ORGANIZATION: A social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis.

There are six elements of organization: 1. Work specialization 2. Departmentalization 3. Chain of command 4. Span of control 5. Centralization & decentralization 6. Formalization 1. WORK SPECILAZATION: the term work specializations or division of labor, to describe the degree to which activities in the organization are subdivided into separate jobs. The essence of work specialization is that rather than an entire job being done by one individual it is broken down into a number of steps with each step being completed by a separate individual. 2. DEPARTMENTZALIZATION: i. ii. iii. iv. v. i. By function By product By geographical regions By process By customer

Departmentalization by function: Grouping jobs by functions performed. Departmentalization by Product: Grouping jobs by product line. Departmentalization by Geographical: Grouping jobs on the basis of territory or geography. Departmentalization by Process: Grouping jobs on the basis of product or customer flow. Departmentalization by Customer: Grouping jobs by type of customer and needs.

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3. CHAIN OF COMMAND: Chain of command is the line on which orders and decisions are passed down from top to bottom of the hierarchy. In a hierarchy the chain of command

means that a production manager may be higher up the hierarchy, but will not be able to tell a marketing person what to do. 4. SPAN OF CONTROL: The number of employees who can be effectively and efficiently supervised by a manager. Width of span is affected by: Skills and abilities of the manager Employeee characteristics Characteristics of the work being done Similarity of tasks Complexity of tasks Physical proxomity of subordinates Standardization of tasks

5. CENTRALIZATION & DECENTRALIZATION: Centralization is the degree to which decision-making is concentrated at a single point in the organizations. Organizations in which top managers make all the decisions and lower-level employees simply carry out those orders. In Decentralization, organizations in which decision-making is pushed down to the managers who are closest to the action. 6. FORMALIZATION: The degree to which jobs within the organization are standadized and the extent to which employee behavior is guided by rules and procedures. Highly formalzation jobs offer little discreation over what is to be done. Low formalization means fewer constrains on how employee do thier work. MY ORGANIZATION MY INSTITUTE: I run a institute of higher education. Goal of my institute is to provide good and better education to all. For achieve that goal i apply all the six elements in my institute. Through WORK SPECIALIZATION i give specific subjects to specific teachers who have command on those subjects. Through DEPARTMENTALIZATION i divided all the educational programs in different departments or sections. Through departmentalization it is easy to manage all

the programs properly. From that i can improve and eliminate all the mistakes of my institute. I divided them in these departmetns: Business Adminstration,Engineering, Education, Commerce, Science, Arts etc. In CHAIN OF COMMAND Constructive criticism of the Institute is welcomed by the Board whenever it is motivated by a sincere desire to improve the quality of the educational program or to equip the institute to do their tasks more effectively. On occasion, a parent may have a concern, complaint, suggestion or request related to a Institute decision or policy. Many questions are easily and completely answered by communicating directly with the person in charge of the class or program. Each situation should first be addressed at whatever level the initial action was taken, with appeals moving on to the next level in the chain of command. Please use the following chain as a means of problem-solving: Academic Concerns: 1. 2. 3. 4. Teacher Counselor Principal Superintendent

Behavior/Discipline Concerns: 1. 2. 3. 4. Teacher Assistant Principal Principal Superintendent

In SPAN OF CONTROL, Instructors engage, encourage, and provide feedback for their students to develop intellectually. The meaningful relationships between instructors and students are important for student success. Effective instructors not only structure content to scaffold learning, they also engage, motivate, encourage, and provide feedback for their students to grow emotionally and intellectually. Instructors inspire their students to push past learning boundaries and develop more mature skills. The academic and personal relationships students develop with faculty go beyond any particular classroom and affect the students overall success in higher

education. Through these relationships students see firsthand how experts think about and solve practical problems by interacting with faculty members inside and outside the classroom. As a result, their teachers become role models, mentors and guides for continuous lifelong learning. Im using CENTRALIZATION because it is a traditional or bureaucratic institute structure focuses on a top-down approach. Decision-making starts at the top with the policies of the institute and works its way down to principals and finally to teachers. It is highly structured, and the teacher's role in decision-making is limited. FORMALIZATION: In my institute every employee know their job specification clearly. And rules and regulations of the institute. Just because of formalization institute goes well. COMMON DESIGN: A. Simple design B. Bureaucracy design C. The matrix design BUREAUCRACY DESIGN: My institute design is bureaucracy design because my institute is standardized, departmentalized, centralized, formalized, chain of command and my institute also in narrow span of control. Thats why bureaucracy perfectly matched with my institute. Advantages: More control Effective work Less conflicts Quality of work etc