What is this module

all about?
Good day everyone! I am glad to see you again,
my dear students. I hope and pray that you will find this
module interesting and not boring. This module will give you
an enjoying experience for you. You will encounter special
activities wherein you can fully understand all about
organization and teamwork.

What are you expected

to learn.

In this module, you are expected to:

1. To familiarize the difference between

organization and teamwork.
2. To learn the mechanics of teamwork and organization.
3. To know and practice the characteristics of organization and teamwork.
4. To differentiate the tasks of organization to teamwork.
5. To be able to review all about organization.

How would you learn from this

module.

I’d like you to picture out the different tasks

that organizations do the same with team work. Find a good
time where you can imagine widely about your topics.
 ***PRETEST***

Hi! Here we go again. This test will serve as a measurement for your enough knowledge
before we can go to out topic

Directions: Encircle the correct and best answers for you. Good luck.

1. The framework that enables employees to work together productively.

a. Organizational Structure c. Teamwork Structure
b. Organizational Chart d. Teamwork Chart

2. Often a company exhibits the _____ organizational structure on an organizational

chart.
a. Format c. Structure
b. Informal d. Chart

3. A functional groups like Human Resources and consulting that supports all
departments.

a. Line – and - staff organization c. Chain of command

b. Line organization d. Accountability

4. This is one clear chain of command with clear line of authority from top to button.
a. Line organization c. line-an-staff organization
b. Chain of command d. Span of management

5. This is an organization normally have very simple organizational chart.

a. Small organization c. Department
b. larger organization d. flat or organization
6. There are few levels of hierarchy and managers have many employees to supervise.
a. Flat organization c. Tall organization
b. Span of management d. none of the above

7. This is an organizational structure that has many layers.

a. Tall organization c. Regions
b. Flat organization d. Departments

8. Another organizational structure that cannot be found on an organizational chart.

a. Information organization c .Departments

b. Vertical organization d. Regions

9. This is a traditional organization hierarchy.

a. Vertical organization c. Division

b. Departmentalization by function d. Matrix

10. This is a group of functional specialist together who share responsibility to achieve a
goal.

a. Departmentalization by matrix c. Departmentalization by function

b. Departmentalization by function d. Virtual organization

The organizational structure
Is the framework that enables employees to work together productively. It allows
adequate management to be provided for each group. Because of the organizational structure,
employees know where to report and whom to ask for help. Often a company exhibits a formal
organizational structure on an organizational chart.

The organizational relationships can also be called the Chain of command. This shows
flow of authority, accountability and responsibility. Authority is the power granted by the job
description to make decisions, take actions, and allocate resources. Accountability is the duty to
inform and update supervisors. Responsibility is the obligation to perform the job requirements
and meet objectives.

Organizational tasks are broken into separate jobs to this degree. There are two common
chain of command systems: a Line organization. This is the simplest. If there are organizations.
If there are functional groups like Human Resources and consulting that support all departments,
and the non-functional groups have the clear chain command, then this is a line-and- staff
organization.
 In a typical chart showing a line organization you will usually see the executive positions
at the top of the organizational chart with span of management responsibility decreasing down
the page. Small organizations normally have very simple organizational chart.

The manager’s supervisory responsibility is the span of control. If there are view levels
of few hierarchy, and managers have many employees to supervise, then this is a flat
organization. If the organizational has many layers, often including departments, regions, areas
and division, each manager has few employees to supervise and the employees are highly
specialized, this is a tall organization.

There is another organizational structure that cannot be found on an organizational chart.

It is called the informal organization. This is the network of interactions in the company.

Vertical Organizations are traditional organizational hierarchies. Most companies

choose this form of organization. Bureaucracies are typical vertical structures, also called tall
organizations. In vertical organization silos of information often develop.

Departmentalization by function. Is highly centralized and specialized. Accompany

that groups by function will have department like Human resources, accounting and R&D.
 Teamwork
A team is a collection of individuals organized to accomplish a common purpose, who
are interdependent, and who can be identified by themselves and observers as a team.

Teams exist within a larger organization and interact with other teams and with the
organization. Teams are one way for organizations to gather input from members, and to provide
organization members with a sense of involvement in the pursuit of organizational goals.
Further, teams allow organizations flexibility in assigning members to projects and allow for
cross-functional groups to be formed.

TYPES OF TEAMS
 There are six major types of teams: informal, traditional, problem solving, leadership,
self-directed, and virtual. Table 1 describes some of the characteristics of these six types of
teams.

INFORMAL TEAMS.
Informal teams are generally formed for
social purposes. They can help to facilitate
employee pursuits of common concerns, such as
improving work conditions. More frequently
however, these teams form out of a set of
common concerns and interests, which may or
may not be the same as the organizations. Leaders
of these teams generally emerge from the
membership and are not appointed by anyone in the
organization.

TRADITIONAL TEAMS.
Traditional teams are the
organizational groups commonly thought of
as departments or functional areas. Leaders
or managers of these teams are appointed by
the organization and have legitimate power
in the team. The team is expected to produce
a product, deliver a service, or perform a
function that the organization has assigned.
 PROBLEM SOLVING
TEAMS.
Problem-solving teams or task forces
are formed when a problem arises that cannot
be solved within the standard organizational
structure. These teams are generally cross-
functional; that is, the membership comes
from different areas of the organization, and
are charged with finding a solution to the
problem.

LEADERSHIP TEAMS.
Leadership teams are generally composed of management brought together to span the
boundaries between different functions in the organization. In order for a product to be delivered
to market, the heads of finance, production, and marketing must interact and come up with a
common strategy for the product. At top management levels, teams are used in developing goals
and a strategic direction for the firm as a whole.

SELF-DIRECTED TEAMS.
Self-directed teams are given autonomy
over deciding how a job will be done. These
teams are provided with a goal by the
organization, and then determine how to
achieve that goal. Frequently there is no
assigned manager or leader and very few, if
any, status differences among the team
members.

VIRTUAL TEAM
Technology is impacting how teams meet and
function. Collaborative software and conferencing
systems have improved the ability for employees to
meet, conduct business, share documents, and make
decisions without ever being in the same location.
While the basic dynamics of other types of teams
may still be relevant, the dynamics and management
of virtual teams can be very different. Issues can
arise with a lack of facial or auditory clues;
participants must be taken at their word, even when
video-conferencing tools are used.
 ***ACTIVITY***
Instruction: This activity named “which is”. Group the
class into two groups. This group will dramatize all about
organization and second group will dramatize all about teamwork,
and you will explain what you have done.

Enjoy your dramatization and be participated. I will give

each group have 5 minutes to practice and 3 minutes to perform.

After all we have discussed our topic. I hope you learned something from it. Now, let see
if you really learned a lot.
 SELF CHECK
Direction:

Fill in the blank with the correct word or group of

words that will best describe the statement below.

__________1. This is a group of functional specialist together who share responsibility to

achieve a goal.

__________2. This is a traditional organization hierarchy.

__________3. Another organizational structure that cannot be found on an organizational chart.

__________4. This is an organizational structure that has many layers.

__________5. There are few levels of hierarchy and managers have many employees to
supervise.

__________6. This is an organization normally have very simple organizational chart.

__________7. This is one clear chain of command with clear line of authority from top to button.

__________8. A functional groups like Human Resources and consulting that supports all
departments.

__________9. Often a company exhibits the _____ organizational structure on an organizational

chart.

__________10. The framework that enables employees to work together productively

 ***POSTTEST***
Directions: Encircle the correct and best answers for
you. Good luck.

1. The framework that enables employees to work together productively.

a. Organizational Structure c. Teamwork Structure
b. Organizational Chart d. Teamwork Chart

2. Often a company exhibits the _____ organizational structure on an organizational

chart.
a. Format c. Structure
b. Informal d. Chart
3. A functional groups like Human Resources and consulting that supports all
departments.

a. Line – and - staff organization c. Chain of command

b. Line organization d. Accountability

4. This is one clear chain of command with clear line of authority from top to button.
a. Line organization c. line-an-staff organization
 b. Chain of command d. Span of management

5. This is an organization normally have very simple organizational chart.

a. Small organization c. Department
b. Line Organization d. None of the above

6. There are few levels of hierarchy and managers have many employees to supervise.
a. Flat organization c. Tall organization
b. Span of management d. none of the above

7. This is an organizational structure that has many layers.

a. Tall organization c. Regions
b. Flat organization d. Departments
8. Another organizational structure that cannot be found on an organizational chart.

a. Information organization c .Departments

b. Vertical organization d. Regions

9. This is a traditional organization hierarchy.

a. Vertical organization c. Division

b. Departmentalization by function d. Matrix

10. This is a group of functional specialist together who share responsibility to achieve a
goal.

a. Departmentalization by matrix c. Departmentalization by function

b. Departmentalization by function d. Virtual organization

***Answer Key***

Pre – test / Posttest

1. a
2. a
3. a
4. a
5. a
6. a
7. a
8. a
9. a
10. a

Self-check
1. Departmentalization by Matrix
2. Vertical Organizations
3. Informal Organization
4. Tall Organization
5. Flat organization
6. Small Organization
7. Line Organization
8. Line-and –staff Organization
9. Formal
10. Organizational structure
 Bibliography

Internet:

http://www.yahoo.com
http://www.google.com
http://www.wikipedia.com
http://wps.prenhall.com/bp_bovee_eib_rev/0,8591,1072010-,00.html