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Tactical planning is intermediate-range (one to three years) planning that is
designed to develop relatively concrete and specific means to implement the strategic
plan. Middle-level managers often engage in tactical planning.
Operational planning generally assumes the existence of organization-wide or

subunit goals and objectives and specifies ways to achieve them. Operational
planning is short-range (less than a year) planning that is designed to develop specific
action steps that support the strategic and tactical plans.
Organizing
Organizing is the function of management that involves developing an
organizational structure and allocating human resources to ensure the
accomplishment of objectives. The structure of the organization is the framework
within which effort is coordinated. The structure is usually represented by an
organization chart, which provides a graphic representation of the chain of command
within an organization. Decisions made about the structure of an organization are
generally referred to as organizational design decisions.
Organizing also involves the design of individual jobs within the organization.
Decisions must be made about the duties and responsibilities of individual jobs, as
well as the manner in which the duties should be carried out. Decisions made about
the nature of jobs within the organization are generally called “job design” decisions.
Organizing at the level of the organization involves deciding how best to
departmentalize, or cluster, jobs into departments to coordinate effort effectively.
There are many different ways to departmentalize, including organizing by function,
product, geography, or customer. Many larger organizations use multiple methods of
departmentalization.
Organizing at the level of a particular job involves how best to design
individual jobs to most effectively use human resources.
Traditionally, job design was based on principles of division of labor and
specialization, which assumed that the more narrow the job content, the more
proficient the individual performing the job could become. However, experience has
shown that it is possible for jobs to become too narrow and specialized. For example,
how would you like to screw lids on jars one day after another, as you might have
done many decades ago if you worked in company that made and sold jellies and
jams? When this happens, negative outcomes result, including decreased job
satisfaction and organizational commitment, increased absenteeism, and turnover.
Recently, many organizations have attempted to strike a balance between the
need for worker specialization and the need for workers to have jobs that entail
variety and autonomy. Many jobs are now designed based on such principles as
empowerment, job enrichment and teamwork. For example, HUI Manufacturing, a
custom sheet metal fabricator, has done away with traditional “departments” to focus
on listening and responding to customer needs. From company-wide meetings to
team huddles, HUI employees know and understand their customers and how HUI
[3]
might service them best.

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