Organizing, the second function of management, is defined as the process of delegating and coordinating tasks and resources to achieve objectives. The four resources managers organize are human, physical, financial, and information.
The principle of unity of command requires that each employee should report to only one boss. The principle of unity of direction requires that all activities be directed toward the same objectives.
Coordination ensures that all departments and individuals within an organization should work together to accomplish the strategic and operational objectives. Responsibility is the obligation to achieve objectives by performing required activities.
Authority is the right to make decisions, issue orders, and use resources.
Accountability is the evaluation of how well individuals meet their responsibilities.
Delegation is the process of assigning responsibility and authority for accomplishing objectives. Delegation is covered in detail later in this chapter.
Flexibility means that there will always be exceptions to the rule.
Organizational design refers to the internal structure of an organization or the arrangement of positions in the organization into work units or departments and the interrelationships among them.
Job design is the process of identifying tasks that each employee is responsible for completing.
Job simplification is the process of eliminating or combining, and/or changing the sequence of work to increase performance.
Job expansion is the process of making jobs less specialized. Jobs can be expanded through rotation, enlargement, and enrichment.
Job rotation involves performing different jobs in some sequence, each one for a set period of time.
Job enlargement involves adding tasks to broaden job variety.
Job enrichment is the process of building motivators into the job itself to make it more interesting and challenging.
Source:
1. Lussier, R. N. (2006). Management Fundamentals, (3rd ed.). Thomson.
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