The Organization; Concepts & Principles

Concepts & Principles
The
ORGANIZATION
Public Administration Theory,
Process and Practices
DONNA D. PANGANIBAN, DPA
JERALD M. LADRINGAN
Presented by:
MLGU CALINTAAN

Concepts & Principles
The
Organization
 The Concepts of Organization
 The Principles of Organization:
1. Division of Labour
2. Delegation of Authority
3. The Scalar Principle
4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
TOPIC OUTLINE

The Concepts of Organization
ideas ,notions, thoughts
The Principles of Organization
Values, ethics, philosophies,
doctrines, ideologies

Concepts
of Organization
The
Organization

Human beings cannot live in
isolation. They are unable to
fulfil their needs and desires
alone, because any one lacks
the strength, ability, time and
potential. He has to get the
cooperation of other persons
in achieving his goals.

CONCEPTS OF ORGANIZATION:
It is very difficult to
define the term
organization precisely
because the use of
the term organization
is not standardized.
It is not static.
(fixed)
It is dynamic and ever
changing as per the
needs of society, its
members, business
objectives and
environmental
changes.
organization has been
defined in different
ways by different
theorists, because
different theorists
have emphasized
different
characteristics of
organization.

‘
Organization is defined
as the form of human
association for attaining
common objectives.
‘ -Mooney and Reiley
Organization is defined
as a social unit which is
deliberately constructed
and reconstructed to
seek specific goals
‘
- Talcott Parsons

Organization is defined as a corporate
group. A corporate group is a social
relation which is either closed or
limits the admission of outsiders by
rules… its order is enforced by the
actions of specific individuals
‘
- Max Weber
Organizations are defined as
collectivities that have been
established for the pursuit of
relatively specific objectives on a
more or less continuous basis.
Organisations have more or less
fixed boundaries, a normative order,
authority rank, a communication
system and an incentive system
which enables various types of
participants to work together in the
pursuit of common goals.
‘
- W.R. Scott

Four characteristics of organization:
Organization is a system of
consciously coordinated activities of
two or more persons
‘ Chaster I. Barnard
(i) Communication,
(ii) Cooperative efforts,
(iii) Common objectives, and
(iv) Rules and regulations.”
Four characteristics of organization:
Amitai Etzioni
(i) Division of labour,
(ii) Presence of one or more
power centres, and
(iii) Substitution of
personnel.”

‘
Organization can be defined as
the process of identifying and
grouping the work to be
performed, defining and
delegating responsibility and
authority and establishing
relationships for the purpose of
enabling people to work most
effectively together in
accomplishing objectives
‘
- Louis A. Allen
Organization is the process so
combining the work which
individuals or groups have to
perform with the facilities
necessary for its execution, that
the duties so performed provide
the best channels for the efficient,
systematic, positive and
coordinated application of the
available effort.
‘
- Oliver Sheldon

The establishment of
authority relationships
with provision for
coordination between
them, both vertically and
horizontally in the
enterprise structure, is the
essence of organization.
Koontz & O’ Donnel
‘
Organization is the
establishing of effective
authority relationships
among selected work,
persons, and work places in
order for the group to work
together efficiently.
George Terry
‘

Organization is…
An association of persons for achieving certain objectives (goals)
A rational coordination of the
activities of a number of people
for the achievement of some
common well defined goals
Collective result of Division of labour
and function and hierarchy of
authorities and responsibilities
SUMMARY

Principles
of Organization
The
Organization

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
• first highlighted by Plato in 350 BC
• he compared the workmanship of people
in small cities with their counterparts in
big cities.
Division Of Labour
(also called the principle of specialization)
“Which would be better—that each should
ply several trades, or that he should
confine himself to his own?
Principle # 1
Principles of
Organization

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
• He should confine (limit)
himself to his own.
• More is done, and done better
and more easily when one
man does one thing according
to his capacity and at the right
moment.
• We must not be surprised to
find that articles are made
better in big cities than in
small.
• In small cities the same
workman makes a bed, a
door, a plough, a table, and
often he builds a house
too……..
• Now it is impossible that a
workman who does so many
things should be equally
successful in all.
• In the big cities, on the other
hand……….. a man can live by
a single trade.
• One makes men’s shoes,
another women’s, one lives
entirely by the stitching of
the shoe, another by cutting
the leather………
• A man whose work is
confined to such a limited
task must necessarily excel at
it.
Principles of
Organization
Principle # 1 Division Of Labour

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
This principle has major
advantages in the form of
increased productivity and
decreased per unit cost of
production for products
having less variety.
This anomaly can be
overcome by
1. job rotation of
workers (e.g.
assigning them to
different work stations
after every few
months)
2. job enrichment
(e.g. by adding some
supervisory duties to
the task set of a
worker).
However, it has
disadvantages like
monotony on part of
workers who feel
bored of doing the
same task over and
over again.
Principles of
Organization
Principle # 1 Division Of Labour

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Authority refers
to the rights
inherent in a
managerial
position to give
orders and expect
the orders to be
obeyed.
Delegation of Authority
Principle # 2
Delegation is the
downward transfer
of authority from a
manager to a
subordinate.
Principles of
Organization

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principle # 2 Delegation of Authority
he process by which
managers allocate authority
downward to the people who
report to them.
t
Principles of
Organization

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Should be
accompanied
with
responsibility
and
accountability
on part of the
manager to
whom the
authority has
been delegated.
The manager
should feel
responsible or
obliged to
perform the
duties assigned
to him while
using the
authority vested
in him.
The manager
should be made
accountable for
the resources
consumed by
him in the
discharge of
duties.
Should be
adequate to
enable him to
accomplish
results expected
of him.
Authority should
be delegated to
the lowest
possible level
consistent with
necessary
control so that
co-ordination
and decision-
making can take
place as close
as possible to
the point of
action.
Principles of
Organization

Authority suitably
delegated
Empowerment,
The people have
the freedom to
contribute ideas
and perform their
jobs in the best
possible ways.
A concept related to authority is delegation. Most organizations today encourage
managers to delegate authority in order to provide maximum flexibility in meeting
customer needs. In addition, delegation leads to empowerment, in that people have the
freedom to contribute ideas and do their jobs in the best possible ways. This involvement
can increase job satisfaction for the individual and frequently results in better job
performance. Without delegation, managers do all the work themselves and underutilize
their workers. The ability to delegate is crucial to managerial success.

Four steps to successfully delegate responsibilities
4.
1. Specifically assign
tasks to individual team
members.
• The manager needs to
make sure that
employees know that
they are ultimately
responsible for carrying
out specific assignments.
2. Give team members
the correct amount of
authority to accomplish
assignments.
• Typically, an employee is
assigned authority
commensurate with the
task.
• When an employee has
responsibility for the task
outcome but little
authority, accomplishing
the job is possible but
difficult.
• The subordinate without
authority must rely on
persuasion and luck to
meet performance
expectations.
• When an employee has
authority exceeding
responsibility, he or she
may become a tyrant,
using authority toward
frivolous outcomes.
3. Make sure that team
members accept
responsibility.
• Responsibility is the flip
side of the authority coin.
• Responsibility is the duty
to perform the task or
activity an employee has
been assigned.
• Authority and
responsibility is that the
supervisor delegates
authority, but the
responsibility is shared.
• gives the right to make
commitments, use
resources, and take
actions in relation to
duties assigned.
• he obligation created is
not shifted from the
supervisor to the
subordinate — it is
shared.
4. Create accountability.
• Team members need to
know that they are
accountable for their
projects.
• Accountability means
answering for one's
actions and accepting the
consequences.
• Team members may
need to report and justify
task outcomes to their
superiors.
• Managers can build
accountability into their
organizational structures
by monitoring
performances and
rewarding successful
outcomes.

How Do Managers Learn To Delegate Effectively?
Principle 1:
Match the employee
to the task.
Managers should carefully
consider the employees to
whom they delegate tasks.
The individual selected should
possess the skills and capabilities
needed to complete the task.
Perhaps even more important is
to delegate to an individual who is
not only able to complete the task
but also willing to complete the
task.
Therefore, managers should
delegate to employees who
will view their
accomplishments as personal
benefits.
Principle 2:
Be organized and
communicate clearly.
The manager must
have a clear
understanding of what
needs to be done, what
deadlines exist, and
what special skills are
required.
Furthermore, managers
must be capable of
communicating their
instructions effectively
if their subordinates are
to perform up to their
expectations.
Principle 3:
Transfer authority
and accountability
with the task.
The delegation process is doomed to
failure if the individual to whom the
task is delegated is not given the
authority to succeed at accomplishing
the task and is not held accountable
for the results as well.
Managers must expect employees to
carry the ball and then let them do so.
This means providing the employees
with the necessary resources and
power to succeed, giving them timely
feedback on their progress, and
holding them fully accountable for the
results of their efforts.
Managers also should be
available to answer
questions as needed.
Principle 4:
Choose the level of
delegation carefully.
Delegation does not mean that
the manager can walk away
from the task or the person to
whom the task is delegated.
The manager must maintain
some control of both the
process and the results of
the delegated activities.
Depending upon the
confidence the manager has in
the subordinate and the
importance of the task, the
manager can choose to
delegate at several levels.

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principles of
Organization
Principle # 3 The Scalar Principle
Having an uninterrupted series of steps
There should be a
clear and unbroken
chain of command or
line of authority from
the top level of
hierarchy to the lowest
level by including all
intermediate levels.
If deprived of such an
unbroken chain of
command, the benefits
of delegation would
not be reaped to the
fullest possible extent
by the organization.
A shorter chain of
command is preferable
by way of lesser
number of hierarchy
levels in an
organization.

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principles of
Organization
Principle # 3 The Scalar Principle
he higher the number of levels in the
hierarchy of the organization, the
overhead costs increase, the
communication flow slows down,
decision-making becomes tardy and
worst of all, the organization may lose
contact with the customer.
Schermerhorn (2005)
T

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principles of
Organization
Principle # 4 The Unity of Command
very individual in
the organization
should report to a
single boss.
E

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principles of
Organization
Means that
every man has
but one boss to
whom he
reports and
from whom he
takes orders
and
instructions.
Exist if
employees only
accepted as
authoritative
those channels
that are
commonly
shown on an
organization
chart.
No individual
employee
should be
subject to the
orders of more
than one
immediate
superior.
Means that
each individual
employee shall
have only one
man as his
superior and
shall receive
orders only
from him.
If an employee gets orders from more than one officer it may
difficult for him to discharge his duties. Responsibility can be fixed
only if we know where the authority rests and this is not possible
if the authority stands divided.

In case two authoritative commands conflict…
nity of command is not violated if an employee receives
orders from two supervisors in respect of different matters or
aspects of matters under his charge. It is broken only if he
gets orders from two different sources regarding one and the
same matter.
U
Many interrelationships exist outside the straight line of command which
require working with and reporting to many persons for purposes of
orderly and effective performance... the administrator in government
has many bosses and he can neglect none of them. From, one he may
receive policy orders; from another, personnel; from a third, budget; from
a fourth, supplies and equipment.

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principles of
Organization
Principle # 5 Span of Control
Refers to the
number of
subordinates a
supervisor has or
the units of work
that an
administrator can
personally direct.
Developed, introduced
and popularized by
british army general sir
Ian Standish Monteith
Hamilton (1853-1947)
through his 1921
published book titled
"the soul and body of
an army
Supported and later
expanded by
management experts
like V.A. Graicunas
and lyndall F. Urwick.

SPAN OF CONTROL
(literary meaning), it is the
distance between the tip of a
thumb and small finger when
palm of hand is fully
stretched out.
(management and
administration), it means the
maximum extend or the
number of people that can be
reached by.
Span
(literary means) an ability to
instruct, check, adjust or
manipulate something as per
one’s preferred requirement,
choice or expectation.
(management and
administration), it refers to an
authoritative power to direct,
order or restrain.
Control
• The total number of people (here, subordinates or employees working under) whom a manager
or an administrator can effectively control and supervise.
• The number of subordinates whom a superior (manager or administrator) can effectively
supervise.

There are limits to human capacity;
and if the span of supervision
extended too thinly, unsatisfactory
results occur.
There are some who limit it to
3 persons; others put at7; and
still others restrict it to 20.
The problem of fixing the number of
subordinates
is a problem of span of control
and is related to the
psychological problem of span
of attention.
nobody can attend to more than
a certain number of things or
persons. It means the span of
attention is limited.

(Prof. Luther Gullick)
1. Function/nature of
work:
Span of control depends on
the nature of work.
if a boss has to control the
individuals engaged in
different type of work like,
some doctors, some
engineers, and some
academics this will not to
be so easy to control more
number of persons.
2.Time/age of
agency:
Supervision is easier and
the span of control
increases if the
organization has been long
in existence.
If the organization is old,
permanent and stable, the
span of control can be
extended. In newer
organizations, new
problems constantly arrive
which very often demand
reference to the superiors.
3. Space/location of
the organizational
units:
Supervision becomes easier
when the subordinate’s
work under the same roof
where the supervisor sits.
If the places of work,
offices of the subordinate
staff are stretched to far
distant places, the span of
control must be smaller
and supervision becomes
difficult because they
escape his penetrating
eye.
4. Personality of the
Superior/leadership:
The span of control
increases or decreases
depending upon the
qualities of the supervisor.
If the executive has a
charming, attractive
and effective
personality, he has
natural traits of
leadership, and,
therefore, he can
control greater number
of persons.
DETERMINANTS OF THE DEGREE OF SPAN OF CONTROL.

Span Of Control
Under Revision:
he idea has come under revision during the
recent years. The increasing use of
automation in administration, the
information revolution and the growing role
of the specialist are chiefly responsible for
such change. Automation and mechanical
process have resulted in simplification and
expediting of communications. (linked with
field office through internet; mobile phones,
fax and other fast means of
communications)
The use of latest means
of communications has
hardened the span of
control. The length of
span of control has
increased and the
superior can control
more subordinates.
T

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Coordination is an important principle of
organization. No organization can achieve the
desired objective without coordination.
Principles of
Organization
Principle # 6 Co-ordination
The removal of conflicts and
overlapping in administration and to
secure cooperation and teamwork
among the numerous employees of an
organization.
‘

Coordination becomes necessary because:
1) Increase in size
and complexity of
operations
• Need for
coordination
arises as
soon as the
operations
become
multiple and
complex.
2) Specialization
• Division of
work into
specialized
functions and
departments
leads to
diversity and
lack of
uniformity.
3) Clash of
interests
• Coordination
helps to
avoid conflict
between
individual
and
organizationa
l goals
4) Different
outlook
• it becomes
imperative to
reconcile
differences in
approach,
timing and
effort to
secure unity
of action.
5) Conflicts
• Co-
ordination
avoids
potential
sources of
conflict.

Types of Co-ordination
Internal
coordination is
concerned with
the coordination
of activities of
individuals
working in an
organization
external
coordination is
concerned with
coordinating the
activities of
different
organizational
units.
Horizontally, co-
ordination
establishes
interrelation
between one
worker and
another, between
one branch and
another, etc.
Perpendicularly,
coordination is
established
between one
employee and his
officer, between a
branch and a
division and so
on.

Steps of Co-ordination:
Automatic Coordination
is possible only in small scale organization where the head
of the organization knows each and everybody.
Deliberate Coordination
can be made either coercive or voluntary.
Coercive coordination can be achieved through the
organizational hierarchy.
In fact bulk of coordination in any organization is secured
voluntary by mutual adjustment and agreement.
Some of the important techniques of voluntary coordination
• are conferences, reference consultation and clearance,
organizational devices like interdepartmental committees,
standardization of procedure and methods, decentralization of
activities and verbal and written communications.

According to Gullick
Hindrances of Co-ordination:
• 1) Uncertainty of the future.
• 2) Lack of the knowledge and experience.
• 3) Lack of orderly methods of developing and adopting new ideas
and program
S. Seckler-Hudson has added four more factors.
• 1) Size and complexity
• 2) Personalities and political factors
• 3) The lack of leaders with wisdom and knowledge pertaining to
Public administration
• 4) The accelerated expansion of Public administration of
international dimensions.

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Higher levels control the lower
levels of the hierarchy.
A pyramid.
Principles of
Organization
Principle # 7 Hierarchy
way to structure an organization using different
levels of authority and a vertical link, or chain of
command, between superior and subordinate levels
of the organization.
A

The highest level of authority
is at the top of the pyramid,
Orders Flow from the top level
down to the next level
Orders continue to move on
down until it reaches the level
where the order is supposed
to be carried out.
Information and directions flow
vertically in a hierarchical structure.
Information flows up through each level
until it reaches the top. After all the
information has been received and
assessed, a decision will be made at
the top and will flow down through the
levels of the hierarchy until it reaches
the level where the decision will be
implemented. Also, note that the top
level of the hierarchy often coordinates
all the activities and communication of
the various parts of the organization.
Principle # 7 Hierarchy

4. Unity of Command
5. Span of Control
6. Co-ordination
7. Hierarchy
8. Communication
Principles of
Organization
Principle # 8 Communication
Organizational communication is highly contextual
and culturally dependent. Individuals in
organizations transmit messages through face-to
face, written, and mediated channels.
The sending and receiving of
messages among interrelated
individuals within a particular
environment or setting to achieve
individual and common goals.
‘

The formal flow of information in an organization
Downward
Communications
• Plans,
• Performance Feedback
• Delegation
• Training.
Upward Communications
• Performance
• Complaints
• Requests For Help.
Horizontal
Communications
• Coordination Of Tasks Or
Resources.
Informal channels, (grapevine)
The grapevine is an informal, person‐to‐person communication network of employees that
is not officially sanctioned by the organization (casual, social, and personal messages).
The grapevine is spontaneous, quick, and hard to stop; it can both help and hinder the
understanding of information. For these reasons, managers need to stay in touch with the
grapevine and counteract rumors.

Organizational communication helps us to
Accomplish tasks
relating to
specific roles
and
responsibilities
of sales,
services, and
production;
Acclimate to
changes through
individual and
organizational
creativity and
adaptation;
Complete tasks
through the
maintenance of
policy,
procedures, or
regulations that
support daily
and continuous
operations;
Develop
relationships
where “human
messages are
directed at
people within
the organization-
their attitudes,
morale,
satisfaction, and
fulfillment”
(goldhaber 20);
Coordinate,
plan, and control
the operations of
the organization
through
management
(katz & kahn;
redding; thayer).

Barriers of organizational communication
Information
overload
Embellished
messages
Delays in
formal
communicati
ons
Lack of
employee
trust and
openness
Different
styles of
change
Intimidation
and
unavailability
of those of
rank or status
Manager's
interpretations
Electronic
noises
Organizational communication is how organizations represent, present, and constitute their
organizational climate and culture—the attitudes, values and goals that characterize the
organization and its members.

Steven Scalia. Organizational Chart and Hierarchy: Definition & Examples Related Study Materials
https://study.com/academy/lesson/organizational-chart-and-hierarchy-definition-
examples.html
Organizational Chart and Hierarchy: Definition & Examples. (2020, November 4).
Retrieved from https://study.com/academy/lesson/organizational-chart-and-
hierarchy-definition-examples.html.
Kayla Louise Sampang, BA Organizational Communication, University of the Philippines
Manila (2014)
Granite State College. Organizational Communication
https://granite.pressbooks.pub/organizationalcommunication/chapter/chapter-1/
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