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Question : Ramesh, a 30-year-old employee of an aviation firm. He is the most senior member of staff in his department. Even the division manager is beneath him in rank. Ramesh is regarded as one of the most dedicated, competent, and diligent workers. He typically got the work assignments he wanted because of his abilities and seniority. Ramesh handled the several special assignments given to him without any formal title; he just went about his business. When 33-year-old Nagesh was appointed, a capable and intelligent person, a problem arose. Nagesh was able to adapt to the routine tasks of his new position more quickly than was typical for a new hire thanks to his previous four years of expertise in a closely comparable field. Appointer witnessed the conflict escalating between the two employees on a number of times. He didn't want to get involved in their private matters, though, as long as they did the job well and quickly. Ramesh complained to the appointer that Nagesh was mostly taking over his tasks one day when the animosity between them had reached its peak. A precise division of the occupations and associated responsibilities between the two was stated in the order issued by the appointer. By stating who was to report to whom, he further emphasised their working relationship. This resulted in a decrease in effort, increased productivity, and the elimination of uncertainty. Identify the step of organising here.

Option 1: Identifying and dividing the work

Option 2: Assignment of duties

Option 3: Establishing reporting relationships

Option 4: Departmentalization