Pom organizing

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Text of Pom organizing

  • 1. Organize
  • 2. What is Organizing? Identification & classification Grouping of activities to attain objectives Assignment of each group to a manager Coordination horizontally & Vertically
  • 3. Formal Organization Informal Organization
  • 4. Example of formal & informal President 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
  • 5. Organization with narrow span Advantages: 1. Close supervision 2. Close control 3. Fast communication Disadvantages: 1.Superiors interfere in subordinates work 2. High costs 3. Distance between lowest and highest level
  • 6. Organization with wide span Advantage: 1. Superiors are forced to delegate 2. Clear policies should be made 3. Subordinates must be carefully selected Disadvantage: 1. Requires good quality managers 2. Superiors loss of control 3. Superiors make decisions excessively
  • 7. Structure & Process of Organizing 1 Formulating objectives, policies & plans 2 Identifying & classifying 3 Grouping 4 Delegating authority 5 Coordinating authority
  • 8. VIRTUAL ORGANISATION Customer Supplier Competitor Flexible Reduce risks Respond rapidly to market needs
  • 9. Organizational Division: Department Distinct area DivisionBranch Manager has authority
  • 10. Departmentation by Territory or Geography: Grouping activities according to the areas President Marketing Personnel Finance FinancePurchasing Western region Central region Eastern region South- east South- west engineering production accounting Sales
  • 11. Departmentation by Enterprise function: Grouping activities according to the functions President Assistant Marketing Market Research Advertising & Promotion Engineering Electrical Mechanical Finance Planning Budget Personnel
  • 12. Departmentation by Product: Grouping activities according to the product or product lines.
  • 13. Matrix organization
  • 14. 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
  • 15. Affects business directly Eg: Operations, Marketing LINE Affects business Indirectly, Advisory functions Eg: HR, Finance STAFF
  • 16. Example of Line Management
  • 17. Disperse decision making authority Selection of which decisions to push down Affects all areas of management DECENTRALIZATION
  • 18. CENTRALIZATION Restricted Delegation Concentration of activities in one department Decision Making lies in the hands of Top Management
  • 19. ART OF DELEGATION Receptiveness Willingness to Let Go Willingness to Allow Mistakes Trust Subordinates Establish & Use Broad Controls
  • 20. Complete Centralization Complete Decentralization Authority Not Delegated Authority Delegated TENDENCIES
  • 22. Zenia Choksey 405 Rashi Agarwal 401