This essentially refers to establishing a broad sketch of the work to be completed and the procedures incorporated to implement them. Organizing involves formally classifying, defining and synchronizing the various sub-processes or subdivisions of the work to be done.
Under Organizing, Gulick emphasized the division and specialization of labor in a manner that would increase efficiency. Yet Gulick observed that there were limitations. Based on his practical experience, he carefully articulated the many factors. Gulick described how the organization of workers could be done in four ways.
According to him, these are related and may be multi-level. By the purpose the workers are serving, such as furnishing water, providing education, or controlling crime.
Gulick lists these in his organizational tables as vertical organizations. By the process the workers are using, such as engineering, doctoring, lawyering, or statistics. Gulick lists these in his organizational tables as horizontal organizations. By the clientele or material: By the place where the workers do their work.
Gulick stresses how these modes of organization often cross, forming interrelated structures. Organizations like schools may include workers and professionals not in the field of education such as nurses.
How they are combined or carefully aggregated into a school — or a school system — is of concern. But the early work of Gulick was not limited to small organizations. The first is by organization, or placing workers under managers who coordinate their efforts. The second is by dominance of an idea, where a clear idea of what needs to be done is developed in each worker, and each worker fits their work to the needs of the whole.
Gulick notes that these two ideas are not mutually exclusive, and that most enterprises function best when both are utilized.
Gulick notes that any manager will have a finite amount of time and energy, and discusses span of control under coordination. Drawing from the work of Henri FayolGulick notes that the number of subordinates that can be handled under any single manager will depend on factors such as organizational stability and the specialization of the subordinates.
Gulick stops short of giving a definite number of subordinates that any one manager can control, but authors such as Sir Ian Hamilton and Lyndall Urwick have settled on numbers between three and six.
Under coordination, as well as organization, Gulick emphasizes the theory of unity of command: Gulick discusses the concept of a holding company which may perform limited coordinating, planning, or budgeting functions.Luther Gullick and Urwick promoted what they call as universal principles of organization.
Together, they promoted seven principles of administration and in so, coined the acronym POSDCORB. Gulick gave ten principles of organization. These are: 1. Division of Work or Specialization.
2. Bases of departmental organization. 3. Co-ordination though hierarchy. 4. Deliberate co-ordination 5. Co-ordination through committees 6.
Delegation 8. Unity of Command 9. Span of. This edited collection includes contributions by Follett, Fayol, Mooney, Dennison, Henderson, Whitehead and Mayo. The paper by Henderson, Whitehead and Mayo discusses the findings of . 87 MANAGERIAL APPROACH TO PUBLIC ADMINISTRATION Cristina Maria MORA Tudor ŢICLĂU Cristina Maria MORA Lecturer, Public Administration Department, Faculty .
Important Functional Principles of Organization Luther gullick and Urwick claim that there are some general principles that guides the functioning of the organization. POSDCORB is an acronym widely used in the field of Management and Public Administration that reflects the classic view of Organizational theory.
It appeared most prominently in a paper by Luther Gulick (in a set .