Comparing Theories of Organising to a Case Study

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The definition of organising is arranging the several elements into a purposeful sequential order or structure. It's also means assembling required resources to attain organisational objectives. It is a goal oriented system which seeks for effectiveness and efficiency. Organising is the managerial function of making sure there are available resources to carry out a plan, determining the tasks to be performed in order to achieve objectives, grouping jobs into departments, specifying reports and authority relationships, delegating of authority necessary for task accomplishment, and also dividing tasks into specific jobs.

Organising also involves the grouping of tasks into departments and allocation of resources to departments. There are also three elements which are essential to organising such as, developing the structure of the organisation, acquiring and training human resources and also establishing communication patterns and networks. Organising are also involves with Human Resources and other Organisation Assets such as environment, strategy and technology.

In addition, managers who are efficient at organising their workplaces will inspire employees and please clients. Organising also played an important role in management process. The role of organising is to begin the process of operation by clarifying jobs and working relationships, by given a clear mission, core values, objectives, and strategies. Organising also identifies the authorities and responsibilities of each employee, and how different people and parts of the organisation relate and work with one another. All of this, of course, can be done in different ways. As a manager, he or she must make decision about the division of span of management, chain of command, the departmentalisation, and also the specialisation of the labour and work. Many larger organizations utilize multiple methods of departmentalization. Organizing at the level of job involves how best to design individual jobs to most effectively use human resources.

Usually, job design was based on principles of division of labour and specialization, which assumed that the more narrow the job content, the more proficient the individual performing the job could become. However, experience has shown that it is possible for jobs to become too narrow and specialized. When this happens, negative outcomes result, including decreased job satisfaction and organizational commitment and increased absenteeism and turnover

The Functions of a Good Manager in Organising

As a good manager, he or she is able to use the resources fully and efficiently. For example, a good manager uses all the resources such as labour, capital and land in the company/organisation's production. A good manager is also able to create an excellent organisational structure which it fully suitable for achieving the objectives. For example, a good manager can create an organisation structure that can effectively lead to objective achievement. Moreover, as a good manager, he or she also has to be good at allocating and arranging human resources and non-human resources. For example, a good manager can arrange all the resources efficiently.

as a good manager, they are able to use resources fully and efficiently.

2. able to create an excellent organisational structure which it fully suitable for achieving the objectives.

3.good at allocating and arranging human and non-human resources

then,as a bad manager,not really able to use resources fuuly and efficiently

2.only able to create on organisational structure which not fully suitable for achieving the objectives

3.average at allocating and arranging human non-human resources

as a good manager, they are able to use resources fully and efficiently.as a good manager, they are able to use resources fully and efficiently.

2. able to create an excellent organisational structure which it fully suitable for achieving the objectives.

3.good at allocating and arranging human and non-human resources

then,as a bad manager,not really able to use resources fuuly and efficiently

2.only able to create on organisational structure which not fully suitable for achieving the objectives

3.average at allocating and arranging human non-human resources

ada tak..

as a good manager, they are able to use resources fully and efficiently.

2. able to create an excellent organisational structure which it fully suitable for achieving the objectives.

3.good at allocating and arranging human and non-human resources

then,as a bad manager,not really able to use resources fuuly and efficiently

2.only able to create on organisational structure which not fully suitable for achieving the objectives

3.average at allocating and arranging human non-human resources

ada tak..

as a good manager, they are able to use resources fully and efficiently.

2. able to create an excellent organisational structure which it fully suitable for achieving the objectives.

3.good at allocating and arranging human and non-human resources

then,as a bad manager,not really able to use resources fuuly and efficiently

2.only able to create on organisational structure which not fully suitable for achieving the objectives

3.average at allocating and arranging human non-human resources

ada tak..

The Functions of a Bad Manager in Organising

As a bad manager, he or she is not able to use the resources fully and efficiently. For example, a bad manager can't and don't know how to use all the resources such as labour, capital and land in the company/organisation's production. A bad manager only able to create an organisational structure which not fully suitable for achieving the objectives. For example, a bad manager can't create an organisation structure that can effectively lead to objective achievement. Moreover, a bad manager is not really good at allocating and arranging human and non-human resources. For example, a bad manager doesn't know how to arrange his or her subordinate to the best position/work.

Interview with Case Study Organisation's Manager

According to the result of our interview with our case study organisation, Mr Chua, we found out the way Energizer Company's managers use the management organising in the company. We found that before Energizer Company's managers utilise the resources, first they had to identify the list of all the resources that the company has. For organising, they had allocated the resources according to the objectives that they set, based on the importance and priorities of the company. In order to achieve their objectives, they have to identify the gaps after they have made the allocation. So after they identified the gaps, they can immediately have the plan to acquire those resources which they do not have and plan to recruit or to solve the resources in the correct timing. So with all these resources and plan, they can set up the organisational structure to reflect the relationship and reporting structure clearly.

Meanwhile, we also found out the common resource utilisation problems that Energizer Company's Manager faced. We found out that the Human Resources faced a lot of resource utilisation problems. One of the problems is that they require very highly skill and manpower, but their current manpower is not so well trained. They also have too many of the certain racial group which resulted in lacked of manpower during festive season. Furthermore, load balancing among different work centre or machines is also one of the common resource utilisation problems. Some equipment has very high capacity. Besides that, some machines that require 24 hour operation even though the company does not need that capacity.

Then, we also found out the organization structure is being use by the Energizer Company. The current organisation structure is a matrix organisation, means that they have functional resources such as finance, engineering, material, production supervisor and so on in the organisation structure.

Comparison between Manager in Energizer and Actual Theories

Based on the theories and the result of interview on Energizer Company's Engineering Manager, Mr Chua, we were able to compare and found out the differences and similarity in management organising.

We found out that before Energizer Company's managers utilise the resources, first they had to identify the list of all the resources that the company has. They had allocated the resources according to the objectives that they set, based on the importance and priorities of the company. As the theories stated that organising is the managerial function of making sure there are available resources to carry out a plan, determining the tasks to be performed in order to achieve objectives, grouping jobs into departments, specifying reports and authority relationships, delegating of authority necessary for task accomplishment, and also dividing tasks into specific jobs.

Meanwhile, we found out Energizer Company states that the Human Resources faced a lot of resource utilisation problems. They require very highly skill and manpower, but their current manpower is not so well trained. They also have too many of the certain racial group which resulted in lacked of manpower during festive season. Furthermore, load balancing among different work centre or machines is also one of the common resource utilisation problems. As the theories stated that organizing at the level of job involves how best to design individual jobs to most effectively use human resources. Job design was based on principles of division of labour and specialization, which assumed that the more narrow the job content, the more proficient the individual performing the job could become. Experience has shown that it is possible for jobs to become too narrow and specialized. When this happens, negative outcomes result, including decreased job satisfaction and organizational commitment and increased absenteeism and turnover.

Therefore, we know that Energizer Company's managers use management organising in the same ways as in the theories.

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