The document provides an overview of the nature of organizations and management. It discusses key topics such as: 1. What constitutes an organization and the formal and informal structures within organizations. It also outlines principles of organization like division of labor, unity of command, and span of control. 2. The different forms an organization can take such as private, public, or cooperative enterprises. 3. Core concepts in management like the definition of management, goals of management in increasing productivity and effectiveness, and the key functions of planning, organizing, staffing, leading, and controlling. 4. Additional management topics like types of managers based on hierarchy and function, necessary managerial skills, and roles and responsibilities of managers

1. NATURE OF ORGANIZATION
&
MANAGEMENT
Lav Nigam1

2. Nature Of Organization
What is an organization?
An organization is a collection of
people who work together and
coordinate their actions
to achieve a wide
variety of goals
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3. Nature Of Organization
Formal & Informal Organization:
Formal organization characterized by intentional structure of
Roles & Responsibilities coordinated towards achievement of
common goals.
Informal organization is characterized by group of people within
the organization having common values, interests & desires.
Eg the various clubs in organizations, employees meeting
together during tea & lunch time.
Informal organization plays an important role in the formal
structure.
Principles Of Organization:
 Division of Labor
 Unity Of Command
 Authority & Responsibility
 Span Of Control
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4. Nature Of Organization
Division Of Labor:
Breaking down of jobs into simple & repetitive tasks. Individual
specialize in part of job. Eg: Assembly line production.
Advantages:
1. Efficient use of diversity of skilled / unskilled labor
2. Repetition improves performance skill.
3. No time wasted in putting away tools & equipments while
changing jobs.
4. Training for specialization is more efficient from organization’s
perspective.
Disadvantages:
 Leads to boredom, fatigue, stress, low productivity, poor
quality, absenteeism & high turnover.
To overcome this, employees were given variety of activities.
Techniques like Job Enlargement & Job Enrichment are
practised.
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5. Nature Of Organization
Unity Of Command:
No member of organization should report to more than one
superior. This is to ensure that conflicting demands &
priorities are not received by the employee.
Modern organizations have employees reporting to more than
one superior, eg in matrix organization structure.
Authority & Responsibility:
Authority is the right inherent in a manager to give orders & be
obeyed. Required to coordinate activities in an organization.
Can be delegated to subordinates for proper functioning &
efficient performance.
Responsibility comes with authority. Two types of responsibility:
1. Operating Responsibility – can be delegated to subordinate
2. Ultimate responsibility – cannot be delegated. Remains with
the manager who is accountable for the actions & omissions
of his subordinates.
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6. Nature Of Organization
Span Of Control:
Refers to the number of people the manager controls. Difficult to
determine the optimum number. Narrow span leads to many
hierarchies and a tall organization structure. Wide span will result in
few hierarchies and a wider structure.
Scalar principle: Authority & responsibility should flow in a clear
unbroken line from top to bottom. This implies that organization is a
hierarchy.
Departmentalization: Breaking down activities into specialized groups.
Purpose is to specialize activities, simplify task of managers &
maintain control. Massie suggests following criterion for
departmentalization:
 Group simple activities together based on likeness of persons,
qualifications, or common purpose (medical etc)
 Activity may be grouped with other activities with which it is used (
safety & production).
 Functions to be assigned to executives most interested

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7. Nature Of Organization
Departmentalization: (contd)
 Activities to be grouped to encourage competition among
departments or avoid friction amongst departments.
 When difficulty in making definite distinctions in two activities,
group them together.
 Functions requiring close coordination should be grouped
together.
Span Of Management:
No ideal number for the management span. Davis identified two
spans: (1) Operative span of lower level managers & (2)
Executive span of middle & top management. Suggested that
operative span should be around 30 and executive span not
more than 6.
Today, focus is on identifying factors that make span more
effective.
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8. Forms Of Business
Organization
Forms Of Business Organizations:
Private Enterprise:
 Sole / Proprietary / Trader
 Partnership
 Company – Private Co or Public Co.
Co-operative Sector Enterprise:
 Co-operative Society
 Co-operative Store
Public Sector Enterprise:
 Government departments
 Government Companies
 Statutory Corporation
 Statutory Board Or Commissions
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9. SAMPLE ORGANIZATION
STRUCTURE
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10. Definition Of Management
Definition:
“ Effective & Efficient integration & coordination of
resources to achieve the desired objectives”.
Thus, management is a process by which managers create a
climate so that employee achieves both personal &
organizational growth.
This implies:
 Process by which personal & organizational goals achieved
 Process implies planning, organizing, staffing, leading &
controlling – functions of management
 Management process influenced by environment – external &
internal
 Managers act as facilitators for achievement of goals.
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11. Goals Of Management
Goals Of Management:
Ultimate aim of any business organization is to make profit.
Desirable aim is to create a surplus. Achieved by creating &
maintaining an environment in which individuals can achieve
common organizational goals by spending minimum amount
of time, money, material & achieve maximum personal
satisfaction.
Thus, goal is task related & maintenance related (maintaining
personal satisfaction).
Another perspective of goal is to increase productivity.
Productivity = Output / Input
Productivity also implies effectiveness & efficiency.
Effectiveness gauged by attainment of objectives.
Efficiency gauged by attainment of objectives with judicious use
of resources.
Management concerned with not only achieving objectives but
achieving them efficiently.
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12. Functions Of Manager
Functions Of A Manager:
An individual who plans, organizes, staffs, leads & controls
resources effectively & efficiently to attain organizational
goals.
Planning: Futuristic perspective. Setting goals to meet the
organization objectives.
Involves forecasting, identifying threats & opportunities in
external environment, strengths & weakness in internal
environment, setting objectives & taking decision on course of
action to be taken to achieve the objectives. Determines
where we are & where we would want to be. How to bridge
the gap.
Manager plans to identify the most appropriate course of action to
meet the future conditions.
Corporate Planning department formulates strategic plan of
organization – long term objectives, strategy, product /
services. Subsequently, operational plan, delegate authority &
responsibility to various units.
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13. Functions Of Manager
Organizing: Grouping of activities, allocating authority among
members so that they can achieve the organization goals.
Function creates organization structure, delegation of
authority, creates hierarchy. Goals of organization determine
type of structure. Ex: Start-up require simple structure,
manufacturing organization require classical organization,
government department require bureaucratic organization.
Staffing: Involves manning & keeping the different positions
manned in the organization structure. Achieved by identifying
the skills required, recruiting, selecting, appraising, training
and developing organization personnel.
Leading: Most important function of the manager. Influence the
subordinates to direct efforts towards achievement of
organization goal – motivate and maintain an effective
system of communication. Manager should understand the
needs of subordinates & help them in satisfying them and
coordinating them with organizational objectives.
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14. Functions Of Manager
Controlling: Ensure that the actions of the subordinates are
as per plan & lead towards the organization goal. Involves
setting of standards of performance at strategic point,
measuring actual performance (monitoring & reviewing
activities of supervisor) & taking corrective action where ever
required. This helps manager to ensure that actions of
subordinates are leading the organization towards it’s stated
goals.
Managerial function performed at all levels – CEO to supervisor
in all organizations – small, large organization, hospital,
manufacturing, service, NGO etc.
Top level managers spend more time in planning & organizing.
First level manager (supervisor) spend more time in leading.
Top level manager function at the macro-level (organization),
lower level manager operate at micro-level (individual & work
group).
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15. Time Distribution Of
Management Function
Time Distribution Of Manager
Top-Level Managers Planning Organizing Leading Controlling
Middle-Level Managers Planning Organizing Leading Controlling
Activity
Lower Level Managers Planning Organizing Leading Controlling
Time Distribution Of Managerial Function
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16. Types Of Manager
Types Of Manager:
Hierarchy:
1. First Level Manager: Lowest level of managerial hierarchy.
Supervisor, foreman, junior manager. Supervise & direct non-
managerial employees.
2. Middle Manager: Can be of more than one level. Manage &
direct first level managers & other operating employees.
Major activity involve implementing policies of organization.
3. Top Manager: Responsible for overall management of
organization. Set long term goals for organization by studying
& forecasting the external environment.
Functional: Like Production, Marketing, Sales, HR etc.
responsible for one functional area.
General Manager responsible for all the activities of the
organization.
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17. Management Skills
Management Skills: Katz identified 3 basic skills: technical,
human & conceptual.
Technical Skill: Ability to use tools, procedures, techniques &
knowledge of specialized skills. Ex: Accountants, engineers &
doctors.
Human Skill: Ability to work with, understand and motivate other
employees as individual & groups.
Conceptual Skill: Ability to see the organization as a whole, to
recognize significant elements in a situation, and to
understand the relationship among the elements. Cognitive
ability to coordinate & integrate all the activities of the
organization.
All skills are required at any level. Technical skills at lower
levels, conceptual skills at higher level and Human skill are
important at all levels.
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18. Management Skills
Top-Level Managers Technical Human Conceptual
Middle-Level Managers Technical Human Conceptual
Lower Level Managers Technical Human Conceptual
Management Skills
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19. Roles Of A Manager
Roles Of Manager:
Position that is acted by an individual in an organization.
Manager plays several formal & informal roles.
Informal role not prescribed by organization. Same
person may have one role in one situation & another
role in another situation.
Mintzberg (1973) proposed the managerial roles under
three categories:
1. Interpersonal Role – managing through people
2. Informational Role – managing by information
3. Decisional Role – managing through action
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20. Mintzberg’s Managerial Role
Formal Authority
Interpersonal Roles FigureHead
Leader
Liaison
Informational Roles Monitor
Disseminator
Spokesperson
Decisional Roles Entrepreneur
Disturbance
Resource Allocator
Negotiator
Mintzberg's Managerial Role
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21. Role Of A Manager
Interpersonal Role: Arises directly from Formal authority.
 Figurehead: Performs ceremonial role like greets visitors / clients,
sign legal documents, eg. President / Marketing manager. Sales
manager goes for lunch with clients.
 Leader: Encourage subordinates to achieve organization objectives.
Achieved by motivating subordinates, training, counseling,
communicating with subordinates & coordinating individual needs with
that of organization.
 Liaison: Interacting with others outside organization like suppliers,
clients, government officials, business associates etc.
Informational Role: Giving & Receiving Information.
 Monitor: Seek & receive information, scan periodicals & reports
environment for information and maintain personal contacts
 Disseminator: Give some information directly to subordinates.
 Spokesperson: Send information to people outside the organization
through speeches, reports, memos, interviews etc
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

22. Role Of A Manager
Decision Maker:
 Entrepreneur: Initiates development of project, identify new
ideas, arrange for the resources.
 Disturbance Handler: Acts as crisis manager reacting to
problems & pressures of the situation, resolve conflicts amongst
subordinates.
 Resource Allocator: Decides who gets resources, scheduling ,
budgeting, setting priorities in his department.
 Negotiator: Represent department during negotiation with
union, suppliers and generally defends interests of unit /
organization
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23. Role Of A Manager
Another study by Luthans (Real Managers Study – 1988), managerial
activities noticed by trained observers.
Four management activities observed:
1. Communication – Exchanging information, handling paperwork,
mails (29%).
2. Traditional Management – Planning, decision making, controlling
(32%)
3. Networking – Interacting with outsiders, socializing / politicking
(19%).
4. Human Resource Management – Motivating / Reinforcing,
Disciplining / punishing, Managing conflict, Staffing, Training /
Development (20%).
Research also indicated that networking was an important activity for
manager’s success. But it did not contribute to the manager’s
effectiveness.
Human Resources management had a strong relationship to
effectiveness.
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24. Management Challenges
Management Challenges:
Modern business functions in a complex & intricate environment
due to liberalization of Indian economy opening entry of
global market. Resulted in new opportunities for growth &
expansion , increased threat of competition. Survival in the
highly competitive industry a real challenge.
Globalization: Phenomenon by which markets and production in
different country are becoming increasingly interdependent
due to dynamics of trade in goods & services & flow of capital
& technology. Entry of MNC’s in India (Honda, Ford,
McDonald etc). Indian companies went global (Infosys, Aditya
Birla etc). Indian companies linked to global market. Had to
follow regulations imposed by WTO, ISO, EU norms.
Challenge for organizations to re-invent themselves to meet
global competition.
1.
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25. Management Challenges
Knowledge Management: Process of discovering & harnessing
an organization’s intellectual resources. Process of creating,
capturing, sharing & using knowledge. Knowledge managers
identify these human assets & help them generate new ideas,
harness these ideas into successful innovations. Organization
that fails to develop a framework for utilization will not have a
long term competitive advantage. Biggest challenge is
managing intellectual capital.
Internet: Management influenced by growth of communication
facilities. Virtual teams breaking geographical boundaries,
management must happen via the web. Internet helps
managers keep in touch with partners, suppliers & customers.
Provides a challenge for identifying opportunities & exploiting
them quickly & more effectively than the competitor.
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26. THANK YOU
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