Central Functions On this page:

What makes up organizing

How the work is arranged and related so that people can do it effectively .

Organization structure

“The achievements of an organization are the
results of the combined effort of each individual.”

-- Vince Lombardi, 1913-1970

By organization structure we mean -- not the people in the enterprise -- but the arrangement and relationships of the work to be done. An organizational structure becomes necessary when the work to be done requires more than one person. The question becomes "Who reports to who?"

There are many ways of arranging work, functional, geographical, product line, specialization, etc. There may (or may not) be a "one best way" for each enterprise but which way is best varies greatly and depends on many factors.

Organizations tend to evolve as they grow., initially being arranged around functions, then around results to be achieved. 

TFG Organization Structure

DNA projects tend to be loosely organized; TFG is no exception. some notes:


“Nothing is impossible if you can delegate”
-- Anonymous
"Many hands make light work."
-- Proverb

Delegating involves the trusting of others with responsibility and authority and creating accountability for results. It follows from the principles that no one person can do everything and that more people can do more work than one person.

Delegation of a task has two parties, the delegator who assigns the work and the delegee who accepts it. The three essential elements of effective delegation:

You may hear it said that responsibility can not be delegated; it's not quite so. The delegator does not escape ultimate responsibility, but the delegee must also take responsibility for the work delegated to him or her. The delegator must take responsibility for following up, monitoring and taking corrective action when needed.

Some managers have trouble with delegating. It may arise from distrust of others' abilities or willingness, hesitancy to delegate authority, fear of losing control, etc. Whatever the cause, failure to delegate usually limits the manager's success. A tool, the Management Action Plan (MAP) helps managers delegate effectively.

Follow-up by the delegator is an essential aspect. Monitor progress to avoid being caught by surprise at the deadline.

TFG Delegation

I confess to a lack of success in delegating. Co-admins have largely been unwilling to accept the responsibilities, or I've been too demanding as to quality.


"No man is an Island..."
John Donne, 1572-1631

Relationships make the conditions necessary for cooperation. Without relationships, work tends to grind to a halt. Two basic types of relationships that we talk about in a management context are

line & staff relationships

There may also be a hierarchical relationship -- superior/subordinate. The superior has a line relationship to the subordinate and the subordinate has a staff relationship to the superior.

In today's environment, many peer relationships are needed. We might view these as staff relationships, with peers providing and and service to each other.

In a management context, we are most concerned with working relationships.

TFG Relationships

The goal is to maintain a collegial atmosphere in which opinions and feelings are respected. However, there will be times when a decision must be made and is not popular with all.

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