Author M.I.K.E.T Kasadha

MAKERERE UNIVERSITY BUSINESS SCHOOL
 

COURSE WORK
 

PROGRAMME:    BACHELORS OF BUSINESS ADMINISTRATION

 

YEAR:                   ONE

 

SEMESTER:         ONE

 

COURSE:              PRINCIPLES OF MANAGEMENT

 

COURSE CODE:  MGT 1102

 

FACILITATORS: Mr. Lubogo, Mr. Seremba, Mr. Mutumba, Mrs. Assimwe Muhangi, Mr. Bagire, Ms. Mbatudde, Mr. Lubogoyi B.

 

NAME                                              REG. NO                STUDENT NO   SIGNATURE

 

WAKABI W. SYPRIDON               05/U/14745/EVE     205015540

 

WANDERA SADALA                    05/U/14752/EVE     205015521

 

NAMAGALA JASON                     05/U/14511/EVE 

 

NALWAGA S. ALLEN                   05/U/14506/EVE

 

AGABA ALBERT                           05/U/13930/EVE      205017213

 

KASADHA TIMOTHY KAMYA   05/U/14178/EVE      205010872   

 

 

QUESTION:

 

DISCUSS THE PROCESS OF ORGANISING?

 

WHAT ARE THE IMPORTANT FACTORS WHICH MANAGERS HAVE TO CONSIDER WHILE UNDERTAKING THIS PROCESS OF ORGANISING?

 

 

 

 

 

 

Organizing in the establishment of a structure of task which needs to be performed to achieve the goals of the organization, grouping these tasks into jobs for an individual, creating groups of jobs within sections and departments, delegating authorities ty carry out the jobs, and providing systems of information and communication and for the coordination of activities within the organization.

 

ORGANISING PROCESS

Feasibility Studies and Feedback

Enterprise objective

Supporting objectives, policies and plans

Identification and classification of required activities

Grouping of activities in light of resources and solutions

Delegation of authority

Staffing

Leading

Controlling

Part 4, 5, 6  (Other Functions)

Part 2 (Planning)

Horizontal and vertical coordination of authority and information relationships

Part 3 (Organizing)

 

 

 

 

 

 

 

 

 

 

 

 
Source: Essentials of Management

 

From the diagram above the processing of organizing includes the following;

Determining organizational goals. To start, with, organizational goals should be determined this will help in defining the activities and to coordinate. This give for absence of direction and it’s a yard stick for them, evaluation.  However, creation of objective makers the process rigid there by not being flexible with the environment.
 

Identification of activities. The activities which are essential for achievement of the organizational goals should be determined.  These activities may differ from organization to organization.  For example, activities of trading concern may not be the same as a manufacturing concern or a service oriented unit.  This helps you to budget for the activities in terms of resources, that is human resources, monetary resource are over or under estimated the end objectives or result will be affected.
 

Grouping of activities. After identification of activities, it is essential to group these activities, compact tasks and then into certain departments.  The process of dividing the activities into compact departments in known as departmentalization.   For grouping the activities, it is much essential to create basis for departmentalization.  The facilitates separations of supervision.  However, this grouping of activities can create conflicts, segregation within the organization and also it’s non-flexible since its uplifts specialization thereby avoiding possibilities of multi-skilling.
Assigning tasks and resources.  This step is critical to organizing because the right person must be matched with the right job and the person must be provided with the resources to accomplish the task assigned.  This aids in the efficiency, effectiveness and quality of performance which leads to increased productivity. 

However, resources may be put to the right use.

 

Decision analysis.  It is much important to decide what kinds of decision are to be taken by each person in performance of his task.  It motivates individuals in performing there daily duties. However, individuals may take wrong decisions which may affect the entire organization.

 

Delegation of authority.  After activity analysis and decision analysis, it is in much pertinent to delegate proper authority to each person.  Without proper authority it might not be possible to performance his job well no shall it be possible to determine his responsibility.  This reduces bureaucracy and also it enables works to be completely quickly enough.  However, there is a possibility to misuse authority delegated and also the subordinates might be over loaded with work.

 

Determining responsibility.  In an organization each person’s responsibility should be precisely defined.  This will make him behave in more responsible manner.  Unless responsibility of a person is fixed, he cannot be held responsible for now performance.  It enhance accountability given the responsibility is incompetent; to accomplish the task of hand then it would result to poor performance.

 

Creating coordination.  In an organization all people are expected to work for attainment of common goals of the organization.  This objective can never be attained, unless activities of the different people are properly coordinated.  The activities of different people should match together for achievement of organization goal.  It builds team spirit and putting the organization inspiration first.

 

Creating hierarchy of managerial position.  Each person in the organization must know his place in the organization.  He should know as to whole he governs and to whole is expected to report.  This will not only satisfy a person but will help him to define his goal and role.  This streamlines the reporting function and leads to effective communication.  However, it’s bureaucratic and thus creating slow decision-making.

 

Evaluation results.  In this final step, feedback about the customers will determine as to how well the implemented organizational strategy is working.  This feed back could also determine if any changes are necessary or desirable in the organizational setup.  This enable to evaluate the deviation form organizational goals and objectives and therefore what corrective action desired to be taken.

 

Organizing does not imply any extreme off occupational specializations, which in many instances makes labor uninteresting, teddies and unduly restrictive.  There is noting in organization itself that dictates this.  To say the talks should be specific is not to stay they must be limited and mechanical.  Whether they should be broken down into minute parts-as an a typical assembly line – or be defined broadly enough to encompass the design, production and sale of a machine is for the organizer to consider in light of the results defined broadly enough to encompass the design, production and sale of a machine for the organizer to soldier in light of the result desired.  In any organization, jobs can be defined to allow little or low personal, leeway, or the widest possible discretion.  One must not forget that there is no best way to organize and that the application of structural organization theory must take into account the situation.

 

For organizational to be more effective would depend upon the organizations structure and situational factors. Studies have isolated certain variables.  The important factors which managers have consider while undertaking the process or organizing included the following:

 

Mission, goals and objectives of the organization.  Form the goals and objectives which cope up the mission will help the manger to strategically come up with a good organizational process to give direction of the organizational activities, mission, goals and objectives of an organization are the basic starting point of consideration in the process of organizing.

 

Size and complexity of the organization.  If the operations that employees are going to perform are complex and sophiscated and required constant supervision, then the manger should come up with a suitable structure to handle the various tasks or duties involved efficiently and effective.

 

Location of target market.  If the customers of an organization are locate for a part geographically than centralization will be more appropriate since in such a case, the appropriate management resources would be placed close to customers allowing quicker decision and faster customer service.

 

Geographical closeness of employees. The closer the subordinated are in a physical location the easier it will be for the superior to manage more employees.  In this case it helps the manager to come up with a centralized structure for easy administration and management.

 

Time frame of decisions. Decisions should be made according to the situation especially for an existing organisation in order to enhance the process of organizing. On the other hand if an organisation is yet to start its operations there should be laid out procedure and policies regarding on how decisions will be expressed in future especially in light with routine decisions and considering the type of business to be opened up.

 

Adequacy of communication system.  The type of communication system will determine what organization structure a manager should come up with.  A manual communication system may require a bigger structure compared to an automated communication system in the operation of business activities.

 

Types of tasks.  The kind of tasks are likely to be handled or that exist in a business organization will help the manger in determining the structure suitable in implementing and coordinating the various tasks.

 

Existence of standing plans.  If a description of clear cut goals and objectives and precise structured procedures and plans f or solving routine problems and making situation and  operational decisions exists, a manger should come up with the with the organization structure which should be either accommodative for flexible with the plans.

 

Competence of top-level management.  A manager has to ensure he has competent top level mangers to coordinates implement and achieve organizational goals and objectives through their subordinate.

 

Competence of subordinate.  The prerequisite of effective organizing is the availability of trained, experience and knowledgeable staffs who can be entrust to evaluate the situation objectively and make necessary decision.  This results into having a flat organization structure since there would be no need for line mangers to supervise the subordinates.

External factors. In addition to the above there other external factors which a manager should consider while coming up with a organization process; these factors include social, economical, political and legal which help the organization in relating to the external environment.

REFERENCES

 

J. Waswa Balunywa (2000), A HANDBOOK OF BUSINESS MANAGEMENT (3^RD Edition)

 

Kreitner Robert (1989), MANAGEMENT   (4^TH Edition)

 

Harold Koontz, Heinz Weihrich (1990), ESSENTIALS OF MANAGEMENT (5^th Edition)

 

Harold Koontz, Heinz Weihrich (1988), ESSENTIALS OF MANAGEMENT (9^th Edition)

 

ICSA Study Text MANAGEMENT PRINCIPLES   September 1998

 

J. S. Chandan (1999), MANAGEMENT (CONCEPTS AND STRATEGIES)
 

J. S. Chandan (1995), MANAGEMENT THEORY AND PRACTICE
 

Stephen P. Robbins, M. Coulter (1999) MANAGEMENT
 

Peter Drucker (1999) PRACTICE OF MANAGEMENT
 

James Stoner, Edward Freeman (2000) MANAGEMENT

 

Eyre E. C. (1999) MASTERING BASIC MANAGEMENT