Organizing (management)

Organizing is a systematic process of structuring, integrating, co-ordinating task goals, and activities to resources in order to attain objectives.

The organizing of information could be seen since humans began to write. Prior to that, history was passed down only through song and word. As can be seen with religion, books and spoken word, science (through journals and studies) organizing not only is history, but also supports the communication of history. Recording ideas in a written text, as opposed to verbally communicating with someone, and more specifically cataloging ideas and thoughts, is also an attempt to organize information.

Science books are notable by their organization of a specific subject.Encyclopedias usually organize subjects into a single place, for faster indexing and seeking of meanings.

The following are the important characteristics of organization.

Organizing, in companies point of view, is the management function that usually follows after planning. And it involves the assignment of tasks, the grouping of tasks into departments and the assignment of authority with adequate responsibility and allocation of resources across the organization to achieve common goals.

The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated.

Work specialization (also called division of labour or job specialization) is the degree to which organizational tasks are sub-divided into individual jobs. It may increase the efficiency of workers, but with too much specialization, employees may feel isolated and bored. Many organizations enlarge jobs or rotate assigned tasks to provide greater challenges.

Chain of command is the vertical lines of a command structure that is used for the purposes of overall responsibility and accountability in the achieving of stated goals and objectives through the use of orders one direction and reports of compliance in the other direction. Chain of command differs from horizontal lines in an organization which are basically the communication and coordinating lines of the organization.

Delegation is the process managers use to transfer authority and responsibility to positions below them. Organizations today tend to encourage delegation from highest to lowest possible levels. Delegation can improve flexibility to meet customers’ needs and adaptation to competitive environments. Managers often find delegation difficult reasons for delegation(when a manager is advised to carry out delegation) 1 where there is need to carry out more important work that reflect organization's objective 2. where there is need to give more training to his supervisors, juniors,en employees as well 3.if there is need of improvement/acquisition of skills by people in that organization then the manager will find well to delegate authority 4.where there is need to save time, utilize organizational resources then the manager finds is way best to delegate

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