report sa management

8/22/2019 Report Sa Management

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BY GROUP 5

MEMBERS:

ALJUN SIKAT

JENILYN SARDA

MARIEL ANN MANTILLA

KRISTINE MAE LANTACA

SHIELA rivera

FORMAL ORGANIZATIONS AND STANDARDIZATION

BUREAUCRATIC AND ORGANIC STRUCTURES

BUREAUCRATIC STRUCTURES

ORGANIC STRUCTURESDESIGNING THE ORGANIZATION


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Work can also be standardized by redefining the flow

of operations.

Technology often dictates workflow.

FOR EXAMPLE:

Assembly line system represents a sequential flow of

operations.

A tire cannot be installed on a new car before the

wheel assembly is attached to an axle ; similarly ,

brakes cannot be tested until the tires are in place.

The sequential flow of operations dictates a standard

pattern of work organization.


BY: ALJUN SIKAT


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Standardization may also result from managementpolicies and legal mandates ranging from safety

procedures to equal opportunity laws.

Laws and rules impose constraints and lead to internal

policies and procedures to guide managementdecisions.

Policies and procedures do not necessary impose

constraints , but they do define preferred behavior.

Laws and rules, policies and procedures tend tostandardize human effort.

The stereotype of a standardized organization is

bureaucracy in which jobs are formalized and workflow

is prescribed.

FORMAL ORGANIZATIONS AND STANDARDIZATIONBY: ALJUN SIKAT


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BUREAUCRATIC AND ORGANIC STRUCTURES Formalized organizations, particularly in the public

sector , tend to be labeled bureaucracies.

BUREAUCRACYS FORM OF ORGANIZATION:

Is one in which activities are rationally defined.

Division of work is unambiguous

Managerial authority is explicitly vested in

individuals according to skills and responsibilitiesprescribed for their organizations.

It implies a less rigorous division of labor in a less

formal environment.


BY: JENNILYN T. SARDA


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The fundamental difference between

bureaucratic and organic

organizations is in the degree of

formalization Organic implies a

flexible entity , one full of life .

Both stereotypes may be unrealistic.


BY: JENNILYN T. SARDA


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The German sociologist Max Webercoined the word Bureaucracy.

he has been credited with creating an

organization form that has DominatedWestern Civilization during the twentiethcentury , one of that is Flexible , Formal ,Coldly , Rational and Dehumanizing.

he merely described and put a name inwhat he saw in European Organizationsat the turn of its century.

BUREAUCRATIC STRUCTURES

BY : MARIEL ANN MANTILLA


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FIGURE 9.5 WEBERS IDEAL BUREAUCRACY

Manager are careerprofessionals, not

owners of units they

manage.

Jobs broken downinto simple , routine ,

and well-defined

tasks.

Positions organizedin a hierarchy with

a clear chain of

command.

Career Orientation

Impersonality

Division of Labor

Bureaucracy should

have

Formal Rules and

Regulations

Authority Hierarchy

Formal Selections

Uniform application

of rules and controls

, not according to

personalities.

System of written

rules and standard

operating

procedures.

People selected for

jobs based on technical

qualifications.


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1. FIXED AND OFFICIAL JURISDICTIONS OF AUTHORITY Are governed by rules and regulations that fix decisions-

making parameters , align specific duties , and strictly define

command privileges.

2. FIRMLY ESTABLISHED RATIONAL CHAINS OFCOMMAND

Graded levels of authority are structured in an absolute

hierarchy with a narrow span of control over subordinates.

It is the positions that are defined , not the individuals whomeet defined criteria ; positions are not redefined to suit

individuals characteristics.

FIVE CHARACTERISTICS OF MODERN BUREAUCRACIES


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A CHAIN OF COMMAND Is the unbroken line of authority between the lowest and the

highest positions in an organization.

A SPAN OF CONTROL

Is defined by the number of subordinates one managersupervises.

3. QUANTIFIED AND THROUGHLY DOCUMENTEDINFORMATION

Nearly everything is reduced to writing in bureaucracy:

decisions and conferences are recorded , files are maintained ,and allocations are quantified , which creates complexadministration system.



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4. SUPPOSITION OF EXPERTISE Because positions are filled by individuals who have

met defined criteria , it is assumed that people at each

skill levels have expertise.

5. ART OF MANAGEMENT

Is recognized as important , managers of

bureaucratic organizations rely on rules and

procedures. A technically scientific management process , the

bureaucracy is viewed as Inflexible , Formal , Coldly

Rational , And Dehumanizing.



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ORGANIC STRUCTURES In the classic 1966 article The Coming Death of Bureaucracy ,

theorist Warren Bennis heavily criticized bureaucracies and

proposed that we create organic organizations.

HIS OBSERVATIONS AND IDEAS: Our need for rational form of organization modeled on machine

efficiency and explicit , inflexible lines of authority is outdated.

Webers ideal of rational organization was a response to the

irrational world of work of the Victorian age , whenemployees labored under capricious managers and subjective

rules.

Formalized organizations brought order and provided employees

with protection.

ORGANIC STRUCTURES

BY: KRISTINE MAE LANTACA


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In contrast , Bennis believes todays world of rapidchange , complex technology , and diversified

knowledge requires flexible patterns of organization.

Bureaucracies are ill-adapted to the evolving

management philosophy of humanistic values with

democratic ideals.

In place of bureaucracy , Bennis has proposed flexible

organizations ; with executive as coordinates andemployees organized according to their personal skills.

His article heralded the arrival of organizations based

on groups of projects rather than of stratified authority.

ORGANIC STRUCTURES


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CONTINGENCY THEORY AND ORGANIZATIONALSTRUCTURES

Contingency theory implies that organizations must be

capable of adapting to situations under various

circumstances.

Researchers have categorized factors into four basic

concerns:

1. The organizations age and size

2. Its technology and that of the industry

3. Environmental forces that influence decisions

4. Power and personal attributes of the organizations

management

DESIGNING THE ORGANIZATION:

BY : SHIELA


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Age and size of the organization usually define theneed for approximately elaborate control systems .

The larger the firm , the more elaborate the systemneeded for control ; hence , the more complex its

administration. Older firms , particularly in older industries , develop

more elaborate relationships with more differentiatedand specialized administrative tasks.

The age of company and of an industry influencesorganizational structure.

The longer an organization has existed , the moreformalized its behavior is likely to be.

AGE AND SIZE


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With age come standardization of systems and procedures.

The size of an organization influences its structure in severalways.

The size of a company influences the degree of formal

systems needed to control it. An organizations size also influences whether work will be

approximately departmental.

Management wants predictability across departments and

stability within them. TECHNOLOGY

Technology the most influential factor in a company , is thetotal accumulation of tools , system , and work methods usedcollectively to transform inputs into outputs.

AGE AND SIZE


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THE END

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