ORGANIZATION

JOMMAR V. TAGALOG, CE, RMP

AND MANAGEMENT
1.1 What is an Organization?

• A group of individuals who are cooperating willingly and effectively for

a common goal
The Structural Organization

• Is the formal arrangements that are established to coordinate all

activities in order to implement a given strategy

• It reflects the anatomy of a firm through its focus on mechanisms and

processes that link both vertically and horizontally the various parts of
an organization
 The Structural Elements of an Organization

• Men. These are the different members of the organization starting from
the very top of the last workman in the enterprise.
• Materials. Represents the materials necessary in the distribution of
functions or in the attainment of its objectives.
• Machine. The tools necessary in producing its desired output.
• Methods. The procedures and ways used in the course of its actions.
• Money. The financial resources of the organization.
The Major Elements of Organizational Structures

• Distribution of Functions
• Vertical and horizontal authority relationship
• Communication and decision processes
• Policies
Principles of Good Organization

• Principle of Objective
• Analysis
• Simplicity
• Functionalism
• Departmentalization
• Centralization of Authority and Responsibility
• Limited Span of Control
1.2 What is management?

• Management is a Process: It is the process of directing and facilitating

the work of people who are organized for a common purpose. It is the
process of combining the efforts and resources of individuals with a
common interest to achieve a desired objective.

• Management is a Function: It is the function of getting things done

through the efforts of others. It is the application of authority and the
assumption of responsibility. It is an art, the art of handling people.
Management properly applied, gives individuals in the same
organization the feeling of security, of recognition, of opportunity and
of belonging.
Management Concept

• Management to be effective must be systematic: Things can be done

better by means of plan of action. The plan is a step by step outline of
what is to be done and who does what. Good decisions and actions are
based on the systematic application of sound principles of complete
and reliable facts, and of good practices. When management is
systematic, there can be no room for personalities, prejudices, and
unfair judgement.
• Management to be successful must be scientific
• Management must be humanistic
Management Concept

• Management to be successful must be scientific: Scientific

management has done more to advance and win the status of mankind
today than has any other single factor. By the application of the
scientific method to the study and analysis of the operations of a
particular job, men have discovered the best known methods of
performing the operation. Since there is always a better way of doing a
job, men will keep on experimenting and analyzing the different
factors affecting their work in search of the one best way. They will
develop better methods on increasing production without increasing
work time and operating cost.
• Management must be humanistic
Management Concept

• Management must be humanistic: Where machine may have

standard of efficiency, and be set to run at a given speed, human
beings, whether manager or workers, cannot be easily regulated to a
pre-determined point of accomplishment. Human being preferably
should be led by goals they accept as justifiable, worthy, and fair to all
concerned. This led us to human relations. It has been proven many
times in the past that application of good human relations “pays off”
through cooperation and coordination leading towards greater
accomplishment.