BULACSO, DANIELA NICOLE E.

11- AQUAMARINE
ORGANIZATION AND MANAGEMENT
2ND QUARTER – MODULE 1

WHAT I KNOW
1. Her goal is to organize the ABM Club which she can help her classmates from her strand to think of ways to learn and
understand more form their subject and she can also help them to conduct a community engagement to where they can
share their knowledge and understand more of the surroundings with regards to their studies.
2. On selecting who will be doing the task, she chooses those students that are prone on handing stress on the activities,
pressure and leadership towards others. She also looks where they are good and their weaknesses.
3. On every task, she looks every member where they are good at and assigned where they can use their talents to
cooperate in their club.

1. Matrix Design
2. Team Design
3. Traditional Design
4. Authority
5. Accountability

(LESSON 1)
WHAT’S IN
1.DELEGATION – Refers to assigning in a new or additional task to a subordinate; or getting the work done through
others by giving the right to make decisions or take action.
2. AUTHORITY - The right to act legally or officially.
3. ACCOUNTABILITY - Is to be liable to be called to explain.
4. RESPONSIBILITY - The state of being answerable legally and morally for the discharge of duty.
5. ORGANIZATIONAL DESIGN - The manner in which a management achieves the right combination of differentiation and
integration of the organization’s operations, in response to the level of uncertainty in its external environment.
6. TRADITIONAL THEORIES - Are the usual, old fashioned ways.
7. MODERN THEORIES – Are contemporary or new design theories.
8. TRADITIONAL – Pertains to the usual or old-fashioned ways.
9. MODERN - refers to contemporary or new design theories.
10. DIVISIONAL - This organizational design is made up of separate business divisions or units, where the parent
corporation acts as overseer to coordinate and control the different divisions and provide financial; and legal support
services.

WHAT’S NEW
__A__1. Refers to assigning in a new or additional task to a subordinate; or getting the work done through others by
giving them the right to make decisions or take action.
__G__2. Is to be liable is to be called to explain.
__D__3. The right to act legally or officially.
__C__4. Are contemporary or new design theories.
__B__5. Refers to an organization design where specialists from different departments work on projects that are
supervised by a project manager.
WHAT’S MORE
(SIMPLE ORGANIZATIONAL DESIGN)
STRENGTHS WEAKNESS
- flexible - risk that overdependence with over dependece on a
single person
- fast decision-making and results - no longer appropriate as the company grows

- clear accountability

(FUNCTIONAL ORGANIZATIONAL DESIGN)

STRENGTHS WEAKNESS
- cost-saving advantages -managers have little knowledge of other units’ functions

- management is facilitated because workers with similar

tasks are grouped together.

(DIVISIONAL ORGANIZATIONAL PLAN)

STRENGTHS WEAKNESS
- focused on results - possible duplication of activities and resources

- managers are responsible for what happens to their - increased cost and reduced efficiency
products and services.

WHAT I HAVE LEARNED

In team design, the entire 1. _ORGANIZATION__ is made up of work groups or teams. Its advantages include
empowerment of team members and reduced barriers among functional areas. It also has disadvantages, including a
clear 2. _CHAIN OF COMMANDS____ and great pressure on teams to perform. Matrix design refers to an organization
design where 3. _SPECIALIST__ from different departments work on projects that are supervised by a 4. _PROJECT
MANAGER__. This design results in a double chain of command wherein workers have two managers. – their 5.
_FUNCTION AREA manager and their 6. _PROJECT__ manager – who share authority over them.

WHAT I CAN DO
N O I T E D L E A G 1. Refers to assigning in a new or additional task to a subordinate; or getting the work done through
others by giving them the right to make decisions or take action. __DELEGATION____.
N D G I E S E S S L Y B O U R A N D 2. This is another organizational design where the design is not defined or limited by
vertical, horizontal and external boundaries. In other words, there are no hierarchical levels that separate employees, no
departmentalization and no boundaries that separate the organization from customers, suppliers and other
stakeholders. _BOUNDARY-LESS DESIGN___.
T C E R P O J G E I S D N 3. Refers to an organizational design where employees continuously work on a project. _DESIGN
PROJECT__.
R A D T I I T O A L N S I E E O H T R 4. Are the usual, old fashioned ways. _TRADITIONAL THEORIES___.
R D T I L O A N A T I 5. Pertains to the usual or old-fashioned ways. _TRADITIONAL_______.

ASSESSMNENT
1. Organizational Design
2. Accountability
3. Delegation
4. Responsibility
5. Authority
ADDITIONAL ACTIVITIES
6. Modern Theories
7. Traditional Theories
8. Team Design
9. Matrix Project Design
10. Theories
11. Modern Theories
12. Simple Organizational Design
13. Functional Organizational Design
14. Divisional Organizational Design
15. Boundary- Less Design
1. Organizational Design
2. Delegation
3. Granting the assigned person, the authority to act
4. Assigning responsibility
5. Asking the person assigned about his or her planned approaches to accomplish the task objectives
6. Defining the goal clearly
7. Selecting the person who will be given the task
8. Making sure that the task objectives has been achieved
9. Giving the assigned person enough time and resources to do the task, while at the same time emphasizing his or her
accountability
10. Checking the task accomplishment progress

ADDITIONAL ACTIVITIES
1. C 6. C
2. B 7. B
3. A 8. D
4. D 9. A
5. A 10. A