ORGANIZING

The process of determining the tasks to be done,who will do them and how those tasks will be managed and coordinated

The process of arranging and allocating work,authority,and resources among an organization's members so they can achieve the organization's goal

Organizing is a managerial effort to assign work and allocate resources then,arrange the work and resources in such an orderly way that a group's effort generates the desired end result in the most efficient manner possible

CLASSICAL THEORY

Classical theory relates to the early work of Taylor, Fayol and others

Important is placed on organization structure or the hierarchy. Principles of organization have been developed to provide guidance to practicing managers.

The main elements of classical organization are the division of labor, the functional management process, organization structure, and the concept of span of management

NEOCLASSICAL THEORY

An effort to offset some of the shortcomings of the classical theory by expanding into the behavioral sciences.

The neoclassical approach focuses on problem such as employee monotony (boredom), fatigue, isolation insignificance (which results from specialization of work).

Neoclassical theory stresses subjects such as motivation, coordination and leadership as responsibilities of managers.

MODERN ORGANIZATION THEORY

The uniqueness of this theory is that it studies the organization as a system.

Modern theorists consider the organization to be a system composed of the following strategic parts: the individual; the formal structure; the informal organization; status and role patterns; and the physical environment of work.

Unity of command and direction

Unity of command means concept that each employee should reports to only one boss

Unity of direction means that all activities are directed toward the same objectives

Chain of command

Chain of command, also known as the scalar principle, is the clear line of authority from the organization’s top to its bottom. Everyone in a company need to understand the chain of command, that is whom they report to and who reports to them.

Team captains are the part of the chain of command that links coaches and players. Team captains in the NHL often have as much influence over their teammates as the coaches. Choosing the captain of a team, therefore, is not a decision to be taken lightly

Span of management/control(flat and tall organization)

The span of management (also called the span of control) has to do with how many employees report directly to a manager

Division of labor(specialization)

Division of labor occurs when jobs are organized by specialty—for example in sports centre, accounts work in the accounting unit, sales and markers rep in marketing unit, coaches work in the technical department etc.

Coordination

Coordination is about departments and individuals in an organization working together to accomplish strategic and operational objectives. Coordination is the process of integrating tasks and resources to meet objectives.

Delegation

Delegation has to do with assigning responsibility and authority for accomplishing objectives. Responsibility and authority are delegated down the chain of command.

When involve in delegating, manager must assign the person responsibility for accomplishing a task and give him or her the authority to do what is needed.

Directing people to do work that is part of their job description is not delegating.

Delegating is about giving employees tasks that are not part of their regular job

The delegated task may eventually become a part of their job, or it may be a one-time task.

Flexibility

Flexibility has to do with understanding that there are often exceptions to the rule.

Departmentalization

It is the basis by which jobs are grouped together. For instance every organization has its own specific way of classifying and grouping work activities.

Integration

Integration is about coordinating departmental activities to accomplish objectives in organizations.

Generating effective group action

To achieved desire organizational objectives requires effort of many employees

Synergizing resources

Organization leads to the proper use of resources (human,physical,financial and information)so that over time the value of end result greater than the combined starting values of resources.

Pinpointing individual responsibilities

A major reason for organizing is to specify the duties and responsibilities of individual employees.Doing this eliminates doubt about any employee's purpose and relationship to other work being performed

Faciliting the implementing and control functions

Good organizing considers interpersonal relationships, the work environment, and the control of results

Organization structure shows the flow of interactions within the organization- who decides what, who report whom, who responds and who performs that work

This organization structure will specify its division of work activities and shows how different functions of activities are linked as well as level of specialization of work activities

Effective managers know that organizing their team’s resources carefully in achieving objectives.

The management function that is concerned with getting, training, motivating, and keeping competent employees.

Balancing the supply of employees with the demand for employees.

Matching the talents and skills of employees with those required by the organization.

Creating a working environment that fosters high employee performance.

Meeting the pay and benefits needs of employees.

THE IMPORTANVE OF HUMAN RESOURCE MANAGEMENT(HRM)

As a necessary part of the organizing function of management

As an important strategic tool

Adds value to the firm

THE HRM PROCESS

FUNCTIONS OF THE HRM PROCESS

Ensuring that competent employees are identified and selected.

Providing employees with up-to-date knowledge and skills to do their jobs.

Ensuring that the organization retains competent and high-performing employees who are capable of high performance.

MANAGING HUMAN RESOURCES

Human Resources Planning –Employment Planning, job analysis and job design

Attracting Employees – Recruitment and Selection

Developing Employees – Orientation, training and development

Retaining Employees – Compensation, benefits, health and safety.

JOB ANALYSIS COMPONENTS

Job Description

Job description identifies the tasks and responsibilities of a position. In other words, it identifies what employees do to earn their pay.

A written statement of what the job holder does, how it is done, and why it is done.

Job Specification

A written statement of the minimum qualifications that a person must possess to perform a given job successfully

The job specifications thus identify the types of people needed.

JOB DESIGN

Job design (also referred to as work design or task design) is the specification of contents, methods and relationship of jobs.

Work arrangement (or rearrangement) aimed at reducing or overcoming job dissatisfaction and employee isolation arising from repetitive tasks. Through job design, organizations try to raise productivity levels by offering nonmonetary rewards such as greater satisfaction from a sense of personal achievement and responsibility off one's work.

The aim of a job design is to improve job satisfaction, to improve quality and to reduce employee problems

TECHNIQUE FOR JOB DESIGN

Job rotation

Job enlargement

Job enrichment

RECRUITMENT AND DECRUITMENT

Recruitment

The process of locating, identifying, and attracting capable applicants to an organization.

Decruitment

The process of reducing a surplus of employees in the workforce of an organization. Decruitment options include firing, layoffs, attrition, transfers, reduced workweeks, early retirements,

RECRUITING SOURCES

INTERNAL RECRUITING

Promotion from within

Employee referrals

EXTERNAL RECRUITING

Walk-ins

Educational institutions

Agencies

Advertising

THE RECUITMENT PROCESS

From Human Resource Needs

Conduct Job Analysis

Develop Job Description

Develop Job Specification

Review Source of Applicants

Select Source of Applicants

Publicize Job Openings

THE SELECTION PROCESS

The process of screening job applicants to ensure that the most appropriate candidates are hired - choosing the most qualified applicant recruited for a job.

Application Form

Screening Interview

Testing

Background and Reference Checks

Interviewing

Hiring