Delegation & Formal and Informal Organization
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This document discusses delegation and formal vs informal organization. It defines delegation as assigning responsibility and authority to complete a clearly defined task while retaining ultimate responsibility. There are three elements of delegation: responsibility, authority, and accountability. Formal organization has defined roles and a hierarchy, while informal organization develops spontaneously through social interactions. Key differences between formal and informal organizations include their purpose, stability, communication channels, and focus on work vs relationships.
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Chapter Four
Organizing
1.1 Meaning and Definitions of Organizing
The word ‘organization’ has come from the word ‘organism’ which means a structure of interrelated and interdependent parts. The parts or components of organization consist of men, machines, materials, methods, money, functions, authority and responsibility. The task of organization is to unite or integrate these components effectively for the purpose of attaining the common goal. Organization is the foundation upon which the whole organization is built. Without efficient organization, no management can perform its function smoothly. Sound organization contributes greatly to the continuity and the success of organization. A poor organization structure makes good performance impossible, no matter how good the individuals are.
The term organization connotes different things to different people. For example, to the sociologists, organization means a study of interactions of people, classes or hierarchy of an enterprise. To the psychologists organization means an attempt to explain, predict and influence the behavior of individuals in an enterprise. The word ‘organization’ is also used widely to connote a group of people and the structure of relationships. In order to understand the meaning and characteristics of organization, we shall study it under the following heads:
(1) Organization as a group of persons.
(2) Organization as a structure of relationship.
(3) Organization as a function of management.
(4) Organization as a process.
(1) Organization as a group of persons: Organization is viewed as a group of people contributing their efforts towards certain goal. The concept of organizing began at the early stages of human civilization when two or more persons began to cooperate and combine together for fulfilling their basic needs of food, clothing, shelter and protection of life. Organization begins when people combine efforts for some common purpose. Chester I Barnard defined organization “as an identifiable group of people contributing their efforts. An organization comes into existence when there are a number of persons in communication and relationship to each other and are willing to contribute towards a common Endeavour. The group of people lay down rules and regulations and the formal structure or relationship among themselves”.
(2) Organization as a structure of relationships: Some people view organization as a structure of relationship. Organization sets up the scope of activities of the enterprise by laying down the structure of relationships. If organization is merely recognized as ‘structure’, it will be viewed as a static thing used to explain formal relationships But an organization is a ‘dynamic’ entity consisting of individuals,. Means, objectives and relationships among the individuals. However, the use of the term structure to denote organization is not used independently, but is combined with the term organization either in the form of organization structure
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Organization refers to the process of grouping people and resources together to achieve common goals. It involves structuring roles and responsibilities as well as communication channels. There are two main types of organization - formal and informal. Formal organization has a well-defined hierarchy and rules, while informal organization is based on social relationships. An effective organization requires both management to design the structure and employees to carry out plans and responsibilities.
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Leadership - Organization and Management
This document discusses leadership concepts and styles. It covers Blake and Mouton's managerial grid leadership styles, which are assessed based on two dimensions: concern for people and concern for tasks. The five styles on the grid are impoverished, country club, authority/obedience, team leader, and middle of the road. Middle of the road is identified as the most effective style because it balances concern for both people and production. Students will study these leadership styles and the characteristics of effective team leaders.
Theories of Motivation
Theories of Motivation
https://gumroad.com/l/mzVRu?fbclid=IwAR3tHhqz1iZHoe55nYBeUpTDjY0RW3lKUbYIpBVpWWUj1DMIefOVH5StIX8
Theories of Motivation
This document discusses theories of motivation and motivating employees. It begins with objectives to understand motivation concepts and their importance in organizations. Intrinsic motivation is defined as performing an activity for its own sake rather than external rewards. Extrinsic motivation comes from outside rewards like money or praise. Several theories of motivation are introduced, including Maslow's hierarchy of needs and Herzberg's two-factor theory involving hygiene and motivator factors. The document outlines group activities for students to demonstrate different aspects of motivation. It emphasizes that motivated employees improve organizational performance.
Decision making
This document outlines the steps in the decision-making process and provides an example exercise for participants to practice decision-making. It begins by defining decision-making as selecting the best alternative among different options. It then lists the 7 steps in the decision-making process as: 1) identify the decision, 2) gather information, 3) identify alternatives, 4) weigh the evidence, 5) choose among alternatives, 6) take action, and 7) review your decision. The document provides details about each step. It also includes a self-check questions and homework assignment to further develop decision-making skills.
Types of plans
The document discusses four types of plans: contingency plans, which are made when unexpected changes are needed; operational plans, which describe day-to-day operations and can be single-use or ongoing; strategic plans, which provide a long-term vision for the organization; and tactical plans, which outline the specific actions needed to achieve strategic goals on a shorter timescale. It also includes a quiz to test understanding of the different types of plans.
Role of business in relation to the economy
This document discusses the role of business in relation to the economy. It explains that businesses benefit society by supplying goods and services, creating jobs, developing new technologies, and investing in employees and the community. Businesses are socially responsible by considering their impact on customers, employees, and the environment. The document encourages students to write an essay about how local businesses contribute to the local economy through these roles and responsibilities.
Systems Theory and X & Y Theory
This document summarizes the evolution of management theories including Systems Theory and McGregor's X and Y theories. It provides examples of body systems that make up the human body to illustrate how organizations comprise of interconnected systems and parts. It includes an activity to create a diagram showing the input, process, output and feedback of a business. Finally, it presents statements to distinguish Theory X and Theory Y assumptions about human motivation and behavior in work settings.
Theories of management 2
The document discusses different management theories including scientific management theory, administrative management theory, and bureaucratic management theory. Bureaucratic management theory, developed by Max Weber, emphasizes a hierarchical structure, division of labor, general rules governing performance, and selection of personnel based on technical qualifications. The theory proposes that authority should be formalized through positions and employment viewed as a career protected by tenure.
Elements of Firm's Environment
The document discusses the internal and external factors that affect businesses. It defines the internal environment as controllable factors like employees, management, and financial resources. The external environment includes uncontrollable macro factors in the political, economic, social and technological areas (PEST analysis) like regulations, economic conditions, and technology. Examples of each factor are provided. The document also explains SWOT analysis and how it involves analyzing strengths, weaknesses, opportunities, and threats both internally and externally. Businesses must consider these environmental factors to avoid threats and take advantage of opportunities.
Definition and function of management
This document defines management and its functions. It begins by defining management as the process of planning, organizing, staffing, directing, and controlling human efforts to achieve goals in an organization. It then lists the five functions of management as planning, organizing, staffing, directing, and controlling. The document provides examples of activities for each function, such as evaluating goals for planning, bringing together resources for organizing, and monitoring activities for controlling. It concludes by assigning a group activity for students to categorize management activities under each specific function.
Roles, skills of a manager
Here are the main types of management theories:
1. Classical Management Theory - Focused on productivity and efficiency. Theories include scientific management by Taylor and bureaucratic management by Weber.
2. Human Relations Theory - Emphasized the human element in organizations. Focuses on motivation, leadership, and job satisfaction. Theories include Hawthorne studies and McGregor's Theory X and Theory Y.
3. Systems Theory - Views organizations holistically as systems comprising interrelated, interdependent components. Open systems theory views organizations as open to and influenced by their environments.
4. Contingency Theory - No universal best way to manage. The right approach depends on internal and external situational factors. Foc
Theories of management - Scientific, Administrative
Here are 4 principles from Henri Fayol's 14 principles of management with corresponding situations:
1. Division of work: The factory divided the car assembly process into specialized tasks like installing doors, wiring electronics, etc. to improve efficiency.
2. Unity of command: John was confused when his manager and director gave him conflicting instructions on a project. His company follows the principle of unity of command so he only takes orders from one supervisor.
3. Centralization: The head office made the decision to centralize payroll processing for all branches to reduce costs and ensure consistent application of HR policies across the company.
4. Order: The new manager implemented a filing system and organized the storage room to establish order and help employees easily
Trifocalization in the Educational System of the Philippines
This document discusses the trifocalized structure of the Philippine education system, which divides responsibilities among three government agencies: the Department of Education (DepEd), Commission on Higher Education (CHED), and Technical Education and Skills Development Authority (TESDA). It provides background on how this structure was recommended by the 1991 Commission on Education (EDCOM) report and established in 1994. Both sides of the debate around whether to continue the trifocalized system or consolidate under one department are presented, covering issues like coordination, legal basis, agency responsibilities, governance, and transparency.
System Analysis in Education
This document contains a take-home exam submitted by a student named Kathleen C. Abaja to Dr. Nilo L. Rosas at the Polytechnic University of the Philippines. The exam contains 5 questions related to applying systems analysis to education. The student provides multi-paragraph answers to each question analyzing topics like how systems analysis can be used to study education as a social, cultural, economic and political system. The student also analyzes education reform in the Philippines.
The Complete 101 Collection What Every Leader Needs to Know
The Complete 101 Collection by John C. Maxwell provides concise summaries on 8 leadership topics: attitude, self-improvement, leadership, relationships, success, teamwork, equipping, and mentoring. Each chapter summarizes one of Maxwell's previous "101" books on these topics. The book achieves its goal of educating readers on what every leader needs to know. It provides useful advice through principles, guidelines, and real-world examples. While an enjoyable read, the book could have more directly highlighted Jesus as the best role model for leadership.
Management of Curriculum and Instruction
The document discusses the social forces that influence curriculum planning and development. It identifies several levels of social forces - national, national agencies, and stakeholders. At the national level, forces include social diversity, religion, culture, economics, politics, technology, environment, and child psychology. National agencies that influence the curriculum include the Department of Education, Commission on Higher Education, and state universities. Key stakeholders are teachers, students, parents, community, and private organizations. The curriculum is also influenced by laws like the Governance of Basic Education Act. Social science concepts like social, political, economic, technological, environmental, and child development factors shape curriculum goals and learning experiences.
Research management in higher education institutions
This document discusses research management in higher education institutions. It covers three main topics: 1) the role and importance of research in a university, including research as a core mission and means of knowledge generation, reputation enhancement, and economic/social contributions, 2) formulating research priorities, plans, and policies through strategic planning and policy development at various levels, and addressing areas like research integrity and human/animal subjects, and 3) organizing research through various models like department-based or separate research centers, and examples from UP Diliman.
UNDERSTANDING ORGANIZATIONAL COMMITMENT AMONG TEACHERS
This document discusses organizational commitment among teachers. It defines commitment as the state of being dedicated to a cause or activity. There are three types of organizational commitment: affective commitment based on emotional attachment, continuance commitment based on awareness of costs of leaving, and normative commitment based on feelings of obligation. Key strategies to increase organizational commitment include strong leadership that inspires and supports teachers, and opportunities for continuing professional development. Effective communication is also important. The goal is to develop committed and dedicated teachers who support the school's vision of producing well-rounded, civic-minded graduates.
TQM and Survey Data Feedback Process
This document discusses total quality management (TQM) and the survey data feedback process. It defines TQM as a management philosophy focused on continuous improvement, meeting customer needs, and involving all employees. The document traces the history and evolution of quality management, including the contributions of Deming and Juran. It outlines Deming's 14 points and seven deadly diseases. Examples are given of companies that have implemented TQM principles. The survey feedback process is described as collecting data to diagnose problems and improve relationships through discussion of common issues in order to take follow-up action.
Motivation, Mobilization and Performance
This document discusses motivation, mobilization, and performance. It defines these terms and explores various theories related to motivation, such as Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. It also discusses how to mobilize resources through planning and challenges that may arise. Finally, it examines definitions and measures of organizational performance, importance of measuring performance, tools for monitoring performance, and the manager's role in achieving high performance.
More from Kathleen Abaja (20)
Theories of management - Scientific, Administrative
Theories of management - Scientific, Administrative
Trifocalization in the Educational System of the Philippines
Trifocalization in the Educational System of the Philippines
The Complete 101 Collection What Every Leader Needs to Know
The Complete 101 Collection What Every Leader Needs to Know
Research management in higher education institutions
Research management in higher education institutions
UNDERSTANDING ORGANIZATIONAL COMMITMENT AMONG TEACHERS
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Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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The Diamonds of 2023-2024 in the IGRA collection
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The History of Stoke Newington Street Names
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DRUGS AND ITS classification slide share
Any substance (other than food) that is used to prevent, diagnose, treat, or relieve symptoms of a
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
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Delegation & Formal and Informal Organization
- 1. Mrs. Kathleen C. Abaja Republic of the Philippines Department of Education Taguig-Pateros PRES. DIOSDADO MACAPAGAL HIGH SCHOOL SENIOR HIGH SCHOOL Organization and Management DELEGATION FORMAL & INFORMAL ORGNIZATION
- 2. OBJECTIVES •Identify the different elements of delegation. •Differentiate formal from informal organization.
- 3. DELEGATION • Is assigning responsibility and authority to someone in order to complete a clearly define and agreed upon task while you retain ultimate responsible for its success. • It incorporates empowering your team mates through effective leadership. • Is also important not only for development but also for efficiency.
- 4. 3 ELEMENTS OF DELEGATION
- 5. RESPONSIBILITY o It means assigning the work to an individual. o The managers assign certain responsibility to the subordinates for the completion of certain tasks on his behalf. Note: The manager can only assign the responsibility and in the case the subordinate fails, the manager will be answerable to his seniors. Thus, the responsibility flow upwards. 3 ELEMENTS OF DELEGATION
- 6. AUTHORITY o To fulfill the responsibility, certain authority is delegated to the subordinate. o Authority means to the power to take decisions. o A certain level of authority is delegated which is sufficient to complete the responsibility. o The authority also flows upward, as we go up in the scalar chain, the authority increases. 3 ELEMENTS OF DELEGATION
- 7. ACCOUNTABILITY o To check whether the subordinates are performing their responsibilities in an expected manner or not. o The accountability cannot be delegated which means, in the case of non-completion of the task, the manager will only be held responsible for it, not the subordinates. o The accountability also flows upward, subordinates will be accountable to the manager and the manager to his superior. 3 ELEMENTS OF DELEGATION
- 9. ORGANIZATION •Is a collection of people who work together to attain specified objectives. •Organization maybe: Formal or Informal organization.
- 10. FORMAL ORGANIZATION When two or more persons come together to accomplish a common objective, they follow formal relationships, rules, and policies are established for compliance, and there exists a system or authority.
- 11. INFORMAL ORGANIZATION is formed within a formal organization as a system of social relationships, which come into existence when people in an organization meet, interact and communicate with each other.
- 12. BASIS FOR COMPARISON FORMAL ORGANIZATION INFORMAL ORGANIZATION Meaning An organization type in which the job of each member is clearly defined, whose authority, responsibility and accountability are fixed is formal organization. An organization formed within the formal organization as a network of interpersonal relationship, when people interact with each other, is known as informal communication. Creation Deliberately by top management. Spontaneously by members. Purpose To fulfill, the ultimate objective of the organization. To satisfy their social and psychological needs. Nature Stable, it continues for a long time. Not stable Communication Official communication Grapevine Control mechanism Rules and Regulations Norms, values and beliefs Focus on Work performance Interpersonal relationship Authority Members are bound by hierarchical structure. All members are equal. Size Large Small