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  • 1. Organizing
  • 2.  Process of grouping together of men and establishing relationships among them , defining the authority and responsibility of personnel by using the company’s other basic resources to attain predetermined goals or objectives. ORGANIZATION the framework or backbone by which the of a business is performed, that it provides the required channels, points of origin and flow of management direction and control.
  • 3. The value of formalorganization structures
  • 4. 1. Efficiency gains from specialization2. Order arising from the clarity of job definitions3. Reduction of unintended gaps or overlaps in the conduct of the activities of the institutions
  • 5. Characteristics of anorganization structure
  • 6. 1. HIERARCHICAL Organizations are usually multilayered because of the limitations of a single person to supervise others.2. SPAN OF CONTROL The number of persons that a manager supervises.
  • 7. Grouping activities in an organization
  • 8. 1.GROUPING BY FUNCTION It hopes to gain efficiencies through specialization and to facilitate coordination of similar or related activities.2. GROUPING BY PRODUCT This method is common in large business organization. It facilitates the treatment by top management of these divisions as profit centers by treating each division as separate business enterprise.
  • 9. 3. GROUPING BY AREA OR TERRITORY This applicable when the geographic scope of a firm’s operation becomes large and when the different areas in which a firm operates become very differentiated in terms of their requirements.4. GROUPING BY CLIENT This is very important when a company serves well- defined client groups with different characteristics and requirements in term of products.
  • 10. 5. OTHER CRITERIA FOR GROUPING ACTIVITIES a. Simple Numbers – constituted by dividing large numbers into identical sub-units. b. Time Group – grouping by time ships such as morning shift, afternoon and night shift.6. ORGANIZATION THROUGH A COMBINATION OF THE VARIOUS CRITERIA
  • 11. Results of Good Organization
  • 12. 1. Establishing the 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 the person’s performance against his charges and responsibilities.6. Aiding equitable distribution of work, functions and/or personnel supervision.7. Permitting expansion and contraction without seriously disrupting the structure;
  • 13. 8. Pointing out “dead-end” jobs;9. Affording movement 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 of duplication of work;13. Making growth possible with adequate control and without literally killing top executives through overwork; and14. Aiding in wage and salary administration through forced job analysis and description.
  • 14. Formal Relationship s in Organization
  • 15. 1. LINE ORGANIZATION It exist when two organizational units are related to each other by a relationship of direct command. Line authority is the power of command that is exercised by a person over his direct subordinates in the formal structure, such as power to supervise, direct and evaluate the work of his subordinates.
  • 16. 2. STAFF ORGANIZATION The units in an organization which are considered staff are those which provide advice or services to other units of the organization.3. FUNCTIONAL AUTHORITY This is a limited authority exercised usually by a staff unit in the organization over another unit.
  • 17. Classical Principles of Organization
  • 18. 1. PRINCIPLE OF UNITY OF COMMAND A person in an organization should have only one direct supervisor in order to avoid confusion, inaction in the organization.2. PARITY OF AUTHORITY AND RESPONSIBILITY If a person is responsible for accomplishing a certain task in the organization, he should be given sufficient authority to accomplish the task.
  • 19. 3. ABSOLUTENESS OF RESPONSIBILTY A superior may delegate a portion of his authority to his subordinates but he does not reduce his responsibility or accountability for the performance of the task under his jurisdiction.4. CHECKS AND BALANCE To check or evaluate the activities of another organizational unit must not be placed under the control or supervision of the unit to be evaluated.
  • 20. 5. PRINCIPLE OF SPECIALIZATION An organizational becomes more efficient if it specializes in the performance of a set of similar or related activities.6. SPAN OF CONTROL Refers to the number of subordinates who report directly to a higher executive. There are three factors that affect this principle; the number of the persons to be supervised; the attention as affected by distance and the limitation of attention due to time.
  • 21. PRESENTED TO:Dr. Augusta Rose A. Villamater Jane Alyssa Catalla Aubrey Anne Verastigue