ORGANIZATION
Organizing is establishing the internal organizational structure of the business. The focus is on division, coordination, and control of tasks and the flow of information within the organization. Managers distribute responsibility and authority to job holders in this function of management.
Organizational Structure
Each organization has an organizational structure. By action and/or inaction, managers structure businesses. Ideally, in developing an organizational structure and distributing authority, managers' decisions reflect the mission, objectives, goals and tactics that grew out of the planning function. Specifically, they decide:
1. Division of labor
2. Delegation of authority
3. Departmentation
4. Span of control
5. Coordination
Division of Labor
Division of labor is captured in an organization chart, a pictorial representation of an organization's formal structure. An organization chart is concerned with relationships among tasks and the authority to do the tasks. Eight kinds of relationships can be captured in an organization chart:
1. The division/specialization of labor
2. Relative authority
3. Departmentation
4. Span of control
5. The levels of management
6. Coordination centers
7. Formal communication channels
8. Decision responsibility
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Administration can be defined as the universal process of efficiently organizing people and resources so to direct activities toward common goals and objectives. Administration is both an art and a science (if an inexact one), and arguably a craft, as administrators are judged ultimately by their performance. Administration must incorporate both leadership and vision.
CHARACTERISTICS OF ADMINISTRATION
-EMPHASIS ON RULES
-VERY IMPERSONAL
-DIVISIONAL OF LABOR HIGHLY VISIBLE
-HIGHLY STRUCTURED AUTHORITY
-HIGH RATIONALITY
-EMPHASIS ON EFFICIENCY
-EMPHASIS ON CONSISTENCY
-RIGID / LACKS FLEXIBILITY
-SLOW IN IMPLEMENTATION
regards
LEO LINGHAM