Organizing slp Essay Example | Topics and Well Written Essays - 750 words

Organizing slp - Essay Example The process of organizing requires the collective efforts of all stakeholders in an organization, from top management to the most junior of employees. In other terms, managers and employees must work together to come up with the objectives of an organization and create systems that would assist in the achievement of these objectives in an efficient manner (Stephen & Coulter, 2005). A systematic approach that involves critical thinking is required in this process since it creates the executive plan of a company. The Organizing Function The organization design process starts with identification of a strategy from with a clear statement of purpose and vision for an organization. Such a strategy is important as it unites all employees towards achieving their personal and organizational goals. It also encourages actions that are geared towards attaining these goals and discourages activities that go against these objectives (Stephen & Coulter, 2005). Though creating a strategy is a planni ng process and not organizing, it is essential since it brings together all employees and defines roles clearly. Organizational structure is vital since it defines the relationship between people while at the same time defining their roles and responsibilities (Stephen & Coulter, 2005). ... First is work specialization or job enrichment, which refers to the extent to which a business divides its job into distinct tasks (Stephen & Coulter, 2005). By this division, an organization aims at ensuring that demanding jobs are not done by an individual; instead, a job is broken into smaller parts, each handled by different workers (Stephen & Coulter, 2005). Hence, each employee specializes in doing his/her part, which results in reduces job duplication, improved the productivity of every employee, and reduced conflicts among employees where roles are not clearly defined. Work specialty hence improves the overall performance of an organization. The second and third factors are departmentalization and chain of command respectively. Departmentalization, which could be functional, product or geographical, depending on the needs of an organization, should form the basis on which tasks are grouped together. On the other hand, chain of command implies the continuous line of authority, which extends from the top management to the lowest-level employees. In essence, it dictates who reports to who in an organization hence refers to the authority, responsibility and unity of command in an organization (Stephen & Coulter, 2005). The other organizing factors are span of control and centralization or decentralization. Whereas span control defines the number of ranks and managers that an organization has and indicates the number of employees under every manager or supervisor, centralization and decentralization determine the type of control in an organization (Stephen & Coulter, 2005). That is, whether control is by a few people or a large group. There are different designs