ORGANIZATIONAL SYSTEMS resources

ii. Roles (CLIMo DeFaM PADS)

ORGANIZATIONAL STRUCTURES • Conceptualizing – concretize
1. Functional organizational vision, mission, and plans
structure – by department, unit, or • Liaison officer – serves as a
teams. conduit to employees
2. Territorial organizational • Motivator – inspires and
structure – by geographical units encourages
3. Product organizational • Delegator – assigns
structure – by product line employees
4. Market-centered organizational • Facilitator – negotiates the
structure – by customer group allocation of resources
(decentralized) • Mediator – settles concerns,
5. SBU (Strategic Business Unit) issues, etc.
organizational structure – effective • Problem-solver – tackles
integration at the expense of resources organizational concerns and
specialization (per unit functions as one provides solutions
business) • Administrative
6. Matrix organizational structure • Decision-maker
– efficient • Strategist
for establishing specialist resources but iii. Skills (THRO)
best for integrating functions – • Technology skills
integrates functional and SBU • Human relation skills
structures • Other skills
b. Vision – image that the
CHOICE OF AN ORGANIZATION organization aims to establish
STRUCTURE c. Mission – purpose of the organization
depends on the following: (SPMCM) d. Goals and Objectives – what the
1. Size of firm organization aims to attain
2. The nature of products
3. The characteristics of the market 2. Employees
4. Competition in the industry a. Employee satisfaction –
5. Philosophy of management emotional state of contentment
b. Employee involvement –
EVALUATION OF AN emotional state where the employee is
ORGANIZATIONAL more participative
STRUCTURE (criteria) c. Employee commitment –
1. Facilitating control – control emotional state where the employee
involves a cultivates within himself a <sense of
comparison of actual performance with owning=
pre-established standards and
2. Coordination – team effort
3. Providing information – gathering 3. Facilities and Equipment
information in order to anticipate a. Management of buildings and site
changes and take action maintenance
4. Cost of the system b. Management of machinery
5. Flexibility – ability adjust to c. Management of facilities
changes d. Application of technology

ORGANIZATIONAL COMPONENTS 4. Financial Resources

1. Management
a. Leadership 5. Organizational Policies

CHAPTER 6 –
i. Tasks (DCOPS)
• Directing – leads and
communicates

ORGANIZATI
• Controlling – monitors
• Organizing – coordinates
activities
• Planning – sets objectives to
be achieved
• Staffing – develops human
ONAL 4. Market-
SYSTEMS centered
ORGANIZATI organizational
ONAL structure – by
STRUCTURES customer group
1. Functional (decentralized)
organizational 5. SBU
structure – by (Strategic
department, Business Unit)
unit, or teams. organizational
2. Territorial structure –
organizational effective
structure – by integration at
geographical the expense of
units resources
3. Product specialization
organizational (per unit
structure – by functions as one
product line business)
6. Matrix depends on the
organizational following:
structure – (SPMCM)
efficient 1. Size of firm
for establishing 2. The nature
specialist of products
resources but 3. The
best for characteristics
integrating of the market
functions – 4. Competition
integrates in the industry
functional and 5. Philosophy
SBU structures of management
CHOICE OF EVALUATION
AN OF AN
ORGANIZATI ORGANIZATI
ON ONAL
STRUCTURE STRUCTURE
(criteria)
1. Facilitating changes and
control – take action
control involves 4. Cost of the
a system
comparison of 5. Flexibility –
actual ability adjust to
performance changes
with ORGANIZATI
pre-established ONAL
standards COMPONENT
2. S
Coordination – 1.
team effort Management
3. Providing a. Leadership
information – i. Tasks
gathering (DCOPS)
information in • Directing –
order to leads and
anticipate communicates
• Controlling • Liaison
– monitors officer – serves
• Organizing as a
– coordinates conduit to
activities employees
• Planning – • Motivator –
sets objectives inspires and
to encourages
be achieved • Delegator –
• Staffing – assigns
develops human employees
resources • Facilitator –
ii. Roles negotiates the
(CLIMo allocation of
DeFaM PADS) resources
• • Mediator –
Conceptualizing settles concerns,
– concretize issues, etc.
vision, mission, • Problem-
and plans solver – tackles
organizational aims to
concerns and establish
provides c. Mission –
solutions purpose of the
• organization
Administrative d. Goals and
• Decision- Objectives –
maker what the
• Strategist organization
iii. Skills aims to attain
(THRO) 2. Employees
• Technology a. Employee
skills satisfaction –
• Human emotional
relation skills state of
• Other skills contentment
b. Vision – b. Employee
image that the involvement –
organization emotional
state where the maintenance
employee is b.
more Management of
participative machinery
c. Employee c.
commitment – Management of
emotional facilities
state where the d. Application
employee of technology
cultivates 4. Financial
within himself a Resources
<sense of
owning= 5.
and Organizational
Policie
3. Facilities
and Equipment MARKETING
a. ASSETS –
Management of results of
buildings and market-related
site intangibles:
1. Brands – 4. Repeat
effective means business – a by-
to attain product of
market customer
supremacy. loyalty
2. Company 5. Distribution
names channels
3. Customer 6. Contracts
loyalty – helps and agreements
organizations MARKET
to attain a DOMINANCE
bigger market – the
share and is a competitive
result of the edge
intimate or dominance
relationship brought about
between the by market
customer and assets:
the supplier • Effective
but less
expensive • Repeat
medium for business – a by-
product and product of
service customer
identification loyalty
o Advertising • Increased
– a marketing product and
strategy service sales
that creates result from
popularity and efficient and
product well-organized
awareness. modes of
• Company bringing goods
name – and services
increases the to the public.
financial worth
MARKETING ASSETS – results of
market-related intangibles:
1. Brands – effective means to attain

or an
market supremacy.
2. Company names
3. Customer loyalty – helps

organization
organizations to attain a bigger market
share and is a result of the intimate
relationship between the customer and
the supplier
4. Repeat business – a by-product of
customer loyalty
5. Distribution channels
6. Contracts and agreements
MARKET DOMINANCE – the
competitive edge or dominance brought
about by market assets:
• Effective but less expensive
medium for product and service
identification
o Advertising – a marketing strategy
that creates popularity and product
awareness.
• Company name – increases the
financial worth or an organization
• Repeat business – a by-product of
customer loyalty
• Increased product and service sales
result from efficient and well-organized
modes of bringing goods and services
to the public.

Competitive innovation: “creating

bargaining power”
• Innovation – is a facet of successful
intellectual capital management that is
the best assurance to achieving
business sustainability competitive
advantage and consequently, creating
bargaining power
o Differentiation of existing products
and services – involves improving
that which is already existent
o Reinventing products and services
–
involves a more aggressive and
radical change such as repackaging
o Continuously experimenting –
researches for new product or
service o Applying recent and new
technologies
o Changing business models – involves
generating a new framework and
approach characterized by
innovative, smart, and strategic
ideas and plans in pursuing and
conducting a business
o Creating new products and services
“to futurize” the organization
o Widening the breadth and depth of
intellectual capital – Bill Gates