report in organizing powerpoint

8/11/2019 Report in Organizing powerpoint

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Principles of Management andOrganization


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- is the grouping together of

people, establishing relationships

among them and defining the

authority and responsibility the

personnel have.


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Coordination of efforts

Common goal or purpose

Division of labor

Hierarchy of authority


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Division of work that avoids duplication,conflict, misuse of resources, both material

and human.

Clarity of individual performance expectationsand specialized tasks.

A logical flow of work activities that can be

comfortably performed by individual orgroups


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Established channels of communication that

enhance decision making and control.

Coordinating mechanism that ensure harmony

among organization members engaged in

diversified activities.

Focused efforts that relates objectives

logically and efficiently.

Appropriate authority structures with

accountability to enhance planning and

controlling throughout.


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1. ENTREPRENEUR

2. DISTURBANCE

HANDLER

3. RESOURCE

ALLOCATOR4. NEGOTIATOR


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1. Communicating

2. Networking

3. TraditionalManagement

4. HumanResourceManagement


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TopManagement

Middle

Management

Supervisory

Management


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Top Management

Middle Management Supervisory Management


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Functional Managers

- Line Managers

GeneralManagers

Three Managerial Skills:

Conceptual Skills

Human relations Skills

Technical Skills


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Autocratic Style

Democratic Styles

Free-rein Styles


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Organization Structure

Organization Structure elements:

The assignment of tasks and responsibilitiesthat define the jobs of individuals and units.

The clustering of individual positions into

units and of units departments and largerunits to form an organizationshierarchy.


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The various mechanisms required tofacilitate vertical (top-to-bottom)

coordination, such as the number of

individuals reporting to any givenmanagerial position and the degree of

delegation of authority.

The various mechanism is needed to fosterhorizontal (across departments)

coordination, such as task forces and

interdepartmental teams


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Job design is important to the organizing

function for two major reasons:

Task activities need to be grouped inreasonably logical ways.

The way jobs are configured, or designed,

has the important influence on employeesmotivation to perform well.


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Job Simplification

Job Rotation

Job Enlargement


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Specialization

Work Simplification

Standardization


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Horizontal Job Specialization

Vertical Job Specialization


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Two Important Implications:

It is influential in determining the complexity of

individual managers job; all things equal, it is

easier to manage six person rather than ten.

The span of control determines the shape, or

configuration of organization; the fewer the

number of the people reporting to the supervisor,the larger the manager required.


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President

SeniorSupervisor

Jr.S.8

Jr.S. 8

Jr.S.8

SeniorSupervisor

Jr.S.8

Jr.S.8

Jr.S.8

President

Supervisor(24)

Supervisor(24)


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Bureaucratic Structures

CHARACTERISTICS

Fixed and official jurisdictions of authority

Firmly established rational chain of command

Quantified and thoroughly documented information

Supposition of expertise

Management is technically scientific


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Formal Organization Vs. Informal

Organizations

Formal Organizationbegins with thepreplanned patterns of authority and influence.

Informal Organization are concerned with

the employees sense of belonging to anorganization.


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Four Approaches to Departmentalization:

Functional Organization

Product Organization

Geographical OrganizationCustomer Organization


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President

Vice PresidentLuzon

Operations

ManagerArea1

ManagerArea2

ManagerArea3

Vice PresidentVisayas

Operations

Vice PresidentMindanaoOperations


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President

Vice PresidentConsumer Products

Vice PresidentCommercial/Industrial

Products

Marketing Manufacturing Personnel Administration

Vice PresidentInstitutional Products


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Personnel Assistance

Participative Assistance

Joint Decision Making Subordinates Decision Making

Autonomy in Decision Making


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Managerial Overload

Needs for Expertise

Proximity of Tasks

Behavioral Needs


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Carefully choose the subordinates who should

take on a project.

Decide whether you want the subordinates to

pinpoint the problem or propose a solution.

Once goals are defined consider whether the

person chosen can handle the responsibility.

Do not make mistake of spelling out in detail

how subordinate should approach the tasks.


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Make sure that the subordinate has the time,

budget, date or equipment needed to get the

job done on deadline.

The project is relatively simple, set up specific

checkpoints. To review the progress so that

both of you and subordinates can be sure that

work is progressing as planned.

Let subordinates know that there will be

support to their effort, good or bad.


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Committees Human Resource Planning

Under HR Planning

Staffing

Recruitment

Internal

External Selecting

Selecting


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Parts of Job Analysis

Job title

Job Description

Job Specification


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