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Organizing Business Activities

The document discusses organizing as a management function that structures resources and activities to accomplish objectives efficiently. Organizing results in an organizational structure where jobs are broken down into manageable tasks. Specialization and narrow spans of control are discussed as ways to improve output by allowing employees to focus on specific roles or tasks. Different organizational structures are presented including functional, divisional, and matrix structures.

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Faye Alonzo
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2K views51 pages

Organizing Business Activities

The document discusses organizing as a management function that structures resources and activities to accomplish objectives efficiently. Organizing results in an organizational structure where jobs are broken down into manageable tasks. Specialization and narrow spans of control are discussed as ways to improve output by allowing employees to focus on specific roles or tasks. Different organizational structures are presented including functional, divisional, and matrix structures.

Uploaded by

Faye Alonzo
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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It

is that management function which relates to the structuring of resources and activities to accomplish objectives in an efficient and effective manner. Its result is the organization which may be defined as a collection of people or activities formed for a specific purpose.

Organizing

is undertaken to facilitate the implementation of plans. In effective organizing, steps are undertaken to break up the total job into more manageable man-size jobs.

MANAGER

UTILITY

DRIVER

SALES CLERK

DOCUMENTS CLERK

MECHANIC

PARTS CLERK

CASHIER

COLLECTOR/ CI

GENERAL MANAGER

AREA MANAGER

AREA MANAGER

BRANCH MANAGER

BRANCH MANAGER

CREDIT AND COLLECTION SUPERVISOR

SALES SUPERVISOR

SALES CLERK

DOCUMENTS CLERK

STRUCTURE A NO SPECIALIZATION

MANAGER

SALES, CREDIT AND COLLECTION SUPERVISOR

SALES, CREDIT AND COLLECTION SUPERVISOR

SSC CLERK

SSC CLERK

SSC CLERK

SSC CLERK

STRUCTURE B WITH SPECIALIZATION

MANAGER

SALES SUPERVISOR

CREDIT AND COLLECTION SUPERVISOR

SALES CLERK

SALES CLERK

CREDIT INVESTIGATOR

COLLECTOR

WITHOUT SPECIALIZATION
EMPLOYEE A EMPLOYEE B Credit Investigator/Collector Credit Investigator/Collector

Work Output for the day: Investigated three credit applications Collected three accounts

Work Output for the day: Investigated three credit applications Collected three accounts

WITH SPECIALIZATION
EMPLOYEE A Credit Investigator EMPLOYEE B Collector

Work Output for the day: Investigated eight credit applications

Work Output for the day: Collected eight accounts

TOTAL OUTPUT: 8 INVESTIGATIONS AND 8 COLLECTIONS

NARROW SPAN

WIDE SPAN

PRESIDENT
Audit Sales Legal Finance Production

Human Resources

PRESIDENT

DIVISION A

DIVISION B

DIVISION C

AUDIT SALES LEGAL FINANCE PRODUCTION HUMAN RESOURCES

AUDIT SALES LEGAL FINANCE PRODUCTION HUMAN RESOURCES

AUDIT SALES LEGAL FINANCE PRODUCTION HUMAN RESOURCES

PRESIDENT

SALES

LEGAL

AUDIT

FINANCE

PRODUCTION

HUMAN RESOURCES

AREA 1

AREA 2

AREA 3

AREA 4

AREA 5

PRESIDENT

PROJECT MANAGEMENT

SALES

ACCOUNTING

HRD

FINANCE

PROJECT MANAGER A

SALES UNIT

ACCOUNTING UNIT

HRD UNIT

FINANCE UNIT

PROJECT MANAGER B

SALES UNIT

ACCOUNTING UNIT

HRD UNIT

FINANCE UNIT

PROJECT MANAGER C

SALES UNIT

ACCOUNTING UNIT

HRD UNIT

FINANCE UNIT

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