ORGANIZING

LUNA, MIKE DAPIN

CASTILLO, IVAN
CRUZ, SHADRACH
GRAN, MACKY CONSTANTINO
CARANGUIAN, SAMANTHA
 ORGANIZING TECHNICAL
ACTIVITIES
The engineer manager needs to acquire various skills in management,
includingthose for organizing technical activities. In this highly competitive
environment, the unskilledmanager will not be able to bring his unit, or his
company, as the case may be, to success.
The value of a superior organizational set-up has been proven dramatically
duringthe Second World War when a smaller American naval force confronted
the formidableJapanese navy at Midway. Military historians indicated that the
Americans emergedvictorious because of the superior organizational skills of
their leaders.
 ORGANIZING TECHNICAL
ACTIVITIES
Even today, skills in organizing contribute largely tothe accomplishment
of the objectives of many organizations, whether they are private business
or otherwise. The positive effect of business success becomes more
pronounced when they come as a result of international operations.
International business, however, cannot hope to make huge profits unless
they are properly organized to implement their plans.
 REASONS FOR ORGANIZING
Organizing is undertaken to facilitate the implementation of
plans. Ineffective organizing, steps are undertaken to breakdown
the total job into more manageable man-size jobs. Doing these
will make it possible to assign particular tasks to particular
persons. In turn, these will help facilitate the assignment of
authority, responsibly, and accountability for certain functions and
tasks.
 THE PURPOSE OF THE STRUCTURE
The arrangement or relationship of positions within an organization is called the
structure. The result of the organizing process is 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 the 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
the 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. A span of control – the number of people who report directly to a given
manager.
5. Coordination – the linking of activities in the organization that serves to
achieve a common goal or objective.
 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. A span of control – the number of people who report directly to a given
manager.
5. Coordination – the linking of activities in the organization that serves to
achieve a common goal or objective.
 THE FORMAL ORGANIZATION
After a plan is adopted, management will proceed to form an organization to carry out the
activities indicated in the plan.
The formal organization is the structure that details lines of responsibilities, authority, and
position. What is depicted in the organization chart is the formal organization. It is “the planned
structure” and it “represents the deliberate attempt to establish patterned relationships among
the components that will meet the objectives effectively.”
The formal structure is described by the management through:
1. Organization chart
2. Organization manual and
3. Policy manuals.
The organization chart is a diagram of the organization’s official positions and formal lines
of authority. The organization manual provides written descriptions of authority relationships,
details the functions of major organizational units, and describes job procedures. The policy
manual describes personnel activities and company policies.
 INFORMAL ORGANIZATION
Formal organizations require the formation of formal groups that will be assigned to perform
specific tasks aimed at achieving organizational objectives. The formal group Is a part of the
organizational structure.
There are instances when members of an organization spontaneously form a group with
friendship as a principal reason for belonging. This group is called an informal group. It is not a
part of the formal organization and it does not have a formal performance purpose.
Informal groups are oftentimes very useful in the accomplishment of major tasks, especially if
these tasks conform to the expectations of the members of the informal group. The informal
organization, useful as it is, is vulnerable to expediency, manipulation, and opportunism according
to Valentine. Its low visibility, Valentine added, makes it difficult for management to detect these
perversions, and considerable harm can be done to the company.”
The engineer manager s, therefore, warned that he must be on the lookout for the possible
difficulties that the informal groups may do to the organization. It will be in his best interest if he
could make the informal groups work for the organization.
TYPES OF ORGANIZATIONAL STRUCTURES
Before the commencement of activities, the decision-makers in an organization will
have to decide on what structure to adapt. Depending on the size and type of operations, a
certain structural type may best fit the requirements.

Organizations may be classified into three types. They are the following:
1. Functional organization — this is a form of departmentalization in which everyone
engaged in one functional activity, such as engineering or marketing, is grouped into
one unit.
2. Product or market organization — this refers to the organization of a company by
divisions that bring together all those involved with a certain type of product or
customer.
3. Matrix organization — an organizational structure in which each employee reports to
both a functional or division manager and a project or group manager.
FUNCTIONAL ORGANIZATION
this type of structure is very effective in small
firms.

ADVANTAGES
Permission on economy of scale and efficient resource
use.
Decision-making is centralized, providing a unified
direction from the top.
Excellent communication and coordination
High-quality technical problem-solving
Provided with in-depth skill specialization and
development.
Employees are provided with career progress within
functional departments.
DISADVANTAGES
Communication and coordination between the departments
are often poor.
Decisions involving more than one department pile up at the
top management level and are often delayed.
Work specialization and division of labor, which are stressed in
a functional organization, produce routine, non-motivating
employee tasks.
Difficulty in identifying which section or group is responsible
for certain problems.
Limited view of organizational goals by employees.
Limited general management training for employees.
 PRODUCT OR MARKET ORGANIZATION
The product or market organization, with its feature of operating
by divisions, is appropriate for a large corporation with many
product lines in several related. industries.
The advantages of a product or market organization
The organization is flexible and responsive to change.
The organization provides a high concern for customer’s needs.
The organization provides excellent coordination across functional
departments.
It is easy pinpointing responsibility for product problems.
There is an emphasis on overall product and division goals.
The opportunity for the development of general management skills is
provided
 The Disadvantages of a product
or market organization
There is a high possibility of duplication of
resources across divisions.
There is less technical depth and specialization
in divisions.
There is poor coordination across divisions.
There is less top management control.
There is competition for corporate resources.
 MATRIX ORTANIZATION
A matrix organization, according to Thompson and Strickland,
“is a structure with two (or more) channels of command, two
lines of budget authority, and two sources of performance and
reward." Higgins declared that “the matrix structure was
designed to keep employees in a central pool and to allocate
them to various projects in the firm according to the length of
time they were needed?"
The Matrix Organization Advantages
There is more efficient use of resources than the
divisional structure.
There are flexibility and adaptability to a changing
environment.
The development of both general and functional
management skills is present.
There is interdisciplinary cooperation, and any
expertise is available to all divisions.
There are enlarged tasks for employees which
motivate them better.
The Matrix Organization Disadvantages
There are frustration and confusion from a dual chain of
command.
There is a high conflict between divisional and
functional interests.
There are many meetings and more discussion than
action.
There is a need for human relations training for key
employees and managers.
There is a tendency for power dominance by one side of
the matrix.
 TYPES OF AUTHORITY
The delegation of authority is a requisite for effective
organizing. It consists of three types. They are as follows:
1. Line authority — a manager's right to tell subordinates
what to do and then see that they do it.
2. Staff authority — a staff specialist’s right to advise a
superior.
3. Functional authority — a specialist’s right to oversee
lower-level personnel involved in that specialty, regardless of
where the personnel is in the organization.
Staff departments include all those that provide
specialized skills in support of line departments.
Examples of staff departments include those which
perform strategic planning, labor relations, research,
accounting, and personnel.
Staff Officers may be classified into the following:
1. Personal staff — those individuals assigned to a specific
manager to provide needed staff services. 
2. Specialized staff — those individuals providing needed staff
services for the whole organization.
THE PURPOSE OF COMMITTEES
When certain formal groups
are deemed inappropriate to meet
expectations, committees are often harnessed to achieve
organizational goals. Many organizations, large or small, make
use of committees. A committee is a formal group of persons
formed for a specific purpose. For instance, the product planning
committee, as described by Millevo, is “often staffed by top
executives from marketing, production, research, engineering,
and finance, who work part-time to evaluate and approve product
ideas.”
 Committees may be classified as
follows:
1. Ad hoc committee — one

created for a short-term purpose
and have a limited life. An example is a committee created to
manage the anniversary festivities of a certain firm.

2. Standing committee — it is a relatively permanent

committee that deals with issues on an ongoing basis. An
example is the grievance committee set up to handle initially
complaints from employees of the organization.
STAFFING
IDUL, PETER JOHN
MEJORADA, CYRUS
MESIONA, NORIEL

 STAFFING
Staffing involves the engineer manager's
responsibility of placing qualified individuals in
suitable positions within their area, with the aim of
aligning people with roles to support the
organization's goals, while also involving functions
such as assessing needs, recruiting, training, and
selecting individuals for employment.

STAFFING PROCEDURE
Series of steps are involved
in staffing are:
 1. HUMAN RESOURCE PLANNING
The planned output of any organization will require a
systematic deployment of human resources at various levels.
To be able to do this, the engineer manager will have to
involve himself with human resource planning. This will be
done in conjunction with the efforts of the human resource
officer, i.e., if the company has one. Human resource planning
may involve three activities, as follows
 1. HUMAN RESOURCE PLANNING
• Forecasting — which is an assessment of future. human
resource needs about the current capabilities of the
organization.
• Programming — which means translating the forecasted
human resource needs to personnel objectives and goals.
• Evaluation and control — which refers to monitoring
human resource action plans and evaluating their success.
 2. RECRUITMENT
When the different positions have been identified to be
necessary and the decision to fill them up has been made, the
next logical step is recruitment. Recruitment refers to attracting
qualified persons to apply for vacant positions in the company so
that those who are best suited to serve the company may be
selected. For entry-level personnel, the engineer manager will
likely rely on newspaper advertising, schools, and referrals.
When recruiting managers, reliable sources are current
employees, recruitment firms, and competitors
 3. SELECTION

Selection refers to the act of choosing from those that are

available the individuals most likely to succeed on the job. A
requisite for effective selection is the preparation of a list
indicating that an adequate pool of candidates is available. The
purpose of selection is to evaluate each candidate and to pick
the most suited for the position available.
4. INDUCTION AND ORIENTATION
After an applicant is finally selected from among the
various ones and then subsequently is hired, the next steps
undertaken are induction and orientation. In induction, the
new employee is provided with the necessary information
about the company. His duties, responsibilities, and benefits
are relayed to him. Personnel and health forms are filled up,
and passes are issued.
5. TRAINING AND DEVELOPMENT
If the newly hired (or newly promoted) employee is assessed
to be lacking the necessary skills required by the job, training
becomes a necessity. Training refers to the “learning that is
provided to improve performance on the present job.” Training
programs consist of two general types, namely.’

1.training programs for nonmanagers, and

2. training and educational programs for executives.
 6. PERFORMANCE APPRAISAL
Performance appraisal is the measurement of employee
performance. The purposes for which performance appraisal is
made are as follows.
• To influence, in a positive manner employee performance and
development
• To determine merit, pay increases.
• To plan for future performance goals
• To determine training and development needs
• To assess the promotional potential of employees
 7. EMPLOYMENT DECISIONS
After evaluating the performance of employees (managerial or
otherwise), the management will now be ready to make employment
decisions. These may consist of the following:

7.1. Monetary rewards -— these are given to employees whose

performance is at par or above standard requirements.
7.2. Promotion — this refers to a movement by a person into a
position of higher pay and greater responsibilities and which is given
as a reward for competence and ambition.
 7. EMPLOYMENT DECISIONS
7.3. Transfer — this is the movement of a person to a different
job at the same or similar level of responsibility in the
organization. Transfers are made to provide growth opportunities
for the persons involved or to get rid of a poor performing
employee.
7.4. Demotion — this is a movement from one position to another
which has less pay or responsibility attached to it. Demotion is
used as a form of punishment or as a temporary measure to keep
an employee until he is offered a higher position.
 8. SEPARATION
Separation is either a voluntary or involuntary termination of an
employee. When made voluntarily, the organization's
management must find out the real reason. If the presence of a
defect in the organization is determined, corrective action is
necessary. Involuntary separation (or termination) is the last
option that the management exercises when an employee's
performance is poor or when he/she committed an act violating
the company rules and regulations. This is usually made after
training efforts fail to produce positive results.
FUNCTION OF MANAGEMENT
IN AN ORGANIZATION
MELANO, MARJUN
MELENDRES, KENZ
MARCOS, JOHN PAUL

 COMMUNICATION
Morris Philip Wolf and Shirley Kuiper define communication as:

A process of sharing information through symbols, including

words and message.
It happens between individuals (e.g. between superior and
subordinate, between peers, etc.).
Can be through face-to-face, printed materials, or electronic
devices.
FUNCTION OF COMMUNICATION
1. Information Function
- Information provided through communication may be used
for decision-making at various work levels in the organization.

2. Motivation Function
- Communication is also oftentimes used as a means to
motivate employees to commit themselves to the
organization’s objectives.
FUNCTION OF COMMUNICATION
3. Control Function
- When properly communicated, reports, policies, and plans
define roles, clarify duties, authorities, and responsibilities.
Effective control is, then, facilitated.

4. Emotive Function
- Whatever types of emotions are involved, communication
provides a means to decrease the internal pressure affecting
the individual.
 COMMUNICATION PROCESS
Develop an Idea
- The most important step in effective communication is developing an idea.
The idea to be conveyed must be useful or of some value.
Encode
- Encode the idea into words, illustrations, figures, or other symbols suitable
for transmission. In this part, the method of transmission should be
determined in advance.
Transmit
-Transmission through the use of an appropriate communication channel. The
communication channel must be free of barriers, or interference (sometimes
referred to as noise).
 COMMUNICATION PROCESS
Receive
- The actual receiving of the message by the intended receiver.
Decode
- Translating the message from the sender into a form that will have meaning to the
recipient.
Accept
-The next step is for the receiver to accept or reject the message. Sometimes, acceptance (or
rejection) is partial.
Use
-The receiver of a message can use the information for relevant activities or make an action
based on its content, depending on their perception of it.
Provide Feedback
-The final step in the communication process is for the receiver to provide feedback to the
sender, but communication barriers may prevent this from happening.
FORMS OF COMMUNICATION

Communication consists of two major forms:

1. Verbal Communication
2. Non-Verbal Communication
1. Verbal Communications are transmitted through hearing or
sight. It has two classes: oral and written.

Oral Communication— involves hearing words, body

movements, facial expressions, gestures, and eye contact.

Written Communication — the communication of ideas, information, or

messages using written language, such as letters, emails, notes, and more.

2. Nonverbal Communication conveys messages through body language,

time, space, touch, clothing, appearance, and aesthetic elements.
 THE BARRIERS OF
COMMUNICATION
The barriers to communication may be
classified generally as:

1. Personal Barriers
2. Physical Barriers
3. Semantic Barriers
Personal Barriers are hindrances to effective communication
caused by different factors. These can hinder communication
between people with different values and the poor listening habits of
a receiver.

E.g.
People with different values will find it hard to communicate with
each other.
Physical Barriers refer to interferences in ineffective communication
occurring in the environment where the communication is undertaken.

E.g.
distances between people, walls, a noisy jukebox near a telephone, etc.
Semantic Barriers may be defined as interference with the reception of a
message that occurs when the message is misunderstood even though it is
received exactly as transmitted.

E.g.
The words “write” and “right” sounds the same but the meaning is different.
TECHNIQUES FOR COMMUNICATION
IN ORGANIZATION

Communication may be classified as to the types of

flow of the message:

1. Downward Communication
2. Upward Communication
3. Horizontal Communication
Downward Communication — refers to message flows from
higher levels of authority to lower levels.

PURPOSES:
1.to give instructions
2.to provide information about policies and procedures
3.to give feedback about the performance
4.to indoctrinate or motivate

IS USED IN:
• Letters • Meetings
• Telephones • Manuals
• Handbooks • Newsletters
Upward Communication — refers to messages from persons in
lower-level positions to persons in higher positions. Messages
provide feedback on work and non-work activities.
IS USED IN:
• Formal Grievance Procedures
• Employee Attitude
• Opinion Surveys
• Suggestion Systems
• Door Policy
• Informal Gripe Sessions
• Task Forces
• Interview
Horizontal Communication — refers to messages sent to
individuals or groups from another of the same organizational
level or position.

PURPOSES:
1.to coordinate activities between departments
2.to persuade others at the same level of organization
3.to pass on information about activities or feelings

IS USED IN:
• Memos • Meetings
• Telephones • Other Social Affairs
Management Information System (MIS)
Boone and Kurtz defined Management information system
(MIS) as an organized method of providing information on internal
operations and external intelligence for decision-making. It allows
managers to communicate with each other.
The Purpose of Management Information System
Wheelen and Hunger enumerate the various reasons
for establishing MIS:
1. Provide a basis for the analysis of early warning signals that can originate both
externally and internally.

2. Automate routine clerical operations like payroll and inventory reports.

3. Assist managers in making routine decisions like scheduling orders, assigning

orders to machines, and reordering supplies.

4. Provide the information necessary for management to make strategic or

nonprogrammed decisions.
LEADING
CHUA, CHARLES BRIAN
MANGYAO, TRISHA NICOLE
ILOG, JAIRAH LEE

 LEADING
Leading is that management function
which “involves influencing others to
engage in the work behaviors necessary
to reach organizational goals.
 How Leaders Influence Others Base of Power
The power possessed by leaders may be classified according
to various bases. They are as follows:
1. Legitimate Power - A person who occupies a higher position has legitimate power
over persons in lower positions within the organization.
2. Reward Power - When a person can give rewards to anybody who follows orders
or requests, the is said to have reward power.
3. Coercive Power - When a person compels another to comply with orders through
threats or punishment, he is said to coercive power.
4. Referent Power - When a person can get compliance from another because the
latter would want to be identified with the former, that person is said to have referent
power.
5. Expert Power - Experts provide specialized information regarding their specific
lines of expertise.
The Nature of Leadership
Leadership may be referred to as “the process of influencing and supporting
others to work enthusiastically toward achieving objectives.”

Traits of Effective Leaders

There are certain leadership traits identified by researchers and which may be useful in
developing effective leaders. These traits are as follows:

1. Personal Drive
Persons with drive are those identified as willing to accept responsibility,
possess vigor, initiative, persistence, and health.
2. The Desire to Lead
Some persons have all the qualifications for leadership.
4. Self Confidence
The activities of leaders require moves that will produce the needed outputs.
5. Analytical Ability
Leaders are, oftentimes, faced with difficulties that prevent the completion of assigned tasks.
6. Knowledge of the Company, Industrial or Technology
A leader who is well-informed about his company, the industry where the company belongs,
and the technology utilized by the industry, will be in a better position to provide directions to his
unit.
7. Charisma
When a person has sufficient personal magnetism that leads people to follow his directives,
this person is said to have charisma.
8. Creativity
Ronnie Millevo defines creativity as “the ability to combine existing data, experience, and
preconditions from various sources in such away.
9. Flexibility
People differ in the way they do their work. One will adopt a different method from another
person’s method
Leadership Skills
Leaders need to have various skills to be effective. They are:
1. Technical Skills
These are skills a leader must possess to enable him to understand and
make decisions about processes, activities, and technology.
2. Human Skills
These skills refer to the ability of a leader to deal with people, both inside
and outside the organization.
3. Conceptual Skills
These skills refer to “the ability to think in abstract terms, to see how
parts fit together to form the whole”.
Way Leaders Uses Power
Leadership styles also vary according to how power is used. They are
as follows:
1. Autocratic Leaders
Leaders who make decisions themselves, without consulting subordinates are
called autocratic leaders.
2. Participative Leaders
When a leader openly invites his subordinates to participate or share in decisions,
policymaking, and operation methods, he is said to be a participative leader.
3. Free-Rein Leaders
Leaders who set objectives and allow employees or subordinates relative
freedom to do whatever it takes to accomplish these objectives are called free-rein
leaders.
Leaders Orientation Toward Task and People
Leaders may be classified according to how they view tasks and
people. Consequently, a leader may either be:
1. Employee Orientation
A leader is said to be employee-oriented when he considers
employees as human beings of “intrinsic importance and with individual
and personal need” to satisfy.
2. Task Orientation
A leader is said to be task-oriented if he places stress on production
and the technical aspects of the job and the employees are viewed as
the means of getting the work done.
Contingency Approaches to Leadership Style
The contingency approach is “an effort to determine through research
which managerial practices and techniques are appropriate in specific.
The various contingency approaches are as follows:
1. Fiedler’s Contingency Model
According to Fred Fiedler, “leadership is effective when the leader’s
style is appropriate to the situation. “The situational characteristics is
determined by three principal factors:
• The relations between leaders and followers
• The structure of the task
• The power inherent in the leader’s position
2. Hersey and Blanchard’s Situational Leadership Model
The situational leadership model developed by Hersey and
Blanchard suggests that the most important factor affecting the
selection of a leader’s style is the development (or maturity) level
of a subordinate. The leader should match his or her style to this
maturity level.

The majority has two components:

• job skills and knowledge
• psychological maturity
3. Path-Goal Model of Leadership
By using the path-goal model, it is assumed that effective
leaders can enhance subordinate motivation by:
• Clarifying the subordinate’s perception of work goals,
• Linking meaningful rewards with goal attainment
• Explaining how goals and desired rewards can be achieved.

4. Vroom’s Decision-Making Model

Vroom’s model of leadership is one that prescribes the proper
leadership style for various situations, focusing on the appropriate
degrees of the delegation of decision-making authority.
 END OF
PRESENTATION