Synthesis of Report no 1 (PA 202)

Submitted by : Voltaire M. Bernal Submitted to: Abdullah R. Sirad, LCB, DM

Basic Concept in Organization.

Organization is the skeleton of management that is composed of group of persons whose function
is to work together for a common goal. It involves the determination of assignments and duties to individuals
and also the setting and the maintenance of authority affiliation among the grouped undertakings. It is
concerned with the building, developing and maintaining of a structure of working relationships in order to
accomplish the objectives of the enterprise.

The Purpose of an organization is the fundamental reason why the organization exists. It connects,
refreshes, renews and brings life to every single corner of the organisation. If any part of the organisation
becomes disconnected from the purpose of the organisation it will wither and fail to function properly, like a
limb cut from the body’s blood supply.

Five (5) important characteristics of Organization are the following: 1) Division of works; 2)
Coordination; 3) Plurality of purpose; 4) Common Objectives and 5) It is a machine of management.

The organization can be classified on the basis of authority and responsibility assigned to the
personnel and the relationship with each other. In this way, an organization can be either
formal organization or informal organization.

As organizations continue to diversify, the workplace problems also intensify. The following is one or
more of three potential levels of conflict -- employee, team or organization-wide issues. Frequently, the
underlying causes of these problems are the lack of open, flowing communications or using the wrong
organizational structure.
Three basic needs of the Organization are the following: Growth, Maintenance, and Development.

The Decision-Making Process in an Organization involved the following: 1) Understand the

Decision You Have to Make, 2) Collect All the Information, 3) Identify All Alternatives, 4) Evaluate the Pros
and Cons, 5) Select the Best Alternative, 6) Make the Decision, 7) Evaluate the Impact of Your Decision.
 Synthesis of Report no 2 (PA 202)
Submitted by : Voltaire M. Bernal Submitted to: Abdullah R.Sirad, LCB, DM

What is Organizational structure?

The typically hierarchical arrangement of lines of authority, communications, rights and duties of an
organization. Organizational structure determines how the roles, power and responsibilities are assigned,
controlled, and coordinated, and how information flows between the different levels of management.

A structure depends on the organization's objectives and strategy. In a centralized structure, the top layer
of management has most of the decision making power and has tight control over departments and
divisions. In a decentralized structure, the decision making power is distributed and the departments and
divisions may have different degrees of independence.

According to Lounsbury Fish, “Organisation Structure is more than a chart. It is mechanism through which
management directs co-ordinates and controls the business. It is the foundation of management.”

Features and characteristics of organisation structure are:

1. It facilitates co-ordination of organisational activities and tasks.
2. It states the pattern of formal relationships and duties among people at different positions in the
organisation.
3. In elaborates the hierarchical relationship among different levels of management within the organisation.
4. It facilitates the implementation of policies, practices, procedures, standards evaluation systems etc. that
guide the activities and relationship among people in the organisation.
5. It sates the activities and tasks assigned to different departments and people in the organisation.

Advantages of Organisation Structure:

Merits of having a well-designed organisation structure are as follows:

1. The activities of the individuals and the groups will become more rational, stable and predictable.
2. An orderly hierarchy in which people are related in a meaningful sequence will result. Individual
responsibility will be known clearly and the authority to act would be defined.
3. Individuals will be selected on the basis of ability to perform expected tasks. Simplification and
specialisation of job assignment is possible in more effective way.
4. Directional and operational goals and procedures will be determined clearly and energies devoted to
their achievement.
5. Available resources will be utilised in the most effective way.
6. Such an organisation may make the treatment of the individual workers more democratic because
patronage and favouritism are reduced.
7. Workers will benefit from planned superior subordinate- relationships in which each work receives
essential support and direction.
Demerits of Organisation Structure:
Disadvantages of having an organisation structure are as follows:
1. Individual creativity and originality may be stifled by the rather rigid determination of duties and
responsibilities.
2. Workers may become:
1. Individual creativity and originality may be stifled by the rather rigid determination of duties and
responsibilities.
2. Workers may become less willing to assume duties that are not formally a part of their original
assignment.
3. Very often the fixed relationships and lines of authority seem inflexible and difficult to adjust to meet
changing needs.
4. They produce anxiety in individual workers by pressing too heavily for routine and conformity.
5. They become too costly in terms of time and human dignity in order to implement organisational rules
and regulations.
6. Inter-personal communication may be slowed or stopped as a result of strict adherence to formal lines of
communication.
7 Organisations tend to fail to account for important differences in workers as human beings.
These drawbacks can be reduced through careful planning and efforts by supervisors to be responsive to
human problems created by formal organisational structures.
 Synthesis of Report no 3 (PA 202)
Submitted by : Voltaire M. Bernal Submitted to: Abdullah R.Sirad, LCB, DM

THE CONCEPTS OF ADMINISTRATION AND ORGANIZATION

According to Simon, “Administration can be defined as the activities of groups cooperating to accomplish
common goals” (Simon, Smithburg, Thompson, 1950). It is also defined as “an activity or process mainly
concerned with the means for carrying out prescribed ends.” (Pfiffner and Presthus,1967).
It is possible to come up with a number of other definitions which, in general, would be similar to the ones
discussed above. They may introduce some other elements or concepts but in essence they would be
concerned with cooperative activity in the accomplishment of desired goals. For example according to
Waldo “ administration is a type of cooperative human effort that has a high degree of rationality.”
(Waldo,1955).
WHAT IS ORGANISATION? According to one of the prominent scholars, “ organizations are social units
(or human groupings) deliberately constructed and reconstructed to seek specific goals”. (Etzioni, 1964 ).
In another definition organizations are defined as “collectivities that have been established for the pursuit of
relatively specific objectives on a more or less continuous basis.” (Scott, 1964).
According to Pfiffner and Presthus “organization is the structuring of individuals and functions into
productive relationship”.
Single executive is when all of the executive powers are in one leader. In top of the executive branch, there
is the President of the Republic, who is designated as “Head of the State”, the Council of Ministers and the
Prime Minister.
Unity of command provides that an employee is responsible to only one supervisor, who in turn is
responsible to only one supervisor, and so on up the organizational hierarchy.
DELEGATION OF AUTHORITY AND RESPONSIBILITY – the ability to delegate responsibility to
subordinates in a manner that supports their success and holds them accountable for results.
Division of labour, the separation of a work process into a number of tasks, with each task performed by a
separate person or group of persons.
Standardization or standardisation is the process of implementing and developing technical
standards based on the consensus of different parties that include firms, users, interest groups, standards
organizations and governments.
span of control: The number of subordinates that a manager or supervisor can directly control.
Stability is the ability of a substance to remain unchanged over time under stated or
reasonably expected conditions of storage and use.
Flexibility is the willingness to change or compromise.