Organisational structure

The governing concept is organisational structure, especially the establishment of reporting relationships and the chain of command. Organising does not end when people are appointed; it also defines who is responsible for what, who has authority, and to whom each employee must report. Clear reporting prevents overlapping instructions, confusion and gaps in accountability. Therefore option A, Organising, is correct. Staffing concerns finding, selecting and placing suitable people, and the question says appointment has already occurred. Planning sets future objectives, while controlling compares actual results with standards. Neither one primarily determines the formal reporting relationship among employees.

Planning decides objectives and broad courses of action, but a plan cannot be implemented until the required work is arranged. Organising breaks the plan into activities, groups related tasks, assigns duties, delegates authority and establishes responsibility and reporting relationships. For example, a sales plan may become workable only after customer research, promotion and order processing are assigned to appropriate people or departments. Leaving employees without direction, removing standards or hiding results would obstruct management rather than implement a plan. Directing and controlling remain important later, but organising first creates the structural framework in which those activities can operate. Thus option A correctly explains why organising follows planning.