Functions of organizing

Determination of activities:
It includes deciding and division of various activities required to achieve the objectives of an organization. The entire work is divided into various parts and again each part is sub-divided into various sub-parts.• For example, the purchase work may be divided into requisition of items, placing of an order, storage etc.
Grouping of activities:• Identical activities are grouped under one individual or one department.• Foe example, the activities of sales such as canvassing, advertisements and debt collection are grouped under sales department.
Allotment of duties to specified persons:• In order to ensure effective performance, the grouped activities are allotted to specified competent persons, specialized in their fields. Adequate staff members are appointed under them and are appropriately trained.
Delegation of authority:• Assignment of duties or allotment of duties to specified persons is followed by delegation of authority.• While delegating authority, responsibility is also fixed. E.g. the production manager maybe delegated with the authority to produce the goods and fixed with the responsibility of producing quality of goods.
Defining relationship:• When a group of persons is working together for a common goal, it becomes necessary to define the relationship between them in clear terms.• Each person has to know as to who is his superior, from whom he has to receive orders, and to whom he is answerable.• Each superior must know what authority he has and over which persons.
Co-ordination of various activities:• The delegated authority and responsibility should be coordinated by the chief managerial staff.• There must be a separate and responsible person to see whether all the activities are going on to accomplish the objectives of the organization or not
Defining and fixing the duties, responsibilities and authority of each worker.• The activities at all levels of organization structure should be geared up to achieve the main objectives of the organization.• Deciding and division of various activities required to achieve the objectives of an organization. Identical activities are grouped under one individual or one department.
Coordination must exist among the workers. The delegated authority and responsibility should be coordinated by the chief managerial staff.• Assignment of duties or allotment of duties to specified persons is followed by delegation of authority. While delegating authority, responsibility is also fixed.
Each person is responsible for the work completed by him.• While allocating duties to persons, the extent of liabilities of the person should be clearly explained to the concerned person.• The work should be completed with minimum members, in less time, with minimum resources and within the right time.
The organization should distribute the work in such a way that there should be an equal status and equal authority and powers among the same line officers.• A subordinate should receive the instructions or directions only from one superior.• The line of authority flows from the top level to bottom level. It also establishes the line ofcommunication.16Principles of organizing-continued• The major plan is sub-divided into sub-plans which are taken by groups or departments. All these groups have to cooperate to attain the main objectives.• There are number of decisions taken by the officers to run the business. If a complicated problem arises, more than one member examines the problems and takes decisions. Whenever the decision is taken jointly, it gives a benefit for a long period.

 

[Priyani Gupta]

The article on the “Functions of Organising” presents a foundational yet essential framework for understanding one of the core functions of management. It logically outlines the systematic process required to ensure an efficient and effective structure within an organization. Each point mentioned is rooted in practical experience and aligns with well-established principles of organizational theory.


To begin with, the determination of activities is rightly presented as the first step. Without knowing what tasks are essential to meet the organization’s goals, no structure can be effectively established. The example of breaking down the purchase process into requisition, order placement, and storage is a classic but very apt illustration of how specialization improves clarity and focus. This segmentation enhances efficiency and allows for more targeted management of each component.


The next function—grouping of activities—is not just about convenience; it’s a cornerstone of departmentalization. When similar tasks like advertising, sales, and debt collection are grouped, it encourages specialization, accountability, and streamlined communication. In practical terms, this makes supervision more effective, performance easier to measure, and resource allocation more precise.


Allotting duties to specific individuals follows naturally from grouping. The emphasis on assigning tasks to competent and specialized individuals is both logical and practical. It recognizes human resources as a strategic asset. However, one must also acknowledge the importance of periodic training and upskilling. In today’s dynamic work environments, relying solely on existing skill sets without capacity building could hinder innovation.


Delegation of authority, as the article discusses, is the backbone of managerial leverage. Assigning tasks without granting the authority to make decisions results in bottlenecks and frustration. Fixing responsibility along with delegation ensures that accountability is not diluted. For example, giving a production manager the authority to run operations while also holding them accountable for quality promotes ownership and performance.


Defining relationships within the hierarchy is critical. A clear chain of command ensures that the organization doesn’t descend into chaos. When employees understand who they report to and who reports to them, conflicts and overlaps are minimized. This clarity also aids in establishing clear communication channels, reducing ambiguity and fostering transparency.


Coordination, the final function discussed, is not just a concluding step but a continuous one. All activities, once delegated and assigned, need to work in tandem. The mention of chief managerial staff as responsible for coordination is appropriate, as strategic oversight is crucial. Without proper coordination, even the most well-planned structure can collapse due to internal misalignment.


The concluding points regarding fixing duties, limiting communication to a single superior, and ensuring balance in authority among peers reinforce the principles of unity of command and equality. These are classic management principles emphasized by theorists like Fayol, and they remain relevant in modern organizational structures.


Overall, the article balances theoretical clarity with practical relevance. However, it could further improve by integrating current challenges like remote working dynamics, cross-functional teams, and the use of digital collaboration tools, which are reshaping the organizing function in today’s work environments.


In summary, the article provides a comprehensive and practical overview of organizing as a management function. It stresses logic, clarity, and responsibility—core elements for any organization aiming for effectiveness.