CHAPTER 9

ORGANIZING, DIRECTING
AND CONTROLLING THE
SMALL BUSINESS
ORGANIZING
• is the means by which
management blends human
and nonhuman resources
through the design of a
formal structure of tasks and
authority.
 The Owner’s Concern in the
Organizational Structure
1. Activities necessary to reach
the goals must be identified
2. An analysis of the jobs to be
performed must be made
3. The placement of people with
the interest and qualifications
in performing the jobs.
THE FOLLOWING CONCERNS ARE
REFLECTED IN THE
ORGANIZATIONAL STRUCTURE:
1. Specialization
2. Departmentalization
3. Delegation of authority
4. Span of management
5. Hierarchy of objectives
6. Degree of centralization
SPECIALIZATION

• divides the work into

small, specialized tasks
and assigns employees to
specific tasks.
DEPARTMENTATION

• When jobs are grouped into

working units
• The units formed are called
departments, units, groups , or
divisions.
DELEGATION OF AUTHORITY

When an organization grows

beyond phase one, some of the
tasks will have to be assigned
to subordinates who will be
delegated with commensurate
authorities.
SPAN OF MANAGEMENT

The small business operator

must consider the number of
subordinates reporting to a
supervisor or to himself.
HIERARCHY OF OBJECTIVES

An entrepreneurial venture is
expected to achieve a certain
objective which most often is
related to the realization of
profits.
DEGREE OF CENTRALIZATION

• Authority is often required to

be delegated to lower level
units if work is expected to
accomplished.
CENTRALIZED ORGANIZATION

• is characterized by the
concentration of authority for
decision-making in the hands
of one or a few, usually the
sole proprietor, the senior
partner or top management.
 DECENTRALIZED
ORGANIZATION
• Is one where authority is
widely delegated to
subordinates.
• Useful in organizations that
operate in complex and
unpredictable enviroments.
 FORMAL ORGANIZATION

1. Line type
2. Functional type
3. Line and staff type
4. Committee type
 LINE TYPE

The organization structure is

based on the direct flow of
authority from the chief
executive to the subordinates.
 FUNCTIONAL TYPE

• is one in which there are a

number of functional
specialists supervising the
activities of a single
subordinate.
 LINE AND STAFF TYPE
• is characterized by line functions
directly responsible for the
achievement of organizational
objectives and which are
indirectly influenced by staff
functions through advice,
recommendations, research, and
technical expertise.
 COMMITTEE
• is a formal organizational
group created to carry out a
specific organizational task.
COMMITTEE ARE TWO TYPES:
1. Ad hoc is created for a short term
purpose and has a limited life.
2. Standing is relatively permanent
and performs a specific, recurring
task, like reviewing budgets,
hiring practices, and pricing
policies.
INFORMAL ORGANIZATION

In many ways, however,

employee performance is
affected either positively or
negatively by the influence
of groups not formally
sanctioned by the firm.
THE IMPORTANCE OF ORGANIZATIONAL
STRUCTURE IN SMALL BUSINESS
1. Its simplicity is conducive to an
immediate start-up in operations.
2. It is a good launching mechanism for
the more sophisticated organizational
structures.
3. It is adapted to small-scale operations
as all employees will be fully
occupied with work.
 DIRECTING
• refers to guiding and motivating
employees to accomplish
organizational objectives.
• it involves explaining
procedures, issuing orders, and
seeing that mistakes are
corrected.
THE SMALL OPERATOR NEEDS TO USE THE
FOLLOWING SKILLS THAT ARE REQUIRED FOR
EFFECTIVE DIRECTING:

1. Communicating with
subordinates
2. Counseling
3. Motivating
4. Discipling
COMMUNICATION

• may be defined as a
meaningful exchange
of information through
messages.
FUNCTIONS OF COMMUNICATION

1.Information function
2.Motivational function
3.Control function
4.Emotive function
INFORMATION FUNCTION
• The SBO uses communication
as a means to gather
information he needs for
making decisions.
MOTIVATIONAL FUNCTION
• Communication is used to
motivate subordinates to
contribute to the achievement of
company goals
CONTROL FUNCTION
• The clarifications provided
through communication in
terms of duties, authority, and
responsibilities lay the ground
for effective control.
EMOTIVE FUNCTION

Communication provides
subordinates with an
outlet for self-expression.
 COMMUNICATION PROCESS
1.Sender – is the one speaks or
dictates the message.
2.Encoder – transcribes what is
spoken or dictated and prepares
it for sending.
3. Medium – conveys or transmits
the message through written, oral,
nonverbal or electronic means.
4. Decoder – interprets the message
5. Receiver – receives the message
 DISCIPLINE

• any action directed towards

an employee for failing to
follow company rules,
standards, or policies.
 COMMON REASONS FOR
DISCIPLINING EMPLOYEES
1. Loafing
2. Absenteeism
3. Fighting
4. Falsifying records
5. Insubordination
PROGRESSIVE DISCIPLINE
When the SBO applies
corrective measures in
increasing degrees to get an
employee to voluntarily correct
inappropriate behavior.
 A TYPICAL PROGRESSIVE DISCIPLINE
PROCEDURE CONSISTS OF THE
FOLLOWING:
1. Verbal warning
2. Written warning
3. A one-day suspension
4. A three-day suspension
5. Termination
 VERBAL WARNING

This is the first stage of

disciplinary measures, where
an employee is told by the
SBO or his supervisor about
his or her undesirable
behavior.
 WRITTEN WARNING

This is a warning in writing

sent to an employee by the
SBO, saying that unless there
is a positive change in the
behavior of the employee, he
or she will be dismissed.
 ONE DAY SUSPENSION
If after the written warning,
the undesirable behavior is
repeated, a one-day absence
without pay is prescribed.
THREE DAY SUSPENSION
The employee is suspended
for three days without pay if the
undesirable behavior still
continues.
 TERMINATION
The employee is terminated
if his or her behavior is still not
improved.
 CONTROLLING

• refers to the process of

efficient performance to
attain the objectives of the
firm.
CONTROLLING INVOLVES
THE FOLLOWING:
1. Establishing goals and standards
2. Measuring performance against
the established goals and
standards
3. Reinforcing successes and
correcting shortcomings
 KINDS OF CONTROL
STAGE APPROPRIATE
CONTROL TOOLS
1. START-UP Simple accounting
records and personal
supervision

2. EARLY GROWTH Operational budgets,

management by
objectives
 KINDS OF CONTROL
STAGE APPROPRIATE
CONTROL TOOLS
3. LATE GROWTH Greater use of budgets,
standard cost systems,
use of computer

4. RESOURCE More sophisticated use

MATURITY of control measures
indicated in the late
growth stage.
THANK YOU!