ORGANIZING

FUNCTION
GROUP
MEMBERS
01 S AMUEL NJOGU
D53/PT/24077/2024

02 IBRAHIM ASHITIBA
D53/PT/22074/2022
03 MUENDO MWENDE
D53/PT/24707/2024

04 VERONICA WAIRIMU
D53/PT/24480/2024
05 MUMBI EUNICE
D53/PT/24696/2024
ORGANIZIN the process of giving specific task and
positions to employees, establishing

G
Defi nation 01 departments, delegating authority and
generally establishing organizational
structure

Bateman & Sn e ll, 2013) de fi n e d organ izing

as the proce ss of asse mbling an d assigning 02
the hu man , fi nancial, ph ysical,
information al an d oth e r resou rce s n e ede d to
achieve a go al.
Organizing is a function of the management
that involves developing an organizational
03 structure and allocating human resources to
ensure the accomplishment of objectives
(Huimfg, 2008).
 1.Grouping
NATURE OF Activities
Assign specifi c roles to specifi c

ORGANIZING groups of people with specifi c

skills
2. Authority/ Hierarchy
Clarifi es the role of each individual from top to the
subordinate level.

3. Division of la b or
Breaking down tasks into smaller components to ensure effi ciency.
Individuals are assigned work based on their skill and ability.

4. Coordination
Activities are harmonized to achieve a common goal without confl icts and repetition.

5. Flexibility
Structure should not be rigid and should allow/adapt to new changes.

6. Optimal resource allocation

Resources should be assigned and managed in a manner that will ensure optimal utilization , maximizin g produc tivity an d
minimizing wastage.
 The sc alar
Princ iple

U nity of Principle
c ommand of
fl exibility

PRINCIPLES
p
OF
COMMAND
Span of Principle
control of
continuity

Unit y of
Object iv
es
 APPROACHES OF ORGANIZING

Classical Approach Behavioral Approach Contigency Approach

The Classic approach to organizing It focuses on how people feel

is like following old rules that and behave at work. It’s about It’s about matching the right
everyone agrees on. It’s all about understanding people at work plan with the right place.
making work efficient and more than just the tasks they
organized. do.
 APPROCHES OF ORGANIZING
Classical approach
Taylor H was al l about sci entifi c ways to manage work and workers. He wanted to fi nd
the best ways to get work done fast and smart.
Fayol H, talked about management as its own thing. He split work into parts l ike
planning and control li ng.
Weber M liked the idea of a structured system with rules and clear l evel s

Behavioral Approach
Maslow talked about our needs, saying we all have diff erent needs and they
change as we go. McGregor had two ideas about how managers see workers:
some think peopl e don’t l ike work, and others believe people enj oy it. Herzberg,
well, said diff erent things make us happy or unhappy at work.

Contingency Approach
Contingency Approach tel ls us that what works in one place might not work in another.
Factors like the si ze of a company, how things are done, how unsure the envi ronment i s,
and how diff erent people are, can change what’s best. Contingency Approach’s big i dea i s
about matching the best way to organize with what fi ts each uni que situati on. It’s all
about being adaptabl e and fi nding the best solution for every place and moment
 ORGANIZATIONAL STRUCTURES
1. Hierarchical Structure:
Traditional model with a clear chain of command. Employees report to supervi sors, who
report to higher-l evel managers. This structure is common in large organizati ons.

2. Flat Structure
Fewer levels of management, promoting a more collaborative envi ronment. Empl oyees
often have more responsibil ity and autonomy

3. Matrix Structure
Combines functi onal and project-based structures. Employees report to both a functional
manager and a project manager, enhancing fl exibility and communication
4. Functional Structure
Organizes empl oyees based on their roles or functions (e.g., marketing, fi nance, HR). Thi s
allows for speci al i zati on but can create silos.
 ORGANIZATIONAL STRUCTURES
5. Divisional Structure
Groups teams by product l ine, geography, or market. Each division operates semi-
autonomously, al lowi ng for fl exibility and focus on specifi c markets

6. Team-Based Structure
Emphasizes teamwork and coll aboration. Employees from various departments come
together to work on specifi c projects or initiatives.
ORGANIZING Organizational trends refl ect the evolvi ng nature of
how businesses structure themsel ves and operate i n

TRENDS response to changes in technol ogy, workforce

expectations, and market dynami cs

1.Agile Organizations
2. Remote and Hybrid Work
Model s
3. Flat structures
4. Focus on Employee Well-
bei ng
5. Team-Based Approaches
6. Technology Integration
7. Outcome-Based Structures
8. Sustainability and Social
Responsibility
DETERMINATES OF ORGANIZATIONAL
STRUCTURE
These are factors that influence how an organization is designed and how it
operates

Nature of the Technology Organizational

Business Culture

Size of the Organizational Environmental Workforce

Organization Strategy Factors Characteristics
BE NE FITS OF A
GOOD
ORGANIZATIONAL Clarity of roles
01 and
STRUCTURE responsibilities

Improved
Communication
02

Enhanced
03 Decision-Making

Increased
04
Effi ciency
BE NE FITS OF A
GOOD
ORGANIZATIONAL Flexibility and
05 Adaptability
STRUCTURE

Fostering Teamwork and

Collaboration
06

Better
07 Performance
Management

Employee Motivation 08
and Satisfaction
BE NE FITS OF A
GOOD
ORGANIZATIONAL Alignment with
09 Strategic Goals
STRUCTURE

Customer Focus 10

11 Scalability

Risk Management 12
 REFERENCES
Ta ylo r, F. W. (1911). T h e Prin c ip le s of Sc ie n tifi c M an age me n t . Ne w Yo rk: H arpe r &
Broth e rs .
Fa yo l, H. (1949). G e n e ral an d In du st rial M an age me n t. Lo n do n : Pitman .
We b e r, M . (1947). T h e T h e o ry o f So cial an d Ec on o mic Organ izat io n . Ne w York: Fre e
Pre s s
H e rzb e rg , F. , M a u s n e r, B . , & S n yde rman , B. B. (1959). T h e M ot ivation to Work. Ne w
York: Wile y.
M c G re g o r, D. (1960). T h e H u man Side of En te rpris e . Ne w York: M c G raw -H ill.
M as lo w , A. H. (1943). A T h e ory of H u man M o tivatio n . Ps yc h o lo gic al Re vie w , 50(4),
370-396.
" O rg an iza tio n a l Be h a vio r" b y Ste ph e n P. Ro bbin s an d Timoth y A. Ju d ge , 2013: T h is
textb o o k p ro vid e s a c o mp re h e n s ive ove rvie w o f vario u s o rgan izatio n al s tru c tu re s an d
th e ir impac ts on be h avior an d pe rf orman c e .
Ba te ma n , T. S . , & S n e ll, S. A. (2013). M an ag e me n t: Le adin g & Co llabo rat in g in a
Compe titive World (10th e d. )
Ba rn ard , C. I. (1938). T h e Fu n c tio n s o f th e Exe c u tive . H arvard Un ive rs it y Pre ss .
 REFERENCE
Ta ylo r, F. W. (1911). T h e Prin c ip le s of Sc ie n tifi c M an age me n t . Ne w Yo rk: H arpe r & Bro

S
th e rs .
Fa yo l, H. (1949). G e n e ral an d In du st rial M an age me n t. Lo n do n : Pitman .
We b e r, M . (1947). T h e T h e o ry o f So cial an d Ec on o mic Organ izat io n . Ne w York: Fre e Pr
ess
H e rzb e rg , F. , M a u s n e r, B . , & S n yde rman , B. B. (1959). T h e M ot ivation to Work. Ne w Y
o rk : Wile y.
M c G re g o r, D. (1960). T h e H u man Side of En te rpris e . Ne w York: M c G raw -H ill.
M as lo w , A. H. (1943). A T h e ory of H u man M o tivatio n . Ps yc h o lo gic al Re vie w , 50(4), 37
0-396.
" O rg an iza tio n a l Be h a vio r" b y Ste ph e n P. Ro bbin s an d Timoth y A. Ju d ge , 2013: T h is t e
xtb o o k p ro vid e s a c o mp re h e n s ive ove rvie w o f vario u s organ izatio n al s tru c tu re s an d t
h e ir imp ac t s o n b e h a vio r an d pe rfo rman c e .
Ba te ma n , T. S . , & S n e ll, S . A. (2013). M an ag e me n t: Le adin g & Co llabo rat in g in a Comp
e tit ive Wo rld (10th e d . )
Ba rn ard , C. I. (1938). T h e Fu n c tio n s o f th e Exe c u tive . H arvard Un ive rs it y Pre ss .