Slide 1.

click
Slide 2. After our group presentation, the listeners should be able to hone their organizing
skills and apply them to the technical activities of their respective organizations
CLICK clearly define the organizing function of management. CLICK thirdly, to
be able to differentiate formal and informal groups. CLICK fourthly, to identify
the determinants of structure and lastly CLICK to enumerate the different job
designs and characteristics models
Slide 3. Now let’s begin with defining the word “organizing”. As a connection to the
previous group’s report, organizing is the function after planning. As such,
organizing is the first step in executing your plan. CLICK. Note that organizing is
the structuring of resources and activities. The keyword here is structure since, in
this step, CLICK we aim to give some arrangement of the people or other
elements. For example the structure of an organization can be shown through its
organizational chart like what is shown CLICK Here is a list of what an individual
should do when organizing. 1. is to identify and group the works to be done
CLICK second is to define and delegate responsibility and authority CLICK and
third is to establish relationships CLICK and last is to determine detailed rules
and regulations to be followed.
Slide 4. Now, why do we organize in an organization? Here are 6 reasons. CLICK 1.
Organizing allows for the breakdown of the total job into more manageable man-
size jobs. Doing this will make it possible to assign complicated tasks to multiple
people. Such as this picture, instead of having one giant task of constructing a
house, we first break it down to smaller tasks such as the foundation, the creation
of the interior, etc CLICK 2. Organizing involves the grouping of similar and
related jobs under a single specialization. This establishes CLICK coordination
between individuals and harmony in work. CLICK
Slide 5. 3. Organizing Clearly define the jobs and activities to be performed. In formal
organizations, CLICK a “job description” is used to detail the specific activities in
a certain position. CLICK This fixes the authority-responsibility among
employees since they now know who they should report to as shown in a job
description. Later we’ll dive in to the specifics of a job description CLICK 4.
 Organizing allows for the optimization of resources, especially human resources.
that is, because of the breakdown of complicated task and a job description,
organizing ensures that there is role-job-fit for every employee. CLICK Now for
example, we have here the organization chart for san Miguel corporation. Because
we a role-job-fit, people with specific backgrounds and talents will know that they
are suitable for the information and technology management or maybe in the
treasury.
Slide 6. 5. Organizing promotes effective communication. CLICK this is because
organizing creates coordination of the employees allowing for communication in
between interrelated departments or tasks. CLICK lastly, it Facilitates the
implementation of plans. The combination of all of the stated reasons results to
better planning in achieving the organizational goals. CLICK Since we organize
there will be for example department managers now each department manager has
workers under them and they directly delegate important information and tasks to
them. That is the upward downward communication. However we can also have
lateral communication in that each departments communicate with one another,.
Now for example, in san Miguel corp, the staff in the financial planning, treasury
and etc directly communicate with the chief finance officer and the chief finance
officer directly communicates with the chief operating officer.
Slide 7. Next is the purpose of structure. So first what is structure? Structure is the final
result of organizing. Creating a structure, may it be through organizational charts
or policies, is the goal of organizing. It is defined as a system that outlines how
activities such as rules, roles, and responsibilities should be directed. So in
simpler terms, it is defined as the arrangement or relationship of positions within
an organization.
Slide 8. There are 5 elements in structuring an organization. CLICK First is division of
labor. It is simply the assignment of tasks to each person or group. So the
division of labor should detail the kind of work should be done or one’s
responsibilities. CLICK Here is a job description for a senior chemical engineer
in Avalon. In the job description, structure can already be seen. So if we look at
the general accountability. CLICK we can see here a small text that I
highlighted. Long story short this details that the senior chemical engineer
should prepare design packages such as flow sheets etc and process simulations.
again, we indicated the specific division of labor in this document CLICK
Second element is the delegation of authority which is the act of entrusting
authority and decision making ability to a subordinate. CLICK. Now to
illustrate, the CEO of a company can delegate authority to the plant manager for
plant processes and the finance manager for financial assets. CLICK Same can
be said for this one since the president and chief operating officer of san Miguel
corp delegates his/her authority to this group. CLICK Now lets look at the job
description again at this upper portion CLICK and see that this paper already
shows the reporting relationship or authority in the company. CLICK Third is
departmentation which is simply the grouping of similar tasks into jobs and jobs
into divisions, divisions into departments. CLICK Now for example, the chief
executive can group all jobs related to production into the production
department, same for purchase department and etc.CLICK Again, the job
description also shows the department to which the engineer belongs to. CLICK
Fourth is span of control or simply the number of workers under a supervisor.
CLICK An organization can be organized or structured as tall as in this one or
flat. So a tall organization simply has smaller span of control or fewer people
under them. A flat organization has more people under one manager. The
advantages of a tall organization is fast communication in the team since there
are fewer people, it is easier to manage with more opportunities for the
employees. However, it has slow communication between levels, as in from the
first or highest level down to the lowest one. A flat organization encourages
delegation and division of labor simply because theres a lot of people. It has
faster communication between levels and reduces cost since less managers.
Disadvantage, it has high managerial workload and confusion with the roles
assigned may be prevalent. So in structuring an organization whether tall or flat
depends on this advantages and disadvantages CLICK Fifth is coordination
which is the unification, integration, synchronization of people. CLICK That is,
 the top level of management coordinates with the middle level that also
coordinates with the lowest level.
Slide 9. Since we have now defined those terms, let us now go to the purpose of
structure which are four. CLICK one is it defines the relationships between
tasks and authority CLICK as what we have discussed about the ceo delegating
tasks to the plant manager. CLICK two is it delineates the hierarchy CLICK
again the plant manager formally reports to the ceo CLICK CLICK three is it
results to the groupings of individuals and departments CLICK as shown
chemical engineers are commonly grouped together and they are called
production department, the combination of the departments results to the
organization. CLICK lastly, it defines the system to effect coordination in
vertical CLICK that is authority and horizontal CLICK that is tasks CLICK This
is how a company illustrates it, these are the departments and authority is shown
vertically, while the projects to be done are shown horizontally.
Slide 10. Let us now go to the formal organization. It is a planned structure detailing
responsibilities, authority, and position CLICK to detail the lines of
responsibility etc we have to establish patterned relationships among the people.
CLICK These relationships between people and their tasks can be described
through 3 things
Slide 11. CLICK CLICK 1. is organization chart which we have continuously seen. it is a
diagram that conveys the internal structure such as the roles and relationships
CLICK Now we have the Ginebra san Miguel inc organizational chart to
illustrate.
Slide 12. CLICK CLICK 2. organizational manual which provides the authority relations,
organizational units, and job procedures CLICK So here is a snippet of the san
Miguel corp manual in which in the first paragraph alone we can read that it
contains the principles and practices governing the company
Slide 13. CLICK CLICK Last is policy manuals. It provides information on company
policies basically CLICK here is the san Miguel corp online policy manual. To
illustrate lets focus on the policy relating to health etc CLICK so here is a
snippet of this subsection. CLICK from reading the underlined words, we can
 already observe that policy manuals show the businesses processes and the
operating standards of the company.
Slide 14. Lets now go to the types of formal groups. CLICK 1. command groups CLICK
2. committees CLICK 3. task forces
Slide 15. Starting with command groups CLICK it consists of managers and their
subordinates or those under them CLICK since we authority relationships, there
is then a hierarchical chart.
Slide 16. Next is committees. CLICK which are people appointed by an organization to
resolves specific matters. CLICK it can be permanent or temporary, with
temporary once they resolve the matter the committee will disband CLICK An
example of permanent committee are the committees in plm chess, the finance
and logistics, members, etc.
Slide 17. Last is the task force CLICK which is a strictly temporary group with a specific
goal. once accomplishing that they will disband CLICK CLICK Here is a
picture of the American institute of chemical engineers climate task force.
CLICK They are a task force specifically dedicated to help the aiche craft its
climate policy.
Slide 18. Lets now go to informal groups. CLICK these groups are spontaneously formed
as in without plan. these groups form with the aim of accomplishing a socially
geared task CLICK socially geared meaning the satisfaction of personal and
psychological needs
Slide 19. CLICK CLICK CLICK CLICK There are four informal groups as shown
Slide 20. CLICK first is apathetic groups. CLICK These groups have disinterested
leadership in that leaders don’t actively participate nor care for the group.
Resulting to disunity, conflict etc.
Slide 21. CLICK Second is erratic groups CLICK These groups have centralized
autocratic leadership in that the authority lie solely on the leaders,
Slide 22. CLICK third is strategic groups CLICK these groups have well planned strategy
for fighting with the management for their grievances
Slide 23. CLICK last is conservative groups CLICK Consists of members having critical
skills yet have not much motivation for achieving objectives i.e., limited
 pressure. Though they have strong positions and self-assured with moderate
internal unity.
Slide 24. Now let’s compare informal vs formal CLICK read slide
Slide 25. read slide
Slide 26. read slide
Slide 27. read slide