The document discusses organizational development and different types of organizational structures. It outlines the key characteristics and advantages and disadvantages of line, line and staff, and matrix organizations. It then discusses important principles of organization, including consideration of objectives, division of work, delegation of authority, parity of responsibility and authority, span of control, unity of command, coordination, efficiency, separation of line and staff functions, consideration of policies and procedures, job groupings, flexibility, communication, and balance. Finally, it outlines the steps in organizational development, including defining objectives, listing activities, determining structure, securing personnel, considering resources, preparing and implementing the organization, and conducting periodic audits.

1. ORGANIZATIONAL DEVELOPMENTJunhel Dalanon, DDM, MAT

2. Organizing DefinedThe process of grouping and assigning activities and providing the necessary authority to carry out the activities

3. Types of Organization

4. Line OrganizationCharacteristicsSimplest and oldest type of organizationDirect vertical flow of authority from top to bottomCommon in small enterprisesAdvantagesNo problem tracing authorityPromotes rapid decision makingDisadvantagesManagers perform more dutiesInefficient job resultsNo provisions to train, develop, and replace leaders

6. Line & Staff OrganizationCharacteristicsConsists of addition of staff specialistsCommon in larger enterprisesAdvantagesBrings expert knowledgeStructure directly affects finance, manufacture, or marketingAllows for more specialization and flexibilityDisadvantagesAuthority and responsibility are not clearly setSupervisors depend too much on staff

8. Matrix OrganizationCharacteristicsForm teams within line and staffTemporary pending a specific purposeHas the capability to evolveAdvantagesAbility to meet complicated projectsDisadvantagesConflict of authority

10. Principles of Organization

11. Consideration of Objectives

12. Since the objective of the undertaking does have an important bearing on the organization structure, the organizer should have clearly in mind what he wants to accomplish

13. Division of Work

14. The narrowing of the scope of a person’s job to one or a few major functions to enable him to specialize on these few and to increase his efficiency Delegation of Authority

15. The authority to take action should be delegated to individuals who have the necessary knowledge and ability to take intelligent action Parity of Responsibility and Authority

16. When a subordinate is made responsible for reaching a given objective, he should be given enough authority to take steps to reach it Span of Control

17. Refers to the number of subordinates a manager can effectively manageUnity of Command

18. Each member of an organization should be accountable to, and receive directions from only one supervisor, his immediate superior

19. Short Chain of Command

20. There should be as few levels of supervision between the highest authority and the rank and file as possible Coordination

21. All individual activities of an organization must be synchronized with respect to their amount, time and direction to avoid duplication of work Efficiency