Thursday 27 December 2018

Principle of organizing in management

Principle of organizing

Organizing is one of the four functions of management. Generally, the function of organizing is done after the function of planning (planning). It can be seen from the order 4 management functions that include planning, organizing, and controlling the conduct of the United Kingdom in English usually called POLC (Planning, Organizing, Leading and Controlling).

To discuss more about organizing, we need to know what is meant by the organization that is the basic words of the term "organizing". The organization is a collection of two or more people who work together are structured to achieve the goal. The purpose of the organization is the result of the organized decision on planning phase. So here are more clear to say that organizing will be implemented after the planning.


While Organizing or Organizing is a process for the determination, classification, arrangement and the establishment of the pattern of employment relationships of people to achieve the purpose of the organization. It is the process of organizing a set of people and other resources to work toward a common goal.

In organizing, preparing the structure of the organization is very important so that everyone in the organization knows clearly the tasks or jobs, responsibilities, rights and their authority.

Five Organizing Principles (Organizing Principles)

 To be able to perform the function of organizing effectively, a manager should have certain guidelines so that they can take decisions and act in accordance with the decisions taken. The following are the organizing principles that can be use so that the organizing function of management can be implemented effectively.

The principle of the Specialization of work (Work Specialization)

This principle is often refer to as the principle of the Division of labor or the Division of Work. Some are calling it the Division of Labor. Is the Specialization of work being the Division of the tasks or the work's complex. Into several sub-job or a part to its employees?. Every employee is train to perform certain tasks relating to the course. So that they have the qualifications and abilities relating to tasks that are given.

The advantages of the Specialization of work or this Division of labor is the upgrading of productivity and can do the job efficiently. Because every employee doing the same task each day so that the speed of work and quality of work. It can be maintained properly. But on the other hand, the employee organization dependency will be very high and also raises the boredom employees will work the same routine over and over again. Boredom the employees eventually will be able to cause high rates of absenteeism (absent) and the level of labor turnover (employee turnover) are high, too.

Therefore, many of the companies/organizations that do the job rotation to reduce the dependence on certain people and to avoid boredom will be the same routine and repetitive.

The principle of authority or Authority (Authority)

 Authority or the authority is the right to do something, make a decision, ruled the others to do something (or not to do something), and the right to allocate resources on behalf of the Organization to achieve the objectives of the organization.

Based on this principle, all the functions, duties, authority and the relationship between the Manager and his subordinates should be defined and specified clearly. Classification relationship of authority (authority) and responsibility (responsibility) can help organizations achieve better coordination and more effective.

The principle of chain of command (Chain of Command)

The chain of command is an important concept for building a strong organizational structure. The chain Command or Chain of Command can be interpret. As the lines of authority without breaking up that stretches from the top management down. To the lowest-level employees as well as explain who should be accountable and report to who. So basically it can be said that the chain of command is the flow of reporting.

For example, a production Operator must report to the Leader of the production, production Leader must report. To the production Supervisor, production Supervisor should then report. To the Manager and production manager should report to the Director of operations.

Responsibilities and lines of authority without breaking up is base on two important principles, namely Unity of Command (Unity of command) and Scalar Chain (Rank). Base on the principle of Unity of command, the employee should only take orders from a supervisor only and is also responsible to one employer only. If too many Bosses who gave the order, the employee in question will be hard to distinguish his priority. It will also give rise to confusion and not focus on the tasks that they provide. Whereas Scalar Chain is the vertical line of authority from top to down. Every employee should be aware of their position in the Organizational Hierarchy. The line of authority this will show what the authority and responsibilities.

The principle of Delegation of authority (Delegation)

Delegation of authority is one of the things that are important in the organization. In the absence of the delegation of authority, a manager must work himself all his work. The success of a Manager basically depends greatly on its ability to delegate authority and the work to his subordinates.

Delegation of authority can be interprete as delegation authority of a Manager. To his subordinates to do something or the authority for the taking of a decision.

The principle of the Full Span (Span of Control)

Full range (Span of Control) or often refer to with the range management (Span of Management). It is the number of employees or subordinates. That can be control effectively by a supervisor in one time, tops in question can be a Supervisor or Manager.

The range of control is very important in knowing the design and group dynamics on the organization concern. Full range of on a work unit (Department) may be different from other work units although in one organization. There are no numbers or a number that surely against this control ranges. This is because every organization has different shapes and designs as well. In addition, the experience and the personality of the Manager. The subordinate abilities and behavior also affects the number of span of control.

The narrow control range will simplify a Manager to conduct the supervision against his subordinates and streamline communication with his subordinates. While the wide control range can give you more opportunity to his subordinates and train her more independent/independent.

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