There are four distinct activities of organizing: (1) to determine what work activities have to be done to achieve organizational intentions, (2) to classify the type of work needed and work groups into manageable team units, (3) to assign the work to individuals and delegate the appropriate authority, and (4) to design a chain of command of decision-making relationships. The end result of the organizing process is an organization -- a whole comprised of integrated parts, acting in harmony to implement tasks to achieve goals, both effectively and efficiently. The organizing process makes it possible to attain the purpose of the organization as previously set out

by the planning process. In addition, it should also provide the following benefits, such as a clarified and coordinated work environment and a formal decision making structure. With these benefits in place, everyone should know what to do. The task and responsibilities of all individuals, departments, and major organization divisions should have been clarified. The type and limits of influence will have been determined. Through the use of an organization chart, the formal manager to employee relationship has been developed. This allows for the logical progression upward through the hierarchy for decision making and decision-making communications.

Now that the organizing process has been clearly drawn out, I would like to discuss an article entitled, “The manager’s role in building an innovative organization,” by Patrick Buhler. He stated that organizations today are being told that they must be rapid, responsive and reactive. Organizations must modernize to flourish. In doing this, managers have a key role in determining, reinfor

Some topics in this essay:
, Patrick Buhler, organizing process, appropriate authority, chain command,