Organizing (English: Organising) is the act of rearranging elements following one or more rules.

Organizing metal movable type

Examples
Anything is commonly considered organized when it looks like everything has a correct order of placement. But it's only ultimately organized if any element has no difference on time taken to find it. In that sense, organizing can also be defined as to place different objects in logical arrangement for better searching. Organizations are groups of people frequently trying to organize some specific subject, such as political issues. So, even while organizing can be viewed as a simple definition, it can get as complex as organizing the world's information.

History
Historically, humans have always tried to organize ourselves. Be it on religion, through books and spoken word, or in science, through journals and studies, or in many other ways. Writing ideas in a book, not to talk to someone, but to specifically catalog is also an attempt to organize information. Science books are notable by their organization attempt of a specific subject. Encyclopedias, instead, usually try to organize any subject into one place, for faster indexing and seeking of meanings.

Applications
Organizing, in companies point of view, is the management function that usually follows after planning. And it involves the assignment of tasks, the grouping of tasks into departments and the assignment of authority and allocation of resources across the organization.

Structure The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated. 1. A set of formal tasks assigned to individuals and departments. 2. Formal reporting relationships, including lines of authority, decision responsibility, number of hierarchical levels and span of managers control. 3. The design of systems to ensure effective coordination of employees across departments. Work specialization

The degree to which organizational tasks are sub divided into individual jobs; also called division of labour With too much specialization, employees are isolated and do only a single, tiny, boring job. Many organizations enlarge jobs to provide greater challenges or assigning to tasks that are rotated.

Chain of command

An unbroken line of authority that links all individuals in the organization and specifies who reports to whom. Unity of Command - one employee is held accountable to only one supervisor Scalar principle - clearly defined line of authority in the organization that includes all employees

Authority, responsibility, and accountability

Authority - formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organisationally desired outcomes. Responsibility - duty to perform the task or activity an employee has been assigned Accountability - the fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command

Delegation

The process managers use to transfer authority and responsibility to positions below them in the hierarchy Organisations today tend to encourage delegation from highest to lowest possible levels

Can improve flexibility to meet customers needs and adaptation to competitive environments Managers often find delegation difficult

Types of authority

Line authority - in which individuals in management positions have the formal power to direct and control immediate subordinates. Staff authority - granted to staff specialists in their areas of expertise. Narrower than line authority and includes the right to advise, recommend, and counsel in the staff specialists' area of expertise. It is a communication relationship with management. It has an influence that derives indirectly from line authority at a higher level. Functional authority - in which individuals in management positions have formal power over a specific subset of activities. A legal department, for instance, may have functional authority to interfere in any activity that could have legal consequences.

Span of management Factors influencing larger span of management. 1. 2. 3. 4. 5. 6. 7. Work performed by subordinates is stable and routine. Subordinates perform similar work tasks. Subordinates are concentrated in a single location. Subordinates are highly trained and need little direction in performing tasks. Rules and procedures defining task activities are available. Support systems and personnel are available for the managers. Little time is required in nonsupervisory activities such as coordination with other departments or planning. 8. Managers' personal preferences and styles favour a large span. Departmentalization The basis on which individuals are grouped into departments and departments into total organisations. Approach options include; 1. 2. 3. 4. 5. Functional - by common skills and work tasks Divisional - common product, programme or geographical location Matrix - combination of Functional and Divisional Team - to accomplish specific tasks Network - departments are independent providing functions for a central core breaker

Importance of organizing

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

MANAGEMENT
Board of Director The ICICI Prudential Life Insurance Company Limited Board comprises reputed people from the finance industry both from India and abroad. Mr. K.V. Kamath, Chairman Mr. Barry stowe Mrs. Keki Dadiseth Mrs. Kalpana Morparia Mrs. Chanda Kochhar Mr. HT Phong Mr. M.P. Modi Mr. R Narayanan Ms. Shikha Sharma, Managing Director Mr. N.S. Kannan, Executive Director

Management Team Ms. Shikha Sharma, Managing Director & CEO Mr. N.S. Kannan, Executive Director Mr. Azim Mithani, Chief - Actuary Mr. Bhargav Dasgupta, Executive Director Ms. Anita Pai, Chief - Customer Service and Operations Mr. Puneet Nanda, Chief Investments Mr. Shekhar sharma, (CEO) Mr. Bhargav Dasgupta, (Executive Director) Mr. Rishi Shrivastav , (HOS) Mr. Sumit sahani , (AVP) Himalayan MR. Mandeep duggal ,(AVP) Mr. Ankush cal (RM) Mr. Parveen gauri (ARM) Mr. Sumit Dong (AM)