Organising refers to nature of relationship among individuals who work in the organisation. When a large number of people work together in organisation there is need to coordinate their activities so that goals can be achieved. Organising has two basic component, namely, division of work among employees and linking various subsystems of organisation. How people should be distributed for various jobs is the basic issue in organising Suppose that there is an organisation-P with A, B, C, D, E, F and G as its part. How these parts should be linked with each other so that they can achieve common goal of organisation (Figure). Organising tries to answer this question.
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| Organisation 'P' |
Consequences of Organising
Some major consequences of organising are given below :
- Stability of relationship among subsystems
- Coordination of effort of all employees
- Role specification
- Job responsibility
- Linkages between jobs
- All the work that is to be done in an organisation should be determined. It is necessary. For example, if it is production organisation all activities which are needed for production should be determined. If it is service organisation like hospital, all activities which are required to provide service should be listed.
- Once it is known what activities are to be done, next step is to divide the work of organisation among its members. It should be kept in mind that each individual should be assigned the work which he can do properly. Educational qualification, skills and interest of the person should match with work given to an employee. Any deviation from it can be counterproductive for the organisation.
- Once work has been divided among various employees, next step is to develop mechanisms for coordination of work of all employees. Coordinating mechanisms help in continuously directing employees towards their work and goal of organisation. Figure gives basic steps in organising.
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| Schematic Representation of Organising |
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