organization 2 ,organizational behaviour by mr. rohit banskota
TRANSCRIPT
![Page 1: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/1.jpg)
PRESENTATION ON ORGANIZING-II
PRESENTERS :SANTOSH ADHIKARIROHIT BANSKOTAABHINANDAN GUPTABINITA PUNROJINA MAGARSUNIL THAPA
![Page 2: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/2.jpg)
ORGANIZING- II
![Page 3: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/3.jpg)
INTRODUCTION
MEANING
BENEFITS
DETERMINANTS
TYPES
DELEGATION OF AUTHORITY
CENTRALIZATION AND DECENTRALIZATION
![Page 4: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/4.jpg)
ORGANIZATIONAL
STRUCTURE: DESIGN
INDIVIDUAL ASSIGNED ROLES
A COMMON PATTERN
OPTIMUM USE OF HUMAN SKILL
![Page 5: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/5.jpg)
STEPS IN THE ORGANIZATIONAL STRUCTURE
DETERMINATION, IDENTIFICATION AND ENUMERATION OF ACTIVITIES
GROUPING AND ASSIGNING OF ACTIVITIES
DELEGATION OF AUTHORITY
![Page 6: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/6.jpg)
BENEFITS OF A GOOD ORGANIZATIONAL STRUCTUREPROPER COORDINATION
ELIMINATS OVERLAPPING AND DUPLICATION OF WORK
FACILITATES PROMOTIONS OF PERSONNEL
AIDS IN WAGE AND SALARY ADMINISTRTION
COMMUNICATION IS EASIER
IT ENCOURAGES CREATIVITY
![Page 7: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/7.jpg)
DIVISION OF LABOUR BY FUNCTIONAL SPECIALIZATION
A WELL –DEFINED HIERARCHY OF AUTHORITY
A SYSTEM OF RULES COVERING THE DUTIES AND RIGHTS OF ALL EMPLOYERES
A SYSTEM OF PROCEDURES FOR DEALING WITH THE WORK SITUATIONS
IMPERSONAL RELATIONS AMONG PEOPLE
MECHANISTIC STRUCTURE
![Page 8: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/8.jpg)
TASKS AND ROLES ARE LESS RIGIDLY DEFINED
DECISION MAKING IS MORE DECENTRALIZED
THE ATMOSPHERE IS MORE COLLEGIAL
DEPARTMENTAL BOUNDARIES ARE FLEXIBLE
ORGANIC STRUCTURE
![Page 9: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/9.jpg)
DETERMINANTS OF ORGANIZATIONAL STRUCTURE
ENVIRONMENT
TECHNOLOGY
LIFE CYCLE
![Page 10: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/10.jpg)
TYPE OF ORGANIZATIONAL STRUCTURE
THE LINE STRUCTUREPRESIDEN
T
PLANT
MANAGER
FOREMAN A
FOREMAN B
FOREMAN C
WORKERS WORKERS WORKERS
![Page 11: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/11.jpg)
DEPARTMENTATION
THE FUNCTIONAL STRUCTURE
DIVISIONAL STRUCTURE:
PRODUCT STRUCTURECUSTOMER STRUCTUREGEOGRAPHIC STRUCTURE
![Page 12: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/12.jpg)
MANAGEMENT by OBJECTIVES
PROCESSCENTRAL GOAL SETTINGMANAGERS SUBORDINATE INVOLVEMENTMATCHING GOALS AND RESOURCES FREEDOM OF IMPLEEMENTATATIONREVIEW AND APPARISAL OF
PERFORMANCE
![Page 13: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/13.jpg)
ADVANTAGESResult oriented – Detail planning – Better
overall management systemNo ambiguityPeriodic evaluation
![Page 14: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/14.jpg)
DISADVANTAGES
![Page 15: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/15.jpg)
Delegation ofauthority
![Page 16: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/16.jpg)
Delegation of authority
Delegation is the downward transfer of formal authority from one person to another.
It reduces the burden of chief executives by sharing some of his duties with his immediate subordinates.
Its becomes necessary as the organization grows.
![Page 17: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/17.jpg)
Principles of delegation of authority
Functional clarity
Matching authority with responsibility
Unity of command
Principles of communications
Principles of management by exception
![Page 18: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/18.jpg)
Process of delegation
Assignment of task
Granting authority to subordinate
Creating responsibility and accountability
![Page 19: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/19.jpg)
Advantages of dELEGATION
Quick and better decision.
Motivation and moral.
Training and development.
Minimize work load of manager.
Benefit of specialization.
![Page 20: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/20.jpg)
Problems of delegation
UNWILLINGNESS OF EXECUTIVE
Lack of time to explaining and lack of belief on subordinates ability.
A management may lack confidence & trust in subordinates
Lack of manager abilities to delegation Feeling insecure with subordinates Fear of being
lazy & lack of creating the impression of “ Hardworking Executive “
![Page 21: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/21.jpg)
OVERCOME OF OBSTACLES
DELEGATION TO BE COMPLETE AND CLEARLY UNDERSTOOD
PROPER SELECTION AND TRAININGOTIV
MOTIVATION OF SUBORDINATE
TOLERANCE WITH SUBORDINATE’S MISTAKES
![Page 22: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/22.jpg)
Centralization Versus
Decentralization
![Page 23: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/23.jpg)
Centralization
It is the situation in which the decision making power is at the top of an organization & there is no delegation of authority.
![Page 24: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/24.jpg)
Decentralization
Distributing power and decision making among each other or within the organization.
![Page 25: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/25.jpg)
Need & its variableMission, Goal, Objective, of the organizationSize and complexity of the organizationLocation of the target marketCompetency of subordinatesDesirability of creativity in the organization Time frame of decisionsAdequacy of communication systemTypes of tasksExternal factors
![Page 26: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/26.jpg)
Advantages of centralization It adopt & enforce uniform policies to achieve
coordination & conformity
Decision are made by the top level management
Centralization balance achieve among activities of different department and functional areas
Management handle to equipped any emergencies & it save time in decision making
![Page 27: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/27.jpg)
Advantages of DecentralizationIt provides foundation for development of
future executivesIt relives excessive work load to the top level
managementIt is highly motivational for subordinates
Decentralization leads to prompt action & quick decisions
Decentralization results in effective control over operations and processes
![Page 28: Organization 2 ,organizational behaviour by mr. rohit banskota](https://reader036.vdocuments.us/reader036/viewer/2022062703/554b20a1b4c9056f098b54b8/html5/thumbnails/28.jpg)
THANKING YO
U