A Case in Point

Organizing Defined

the process of grouping together men and establishing relationship among them, defining the authority and responsibility of personnel by using the company’s other basic sources to attain predetermined goals and objectives

involves determining, grouping and arranging the various activities in the organization

Four Distinct Activities1. It determines what work

activities to be done to accomplish organizational objectives.

2. It classifies the type of work needed and groups the work into manageable work units.

3. It assigns the work to individuals and delegates the appropriate authority.

4. It designs a hierarchy of decision-making.

Importance of Organizing Function

1. It provides a clarified work environment

2. It creates a coordinated environment

3. Everyone knows where to get orders

4. A formal decision-making structure is established

Basic Organizational Concepts1.Division of Labor2.Unity of Command3.Chain of Command4.Span of Control5.Centralization and

Decentralization6.Departmentalization

Division of Labor also known as “work specialization” the degree to which organizational tasks are subdivided into separate jobs employees within each department perform only the tasks relevant to their specialized function

Unity of Command a subordinate should have only one superior to whom he/she is directly responsibleAll persons in the organization should know to whom they report as well as the successive management levels all the way to the top

Chain of Command is an unbroken line authority that links all persons in an organization and shows reports to whom

Span of Control

also known as “span management” refers to the number of employees reporting to a supervisor Generally, when supervisors are closely involved with subordinates, the span should be small; when supervisors need little involvement with subordinates, it can be large

Span of ControlThe average span of control used in an organization determines whether the structure is tall or flat

1. tall structure has an overall narrow span and more

hierarchical levels

2. flat structure Has a wide span, is horizontally

dispersed, and has fewer hierarchical levels

Example of a Tall Structure of an International Metal Company

Example of a Flat Structure

President

Centralization and Decentralization

Centralization decision authority is located near the top of the organization

Decentralization decision authority is pushed down to lower organization levels

Departmentalization

the basis on which individuals are grouped into departments and departments into the total organization

The Organizing Processthe process of identifying activities needed to accomplish a goal, subdividing and grouping these activities into meaningful units and assigning authority and responsibility to people for their accomplishment

Structure

the result of the organizing processit refers to the arrangement or relationships of positions within an organization

Purposes of a Structure

1.It defines the relationships between task 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 grouping of individuals into departments and departments into organizations;

4.It defines the system to effect coordination of effort in both vertical (authority) and horizontal (tasks) directions.

When structuring an organization, the manager must consider the following:Division of laborDelegation of authorityDepartmentalizationSpan of controlCoordination

Organization Defineda social arrangement to distribute tasks for a collective goal

Five Elements of an Organization

1.Operating Core2.Strategic Apex3.The Middle Line4.The Technostructure5.The Support Staff

Types of Organization

A. Formal Organizationis the “structure that details lines of responsibility, authority and position”it is the planned structure and it represents the deliberate attempt to establish patterned relationships among components that will meet the objectives effectively

a diagram of the organization’s official position and formal lines of authority Example

provides written descriptions of authority relationships, details the functions of major organizational units, and describes job procedures

describes the personnel activities and company policies

B. Informal Organizationis based on the needs, sentiments and interests of the people composing it. It is vulnerable to expediency, manipulation and opportunismits low visibility makes it difficult for management to detect perversions and considerable harm can be done to the company

Organizational Structure Defined the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinatedthe arrangement and interrelationships of the component parts and positions of a companyit indicates the organization’s hierarchy

Types of Organizational

Structure

Organization Chart Defined the visual representation of an organization’s structure it shows the relationship among positions as to authority, responsibility and accountability and the people who occupy them (Inigo) a diagrammatical form that 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 in charge of each function

Dimensions of an Organizational Chart

1.Vertical Dimensionestablishes the chain of

command or who reports to whom

2. Horizontal Dimensionestablishes the division of

labor

Vertical Dimension

Horizontal Dimension

Types of an Organizational

Chart

shows the entire organizational structure. It is a master plan of the principal departments, with lines of authority and responsibility and the mutual relationships of all departments Example

shows at a glance the functions and activities of each department/ positions Example

shows the departments in the same relative manner as the functional chartinstead of listing the functions, the names of the persons are indicated Example

How to Draw Organizational Charts

1. Gather the necessary information on the following:

a. existing positions and/or departmentsb. objectives, functions and activities of positions

and/or departmentsc. different top and middle managerial positionsd. lines of authority and responsibility from top to middle

managemente. functional relationships between line and staff

positions/departmentsf. positions and job titlesg. physical location of each position/department

2. Know the proper arrangements of the different departments, divisions, or sections with respect to line authority and their relationships.

3. Draw a temporary chart and check it for accuracy with the managers of the various departments and sections.

4. The chart as drawn should be shown to top management for approval and implementation.

How to Draw Organizational Charts

Rules in Drawing on Organization Chart1. Boxes or rectangular representing various positions/jobs in

the organization should be grouped according to their levels in the organization

2. The boxes indicating the organizational functions in the same level should be of the same sizes

3. Solid/block lines should connect boxes or rectangles to designate managerial controls or lines of authority. Dotted/broken lines should indicate service in staff relationships

4. When an assistant to the head of an organizational position acts in the capacity of a staff or technical assistant without exercising managerial authority over the line position, it should be drawn to the side of line position, either to the left or to the right

5. Staff or service functions are places under the office or unit served, usually to the right by dotted lines. They should be of the same size rectangles

Rules in Drawing on Organization Chart

ACCOUNTANCY DEPARTMENT

BUSINESS ADMINISTRATION

DEPARTMENT

ECONOMICS DEPARTMENT

VP PLANNING

DEVELOPMENT & EXTERNAL LINKAGES

VP ACADEMIC AFFAIRS

VP RESEARCH & EXTENSION

VP ADMINISTRATION & BUSINESS

DIRECTOR FOR RESEARCH

DIRECTOR FOR EXTENSION

CASRESEARCH EXTENSION

SECRETARYSECRETARY

CHAIRMAN CHAIRMAN CHAIRMAN

FACULTY FACULTY FACULTY

GUIDANCE COORDINAT

OR

GUIDANCE COORDINAT

OR

ALUMNI COORDINAT

OR

ALUMNI COORDINAT

OR

STUDENT AFFAIRS

COORDINATOR

STUDENT AFFAIRS

COORDINATOR

ATHLETIC COORDINATO

R

ATHLETIC COORDINATO

R

CULTURAL COORDINAT

OR

CULTURAL COORDINAT

OR

SCHOLARSHIP COORDINATORSCHOLARSHIP

COORDINATORADMINISTRATIVE

SUPPORT SERVICES

PLANNING & DEV’T

COMMITTEECOLLEGE

DISCIPLINARY BOARD

RESEARCH COMMITTEE

UNIT SCHOLARSHIP COMMITTEECOLLEGE

RECRUITMENT & PROMOTION

BOARD

CBEA Organization Chart

BDO Organization Chart

Delegation Defined

is the process managers use to transfer authority and responsibility to positions below them in the hierarchy is the process of assigning various degree of decision-making authority to subordinates

Elements of Delegation

Several Degrees of Delegation: Take action- no further contact with me

is needed Look into the problem- let me know what you intend to do, do it unless I say not to Take action- let me know what you did Look into the problem- let me know what you intend to do, delay action until I give my approval Look into the problem- let me know alternative actions available with pros and cons and recommend one for my approvalLook into the problem- give me all the facts, I decide what to do

Approaches That Can Help Each Manager Delegate More Effectively Delegate the whole task Select the right person Ensure that authority equals responsibility Give thorough instruction Maintain feedback Evaluate and reward performance

PRESENTED BY:

Mac Vincent JavierDanielle QuidillaCharmaine Zeny Rasos

THE STAFFING PROCEDUREHR PLANNING

THE PLANNED OUTPUT OF ANY ORGANIZATION WILL REQUIRE A SYSTEMATIC DEPLOYMENT OF HUMAN RESOURCES AT VARIOUS LEVELS. TO BE ABLE TO DO THIS, THE MANAGER WILL HAVE TO INVOLVE HIMSELF WITH HUMAN RESOURCES PLANNING. HUMAN RESOURCE PLANNING MAY INVOLVE THREES ACTIVITIES; FORECASTING – WHICH IS AN ASSESSMENT OF FUTURE HUMAN RESOURCE NEEDS IN RELATION TO THE CURRENT CAPABILITIES OF THE ORGANIZATION.PROGRAMMING – WHICH MEANS TRANSLATING THE FORECASTED HUMAN RESOURCE NEEDS TO PERSONNEL OBJECTIVES AND GOALS.EVALUATION AND CONTROL – WHICH REFERS TO MONITORING HUMAN RESOURCE ACTION PLANS AND EVALUATING THEIR SUCCESS.