CE15

CHAPTER 1

ORGANIZATION AND MANAGEMENT

IDENTIFICATION

1. The driving force behind every organization. Management Team

2. A group of individuals who are cooperating willingly and effectively for a common goal and
structured to promote better management. Organization
3. The formal arrangements that are established to coordinate all activities in order to implement a
given strategy. Structural Organization
4. These are different members of the organization starting from the top of the last workman in
the enterprise. Men
5. Represents the materials necessary in the distribution of functions or in the attainment of
objectives. Materials
6. The tools necessary in producing its desired output. Machine
7. The procedures and ways used in the course of its actions. Methods
8. The financial resources of the organization. Money
9. The functions to be performed, the groupings of functions, and the vertical and horizontal task
relationships among functions. Distribution of Functions
10. Who are the authority to do what. Vertical and Horizontal Authority Relationships
11. The manner in which formal decisions are made and by whom. Communication and decision
process.
12. The decision, rules or guidelines established. Policies
13. According to him traditional structures are no longer adequate for today’s complex organization.
Peter Drucker
14. A clear and complete definition of the objective must be known. Principle of Objective
15. A sound business judgement attempts to build an organization through full knowledge of the
requirements of the business. Analysis
16. The simplest organization that will serve to attain the desired objective is considered the best.
Simplicity
17. The organization should be built around the main functions of the business and not around the
individuals. Functionalism
18. It can be through functions, products, location, or by projects of organizations.
Departmentalization
19. In every organization there should be centralized executive control or command authority. This
is necessary to have authority and responsibility definitely fixed. Centralization of Authority and
Responsibility
20. The number of subordinates an executive can manage effectively. Limited Span of Control
21. It is the process of directing and facilitating the work of people who are organized for a
common purpose. Management
22. It is the function of getting things done through the efforts of others. It is the application of
authority and the assumption of responsibility. Management.
23. Defined by Webster’s new college dictionary as “to check or to regulate, to keep within limits.
Control
24. Carries with broader interpretation to apply, not to only check nor command but also the whip.
Not only to regulate but also to stimulate. Managerial Control
25. Important element of executive control. Effective Communication System
26. The most difficult and with the highest degree of responsibility. Manager
27. A job of making things happen that would otherwise not occur. it is an intellectual process, the
conscious determination and direction of action. Planning
28. A good organizational structure does not guarantee good performance, but poor one makes
good performance impossible, either the caliber of the individual managers not withstand.
Organizing
29. Has been defined as the process by which am executive gets the performance of his
subordinates to correspond as closely as possible to chosen plans, orders, objectives, or policies.
Control
30. Has been defined as the process by which an executive imaginatively directs, guides, or
influences the work of others in choosing and attaining particular ends. Leadership
31. The crowning glory of success. Human progress
32. The result of good management. and management is the effective, efficient and economical
utilization of resources of man, money, materials, machine, methods and memoranda. Success
33. General statements, which guide or channel the thinking and action of the members. Policies
34. Involves the selection of a course of action and applied to future activities. Procedures
35. When he is the expert or when there is an emergency situation where quick and decisive actions
appear to be necessary. Autocratic
36. When each of his people can work/function independently. it is also called as democratic
leadership. Participatory
37. The key to effective management in order to have control. Delegation of Authority
38. The power of an administrator to delegate functions to the next ranking executives, who is turn
transmit it to employees who are charged with the actual operation. Authority
39. Propounded the machine model or scientific or task management theory. Frederick W. Taylor
40. Introduced to the world the use of research mathematics, which he merged his knowledge of
machine tools. CARL G. BARTH
41. Contributed to the recognition of worker psychology, the development of bonus plan, and the
charts used in production scheduling. HENRY L. GANTT
42. A statement of the problem in mathematical form. Quantitative Treatment
43. The founder of Panasonic Corporation of Japan was presented to know the secret of his business
success. Konosuke Matsushita
44. A specific message conveyed by a leader to a follower. Order
45. The leader asks the follower to act as the leader wishes. Request
46. The leader explains what is to be done and asks for volunteers to do it. ASKING FOR
VOLUNTEERS
47. This is the last alternative. One should only use a direct order under the following
circumstances. DIRECT ORDER / COMMAND
48. The most important resources in any organization. Human resource
 49. Includes allowing employees to explore and develop their own skills and expertise in such a way
that a company's business will prosper. Appropriate management

ENUMERATION

1-5 STRUCTURAL ELEMENTS OF ORGANIZZATION

1. Men
2. Materials
3. Machine
4. Methods
5. Money

6- 9 MAJOR ELEMENTS OF ORGANIZATIONAL STRUCTURES

6. Distribution of Functions
7. Vertical and Horizontal Authority Relationships
8. Communication and Decision Process
9. Policies

10- 16 PRINCIPLES OF GOOD ORGANIZATION

10. Principle of Objective

11. Analysis
12. Simplicity
13. Functionalism
14. Departmentalization
15. Centralization of Authority and Responsibility
16. Limited Span of Control

17- 19 MANAGEMENT CONCEPT

17. Management to be effective must be systematic.

18. Management to be successful must be scientific.
19. Management must be humanistic.

20-25 QUALITIES OF AN EFFECTIVE MANAGER

20. He studies, analyses and dissects his jobs.

21. He knows how to delegate the administrative details of his job.
22. He is willing to delegate to and share with his subordinates the credit of a job well done.
23. He trains and develops his men to prepare them to assume delegated work.
24. He knows how to control and plan his time.
25. He institutes controls for effective performance.

26-29 EXECUTIVE FUNCTIONS

26. To plan
27. To organize
28. To direct
 29. To control

30-34 PLANS MAY BE CLASSIFIED AS

30. Objectives of Enterprise

31. Policies
32. Procedures
33. Budget
34. Programs

35-38 A GOOD LEADER SHOULD POSSESS:

35. Adaptability
36. Understanding
37. Patience
38. Self-Control

39-42 SCIENTIFIC MANAGEMENT PECULIARITIES

39. Division of labor and specialization

40. Unity of command and centralization of decision making
41. One-way authority
42. Narrow span of control

43-47 DESCRIPTIVE OF THE WORK OF FUNCTIONAL STAFF RESPONSIBLE FOR ACTIVITIES SUCH AS:

43. Incentive Standard

44. Methods Analysis
45. Quality Control
46. Productions Control
47. Material Handling

48-55 MATSUSHITA PRINCIPLES

48. We have good staff

49. Our policies were clear
50. We upheld an ideal to be striven for
51. Our chosen field of business was appropriate at the time
52. We did now allow factions to form within the company
53. We regarded the company as public institution
54. We followed a policy of open management
55. We worked towards a system of management by all employees

56- ORDER OR COMMAND should be

56. CLEAR
57. COMPLETE
58. CONCISE
59. ACCEPTABLE
Possible essay topic or enumeration pa din char
1. KEY POINTS TO SUCCESS IN ENTERPRISE MANAGEMENT
a. To have clear management philosophy, clear goals, and definite ideal.
b. To manage a company with the full realization that every enterprise is a public
enterprise.
c. To practice open management
d. To collect the wisdom of the many
e. To try your best to acquire an unflappable and supremely adaptable mind to enable
you to see things as they actually are without clinging to preconceived notions.
2. HOW TO GIVE EFFECTIVE ORDERS
The way to give orders effectively, and earn yourself a reputation as compelling
leader, you must:
a. Clarify your Objectives
b. Obtain favorable attention
c. Make it simple and specific
d. Phrase it tactfully for best results
e. Explain why it should be done your way
f. Learn how much information and guidance he needs
g. Let him have it Inspire his confidence in you and the correctness of your order
3. TO BE EFFECTIVE EXECUTIVE, ENGINEERS HAS FIVE HABITS IN MIND
They concentrate on a few major areas where superior performance will produce
outstanding results. They force themselves to set priorities. They have no choice but
to do first thing and second things not at all. Engineers finally make effective
decisions. they know that this is above all a matter of system of the right steps in the
right sequence.