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Chain of command is the vertical lines of a command STRUCTURE that is used for the purposes of overall RESPONSIBILITY and ACCOUNTABILITY in the achieving of STATED goals and objectives through the use of orders one direction and reports of compliance in the other direction.

Chain of command is the vertical lines of a command structure that is used for the purposes of overall responsibility and accountability in the achieving of stated goals and objectives through the use of orders one direction and reports of compliance in the other direction.

1. Helps to achieve ORGANIZATIONAL goal
2. OPTIMUM use of resources
3. To PERFORM MANAGERIAL function
4. Facilitates growth and diversification
5. Humane treatment of employees.

Work specialization is the degree to which ORGANIZATIONAL TASKS are sub-divided into individual jobs. It may INCREASE the efficiency of workers, but with too MUCH specialization, EMPLOYEES may feel isolated and bored. Many organizations enlarge jobs or rotate assigned tasks to provide greater challenges.

Work specialization is the degree to which organizational tasks are sub-divided into individual jobs. It may increase the efficiency of workers, but with too much specialization, employees may feel isolated and bored. Many organizations enlarge jobs or rotate assigned tasks to provide greater challenges.

Line authority managers have the formal power to DIRECT and control immediate subordinates. The SUPERIOR issues ORDERS and is RESPONSIBLE for the result and the subordinate obeys and is responsible only for executing the order according to INSTRUCTIONS.

Line authority managers have the formal power to direct and control immediate subordinates. The superior issues orders and is responsible for the result and the subordinate obeys and is responsible only for executing the order according to instructions.

• Organizations are often troubled by how to organize, particularly when a new STRATEGY is DEVELOPED.
• CHANGING market conditions or new technology requires change.
• Organizations SEEK efficiencies through IMPROVEMENTS in organizing.

Departmentalization is the basis on which INDIVIDUALS are GROUPED into departments and departments into total organizations. Manner or practice in which related individual tasks and their allocation to work GROUPS is combined, to FORM a specialized functional area that is distinct from other functional AREAS in an organization.

Departmentalization is the basis on which individuals are grouped into departments and departments into total organizations. Manner or practice in which related individual tasks and their allocation to work groups is combined, to form a specialized functional area that is distinct from other functional areas in an organization.

FORMAL ORGANISATION:
It refers to the structure of well DEFINED authority and responsibility relationships. Authority FLOWS from top to bottom.

Informal Organisation:
It refers to the personal relationships which develop automatically when people work TOGETHER. Authority flows both from top to bottom as well as bottom to top.

Formal Organisation:
It refers to the structure of well defined authority and responsibility relationships. Authority flows from top to bottom.

Informal Organisation:
It refers to the personal relationships which develop automatically when people work together. Authority flows both from top to bottom as well as bottom to top.

• Manpower REQUIREMENTS
• RECRUITMENT
• Selection
• ORIENTATION and Placement
• Training and Development
• Remuneration
• Performance Evaluation
• PROMOTION and transfer.

• On the basis of FUNCTION
• On the basis of TYPE of PRODUCT MANUFACTURED
• On the basis of territory.

• Effective management
• Employee development
• Facilitation of GROWTH
• BASIS of management HIERARCHY 
• BETTER coordination

• Identification and DIVISION of work.
• Departmentalisation.
• Assignment of duties.
• ESTABLISHMENT of REPORTING RELATIONSHIPS.

Tall - A management STRUCTURE characterized by an overall NARROW SPAN of management and a RELATIVELY large number of hierarchical levels. Reduced communication OVERHEAD.

Flat - A management structure characterized by a wide span of control and relatively few hierarchical levels. Facilitates delegation.

Tall - A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels. Reduced communication overhead.

Flat - A management structure characterized by a wide span of control and relatively few hierarchical levels. Facilitates delegation.

• Specialization and division of WORK.
• Orientation towards goals.
• Composition of INDIVIDUALS and GROUPS.
• CONTINUITY.

Organizing is a systematic process of structuring, integrating, co-ordinating task goals, and activities to resources in ORDER to ATTAIN objectives. "ORGANISING is the process of identifying and grouping the work to be performed, defining and DELEGATING responsibility and authority and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing objectives.

Organizing is a systematic process of structuring, integrating, co-ordinating task goals, and activities to resources in order to attain objectives. "Organising is the process of identifying and grouping the work to be performed, defining and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing objectives.

• Authority is a manager's FORMAL and legitimate right to make decisions, ISSUE orders, and allocate resources to achieve organizationally desired outcomes. 
• Responsibility means an EMPLOYEE's duty to PERFORM assigned TASK or activities. 
• Accountability means that those with authority and responsibility must report and justify task outcomes to those above them in the chain of command.

Functional Structure: Functional structure is set up so that each PORTION of the organization is GROUPED according to its purpose. In this type of organization.

For example, there may be a MARKETING department, a sales department and a production department.

Divisional Structure: Divisional structure TYPICALLY is used in larger companies that operate in a wide geographic AREA or that have separate smaller organizations within the umbrella group to cover different types of products.

Functional Structure: Functional structure is set up so that each portion of the organization is grouped according to its purpose. In this type of organization.

For example, there may be a marketing department, a sales department and a production department.

Divisional Structure: Divisional structure typically is used in larger companies that operate in a wide geographic area or that have separate smaller organizations within the umbrella group to cover different types of products.

• LINE AUTHORITY
• FUNCTIONAL authority 
• STAFF authority