Aral sabay Burger

Group 4
Organizing
A management function involving the structuring of resources and
activities to achieve objectives efficiently and effectively.
Structure
The arrangement or relationship of positions within an organization.
Purpose of Structure
1. It defines the relationships between tasks and authority for individuals
and departments.
2. It defines formal reporting relationships, the number of levels in the
hierarchy of the organization, and the span of control.
3. It defines the groupings of individuals into departments and
departments into organization.
4. It defines the system to effect coordination of effort in both vertical
(authority) and horizontal (tasks) directions
Division of labor- determining the scope of work and how it is combined in
a job.
Delegation of authority- the process of assigning various degrees of
decision-making authority to subordinates.
Departmentation- the grouping of related jobs, activities, or processes into
major organizational subunits.
Span of control -the number of people who report directly to a given
manager.
Coordination- the linking of activities in the organization that serves to
achieve a common goal or objective.
Formal Organization
 is "the structure that details lines of responsibilities, authority, and
position."
 is "the planned structure."
 "represents the deliberate attempt to establish patterned relationships
among components that will meet the objectives effectively."
Informal Organization
 Formed spontaneously by members, often based on friendship.
 Do not have a formal performance purpose.
 Not part of the formal organization.

ORGANIZATIONAL STRUCTURE
Functional Organization- this is a form of departmentalization in which
everyone engaged in one functional activity, such as engineering or
marketing, is grouped into one unit.
Product or Market Organization- refers to the organization of a company
by divisions that brings together all those involved with a certain type of
product or customer.
Matrix Organization- an organizational structure in which each employee
reports to both a functional or division manager and to a project or group
manager.

TYPES OF AUTORITY
Line Autority- a manager's right to tell subordinates what to do and then
see that they do it.
Staff authority- a staff specialist's right to give advice to a superior.
Functional authority- a specialist's right to oversee lower level personnel
involved in that specialty, regardless of where the personnel are in the
organization.
Line departments focus on the organization's primary goals,like negotiatin
g contracts and managing construction in a construction firm.
Staff departments support line departments with specializedskills, includin
g strategic planning, labor relations, research, accounting, and personnel.
Functional authority is granted to individuals or work groups to make deci
sions based on their expertise, affecting other departments.
Personal staff those individuals assigned to a specific manager to provide
needed staff services.
Specialized staff those individuals providing needed staff services for the
whole organization.
Committee- are formal groups formed for specific purposes.
Committees are particularly useful in engineering and manufacturing firms.
For issues like product development, committees provide the expertise nee
ded to achieve objectives.
Ad hoc committee one created for a short-term purpose and have a
limited life.
Standing committee it is a relatively permanent committee that deals with
issues on an ongoing basis.

Group 5
Staffing may be defined as “the management function that determines
human resource needs, recruits, selects, trains, develops human resources
for jobs created by an organization.
Staffing Procedure
 Human resource planning
 Recruitment
 Selection
 Induction and orientation
 Training and development
 Performance appraisal
 Employment decisions (monetary rewards, transfers, promotion and
demotions) and
 Separations.
Human Resource Planning The planned output of any organization will
require a systematic deployment of human resources at various levels.
1. Forecasting which is an.assessment of future human resources
needs in relation to the current capabilities of the organization.
2. Programming which means translating the forecasted human
resource needs to personnel objectives and goals.
3. Evaluation and control which refers to monitoring human resource
action plans and evaluating their success.
Methods of Forecasting
Time series Method which use historical data to develop forecast of
the future
Explanatory or casual models which are attempts to identify the
major variables that are related to or have caused particular past
conditions.
 Regression methods
 Econometric models a system of regression equations
eliminated from past time-series data and used to show the
effect of various independent and various dependent variables.
 Leading Indicators refers to time series that anticipate
business cycle turns
Monitoring methods are those that provide early warning signals of
significant changes in established patterns and relationships.
Recruitment refers to attracting qualified persons to apply for vacant
positions in the company so that those who are best suited to served
the company may be selected.
Source of Applicants
 The organization’s current employees.
 Newspaper advertising.
 Schools. These are good sources of applicants.
 Referrals from employees.
 Recruitment firms.
 Competitors.
Selection refers to the act of choosing from those that are available

the individuals most likely to succeed on the job. A requisite for

effective selection is the preparation of a list indicating that an
adequate pool of candidates is available.
Ways of Determining the Qualifications of a job candidate
 Application blanks
 References
 Interviews
 Testing.
Types of Test
Psychological test- which is ”an objective, standard measure of a
sample behavior”
 Aptitude test
 Performance test
 Personality test
 Interest test
Physical Examination- a type of test given to assess the physical
health of an applicant.
Induction- the new employee is provided with the necessary
information about the company. His duties, responsibilities, and
benefits are relayed him.
 Orientations- the new employee is introduced to the immediate
working environment and co-workers. The following are discussed:
locations, rules, equipment, procedures, and training plans.
Performance expectations are also discussed. The new employee
also undergoes the “ socialization process “ by pairing him with an
experienced employee and having a one-on-one discussion with the
manager.
Training and Development- If the newly-hired ( or newly promoted)
employee is assessed to be lacking the necessary skills required by
the job, training becomes a necessity.
Training Program for Nonmanagers- This type of training is
directed to nonmanager for specific increases in skill and knowledge
to perform a particular job.
 On-the-Training- where the trainer is placed in an actual work
situation under the direction of his immediate supervisor, who
acts as trainer.
 Vestibule School- where the trainee is placed in a situation
almost exactly the same as the workplace where machines,
materials, and time constraints are present.
 Apprenticeship Program- where a combination of on-the-job
training and experience with classroom instruction in particular
subjects are provided to trainee.
 Special Courses- are those taken which provide more
emphasis on education rather than training.
Training Programs for Managers- The training needs of managers
may be classified into four areas: decision-making skills interpersonal
skills, job knowledge, and organizational knowledge.
 In-basket
 Management games
 Case studies
The international competence of the manager may be developed through
any of the following methods:
1. role-playing
2. Behavior modeling
3. Sensitivity training
 4. Transactional analysis
In acquiring knowledge about the actual job the manager is currently
holding, the following methods are useful:
1. on-the-job experience
2. Coaching
3. Understudy
In the attempt to increase the trainee’s knowledge of the total organization,
exposure to information and evens outside of his immediate job made. In
this regard, the following methods are useful:
1. Position rotation
2. Multiple management
Performance Appraisal- is the measurement of employee performance.
The purposes for which performance appraisal is made are as follows:
 To influence, in a positive manner, employee performance and
development;
 To determine merit pay increases;
 To plan for future performance goals;
 To determine training and development needs;
 To assess the promotional potential of employees.
Ways of Appraising Performance
 Rating scale method
 Essay method
 Management by objectives method
 Assessment center method
 Checklist method
 Work standards method
 Ranking method
 Critical-incident method
Employment Decisions- after evaluating the performance of employees
(managerial or otherwise), the management will now be ready to make
employment decisions.
 Monetary rewards
 Promotion
 Transfer
 Demotion
Separation
Voluntary Separation- the organization’s management must find out
the real reason. If the presence of the defect in the organization is
determine, Corrective action is necessary.
Involuntary Separation- (or termination) is the last option that the
Management exercises when an employee’s performance is poor or
when he/she committed an act violating the company rules and
regulations. This is usually made after training efforts fail to produce
positive results.

Group 6
Communication- may happen between superior and subordinate, between
peers, between a manager and a client or customer, between an employee
and government representative, etc.
Functions of Communications
Information Function- Information provided through communication
may be used for decision-making at various work levels in the
organization.
Motivation Function- Communication is also oftentimes used as a
means to motivate employees to commit themselves to the
organization’s objectives.
Control Function- When properly communicated, reports, policies,
and plans define roles, clarify duties, authorities and responsibilities.
Effective control is, then, facilitated.
 Emotive Function- When feelings are repressed in the organization,
employees are affected by anxiety, which, in turn, affects
performance.
Communication Process
Develop an Idea- The most important step in effective
communication is developing an idea. It is important that the idea to
be conveyed must be useful or of some value.
Encode- The next is to encode the idea into words, illustrations,
figures, or other symbols suitable for transmission.
Transmit- After encoding, the message is now ready for transmission
through the use of an appropriate communication channel.
Receive- The next step is the communication process is the actual
receiving of the message by the intended receiver. The
requirement is for the receiver to be ready to receive at the precise
moment the message relayed by the sender.
Decode- The next step, decoding, means translating the message
from the sender into a form that will have meaning to the
recipient.
Accept- The next step is for the receiver to accept or reject the
message. Sometimes, acceptance (or rejection) is partial.
Use- The next step is for the receiver to use the information. If the
message provides information of importance to a relevant activity,
then the receiver could store it and retrieve it when required.
Provide Feedback- The last step in the communication process is
for the receiver to provide feedback to the sender. Depending on
the perception of the receiver, however, this important step may not
be made.
Forms of Communication
Verbal Communication- Verbal communication are those
transmitted through hearing or sight.
  Oral Communication- Oral communication mostly involves
hearing the words of the sender, although sometimes,
opportunities are provided for seeing the sender’s body
movements, facial expression, gestures, and eye contact.
Sometimes, feeling, smelling, tasting, and touching are
involved.
 Written Communication- The written communication is,
sometimes, preferred over the oral communication because of
time and cost constraints.
Non-verbal Communication- Nonverbal communication is a means
of conveying message through body language, as well as the use of
time, space, touch, clothing, appearance, and aesthetic elements.
Body language consists of gestures, bodily movement, posture, facial
expression, and mannerisms of all kinds.
Barriers to Communication
 Personal Barriers- Physical barriers refer to interferences to
effective communication occurring in the environment where the
communication is undertaken.
 Semantic Barriers- Semantics is the study of meaning as
expressed in symbols. Words, pictures, or actions are symbols
that suggest certain meanings. When the wrong meaning has
been chosen by the receiver, misunderstanding occurs.
Such error constitutes a barrier to communication.
Techniques for Communicating in Organizations
 Downward Communication- Downward communication refers
to message flows from higher levels of authority to lower levels.
 Upward Communication- Upward communication refers to
message flows from persons in lower-level positions to persons
in higher positions.
1. Formal Grievance Procedures- Grievances are part of a
normally operating organization. To effectively deal with
them, organizations provide a system for employees to air
their grievances.
2. Employee Attitude and Opinion Surveys- Finding out
what the employees think about the company is very
important. The exercise, however, require expertise and
the company may not be prepared to do it.
 3. Suggestion Systems- Suggestions from employees are
important sources of cost-saving and production
enhancing ideas. Even if majority of the suggestions are
not feasible, a simple means of acknowledging them
contributes to employee morale.
4. Open-Door Policy- An open-door policy, even on a
limited basis, provide the management with an
opportunity to act on difficulties before they become full-
blown problems.
5. Informal Gripe Sessions- Informal gripe sessions can be
used positively if management knows how to handle
them. When employees feel free to talk and they are
assured of not being penalized for doing so, then
management will be spared with lots of efforts
determining the real causes of problems in the company.
6. Task Forces- When a specific problem or issue arises, a
task force may be created and assigned to deal with the
problem or issue.
7. Exit Interviews- When employees leave an organization
for any reason, it is to the advantage of management to
know the real reason.
Horizontal Communication- Horizontal communication refers to
messages sent to individuals or groups from another of the same
organizational level or position.
MIS- Management Information System
 defined by Boone and Kurtz as “an organized
method of providing past, present, and projected
information on internal operations and external
intelligence for use in decision-making.”