10. Page 10
AND LORD GOD I HUMBLY
PRAY THAT YOU WILL
SHOWER ME WITH YOUR
WISDOM THAT I MAY BE ABLE
TO PRESENT MY TOPIC
CLEARLY AND PROVIDE THEM
AMPLE INFORMATION TO THE
UTMOST OF MY KNOWLEDGE
IN THE NAME OF JESUS
AMEN.
12. Page 12
WORK
PEOPLE
ORGANIZATION
THEY HELP IN THE
MANAGEMENT OF PROBLEMS
CONFRONTING THESE
INSTITUTIONS
FORMALIZED INTENTIONAL
STRUCTURE OF ROLES OR POSITIONS
13. Page 13
ORGANIZING
A BASIC HUMAN ACTIVITY
ONE THAT ALLOWS INDIVIDUALS TO
WORK COLLECTIVELY
TO ACHIEVE THEIR INDIVIDUAL AND
COLLECTIVE GOAL
14. Page 14
Management - Chapter 10 14
What is organizing as a
management function?
Organizing and organization structure
– Organizing
• The process of arranging people and other
resources to work together to accomplish a goal.
– Organization structure
• The system of tasks, workflows, reporting
relationships, and communication channels that
link together diverse individuals and groups.
15. Page 15
Management - Chapter 10 15
Organizing viewed in relationship with
the other management functions.
16. Page 16
IT IS IN THE SENSE THAT WE THINK
OF ORGANIZING AS:
1. THE IDENTIFICATION
AND CLASSIFICATION
OF REQUIRED
ACTIVITIES
2. THE GROUPING OF
ACTIVITIES NECESSARY
FOR ATTAINING
OBJECTIVES
3. THE ASSIGNMENT OF EACH
GROUP TO A MANAGER WITH
THE AUTHORITY
(DELIGATION) TO SUPERVISE
IT.
4. THE PROVISION
FOR COORDINATION
HORIZONTALLY AND
VERTICALLY IN THE
ORGANIZATIONAL
STRUCTURE
17. Page 17
ABILITY TO MANAGE
THE BUSINESSEFFECTIVELY
BUSINESS ORGANIZATIONS
-ARE MADE OF PEOPLE
-ORGANIZED AND OPERATED
BY PEOPLE
-AND INTENDED FOR PEOPLE
“AN INDEX OF GOOD
MANAGEMENT”
“SUCCESSFUL
ORGANIZATIONS MUST HAVE
TO PROVIDE FOR
CONTINGENCY”
20. Page 20
FOR AN ORGANIZATION TO
FUNCTION EFFECTIVELY:
THERE MUST
NOT ONLY
EXIST
COOPE
-RATION
AMONG THE
PEOPLE
WITHIN THE
GROUP
BUT
IT SHOULD BE
UNDER THE
DIRECTION OF
COMPE-
TENT, AND
EFFICIENT
EXECUTIVE
LEADERSHIP!
22. Page 22
STUDY OF ORGANIZATION
Both meaningful and important to
management
It could help bring to light number of
symptom, if not actual conditions that need
closer attention of management
Whatever be the reason, it behooves upon
management to conduct a study, focusing
attention on the area or areas that show signs
of weakness, if not failure, for the necessary
remedial measures.
23. Page 23
AS A PROCESS
AS PRINCIPLES
AS A STRUCTURE
AS A GUIDE FOR
BEHAVIOR
AS AN ENTITY
26. Page 26
CONCEPTS OF ORGANIZATION
IN A POPULAR USAGE, THE TERM
ORGANIZATION IS HELD TO CONNOTE A
STRUCTURE WHICH DEFINES THE
RELATIONSHIPS AMONG THE PEOPLE OR
ACTIVITIES COMPRISING THE GROUP.
27. Page 27
CONCEPTS OF ORGANIZATION
AN ORGANIZATION IS THUS NO MORE NO
LESS THAN THE RELATIONSHIPS BETWEEN
SIMILAR FUNCTIONS, PHYSICAL FACTORS,
AND PERSONNEL.
IT IS SET UP PRIMARILY FOR THE PURPOSE
OF PROMOTING COOPERATION AND
FACILITATING THE EFFECTIVE EXERCISE OF
EXECUTIVE LEADERSHIP.
HENCE, IT IS AN INSTRUMENTS OF
COMMAND.
28. Page 28
CONCEPTS OF ORGANIZATION
AS A GUIDE FOR
BEHAVIOR
THE TERM ORGANIZATION IS ALSO AT
TIMES HELD TO REFER TO THE ACTUAL
BEHAVIOR OF PERSONS GROUPED
TOGETHER IN THE BUSINESS
ENTERPRISE REGARDLESS OF
WHETHER THEIR BEHAVIOR
CONFORMS TO THE ORGANIZATION
STRUCTURE OR NOT.
THE EXPRESSION “FORMAL
ORGANIZATION”IS USED IN REFERENCE TO
ORGANIZATION STRUCTURE WHILE THAT OF
“INFORMAL ORGANIZATION” TO THE
ORGANIZATION BEHAVIOR
29. Page 29
CONCEPTS OF ORGANIZATION
A COMPLEX WHOLE
COMPOSED OF A NUMBER OF
INTEGRATED PARTS
IT IS USED TO REFER TO A PEOPLE WHO
GROUPED THEMESELVES TOGETHER
INTO WELL INTEGRATED UNITS SO THAT
OBJECTIVES MAY BE ATTAINED WITH A
MAXIMUM EFFICIENCY AND MINIMUM
WAISTED EFFORTS THROUGH THE USE
OF MEN, MATERIALS, MONEY, MACHINES
AND METHODS.
31. Page 31
COMPONENTS OF BUSINESS
CORPORATION
1. OWNER-INVESTORS
2. BOARD OF DIRECTORS
3. OFFICERS AND STAFFS
4.EMPLOYEES AND WORKERS
32. Page 32
COMPONENTS OF BUSINESS CORPORATION
1. OWNER-INVESTORS
PROVIDES THE
NECESSARY CAPITAL
FOR THE
ESTABLISHMENT AND
OPERATION OF THE
BUSINESS
THEY ARE KNOWN
AS THE
STOCKHOLDERS
33. Page 33
COMPONENTS OF BUSINESS CORPORATION
RULLING BODY
FORMULATE
POLICIES FOR THE
GOVERNANCE OF
THE CORPORATION
THEY HAVE POWER
TO CONDUCT
ORDINARY BUSINESS
OF THE
CORPORATION
2. BOARD OF DIRECTORS
34. Page 34
COMPONENTS OF BUSINESS CORPORATION
THEY ARE FREE TO
EXERCISE THEIR
INDEPENDENT
JUDGEMENT UPON ALL
MATTERS BEFORE THEM,
WITH OUT
INTERFERENCE OF
STOCKHOLDERS EXCEPT
IN MATTERS REQUIRING
STOCKHOLDER’S
CONSENT.
2. BOARD OF DIRECTORS
35. Page 35
COMPONENTS OF BUSINESS CORPORATION
DIRECTORS MUST
ACT IN GOOD FAITH
AND WITH
REASONABLE CARE,
AND MUST HANDLE
THE AFFAIRS OF THE
CORPORATION WITH
PRUDENCE THAT AN
ORDINARY MAN
WOULD USE.
2. BOARD OF DIRECTORS
36. Page 36
COMPONENTS OF BUSINESS CORPORATION
THEY CAN BIND THE
CORPORATION BY
THEIR ACTS AS A
BODY
2. BOARD OF DIRECTORS
IN A BRIEF SENSE, THE
BOARD OF DIRECTORS
SEEKS IMPROVED
RESULTS AS PROOF
THAT MANAGEMENT IS
DOING ITS JOB.
37. Page 37
COMPONENTS OF BUSINESS CORPORATION
CHARGED WITH THE
ADMINISTRATION OF THE
BUSINESS
THEY ARE NOT DIRECTLY
RESPONSIBLETO THE
STOCKHOLDERS, WHO ARE
THE OWNER OF THE BUSINESS,
AND BOARD OF DIRECTORS
BUT ARE ALSO SUBJECT TO
THE APPROVAL OF A VERY
DISCRIMINATING PUBLIC
3. OFFICERS AND STAFFS
38. Page 38
COMPONENTS OF BUSINESS CORPORATION
PEOPLE WHO WORK IN THE
ORGANIZATION
THEY ARE THE
BACKBONE OF THE
ORGANIZATION
4.EMPLOYEES AND WORKERS
THEY DEPEND ON THE
ORGANIZATION FOR THEIR
DAILY LIVING
40. Page 40
• “A MANAGEMENT WHICH
APPLIES SCIENCE AND MAKE
USE OF FACTS INSTEAD OF
GUESS WORK, WHERE BY
CERTAIN ACCEPTED
STANDARDS AND METHODS
COULD BE DEVISED AND
ESTABLISHED.”
41. Page 41
Frederick W. Taylor
19th
CENTURY
LAUNCHED SCIENTIFIC
MANAGEMENT
MOVEMENT
ADVANCED THE
PRINCIPLE THAT A GOOD
METHOD OF
PERFORMING AN
OPERATION IN THE SHOP
WAS NOT ENOUGH
42. Page 42
APPROACH TO SCIENTIFIC
MANAGEMENT
1. STUDY OF MANEGERIAL PROBLEMS
SEEKING TO
DISCOVER THE
PARTICULAR
MANAGEMENT
PROCEDURE THAT
IS BEST
APPLICABLE TO
GIVEN SITUATION
43. Page 43
APPROACH TO SCIENTIFIC MANAGEMENT
2. CONSIDERATION OF THE WAYS OF
ATTAINNING THE STATED OBJECTIVES
STUDY ANALYSIS OF EACH
PROBLEM AT HAND
COLLECTION OF FACTS AND
DATA
USE OF INTENSIVE
RESEARCH BY WHICH
FACTS AND DATA MAY BE
OBTAINED
44. Page 44
APPROACH TO SCIENTIFIC MANAGEMENT
3. SELECT THE ONE BEST WAY TO BE
ADOPTED BY THE ENTERPRISE AS A
STANDARD.
THE PURPOSE OR
OBJECTIVES HAS BEEN
CLARIFIED
THE WAYS OF OBTAINING
SUCH OBJECTIVE HAS
BEEN CONSIDERED
45. Page 45
APPROACH TO SCIENTIFIC MANAGEMENT
4. THE NECESSARY FUNCTIONS
SHOULD BE DETERMINED
ORGANIZATION BUILDING
REQUIRES THE ORGANIZER TO
ASCERTAIN THOSE FUNCTIONS
WHICH ARE CONSIDERED
MOST IMPORTANT AND
THEREFORE REQUIRE
PREFERENCIAL ATTENTION.
46. Page 46
APPROACH TO SCIENTIFIC MANAGEMENT
5. THE MEN BEST SUITED FOR THE
WORK AND TO HEAD EACH
DEPARTMENT OR DIVISION MUST BE
CAREFULLY SELECTED.
PICKING THE RIGHT
PEOPLE TO POSITION
IS THE MAJOR TASK OF
MANAGEMENT
48. Page 48
APPROACH TO SCIENTIFIC MANAGEMENT
6. A TIME STANDARD SHOULD BE SET
UP, WHICH IS ARRIVED AT BY TIME
AND/OR MOTION STUDIES
TO DETERMINE THE
TIME REQUIRED TO
PERFORM EACH
OPERATION IN THE JOB
AS WELL AS THE JOB
ITSELF
49. Page 49
APPROACH TO SCIENTIFIC MANAGEMENT
7. THERE SHOULD BE COORDINATION
OF THE VARIOUS PHASES OF WORK IN
ANY BUSINESS AND INDUSTRY.
IT WOULD REMOVE
FRICTION,
FRUSTRATION AND
FUTILITY WHICH
COULD RESULT IN THE
IMPAIRMENT OF THE
SUCCESSFUL
FUNCTIONING OF THE
BUSINESS
COORDINATION
52. Page 52
ORGANIZATIONAL STRUCTURE
DEFINED AS:
-THE PATTERN OR
NETWORK OF
RELATIONSHIPS BETWEEN
THE VARIOUS POSITIONS
AND THE HOLDERS OF
THESE POSITIONS.
MAY BE
FORMAL OR
INFORMAL
53. Page 53
ORGANIZATIONAL STRUCTURE
A. FORMAL ORGANIZATION
-CHARACTERIZED BY THE PRESENCE OF TWO
IMPORTANT CONDITIONS:
eg. BUSINESS
ORGANIZATION
54. Page 54
ORGANIZATIONAL STRUCTURE
B. INFORMAL ORGANIZATION-
CHARACTERIZED BY COLLECTIVE ACTIVITY
IS, NEVERTHELESS NOT SPECIFICALLY
ORIENTED OR DIRECTED TOWARD DEFINITE
GOALS OF THE GROUP.
eg. FRIDAY EVENING BOWLING GANG,
MORNING COFFEE REGULARS, MACHINE
GROUP SHOP
A NETWORK OF INTERPERSONAL
RELATIONSHIPS THAT ARISE WHEN
PEOPLE ASSOCIATE WITH ONE ANOTHER
61. Page 61
THE TASK OF
MANAGEMENT USUALLY
CONSISTS OF
“FUNCTIONAL
DIFFERENTIATION “
APPLIES THE PRINCIPLE
OF SPECIALIZATION OF
FUNCTION TO EACH JOB
FUNCTIONAL
O
R
G
A
N
I
Z
A
T
I
O
N
62. Page 62
FUNC-
TIONAL
O
R
G
A
N
I
Z
A
T
I
O
N
EACH SEPARATE DEPARTMENT IS CHARGED
WITH A SPECIFIC FUNCTION, THE WORK IS SO
DIVIDED THAT ONE MAN ATTENDS TO ONLY
ONE THING
A DEFINITE AREA OF RESPONSIBILITY FOR THE
PERFORMANCE OF EACH FUNCTION IS FIXED
UPON ONE MAN
THE WORKMAN IS ALLOWED AND
ENCOURAGED TO THINK OUT IMPROVEMENTS
BY MAKING AN INTENSIVE INVESTIGATION
AND STUDY OF HIS OWN WORK
SPECIALIZED SKILLS AND ABILITIES ARE
MADE AVAILABLE TO THE INDIVIDUAL
WORKER. AS SUCH, THIS MINIMIZES THE
NEED FOR ALL AROUND WORKERS.
63. Page 63
FUNC-
TIONAL
O
R
G
A
N
I
Z
A
T
I
O
N
IT IS NOT ALWAYS EASY TO DETERMINE THE
DEPARTMENT WHICH SHOULD BE PROPERLY
CONCERNED WITH EACH SPECIFIC GROUP OF
ACTIVITIES
IT MAY BE DIFFICULT TO SET UP AN
ARBITRARY CLASSIFICATION OF ACTIVITIES
THAT WOULD PROVE SATISFACTORY
THERE ARE SO MANY MEN
REPORTING DIRECTLY TO THE
PRESIDENT, THAT MAKE HIM
DIFFICULT IF NOT IMPOSIBLE TO HIM
TO GIVE ATTENTION TO EACH OF
THEM
65. Page 65
LINE AND STAFF ORGANIZATION
REPRESENTS A FUSION OF THE OLD LINE ORGANIZATION WITH
THE BEST FEATURES OF THE FUNCTIONAL ORGANIZATION
FUSION OF STRONG POINTS OF BOTH FUNCTIONAL AND LINE
ORGANIZATIONS
IT ENJOYS THE ADVANTAGE OF HAVING ELIMINATED MOST OF
THE WEAKNESSES FOUND IN THE OTHER TWO TYPES OF
ORGANIZATION
THE ONE MOST COMMON USED IN MODERN BUSINESS
66. Page 66
THERE IS ONLY ONE BOSS
TO WHOM ANY INDIVIDUAL
IS DIRECTLY RESPONSIBLE
67. Page 67
STAFF AND LINE
REFER TO TYPES
OF AUTHORITY
USUALLY ARE GENERALIZED
TO DESCRIBE
RESPONSIBILITIES AND
POSITION
STAFF- INVESTIGATES, FIND FACTS, MAKE
REPORTS TO, AND ADVISES THE LINE
EXECUTIVE WHO HAS THE FINAL WORD.
HAS THE AUTHORITY OF IDEAS WHILE LINES
HAVE THE AUTHORITY OF COMMAND
“STAFF
THINKS, LINES
DO”
73. Page 73
LINE AND STAFF ORGANIZATION
PROVIDES A CLEAR AND
UNDIVIDED CHAIN OF COMMAND
PROVIDES FOR A GROUP OF
SPECIALIZED STAFF
LINE OFFICERS ARE STRENGTHENED BY HAVING AT THEIR
COMMAND STAFF SPECIALISTS WHO ADVISE, INSTRUCT, AND IN A
LIMITED SENSE SUPERVISE THROUGH THE FORCE OF NEW IDEAS
THE PRICIPLE OF SPECIALIZATION IS FOSTERED, SINCE THE
PLANNING AND INVESTIGATIVE FUNCTIONS ARE LARGELY
PERFORMED BY THE STAFF THEREBY PERMITTING THE LINE
OFFICER MORE TIME TO CONCENTRATE ON THE EXECUTIVE
FUNCTION
THE STAFF SERVES AS AN EXCELLENT TRAINING GROUND FOR
LINE OFFICERS
ADVANTAG
E
74. Page 74
LINE AND STAFF ORGANIZATION
LINE EXECUTIVES INVARIABLY REFUSE
TO LISTEN TO STAFF PEOPLE
BEFORE EVENTHOUGH THEIR ADVICE
APPEARS SOUND AND SENSIBLE
THE PSYCHOLOGY OF THE STAFF RELATION-
SHIP MAY LEAD CERTAIN PERSONS TO OFFER
ILL ADVISE OWING TO CARELESSNESS, IN AS
MUCH AS THEY ARE NOT HELD RESPONSIBLE FOR OPERATING
RESULTS
CERTAIN LINE OFFICERS MAY RELY TOO MUCH ON THE STAFF TO
DO THE THINKING AND PLANNING
FRICTION MAY BE DEVELOP BETWEEN THE LINE OFFICER AND THE
STAFF WHEN EITHER OF THEM DOES NOT UNDERSTAND THE TRUE
LINE- AND –STAFF RELATIONSHIP
DISADVANTAGE
81. Page 81
RE-EXAMINATIONS OF AN ORGANIZATION
STRUCTURE
1. IT MAY HAVE BEEN IMPROPERLY SET UP DURING ITS
INCEPTION
2. IT MAY PROVE INEFFECTIVE IN THE ATTAINMENT OF
COMPANY OBJECTIVES BECAUSE OF THE TREMENDOUS
EXPANSION AND GROWTH EXPERIENCED BY THE FIRM.
3. IT MAY HAVE OUTLIVED ITS USEFULNESS IN THE LIGHT OF
CONTINUOUS AND UNEXPECTED CHANGESIN THE BUSINESS
WORLD
4. TEMPORARY AND IMPROVISED ARRANGEMENTS MAY
HAVE BEEN MADE IN THE ASSIGNMENT OF NEW
DEPARTMENTAL FUNCTIONS AND RESPONSIBILITIES BUT
HAVE BECOME MORE OR LESS PERMANENT, WHICH MADE
THE STRUCTURE ILLOGICAL AND IN CAPABLE OF
ATTAINING DESIRED OBJECTIVES.
82. Page 82
SPAN OF CONTROL
-RELATED TO THE HORIZONTAL DIMENSION OF AN
ORGANIZATION STRUCTURE
-IT MEANS THE NUMBER OF SUBORDINATES THAT AN
EXECUTIVE SUPERVISES, SOMETIMES REFERRED TO AS THE
“SPAN OF SUPERVISION”
-A CONCEPT HOLDS THE BELIEF THAT THE LARGER THE
NUMBER OFSUBORDINATES REPORTING DIRECTLY TO AN
EXECUTIVE, THE MORE DIFFICULT IT TENDS TO BE FOR HIM
TO EFFECTIVELY SUPERVISED AND COORDINATE THEM
EFFECTIVELY
83. Page 83
TRENDS IN ORGANIZATION
• WHAT ERNEST DALE CALLS AND
DESCRIBE AS “ TYRANNY OF
ORGANIZATION” IS THOUGHT TO BE
THE EXCLUSIVE PREROGATIVE OF BIG
BUSINESS
• WITH A GROUPING NUMBER OF
SMALLER COMPANIES ENGAGING IN
MANY PHASES OF ORGANIZATIONAL
PLANNING, THE PREROGATIVE IS
RAPIDLY BECOMING A GENERAL
PRACTICE.
84. Page 84
TRENDS IN ORGANIZATION
1. MORE STAFF WHICH HAS CAUSED MORE
ORGANIZATION TECHNIQUES, DIFFUSION OF
POWER, AND MORE POINTS OF FRICTION PLUS
2. MORE MIDDLE MANAGEMENT, WHICH HAS CAUSED
SPECIALIZATION, CENTRALIZATION OF AUTHORITY,
AND MORE POINTS OF FRICTION PLUS
3. MORE SPECIALIZATION (BOTH STAFF AND LINE)-
WHICH HAS CAUSED MORE CONFUSION AND MORE
POINTS OF FRICTION, PLUS
4. MORE METHODS AND REGULATIONS-WHICH HAS
CAUSED MORE PRESCRIBED RITUAL AND MORE
POINTS OF FRICTION PLUS
5. MORE ORGANIZATIONAL PLANNING-WHICH HAS
CAUSED MORE MECHANICS AND MORE STAFF
(THEREBY COMPLETING A CYCLE)
85. Page 85
ORGANIZATIONAL DEVELOPMENT
TERMED AT TIMES AS “OD”
REFERS TO THE USED OF GROUP
DYNAMICS AND RELATED SOCIAL
PHYSCOLOGY TECHNIQUES TO
ASSIST AN ORGANIZATION IN
EXAMINING ITS TECHNICAL SYSTEMS
AND SOCIAL RELATIONSHIP
PROBLEMS SO AS TO DEVELOP
BETTER SOLUTIONS.
EMPHASIZES THE OPERATIONS
OF THE ORGANIZATIONS AS A
WHOLE.
THE APPROACH
DIFFERS FROM
OPERATIONS
RESEARCH (OR)
AND FROM THE
TRADITIONAL
APPROACH OF
OUTSIDE
MANAGEMENT
CONSULTANT.
• *OR IS PERFORMED BY A TEAM OF
SPECIALISTS USING MATHEMATICAL
TECHNIQUES TO ARRIVE AT “OPTIMAL
SOLUTION”
• *OD IS FACILITATING TECHNIQUE
88. Page 88
ORGANIZATIONAL DEVELOPMENT
INTERVENTION STRATEGIES
TRANSACTIONAL ANALYSIS
-ORIGINATED BY ERIC BERNE AND
DEVELOPED BY TOM HARRIS
-TRANSACTIONAL ANALYSIS TERMED AS
“TA”
-USEFUL APPROACH TO UNDERSTANDING
AND ANALYZING INTERACTION
BASICCOMPONENTS:
1.STYLES OF BEHAVIOR
2.STROKES AND GAMES
3.LIFE BEHAVIOR
89. Page 89
ORGANIZATIONAL DEVELOPMENT
INTERVENTION STRATEGIES
BASICCOMPONENTS:
1.STYLES OF BEHAVIOR
-REWARDS
2. STROKES AND GAMES
-ROLE PLAYING
3. LIFE BEHAVIOR
-ASSUMPTIONS ABOUT ONESELF THAT
GUIDES ONE’S BEHAVIOR AND ATTITUDE
-GROUP DYNAMICS REFER TO THE
INTERACTING FORCES WITHIN A
SMALL HUMAN GROUP
90. Page 90
THOSE INVOLVED IN OD ASSIST MANAGEMENT THROUGH:
-IMPROVING TWO-WAY, PROBLEM-
SOLVING COMMUNICATION
-DISCOVERING AND REMOVING
INTERPERSONAL OBSTACLES THAT
BLOCK ORGANIZATIONAL
EFFECTIVENESS
-GUIDING, SUPPORTING, AND
ENCOURAGING ORGANIZATION
MEMBERS AS THEY WORK THROUGH THE
PROCESS
92. Page 92
IF ORGANIZATIONAL CHARTS ARE TO SERVE THE PURPOSES
OF TOP MANAGEMENT SATISFACTORILY, 3 TYPES ARE
IMPORTANT:
THE POTENTIAL ORGANIZATION
-DEPICTS AT A MERE GLANCE THE CURRENT EVALUATION OF
EACH INCUMBENT
93. Page 93
IMPORTANCE OF CHARTS
1. HELP CLARIFY THE ASSIGNMENTS OF DUTIES AND
THE LINES OF AUTHORITY
2. HELP SHOW MEN THROUGHOUT THE
ORGANIZATION HOW THEY AND THEIR WORK
CONTRIBUTE TO THE WHOLE JUST AS THEY HELP
EVERYONE KEEP UP WITH ORGANIZATIONAL
CHANGES
3. TELL THE NAME OF EXISTING DEPARTMENTS, WHO
HEADS EACH DEPARTMENT, AND WHO REPORTS
TO WHOM
4. IN AVERY BROAD SENSE, CHARTS ARE NOT MUCH
UNLIKE PHOTOGRAPHS-THEY SHOW WHAT IS
NEEDED TO BE KNOWN AT A GIVEN MOMENT
94. Page 94
PRINCIPAL ATTRIBUTES OF GOOD
ORGANIZATION
1. EFFECTIVE EXECUTIVE LEADERSHIP
2. SOUND BUSINESS OBJECTIVES AND
POLOCIES
3. SOUND FUNCTIONAL RELATIONSHIPS AS
DETERMINED BY OBJECTIVES
4. ADEQUATE PHYSICAL IMPLEMENTATION
THAT WILL MAKE POSSIBLE THE
ECONOMICAL, EFFECTIVE
IMPLEMENTATION OF OBJECTIVES
5. A COMPLIMENT OF ABILITIES, BOTH
EXECUTIVE AND OPERATIVE
Acc. To RALPH C. DAVIS
95. Page 95
PRINCIPAL ATTRIBUTES OF GOOD
ORGANIZATION
6. ORGANIZATIONAL STABILITY
7. ORGANIZATIONAL FLEXIBILITY
8. ORGANIZATIONAL CAPACITY
FOR GROWTH
9. ORGANIZATIONAL BALANCE
10. ORGANIZATIONAL MORALE
Acc. To RALPH C. DAVIS
