What does organizing mean Case Study Example | Topics and Well Written Essays - 1000 words

What does organizing mean - Case Study Example The focus is on division, coordination, and control of tasks and the flow of information within the organization" (Erven 1994). Organizing allows the company to manage its resources and introduce effective management practices. Organizing function of management has a great impact on HRM (human resources management) and employee relations. Training is one of the tools used by Body Shop to improve skills and knowledge of employees. Body Shop proposes its employees eternal short courses, and further professional study in order to meet changing conditions and technological innovations. It motivates employees to pursue further education which helps employees to identify their career opportunities and goals. This training and learning is aimed at providing a blend of technical competence, social and human skills, and conceptual ability. This form of training is time and cost consuming. Following Hetman (1992), "managers must foster a culture of change in their departments. They must develop an environment in which workers expect but can cope with frequent and gradual changes in the way things get done and what is expected" (70). Body Shop organize its activities in order create a positive climate and corporate cu lture. Organizing function of management deals with delegation of authority and division of labor. In considering the limits of authority, an obvious limitation is that action conforms with the policies and programs of the company. In many cases, specific limitations are made (e.g. not to take on more staff without the approval of a superior). The reason why a subordinate accepts a superior's decision has been considered by many authorities. One line of thought is that there is an 'area of acceptance' wherein the subordinate is willing to accept the superior's instructions. In Body Shop, the main purpose of delegation is organize labor and introduce effective HR management. One employee cannot exercise all authority in making decisions as the company grows (Foss and Pedersen 2004). There is a limit to the number of persons that a manager can personally supervise. After this limit, the manager delegates authority to subordinates to make decisions. The work is delegated and the superior holds the subordinate accountable. The subordinate is responsible for doing the job; it is the superior's responsibility to see the job is done. "Delegation frees the manager from the tyranny of urgency. Delegation frees the manager to use his or her time on high priority activities" (Erven 1994). In Body Shop, it is upon this discretionary content that people feel the weight of responsibility and this is deemed measurable by finding the maximum period during which a person is relied upon to use his own judgment. The term 'time-span of discretion' therefore refers to the longest period that can pass before a superior makes an effective check on a person's work. Body Shop uses centralization and departmentalization of activities in order to provide effective management of HR. Body Shop groups in each organizational unit activities having a common purpose: sales department, accounting department, HR department, etc. The whole process is controlled by the problems that present themselves and the way the persons involved react to those problems, their value systems and their skills (Foss and Pedersen 2004). Because the concrete problems cannot be anticipated in any detail, and because they would in any event not present