HONEY JANE M.

BONOCAN
is the process by which an existing
organization undergoes changes in the
size and shape of the organization
structure.
The change may range from simple to
complex.
 Division
Manager

Engineerin Manu- Market-

R&D g facturing ing

PROJECT A

PROJECT B

PROJECT C

PROJECT D
Thedepartmentation results from working
grouping of work, the desire to obtain
organization units of manageable size,
and to utilize managerial ability an
organization structure and design are
shaped significantly by the
departmentation
Identification of work
Analysis of details of each work

Description of the function of the organization

Entrusting the function to a separate person who

has specialized in the respective field and to
manage the respective field
Fixing the scope of authority and responsibility of
the departmental heads.
Departmentation by Function
Departmentation by Product

Departmentation by Process

Departmentation by Geographical
location
Itinvolves identifying major functions to be
performed in achieving the goals of an
organization and grouping the other related
functions and activities accordingly.
Involvesgrouping the activities and
functions on the basis of products
manufactured by the company.
Insome organizations the grouping of
activities is done the basis of the
nature of work being done, that is by
process.
 The grouping may be done on the basis of geographical
location.
 In this method, the entire service area of the organization is
divided into geographical locations or territories.
 it may be practical to bring together all operations
performed in a particular geographical location, or any of
the other methods discussed above.
 Establishing responsibility and preventing “buck passing”
 Providing for easier communication

 Eliminating jurisdictional disputes between individuals

 Helping develop executive ability

 Aiding in measuring a person’s performance against his

charges and responsibilities
 Aiding in equitable distribution of work, functions, and/ or
personnel supervision
 Permitting expansion and contraction without seriously
disrupting the structure
 Pointing out “dead-end” jobs

 Affording movement in the direction of the “ideal”

organization, in times of change
 Establishing closer cooperation and higher morale

 Delineating avenues of promotion

Preventing duplication of work
Making growth possible with adequate control
and without literally killing top executives through
overwork; and
Aiding in wage and salary administration through
forced job analysis and description
Effective management
Employees’ development

Motivation of employees

Better coordination

Efficiency
Delegation is the process of entrusting and
transferring responsibility and authority by
the top management to the lowest level.
Responsibility

Authority

Accountability
Art and a science
A skill that the manager performs effectively

Motivate the subordinates to work on the

delegated responsibility and authority.