Organisation III- Notes
We earlier mentioned that there are four steps of organisation as follows
a. Identification and division of work
b. Depart mentalisation
c. Assignment of duties and delegation
d. Establishing reporting relations
These steps can be considered as building blocks of the organisation. In the last video we discussed first two steps viz: Identification and division of work and Departmentalisation. Further we will be discussing the rest two steps in detail.
c. Assignment of duties and delegation of authority:
When the job is assigned to the person it gives responsibility to that person. Authority and delegation go hand in hand. If authority is given to the person then person is responsible for completing the job. Therefore process of delegation help manager to assign the work and responsibility to concerned individual. If person is asked to do a particular work then it is possible that person may or may not do work. But if the work is assigned by explaining the importance of work then person takes up the responsibility. Therefore in many organisations big task is divided into subtasks and persons are given choice to select the task which they would like to perform. When person chooses a task he or she takes up the responsibility to perform that particular task.
d. Establishing reporting relations:
In this step authority is defined or authority structure is defined. Here it is decided that who will communicate with whom in official way. If any instruction is given it needs to be documented. Because of documentation the responsibility of the task is accepted by the individual. Hence it is important to set the formal communication mode. At this stage the structure in the organisation is set up. This structure can be horizontal as well as vertical. Vertical communication leads to the final goal. In horizontal structure there are different departments which are interlinked and interdependent. Education manager sets up the communication mode in vertical as well as horizontal mode.
2. Features of good organisation structure
A good organisation fulfils the demands of stakeholders. This can happen if the organisational structure is designed by considering following criteria.
Clear line of authority:
It indicates that all the people in the organisation has clear idea about what are the expectations of organisation from him or her. It helps people to understand their role and their responsibility. They also know to what extent they can work. If people do not have understanding about their roles and responsibilities then it leads to conflict and politics. Eg: Science teacher in a secondary school should have clarity about the expectations of management of school from him or her.
> Adequate delegation of authority:
It means giving authority to people to take some decision and implement them. In an organisation number of people are working. Authority should be given to everyone. The extent may be more or less. People take pride in authority. It works as a motivational factor for achieving the goals. Eg: The class teachers should be given authority about deciding disciplinary rules for her class which will be in line with the policy of school.
Application of ultimate responsibility:
In an organisation there is hierarchy. Managers assign work to subordinates. Subordinates actually perform the task. Still it is the manager who is responsible for his/her duties as well as duties assigned by him/her to the subordinates. It helps in achieving the goal as visualised by the organisation. Eg: In schools principal is ultimately responsible for anything and everything.
Minimum managerial level:
When one person has to report to two-three people, it creates confusion and the person gets fade up. Also it has effect on communication. When in an organisation vertical hierarchy is less as well as horizontal hierarchy is not too much then that organisation becomes easy and goals can be achieved.
Therefore, organisation should have minimum layers of management so that the coordination will be easy.
Unity of direction:
All the organisations work for achieving the goals. Efforts of every department in the organisation are need to be focussed on achieving the goals. Therefore it is necessary that each department clearly knows the goals of organisation. Eg: All the teachers in a school should know the goals of education.
Proper emphasis on staff activities:
In an organisation at a time numbers of activities conducted by staff. The manager should make sure the activities are coordinated properly; otherwise the same activities will be carried out by different person that leads to waste of time and energy.
Span of control:
It refers to the number of subordinates a manager can directly supervise. Supervision does not mean finding the faults but to check the progress towards achieving objective. This is the process of acquiring information and formulating feedback. Span of control depends on various factors.
Nature of superior and subordinate:
Nature of superior means the qualities of manager such as decision. making, leadership style, communication skills etc. A more competent manager can supervise more people. Nature of subordinate means skills possessed by the subordinates as well as their efficiency and motivation. The skilled and motivated people require less supervision. The relationship between superior and sub-ordinate also plays important role in performing task
Nature of work:
Different types of work require different pattern of supervision and time. If the work is complicated then manager needs to give more time. If the work is routine then subordinates require less attention. Hence at a time he or she can manage more number of subordinates. The frequency of supervision in this case can be less.
Degree of decentralization of authority:
It means the work assigned to different people and the extent of power given to people. In the process of decentralisation there is distribution of power. It is considered as key and important aspect of institution. When the powers are given to people, then they can take decisions. They are
ready to take responsibility of their decisions. Eg: each teacher should have academic autonomy in deciding the leaming experiences for her students.
Type of planning:
Planning can be short term or long term eg: unit plan, year plan or five. year plans. In long term plans there is complexity. In such a situation. many managers are required for supervision. If there is higher degree of planning then less supervision is required because each one is very clear about what is to be done and how is to be done.eg: If school is hosting ward level science exhibition then there is need that principal conducts several meetings as well as himself/herself personally supervise the work.
Communication technique:
The ways of communication and modes of communication has the effect on span of control. It is also affected by pattern of communication. If face to face mode is used then manager can supervise less number of subordinates but if modern communication tools are used then manager can give feedback to more number of subordinates. The instructions to the subordinates can be given in written form so that he or she becomes accountable for completion of task.
Provision for top management:
There is need to provide opportunity for top managers and subordinates to take part in management process. The top management is responsible for completion of task so the provision should be made in which subordinates. report the work to the top management. Eg: School management should have regular meetings with teachers.
Simplicity:
It means there should be least number of organizational relationships. The communication channels should be exact. These decisions are taken on the basis of organizational needs. The people in the organization should have clear understanding of authority, responsibility and communication channels.
Flexibility:
It implies flexibility in organisational structure. Lot of activities are conducted in an organisation. There should be flexibility in organizing activities that can help in completing the task in different ways rather than doing it in a same way or manner.
Organisations can function effectively if organisation structure is good. Following are the features of good organisational structure.
Clear line of authority
➤ Adequate delegation of authority (Each one should get it)
➤ Application of ultimate responsibility: Superior is responsible for his/her duties as well as duties assigned by him/her to the subordinates
Minimum managerial level: It should have minimum layers of management so that the coordination will be easy
Unity of direction: At every level the clear directions are needed.
➤ Proper emphasis on staff activities: The manager should make sure the activities are coordinated properly; otherwise the same activities will be carried out by different person that leads to waste of time and energy. Similarly same activity should not be repeatedly done people.
➤ Span of control: It refers to the number of people a manager can directly supervise. It depends on various factors such as nature of superior and subordinate, nature of work, degree of decentralization, type of planning, communication technique.
➤ Provision for top management: the top management is responsible for completion of task so the provision should make to report the work to the top management.
➤ Simplicity: The organizing should have clear understanding of authority,
responsibility and communication channels
➤Flexibility: There should be flexibility in organizing activities, that can help in completing the task in different ways rather than doing it in a same way.
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