects all areas of management
DECENTRALIZATION
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CENTRALIZATIONRestricted Delegation
Concentration of activities in one department
Decision Making lies in the hands of Top Management
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ART OF DELEGATION
Receptiveness Willingness to Let Go
Willingness to Allow Mistakes
Trust Subordinates Establish & Use Broad Controls
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Complete Centralization
Complete Decentralization
Authority Not Delegated
Authority Delegated
TENDENCIES
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PLANNING
OVERCOMEINFLEXIBILITY
MAKE LINE LISTEN TO STAFFAVOID CONFLICTS
PROMOTING ORGANIZATION
CULTURE
EFFECTIVE ORGANISING
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Zenia Choksey 405Rashi Agarwal 401