organizing

Examples of organizing in the following topics:

• Flat versus tall organizations

  • By definition, a small business is typically a flat, centralized organization.
  • Flat organizations follow the decentralized approach, or organic system.
  • More decisions are made at the middle levels of the organization.
  • Internally, the organization as a whole encourages more participation between all levels of the organization.
  • A tall structure is a more formal, bureaucratic organization or mechanistic system.

• Layers in an Organization: Tall vs Flat Organizations

  • A tall organization is a more formal bureaucratic or mechanistic organizational structure and management system.
  • Tall organizations have several tiers in their structural hierarchy and multiple levels of management control with regard to the daily operations of the organization.
  • Flat organizations follow the decentralized approach or organic system of organization and management.
  • Internally, the organization as a whole encourages more participation between all levels within the organization, promoting closer working relationships that potentially lead to better communication and creativity.
  • Various factors, both internal (i.e. management style, culture, etc.) and external (i.e. competition, regulation, etc.) to the organization, influence what type of structure an organization assumes.

• Development of Human Resources

  • Human resources development (HRD) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement.
  • Groups within organizations use HRD to initiate and manage change.
  • Organization development (OD), empowering the organization to take advantage of its human resource capital.
  • TD alone can leave an organization unable to tap into the increase in human, knowledge, or talent capital.
  • HRD does not occur without the organization, so the practice of HRD within an organization is inhibited or promoted upon the platform of the organization's mission, vision, and values.

• Decentralization

  • Decentralization is the policy of delegating decision-making authority down to the lower levels in an organization.
  • Decentralization is the policy of delegating decision-making authority down to the lower levels in an organization, away from senior management and more broadly across the organization.
  • Decentralized organizations tend to utilize many channels of information flow, allowing for more open communication between group members.
  • A major disadvantage to a decentralized organization is that departments can easily lose sight of the organization's common mission.
  • Decentralized organizations tend to utilize many channels of information flow, allowing for more open communication between group members.

• Centralization

  • Centralization is the concentration of span of control, decision making, and communication within an organization.
  • The military and manufacturing firms are examples of centrally managed organizations.
  • Centralization is the concentration of span of control, decision making, and communication within an organization.
  • In a centralized organization, the decisions are made by top executives or on the basis of pre-set policies.
  • Centralized organizations typically require that communications flow through a central person or location.

• Organizing Tasks

  • Once a plan has been created, a manager can begin to organize.
  • Every organization has its own purposes and objectives.
  • Individuals form a group and the groups form an organization.
  • An organization is a group of people with a defined relationship in which they work together to achieve the goals of that organization.
  • Additional planning, organizing, staffing, directing and controlling cannot be implemented without proper organization.

• The Organization Chart

  • An organization chart outlines the structure of an organization and the relative relationships between various functions and positions.
  • An organization chart is a diagram that outlines the reporting structure of an organization and the relative relationships between the various organizational functions and their underlying jobs/positions.
  • A typical organization chart illustrates by name and by title the relationships between senior executives and the general management of an organization.
  • Organizational charts can very quickly become out-of-date in rapidly growing organizations and large organizations that change their staff regularly.
  • Explain why organizational charts are limited in regard to the management of an organization

• Benefits of Organization

  • An organization employs the function of organizing to achieve its overall goals.
  • Individuals form a group, and the groups form an organization.
  • In other words, effective organization promotes a high level of efficiency.
  • Delegation can improve an organizations flexibility to meet customers' needs and help organizations adapt to competitive environments.
  • Any organization -- in this case, a professional society -- employs the function of organizing to achieve its overall goals.

• Defining Diversity

  • Diversity in an organization should reflect a globalized and multicultural workforce where value is placed on diversity of thought.
  • A multicultural or diverse organization not only contains many different cultural groups, but it values this diversity.
  • These three types are the monolithic organization, the plural organization, and the multicultural organization.
  • In the monolithic organization, the amount of structural integration (the presence of persons from different cultural groups in a single organization) is minimal and white male privilege is very tangible.
  • The plural organization has a more heterogeneous membership than the monolithic organization and takes steps to be more inclusive of persons from cultural backgrounds that differ from the dominant group.

• Principles of Organization Design

  • Organizational design is more than just an exercise in creating an organization chart as it integrates the human capital resources and the operational processes of an organization and aligns them with its vision, mission, and goals.
  • an impact assessment of the contextual dimensions or externalities surrounding an organization (i.e., macro-economic conditions, geographic location, work culture, organization size, dependence on and implementation of technology)
  • This step in the process entails deciding the operational structure of an organization.
  • The classic options for strategic groupings are to organize by:
  • Explain the function of organizational design and how it impacts an organization