Management – the organising function

What makes up the organising management function?  As its name suggests, it is about the organisation of the work to be carried out.  The main activities are:

  • Assigning tasks clearly;
  • Grouping tasks for teams, functions and departments;
  • Delegating authority so that tasks are carried out;
  • Allocating resources across the organisation so that goals can be achieved.

Sounds pretty straight forward but the challenge increases with the level of complexity in the work being done.  The skills required for effective organisation include:

  • Knowledge of different organisation structures and the pros and cons of each;
  • Setting effective spans of control based on the nature of the work being carried out;
  • Delegation so that decision making is taken at the right level and by the right people;
  • Good two-way communication so that the tasks assigned to individuals and groups are understood correctly;
  • Coordination so that the parts of the organisation fit together to add value for customers.

Symptoms of poor organising are:

  • Duplication of effort leading to increased costs;
  • Confusion about who is doing what – the left hand not knowing what the right hand is doing;
  • Conflict between teams, functions and departments;
  • Slow decision making when it is at too high a level in the structure;
  • Customer complaints about service levels.

Good managerial organisation leads to cost effectiveness, customer satisfaction, higher levels of staff motivation and an easier life for managers.

I raise money for the Alzheimer’s Society in the UK – a very small donation at http://www.virginmoneygiving.com/everyonedeservesgoodmanagement would be most appreciated.

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