PAMANTASAN NG LUNGSOD NG MAYNILA

University of the City of Manila

College of Engineering and Technology
Department of Chemical Engineering

ORGANIZING ACTIVITIES
CET 0221-2 Engineering Management

Submitted by:

Ramos, Donnabel Joyce M.

Reingen, Ma. Gabriel Paula G.

Rustia, Geraldine S.

GROUP 7
BS CHE 4-2

Submitted to:

Engr. Milagros R. Cabangon

 PAMANTASAN NG LUNGSOD NG MAYNILA
University of the City of Manila
College of Engineering and Technology
Department of Chemical Engineering

ORGANIZING TECHNICAL ACTIVITIES

I. Definition of Organizing
Organizing is a management function which refers to "the structuring of resources and
activities to accomplish objectives in an efficient and effective manner."
The arrangement or relationship of positions within an organization is called the
structure. The result of the organizing process is the structure.

II. Reasons for Organizing

Organizing skills is important to any organization since it is developed to:
1. Breakdown the total job into more manageable man-size jobs. Doing these will make
it possible to assign tasks to persons.
2. Facilitate the implementation of plans.
3. Clearly define the jobs and activities to be performed. In formal organizations, the
“job description” details the activities. Organizing fixes the authority-responsibility
among employees. This brings in clarity and transparency in the organization.
III. The Purpose of the Structure
The structure serves some very useful purposes. They are the following:
1. It defines the relationships between tasks and authority for individuals and
departments.
2. It defines formal reporting relationships, the number of levels in the hierarchy of the
organization, and the span of control.
3. It defines the groupings of individuals into departments and departments into
organization.
4. It defines the system to effect coordination of effort in both vertical (authority) and
horizontal (tasks) directions.

When structuring an organization, the engineer manager must be concerned with the
following:
1. Division of labor — determining the scope of work and how it is combined in a job.
2. Delegation of authority — the process of assigning various degrees of decision-
making authority to subordinates.
3. Departmentation — the grouping of related jobs. activities, or processes into major
organizational subunits.
4. Span of control — the number of people reporting to a given manager.
 PAMANTASAN NG LUNGSOD NG MAYNILA
University of the City of Manila
College of Engineering and Technology
Department of Chemical Engineering

5. Coordination — the linking of activities in the organization that serves to achieve a

common goal or objective.

IV. The Formal Organization

The formal organization is the structure that details lines of responsibilities, authority,
and position. It is the planned structure and it represents the deliberate attempt to establish
patterned relationships among components that will meet the objectives effectively.
Formal organizations require the formation of formal groups which will be assigned to
perform specific tasks aimed at achieving organizational objectives. The formal group is a part
of the organization structure.
The formal structure is described by management through:
1. organization chart – is a diagram of the organization's official positions and formal
lines of authority. The Pamantasan ng Lungsod ng Maynila (PLM) organizational
chart is shown below as an example:

Fig. 1 Organizational Structure of Pamantasan ng Lungsod ng Maynila

2. organizational manual – provides written descriptions of authority relationships,
details the functions of major organizational units, and describes job procedures. For
example, the PLM Faculty Manual is the organization manual designed to serve as a
ready and appropriate reference for PLM faculty members. It contains in one handy
package their duties and responsibilities, their rights and privileges, as well as the
roles they are expected to perform.
 PAMANTASAN NG LUNGSOD NG MAYNILA
University of the City of Manila
College of Engineering and Technology
Department of Chemical Engineering

3. policy manuals – describes personnel activities and organization policies. For

example, the policy manual for the students within PLM is the PLM Student Manual
which contains an updated list of academic policies and significant enhancement of
other provisions relating to student discipline and student activities.
V. Informal Groups
An informal group is not a part of the formal organization and does not have a formal
performance purpose. An informal group is a spontaneous formation of an organization with
friendship as a principal reason for belonging.

Advantages of informal groups:

 Oftentimes very useful in the accomplishment of major tasks, especially if these
tasks conform with the expectations of the members of the informal group.

Disadvantages of informal groups:

 The informal group is vulnerable to expediency, manipulation, and opportunism.
 It is characterized by low visibility which makes it difficult for its management to
detect these perversions.