Organising and Staffing
Core
Organising arranges resources and tasks: division of work, departmentation, assignment of duties, delegation of authority and creation of reporting relationships. Span of control is the number of subordinates a manager can supervise effectively. A narrow span creates tall structures and closer supervision; a wide span creates flat structures, fewer managers and greater autonomy. Delegation transfers authority, not accountability. Centralisation keeps authority at the top; decentralisation pushes it downward. Formal organisation is deliberately designed; informal organisation emerges from social interaction.
Staffing fills and keeps positions: manpower planning, recruitment, selection, placement, training, appraisal, promotion and compensation. Recruitment attracts candidates (internal or external); selection rejects unsuitable applicants through screening, tests, interviews, references and medical checks.
Worked example
A factory has 320 workers. With a span of one supervisor for every 8 workers, it needs 320 ÷ 8 = 40 supervisors. With a span of 1:10, it needs 32 supervisors. The wider span saves 8 supervisory salaries but increases each supervisor's workload and may reduce close supervision. Reasoning: span is not just arithmetic; the nature of work, worker skill and manager ability determine the right span.
Traps
Delegation is not abdication: the delegator remains accountable. Authority can be delegated; responsibility cannot be fully delegated. Recruitment and selection are not synonyms. Training improves current job skills; development prepares for future roles. A tall structure is not automatically better; it can slow communication.