“A goal without a plan is just a wish. And a plan without organising is chaos.”
In management, while planning sets the goals, it is organising that builds the framework to achieve them. Imagine a multinational company with no clear roles, departments, or hierarchy—despite having a brilliant vision, it would struggle to implement anything effectively.
Welcome to the core function that transforms strategic thinking into operational reality—Organising.
Definition and Theoretical Background
Organising is a fundamental management function that involves identifying and grouping activities, assigning duties, delegating authority, and establishing relationships to achieve organisational objectives efficiently.
Koontz and O'Donnell define organising as:
“The establishment of authority relationships with the provision for coordination both vertically and horizontally in the enterprise structure.”
Theo Haimann adds:
“Organising is the process of defining and grouping the activities of the enterprise and establishing authority relationships among them.”
This function sets the stage for coordination, leadership, and control—the other core functions of management.
Nature and Characteristics of Organising
|
Characteristic |
Explanation |
|
Goal-Oriented Process |
Organising is aimed at achieving predetermined business objectives. |
|
Systematic Division of Work |
It divides the total workload into manageable tasks or activities. |
|
Defined Authority & Responsibility |
Each individual is assigned specific roles with matching authority. |
|
Coordination Mechanism |
Helps avoid duplication of efforts and ensures cooperation among departments. |
|
Adaptability |
A dynamic process that allows organisations to restructure as per external changes. |
|
Hierarchy and Communication |
Establishes reporting relationships and formal lines of communication. |
Conceptual Approaches to Organising
Static Concept
This concept views organisation as a formal structure—a framework of authority and job roles created to coordinate work. It assumes stability and rigid hierarchies.
Dynamic Concept
This approach treats organising as a continuous and adaptive process. Emphasis is on interaction, flexibility, and change management. This is suited for modern, fast-changing environments.
Process of Organising – Step-by-Step
Organising begins where planning ends.
|
Step |
Details |
|
Determination of Objectives |
Foundation step. Goals define what is to be organised. |
|
Enumeration of Activities |
Identification and categorisation of all essential tasks. |
|
Grouping of Activities |
Similar tasks are grouped into departments (HR, Marketing, etc.). |
|
Assignment of Duties |
Allocation of specific tasks to competent individuals. |
|
Delegation of Authority |
Empowering employees with decision-making authority. |
|
Establishing Relationships |
Clear hierarchy and communication pathways are established. |
A visual representation can be used here showing these six steps in a flowchart format.
Real-Life Case Study: Infosys Ltd.
Scenario: In 2019, Infosys underwent organisational restructuring under CEO Salil Parekh.
Problem: Fragmented reporting lines, unclear accountability.
Action: Reorganised into four strategic business units (SBUs), redefined leadership responsibilities, and strengthened middle management.
Result: Improved project delivery speed, employee engagement, and client satisfaction.
Lesson: Clear organising structures boost efficiency, adaptability, and morale—especially in tech-driven sectors.
Delegation of Authority – A Critical Element
Organising is incomplete without delegation, which involves:
- Authority – The power to make decisions.
- Responsibility – The obligation to complete the assigned task.
- Accountability – Answerability for outcomes.
Golden Rule: Authority must be equal to responsibility. Overburdening employees without decision-making power leads to delays and frustration.
Significance of Organising in Management
- Promotes Specialisation: Clear division of labour leads to expertise and higher productivity.
- Improves Coordination: Well-structured organisations function smoothly even in complex environments.
- Enhances Communication: Defined reporting systems eliminate ambiguity in roles and expectations.
- Facilitates Adaptation: Organisations can restructure and reassign roles swiftly in changing markets.
- Boosts Employee Morale: Clarity in job roles, authority, and accountability builds confidence and ownership.
- Optimal Use of Resources: Minimises duplication and ensures efficient allocation of manpower and capital.
ORGANISATIONAL DESIGN THEORIES
|
Theory |
Proponent |
Core Idea |
|
Bureaucratic Structure |
Max Weber |
Emphasises rules, hierarchy, and merit-based promotions |
|
Systems Approach |
Chester Barnard |
Organisation is an open system interacting with the environment |
|
Contingency Approach |
Joan Woodward |
Organisation structure depends on situational factors |
Key Takeaways
- Organising builds the structure necessary for effective goal implementation.
- It involves clear division of work, delegation of authority, and establishing hierarchy.
- Both static and dynamic views are critical to understanding organisation theory.
- Organising directly impacts employee performance, communication, and strategic adaptability.
- Case studies like Infosys demonstrate its importance in real-world business transformation.
Final Thoughts
Organising is not merely drawing an organisational chart—it is the blueprint of execution. In today’s competitive environment, organisations that master the art of organising are more likely to remain agile, scalable, and sustainable.