Organizing Case

Organizing

Organizing is responsible for identifying and grouping the tasks to be done by the employees and distributing resources within the respective departments of the organization for the effective implementation of the plan. According to Fayol, the key objectives of organizing involve ensuring proper plan preparation and execution, aligning objectives with resources, establishing a single guiding authority, harmonizing and co-ordinating of activities, maximizing personnel deployment, clear delineation of duties, encouraging initiatives and responsibility, maintaining discipline, ensuring the subordination of individual interests to corporate interests and supervision of both material and human order. All of the mentioned above is relevant to the way management is organized nowadays, except for maintaining full control, which contradicts to the term "encouraging initiatives and responsibility". Maintaining full control might be perceived by managers as commanding over their employees and limiting them from innovating ideas and decision-making, rather than motivating and rewarding them for fresh opinions. It is important for the company that demands development of new ideas to restructure this view and make organizing more flexible. For example Brazilian company Semco producing industrial pumps overlooked their way of business from highly structured, autocratic into a company of trust, freedom and democracy. The success of Semco's flexible organization arrangement has brought executives of huge companies such as IBM, Mobil and etc. to Brazil for the examination of their work process.

Co-ordinating

Co-ordinating refers to adequate allocation of resources for high goal attainment. Fayol characterizes a well co-ordinated organization as a team, where all departments interact in harmony with each other, being clearly informed about their responsibilities and obligations within and outside their unit and using them as efficiently as possible. This theory depicts the picture of the whole organization as a set of things working together as parts of a mechanism or an interconnecting network running in a systematic way. The given theory must be reconsidered, as it is inapplicable in modern organizational structure. The similar theory was used by Max Weber and did not prove itself. In addition, Douglas McGregor illustrated that humanistic prospective, which has widely acknowledged nowadays because of paying attention to humans' needs at the workplace, is more relevant than the views of the classical perspective followers. His theory Y emphasizes the more realistic view of guiding employees in the organization's management thinking.