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Organizing: 4. Organization Must Be Manned

This document discusses various aspects of organizational structure and design. It defines organizing as grouping people and establishing relationships among them. It describes the nature of organizing as intentionally designing formal structures, roles, and positions. It also discusses different types of organizational structures like line, line and staff, functional, and committee structures. Additionally, it covers topics such as the purpose and types of organizational charts, centralization vs decentralization, formal vs informal organization, and line and staff relationships. The overall purpose is to explain how to effectively structure and design organizations.

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Roseanne Binayao Lontian
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110 views3 pages

Organizing: 4. Organization Must Be Manned

This document discusses various aspects of organizational structure and design. It defines organizing as grouping people and establishing relationships among them. It describes the nature of organizing as intentionally designing formal structures, roles, and positions. It also discusses different types of organizational structures like line, line and staff, functional, and committee structures. Additionally, it covers topics such as the purpose and types of organizational charts, centralization vs decentralization, formal vs informal organization, and line and staff relationships. The overall purpose is to explain how to effectively structure and design organizations.

Uploaded by

Roseanne Binayao Lontian
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Organizing

 is the process of GROUPING together of men and establishing relationship among them.
 Defines the authority and responsibility of personnel
Nature of Organizing
 Is generally understood that the term means a FORMALIE DESIGN of intentional STRUCTURE, ROLES
and POSITIONS.
Organizing as a Process
1. Structure must reflect objectives and plans.
2. Structure must reflect authority given to TOP and MIDDLE management.
3. Stucture must reflect their external environment.
4. Organization must be manned.

Nature and Development of Organization


What is an ORGANIZATION?
-executive structure of a business
* provides the required channels points of origin and flow of management direction and ontrol
Types of Organization
1. Line Organization- simplest form of structure and refers to a direct straight-line responsibility and control
from Top to Lower Level.
2. Line and Staff Organization- utilize the assistance of experts or specialist.
3. Funtional Organization- utilize pure service of experts or specialist
4. Committees- common organizational form used in situations where group participation and decission is
required

Oragnization Chart
-is a drawing or diagram showing the important aspects of an organizational structure.
-shows relationship among position as to authority, responsibility and accountability.
-shows important aspects of an organization including the major functions and their relationship
- helps management to visualize the different division or department and sections like engineer makes blue
print as a GUIDE.

Purpose of Organizational Chart

1. Assist one to view the firms structure.


2. Shows principal division and lines of formal authority and responsibility.
3. Assist management to divide the different duties or funtions.
4. Shows grouping of department for easier direction and control of activities.
5. Sorting the responsibilities of the position.

Types of Organizational Chart

1. Master Chart or Chart of Authority- shows entire organizational structure.


2. Functional Chart- shows at a glance the fuction and activities of position or department.
3. Personnel Chart- shows class tittles of all position together with their location.

How To Draw an Organizational Chart


1. Gather the necessary information
a. Executing position or department.
b. Objective, Function, Activities of position or department.
c. Organization.
d. Line authority and responsibility from Top Management to Lower level.
e. Functional relationship between line and staff position or department.
f. Position and Job Titles.
g. Physical location of each position or department.
2. Draw a temporary chart and check it for accuracy.
3. Should be submitted and recommended to Top management for approval and implementation.

Rules in Drawing a Organizational Chart

1. Boxes representing various position or Job in the organization should be place accorting to their levels.
2. The boxes indicating organization function on the same levelshould be of the same size.
3. Solid black lines should connect bxes to designate managerial control or line of authority.
4. Assistant to the head of an organizational position acts in the capacityof a staff or technical assitant, the
box is drawn on side of line organization
5. Staff and service funtions are place under the office of units sserved usually to the right using dotted lines ,
they should be drawn in same size.

Reorganization
- The process by which an existing organization undergoes changes in size shape of the organizational
structure.
- It has two dimension
o Department head
o Project Manager

Departmentation
- Result from groupingof work, the desire to obtain organizational units of manageable size, to utilize
managerial ability.

Four Bases for Departmentation

1. Departmentation by Function- involves identifying major functions to be performed in achieving the


goal.
2. Departmentation by Product- involves gouping the activities and functions on the basis of products
manufactured by the company.
3. Departmentation by Process- has the advantage of bringing together and coordinating in one place,
major activities required to make particular product.
4. Departmentation by Geographical Location- entire service area of the organization is divided into
Geographical Location or Territories. “To Bring Together”

RESULTS OF GOOD ORGANIZATION


1. Establishing responsibility and preventing “ buck passing “
2. Providing for easier communication
3. Eliminating jurisdictional dispute between individuals
4. Helping executive ability
5. Aiding in measuring a person’s performance against his chargers and responsibility
6. Aiding in equitable distribution of work, function and personal supervision.
7. Permitting expansion and contraction without seriously disrupting the structure
8. Pointing out “ dead – end “ jobs
9. Affording movement in the direction of the “ideal” organization in tie of changes
10. Establishing closer cooperation and higher morale
11. Delineating avenues of promotion
12. Preventing duplication of work
13. Making growth possible with adequate control and without literally killing top executive through
overwork
14. Aiding in wage and salary administration through force job analysis and description

Delegation – the process of entrusting and transferring responsibility and authority by the top management to
the lowest level

1. Responsibility – involves mental and physical activities which must be performed to carry out the task
or duty
2. Authority – refer to the power or the right to be obeyed
a. Authority of knowledge – result out of one knowledge
i. Traditional concept – ( HENRI FAYOL’s ) authority is the right to give others orders
and poor to exact deadline
ii. Behaviorist concept – explain the authority to be a relationship between the
supervision and the worker.
1. The real source of power is the subordinate
2. The ultimate source power is the group, as long as the group allows it self to
be under the authority, the management can exercise that power.
3. Accountability- answerability of the obligation to perform the delegated responsible and to exercise
the authority for proper performance of work.
- given to the person who accepts the responsibility and is accountable only to the extent
that he is given the authority.

Art of Delegation

- Is a skill that the manager performs effectively if he practice it.


- It should be the first and foremost be tackled before the establishment of goal and objectives.

The Exception Principle


- States that management should concentrate their efforts on matters that deviate significantly from normal
and let subordinate handle routine matter.
Formal and Informal Organization
FORMAL – composed of the recognized and formalize lines of communication authority and control.

INFORMAL – more subtle and invisible in the organization chart

Formal

 Have planned structure


 Deliberate attempts to create patterned relationships
 Usually shown by a chart
 Traditional theory advocates formal organization

Informal Organization

 Not formally planned


 Arise spontaneously as a result of interactions
 Not depicted in chart
 Human relations theory stresses informal organization.

Centralized and Decentralized Organiziation


Centralized- major decision are made by few top executive

` Decentralized – represent a systematic effort to delegate to lower authority, except that which can only be
exercise highest level.

Characeteristics of Two Types of Organization

Centralize

 Control by few because men at top believe they are indespinsible, don’t trust subordinate and like to build
empires with in.
 As a result of above attitude, decision are by the top management.
 The drawback is potential paralysis of decision making and poor moral

Decentralized

 Controlled by many because men at the top believe that participation will increase efficiency and
effectiveness
 As a result of the above attitude, decision are made through ot he organization.
 The drawback may be controlled by many.

Nature of Line and Staffing Relationship


- Way to improve coordination is to distuingish clearly between line and staff positions so that organizations
members clearly recognize the degree of responsibility associated with each organizational position.

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