The Role Of Organizing In An Organization

Organizing is the managerial function that comes after planning. In this process, the management designs an organizational structure that will help in the achievement of goals and objectives defined in the planning process. Organizing provides shape and structure to an organization and divides it into smaller, more manageable units. It also involves determining what tasks are to be done, who is to do them, how that tasks are to be grouped, and how all the tasks are to be coordinated. In the book Management by Robbins and Coulter, the seven (7) purposes of organizing were defined. First, organizing divides work to be done into specific jobs and departments. It then assigns tasks and responsibilities associated with individual jobs. Organizing

This cycle begins with the organization’s birth. It is then followed by its growth and development. It reaches its peak and will slowly start to decline that may be due of one or more of the following reasons: change of goals, achievement of goals, and failure to meet goals. It is already apparent that failure to meet the goal set by the organization will cause its downfall, but why do change and achievement of goals lead a number of organizations to their end? Some organizations fail when they change their goal since this would mean that they will have to start, if not from the very beginning, from a point that is far from what they have already reached. This may also mean that a large amount of resources that are already invested in the previous goal will come into waste. There are also organizations that are only created to attain a certain goal, and once their goals have been already achieved, these organization will be left with no reason to exist. From the point of its declination, an organization may take one of these two different paths: either it will be revitalized or it will

It is the formal arrangement of jobs within an organization. Organizational structure is also the source of how responsibility is distributed, how individual positions are coordinated, and how information is officially disseminated. There are two (2) generic models of organizational design: namely, mechanistic and organic. Mechanistic organizations are rigid and tightly controlled structure. They are designed to be like a machine and are characterized by high specialization, rigid departmentalization, narrow spans of control, high formalization, a limited information network, and a little participation in decision making by lower-level employees. On the other hand, organic organizations are highly adaptive and flexible structures in which employees are highly trained and empowered to handle diverse job activities and problems. The objective in designing these systems is to leave them open to the environment so it can respond to new