Organizing (management)

Organizating or organising is the establishment of effective authority relationships among selected work, persons and work places in order for the group to work together efficiently. Or the process of dividing work into sections and departments.
History.
The organizing of information could be noticed since human beings learned to write in the 4th millennium BC. Prior to that, history was passed down only through song and word. This can be seen through multiple aspects of history such as religion, books, spoken word and science. Organizing is not only considered history, but also supports the communication of history. Organizing involves coordinating and arranging people in order to meet up and establish a set planned objective.
During the early 20th century was when large companies began to monopolize and capitalism was at its peak. Management and what it meant to be a manager was not a topic at hand for these companies because being a leader was a skill you were born with. However, as time went on during the 20th century new ways of thinking started to emerge from a few important names. Max Weber believed that to run a well organized environment, workers needed to be controlled to work together like a well oiled machine. Henri Fayol was an engineer who developed 14 principals of management; division of work, authority, discipline, unity of demand, unity of direction, subordination of individual interest to the general interests, remuneration, centralization, scalar chain, order, equity, stability of tenure of personnel, initiative, and esprit de corps. He also developed six primary functions of management; forecasting, planning, "organizing", commanding, coordinating, controlling. Mary Parker Follett, on the other hand, was a management consultant and American social worker who believed that managers should work "with" their workers to accomplish their tasks instead of having control over them. She opened the door to relations between managers and workers, and interpersonal relationships in the work place.
Characteristics.
The following are the important characteristics of organization:
Applications.
Organizing, is the management function that follows after planning, it involves the assignment of tasks, the grouping of tasks into departments and the assignment of authority with adequate responsibility and allocation of resources across the organization to achieve common goals. Organizing involves the establishment of an intentional structure of roles through determination and enumeration of the activities required to achieve the goals of an enterprise. These roles include, the grouping of these activities, the assignment of such groups of activities to managers, the delegation of authority to carry them out, and the provision for coordination of authority and informal relationships.
Structure.
The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated.
Work specialization.
Work specialization (also called division of labor or job specialization) is the degree to which organizational tasks are sub-divided into individual jobs. The pros to work specialization are that it may increase the efficiency of workers by only having a certain amount of tasks to focus on and complete. Also while becoming more skilled in whichever task they are completing. As opposed to having a large amount of tasks to accomplish and not being able to thoroughly complete those tasks. When split up, it lightens the load on all of the workers, while also giving a chance for them to give their all to said task. However, with too much specialization, employees may feel isolated and bored. Many organizations enlarge jobs or rotate assigned tasks to provide greater challenges. 
Chain of Command 
Chain of command is used for the purposes of overall responsibility and accountability in achieving the stated goals and objectives through the use of orders and reports. This is shown graphical through vertical lines that represent order in one direction and reports of compliance in the other direction. Chain of command differs from lines of an organization because lines of an organization most often represent the communication and coordinating lines. These are shown on a graph as horizontal lines of organization. Chain of command (also referred to as 'scalar principle') states that a clear, unbroken chain of command should link every employee with someone at a higher level, all the way to the top of the organization. This helps to maintain authority, responsibility and accountability.
Delegation.
Delegation is the transfer of authority and/or responsibility to others, often lower in position. Delegation can improve flexibility to meet customers’ needs and adapt to competitive environments.
Possible reasons for delegation:
1. Efficiency - Amount of time to complete a task can be considerably reduce with multiple people working on it compared to one.
2. Specialization - Allows people with the most qualifications and knowledge to complete a specific and more complex task.
3. Training - Assigning a task to a trainee or new members so they can gain first hand knowledge and experience.
Span of management.
Categories:
Factors influencing larger span of management.
Centralization, decentralization, and formalization.
Decision making processes are chosen depending on what decision is being made. 
Departmentalization.
Departmentalization is the basis on which individuals are grouped into departments and departments into total organizations. Approach options include:
Examples of departments in a corporate office may be: production, marketing, finance, human resource, research and development and more. These departments are sectioned off and organized/managed by the executive of that department. This gives the department more control and efficiency.