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    Result of Good Organization

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    Hannah Bea Cabral Lindo
    A good organization results in several benefits: 1. It establishes clear responsibilities to prevent ambiguity and "buck passing". 2. It facilitates better communication by delineating reporting structures. 3. It eliminates conflicts between groups or individuals over responsibilities. A well-organized structure also helps develop leadership skills, measure employee performance, distribute workloads equitably, and allow for expansion or contraction as needed.

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    Result of Good Organization

    Uploaded by

    Hannah Bea Cabral Lindo
    28 views19 pages
    A good organization results in several benefits: 1. It establishes clear responsibilities to prevent ambiguity and "buck passing". 2. It facilitates better communication by delineating reporting structures. 3. It eliminates conflicts between groups or individuals over responsibilities. A well-organized structure also helps develop leadership skills, measure employee performance, distribute workloads equitably, and allow for expansion or contraction as needed.

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    Organizing

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    A good organization results in several benefits: 1. It establishes clear responsibilities to prevent ambiguity and "buck passing". 2. It facilitates better communication by delineating reporting structures. 3. It eliminates conflicts between groups or individuals over responsibilities. A well-organized structure also helps develop leadership skills, measure employee performance, distribute workloads equitably, and allow for expansion or contraction as needed.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    28 views19 pages

    Result of Good Organization

    Uploaded by

    Hannah Bea Cabral Lindo
    A good organization results in several benefits: 1. It establishes clear responsibilities to prevent ambiguity and "buck passing". 2. It facilitates better communication by delineating reporting structures. 3. It eliminates conflicts between groups or individuals over responsibilities. A well-organized structure also helps develop leadership skills, measure employee performance, distribute workloads equitably, and allow for expansion or contraction as needed.

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    © All Rights Reserved
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    Download as pptx, pdf, or txt
    of 19

    RESULT OF GOOD ORGANIZATION

    A good organization would result in the


    following:

     1.Establishing responsibility and preventing "buck passing"


     2. Providing for easier communication
     3. Eliminating jurisdictional disputes between individuals
     4. Helping develop executive ability
     5. Aiding in measuring a person's performance against his
    charges and responsibilities
     6. Aiding in equitable distribution of work, functions, and/or
    personnel supervision
     7. Permitting expansion and contraction without seriously
    disrupting the structure
     8. Pointing out "dead-end" jobs
     9. Affording movements in the direction of the "ideal"
    organization, in times of change
     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 executives through overwork
     14. Aiding in wage and salary administration through
    forced job analysis and description.
    THE ELEMENTS OF DELEGATION
     Delegation is the process of entrusting and transferring
    responsibility and authority by the top management to the
    lowest level.
    The elements of delegation are the following:
    1. Responsibility This is the work and duty assigned to a
    particular position. It involves mental and physical activities
    which must be performed to carry out a task or duty. This
    can be delegated. First, the management functions which
    cover planning, organizing, staffing, directing and controlling
    activities Second the operative function which include all
    activities that have to do directly with their specialization.
    2. Authority It refers to the power or the right to be
    obeyed. It is also the sum of the powers and rights
    entrusted to make possible the performance the work
    delegate.
    3. Accountability The obligation to perform the
    delegated responsibility and to exercise the authority
    for the proper performance of the work. It cannot be
    delegated and it is given to the person who accepts the
    responsibility and is accounted only to the extent that
    he is given the authority to performed.
    THE ART OF DELEGATION
     Delegation is
    considered an art
    and a science. It is
    an art because it is
    skills that the
    manager performed
    effectively if he
    practices it.
    THE EXCEPTION PRINCIPLE
     The exception principle (also known as management by
    exception) is closely related to the parity principle. It
    states that managers should concentrate their effort on
    matters that deviate significantly from the normal and
    left subordinates handle routine matters.
     The key concepts of Bureaucracy is Hierarchy- the
    ranking of individuals according to the amount of
    rational-legal authority they can exercise when they are
    fulfilling the responsibilities of their position.
    FORMAL AND INFORMAL
    ORGANIZATIONS
    Every organization
    structure has two
    systems of operation
    the formal and
    informal.
    The formal system is
    composed of the
    recognized and
    formalized lines of
    communication
    authority and
    control.
    Formal Informal
    • Formal have planned • Not formally planned
    structure • Arise spontaneously as
    • Deliberate attempts to a result of interactions
    create patterned • Not depicted in a
    relationships chart Human relations
    • Usually shown by a chart theory stresses
    Traditional theory informal organization
    advocates formal
    organization
    INFOMAL ORGANIZATIO CHART
    CENTRALIZED AND DECENTRELIZED
    ORGANIZATIONS
     Centralized management organization, major decisions
    are made by a few top executives, subordinates
    exercise little initiate in decision making. Ex. Chain
    department and grocery stores
     Decentralized management organization represents a
    systematic effort to delegate to lower level all authority,
    except that which can only be exercised at the highest
    level.
     In Centralized organization, authority rests only in a few
    hands and most of the decisions are made by these few.
     Decentralized organization authority is dispersed
    throughout and decision making is distributed throughout
    the organization.
    THE MANY FUNCTIONS OF STAFF
    CENTRALIZED DECENTRALIZED
    • Control by few because men • Control by many because
    at the top believe they are men at the top believe that
    irresponsible. Don't trust participation will increase
    subordinates, and like to efficiency and effectiveness.
    build empires within. • As a result of the above
    • As a result of the above attitude, decisions are made
    attitude, decisions are made throughout the organization.
    by the top management. • The drawback may be
    • The drawback is potential controlled by many.
    paralysis of decision making
    and poor moral.
    THE NATURE OF LINE
    AND RELATIONSHIP
     Another way to improve coordination is to
    distinguish clearly between line and staff
    positions so that organization members clearly
    recognized the degree of responsibility
    associated with each organizational position.
     Line personnel are those who contribute
    directly to the accomplishment of
    organizational objectives.
     Staff personnel advise and assist the line

    personnel.
     A department or position is called a
    line if its objectives are directly in line
    with the company's objectives. On the
    other hand, department or a position
    is called a staff and its objective are
    indirectly in line with the company'
    objectives.
    FLAT OR TALL STRUCTURE

    As a span of supervision of control


    increases (the number of subordinates
    being supervised) the organization
    develops a "flat" structure.
    On the other hand, narrow spans lead to a
    "tall" structure. The tall structure has four
    levels with span of two. The flat structure
    has two levels with a span of ten.
    FLAT ORGANIZATION
    FLAT ORGANIZATION

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