ORGANIZING

BUSINESS ORGANIZATION MANAGEMENT

GROUP 2
 ORGANIZING
Organizing is the process of grouping together and establishing
relationship among them and defining the authority and
responsibility of personnel by using the company's other basic
resources to attain predetermined goals or objective.
 NATURE OF
ORGANIZING
Subsequently, those people could work together more effectively if they know
the roles they want to perform in any group undertaking and how their roles
relate to one another.
Organizing is a broad term that can be interpreted differently by many
management theorist. Some believe it includes the behavior of all members of
the group. Other says it is the total system of social and cultural relationship.
ORGANIZING
AS A PROCESS
Meaning when we organize
something we must treat it or have
a process of organizing something
or to simplify it, we must have a
plan.
BUT WHAT ARE THOSE PROCESS?
Organizing as a process should consider several factors which are:

Reflect objectives and Organization must be

plans Structure must reflect Organization structures manned
authority given to top should reflect their
Meaning that all the persons in
First is you have to be mindful and middle management external environment the organization must be working
that whatever you plan to do the
because just like in an aircraft if
organization is the one that is So, when we plan something, it
So, the structure of your plan one thing is not working properly
going to be affected, so you have must not only reflect or focus on
must have a sense in terms of the the plane will crash.
to reflect on the organization’s what is inside, but we must
work given to the top
objectives or goals because your always consider or focus on what
management and middle
plan should be aligned to those. is outside the company or
management, the top
organization and those examples
management should have a top
are the companies target
management job and a middle
costumers and the companies'
management should have a task
competitors because that external
that is only given to middle
factors affect the organization so
management.
much.
 WHAT IS AN
ORGANIZATION
An organization is an entity – such as company, institution, or
an association – comprising one or more people and having a
particular purpose.
Aimed at carrying on commercial enterprise by providing
goods or services, to meet needs of the customers.
All business organizations: have the common features such as
formal structure, aim to achieve objectives, use of resources,
requirement of direction, and legal regulations controlling
them.
TYPES OF Functional Structure
ORGANIZATI Divisional Structure
ON
STRUCTURE Matrix Structure
S
Team Structure

Network Structure

Virtual Structure
 TYPES OF ORGANIZATION STRUCTURES

Functional Structure
is commonly found in
smaller business
organizations where
members with similar skills
are grouped together into
functional departments such
as production, marketing,
finance, and human
resources.
TYPES OF ORGANIZATION STRUCTURES

Divisional Structure
is common to complex
organizations that have diverse
operations covering many
products, customers, processes,
and territories where members
who are grouped together work
on the same product, service and
process.
 TYPES OF ORGANIZATION STRUCTURES

Matrix Structure
combines functional and
divisional structures where
specialists from specific
functional departments are
assigned to work on one or more
interdisciplinary teams.
TYPES OF ORGANIZATION STRUCTURES

Team Structure
is created to complete special
projects, to solve problems or to
accomplish daily tasks.
 TYPES OF ORGANIZATION STRUCTURES

Network Structure
is formed by having a core of
full-time employees working
together with outside partners
who provide support or supply
services. It employs a minimum
staff and mostly contracts out
the work to be done which can
be classified as task force,
committee or collegial.
TYPES OF ORGANIZATION STRUCTURES

Virtual Structure
eliminates the boundaries
among units that compose the
organization by using
information technology (IT) and
the internet to communicate
with members and accomplish
specific objectives.
 Another way to improve coordination is to distinguish
clearly between line and staff position so that
organization members clearly recognize the degree of
responsibility associated with each organizational
THE NATURE OF position.

LINE AND STAFF Simply speaking, a department or a position is called

a “line” if its objectives are directly in line with
RELATIONSHIP company’s objectives/ On the other hand, a
department or a position is called a “staff” if its
objectives are indirectly in line with the company’s
objectives.
 FLAT AND TALL STRUCTURE
The “Tall” structure has four levels There is no way of saying that both
with span of two. The “tall” organization structure have certain limitations and
involves more organizational layers advantages. While the “flat” structure
or levels than the “flat” structure. permits general supervision, the “tall”
The “Flat” structure has two levels structure led to close or tight
with a span of ten supervision.
 ORGANIZATION CHART
“An organization chart is a diagrammatical form which shows
important aspects of an organization including the major functions and
their respective relationships, the channels of supervision, and the
relative authority of each employee who is charge of each function.”
By: George Terry
 ORGANIZATION
PURPOSE OF AN CHART

An organization chart assists one to view the firm’s structure. It shows the
principle divisions and lines of formal authority and responsibility. It assists
management to divide the different duties or functions in the business
establishment so that they will be performed effectively and efficiently.
 TYPES OF ORGANIZATION CHART
MASTER CHART OR
CHART OF FUNCTIONAL CHART PERSONNEL CHART
AUTHORITY shows at a glance the functions and shows the departments in the same
The master chart shows the entire activities of the positions and/or relative manner as the functional
organizational structure. It is a master departments chart. The chart also shows the class
plan of the principal departments, titles of all positions in the
with the lines of authority and department together with their
responsibility and the mutual locations in the organization.
relationship of all departments of all
departments or major components.
REORGANIZATI is the process by which an existing
ON organization structure. The change
may range from simple to complex.

DEPARTMENTA results from the grouping of work,

TION the desire to obtain organization
units of manageable size, and to
utilize managerial ability. An
organization structure and design
are shaped significantly by the
departmentation followed.
DEPARTMENTATION

Departmentation by Function Departmentation by Process

involves identifying major functions to be performed in in some organization the grouping of activities is done on
achieving the goals of an organization and grouping the the basis of the nature of work being done, that is by
other related functions and activities accordingly. process.

Departmentation by Geographical
Departmentation by Product Location
involves grouping activities and functions on the basis of the grouping may be done on the basis of geographical
products manufactured by the company. location. In this method, entire service are of the
organization is divided into geographical locations or
territories.
THE ELEMENTS OF DELEGATION
Delegation is the process of entrusting and transferring reporting and by the Top
management to the lowest level.

The Elements of delegation are the following:

Responsibility
This is work or duty assigned to a particular position. Responsibility moves mental and physical
activities which must be performed to carry out a task or duty

Authority
Refers to the power or the right to be obeyed. It is also the sum powers and right entrusted to make
possible the performance of the work delegated.

Accountability
This is the answerability of the obligation to perform the delegated responsibility and to exercise the
authority for the proper performance of the work. Accountability is given to the person who accepts
the responsibility and is accountable only to the extent that he is given the authority to perform.
THE ART OF DELEGATION
Delegation is considered an art and a science. It is an art because it is a skill
that the manager performs effectively if he practices it.
Delegation should first and foremost be tackled before the establishment of
goals and objectives and a clear definition of responsibility and authority has
been made.
Formal Organization
FORMAL AND Informal Organization
refers to the organization
structure which is designed by
INFORMAL may be defined as “a network of
personal and social relationships

ORGANIZATI
the management to accomplish that arise spontaneously as
a particular task. It specifies people associate with one another
clearly the boundaries of in a work environment. It is

ONS
authority and responsibility. composed of all the informal
groupings of people within a
formal organization.
CENTRALIZED AND DECENTRALIZED
ORGANIZATION

DECENTRALIZ
CENTRALIZED ED
ORGANIZATIO ORGANIZATIO
N N
Major decisions are made by a few
Systematic effort to delegate to
top executives, subordinates
lower levels all authority, except
exercise little (if any) initiate in
that which can only be exercises at
decision making.
the highest level.
CENTRALIZED AND DECENTRALIZED
ORGANIZATION
THANK YOU FOR LISTENING!
TEAM ORGANIZERS
GROUP 2
Crisjah Joy Diaz
John Cabangcala
Mary Jevie Estanislao
Nichole Lontoc
Mark Angelo Vidal
Julian Rubio Cirujano
Regine Tambo
Shane Dylan Membrebe
Freslyn Zuzane
Mj Tumlos