CHARLES ELQUIME GALAPON BPA – 1 SECTION B

MODULE 3

BPA 1 ORGANIZATIONAL MANAGEMENT DUTE : 31 MARCH 2022

1.HOW ORGANIZATION COMPARED TO A HUMAN BODY? IN WHAT WHY?

A. INTEDEPENDENCE OF THE ORGANIZED SYSTEM

 Interdependence provides support to individuals allowing them the strength to support

others and to focus on their own personal growth. Think of a world where everyone reached
a state of interdependence.

B. TOP MANAGEMENT AND ITS COMPONENTS

 The first level of management is called top-level management. Top management is made up
of senior-level executives of an organization, or those positions that hold the most
responsibility. Jobs titles such as Chief Operating Officer (COO), Chief Executive Officer
(CEO), Chief Financial Officer (CFO), President, or Vice President are commonly used by top
managers in organizations. These top managers are responsible for setting the overall
direction of a company and making sure that major organizational objectives are achieved.
Their leadership role can extend over the entire organization or for specific divisions such as
finance, marketing, human resources, or operations.

C. GROWTH OF SPECIALIZATION

 Specialization can increase the productivity of and provide a comparative advantage for a
firm or economy. Microeconomic specialization involves the individual actors and economic
components, and macroeconomic specialization involves the broad advantage an economy
holds in production.

D. COOPERATIVE RELATIONSHIPS OF ORGANIZATIONAL SYSTEM

2. IN ORDER TO BE EFFECTIVE ON ITS VISION AND MISSION OF THE COMPANY, HOW THOSE
ORGANIZATION MANAGE ITS PEOPLE?

A. IDENTIFICATION AND GROUPING WORK

 The first step in the process of organising involves identifying and dividing the work that has
to be done in accordance with previously determined plans. Work is divided into
manageable tasks so that duplication can be avoided and workload can be shared among
employees.

B .DEFINATION AND DELEGATION OF RESPONSIBILITY AND AUTHORITY

  The delegation of authority refers to the division of labor and decision-making responsibility
to an individual that reports to a leader or manager. It is the organizational process of a
manager dividing their own work among all their people.

C. ESTABLISHMENT OF RELATIONSHIP

 You can establish relationships between two people, two organizations, or a person and an
organization. The relationships that you establish can be reciprocal—that is, when you
indicate a relationship in one record, the system creates the relationship in the
corresponding record.

D. STRUCTURE AND PEOPLE IN ORGANIZATION

 An organizational structure is a system that outlines how certain activities are directed in
order to achieve the goals of an organization. These activities can include rules, roles, and
responsibilities. The organizational structure also determines how information flows
between levels within the company.

3.WHAT ARE THE EFFECTIVE FEATURE OF ORGANIZATION

A. MANAGEMENT OPERATION

 Operations management is the process that generally plans, controls and supervises
manufacturing and production processes and service delivery. Operations management is
important in a business organization because it helps effectively manage, control and
supervise goods, services and people.

B. WORK DELEGATION

 Delegation refers to the transfer of responsibility for specific tasks from one person to
another. From a management perspective, delegation occurs when a manager assigns
specific tasks to their employees.

C. GROWTH AND EXPANSION

 Expansion is the act or process of expanding while growth is an increase in size, number,
value, or strength.

D. TECNOLOGY AND ADVANCE INFORMATION

 (AIT) provides leading-edge information technology solutions to a wide variety of industries.

AIT is a full-service firm specializing in helping clients utilize and implement the power of
computer technology in their work places - providing all the services needed to empower
growth and maximize return on investment.

C. HUMAN CREATIVITY AND INITIATIVE

  Both creativity and initiative imply an ability to come up with an idea or a course of action on
your own. Creativity is the ability to think laterally, imaginatively and to make connections.
Innovative individuals look for change and alternative viewpoints and have the ability to
explore and try out something new.

4. IN DECIDING A STRUCTURE WHAT ARE THE AREAS THE MANAGEMENT WILL TAKE INTO
CONSIDERATIONS?

A. VISION AND MISSION

 A Mission Statement defines the company's business, its objectives and its approach to
reach those objectives. A Vision Statement describes the desired future position of the
company. Elements of Mission and Vision Statements are often combined to provide a
statement of the company's purposes, goals and values.

B. GOALS AND OBJECTIVES OF THE ORGANIZATION

 Goals are the desired outcomes of the business's activities. Objectives tend to be precise,
measured actions, with time for completion. Generally, obtaining a goal will require
completion or accomplishment of various objectives.

C. WORK ACTIVITIES AND PROGRAMS TOGETHER

 Regularly observe group interactions and progress, either by circulating during group work,
collecting in-process documents, or both. When you observe problems, intervene to help
students move forward on the task and work together effectively.

5. TYPES OF ORGANIZATIONAL STRUCTURE

A. LINE ORGANIZATION

a. Feature of the line organization

 Line organization is the simplest framework for the whole administrative organization. Line
organization approaches the vertical flow of the relationship. In line organization, authority
flows from the top to the bottom. It is also known as the chain of command or scalar
principle.

b. chain of command

 Line authority provides authority to decide and direct and it acts as a control means for the
flow of communication through a scalar chain of authority. Line officials are in the chain of
command from the highest executives to the lowest position in the organisation. Each
successive manager exercises direct line authority over his subordinates.

c. chain of communication
  The primary purpose of line authority is to make the organisation work. It facilitates
leadership process by establishing authentic channels of communication. The flow of
communication up and down the organisation is facilitated by line relationship. Every
subordinate reports to his superior and his subordinate reports to him.

d. carrier of accountability

 Line authority is not absolute. They are responsible for how they exercise authority and for
its consequences. They are accountable for performance of their activities to their superiors
and two subordinates are accountable to their superiors for performance.

B. Advantages & Disadvantages

 Advantages of a Line Organization

Economical and effective. It also allows quick decisions and efficient coordination. Conforms
to the scalar principle of organization. Further, it promotes the unity of command.
 Disadvantages of a Line Organization
Different types of jobs are looked after, supervised and control by executive. It is physically
not possible for him to learn and acquire the skills of the jobs he looks into and at the same
time be able to do justice to each job. He cannot claim to be an expert in all types of jobs he
handles. Today complex business and industrial organizations need specialization. If
unfortunately it is not there the attainment of objectives may not be smooth.

6. FUNCTIONAL STRUCTURE

 A functional structure is a type of business structure that organizes a company into different
departments based on areas of expertise. These departments serve as functional units and
are overseen by functional managers or department heads.

a. Features

 Following are the features of functional organisation:

o (i) The whole task of the organisation is divided into different functions.
o (ii) Each function is performed by a specialist.
o (iii) The functional head is in charge of the activities of his function in the whole
organisation.
o (iv) Functional heads operate with considerable independence.

b. Advantages & disadvantages

 ADVANTAGES
o Specialization
o Production
o Executive Development
o Scope of Expansion
o More Efficiency
 DISADVANTAGES
 o Complexity
o Dual Command
o Limited Perspective
o Delay in decision making
o Problem of succession

6. BUREAUCRATIC STRUCTURES

 Bureaucratic structure. includes a hierarchical organization with management authority

based on rational-legal authority. Hierarchical. there are clearly ordered levels of
management in which lower levels are subordinate, or answerable, to higher levels.
Rational-legal authority.

A. Features of Bureaucratic Organization

 Bureaucracy, specific form of organization defined by complexity, division of labour,

permanence, professional management, hierarchical coordination and control, strict chain of
command, and legal authority. It is distinguished from informal and collegial organizations.

B. Advantages & Dis-advantages

 Disadvantage: Reduced Productivity and Innovation

The bureaucratic organizational structure may inhibit productivity, diminish innovation and
decrease morale. The structure is inherently laden with rules and more policies and
procedures can be added at any time, making workloads and roles more complicated.
 Advantages of Bureaucracy
Division of labor: Makes work easier; leads to specialization. Efficiency: Competency
increases; work is efficiently performed under the supervision of immediate managers in the
hierarchy.

7. MATRIX STRUCTURE

 A matrix organization is a company structure where teams report to multiple leaders. The
matrix design keeps open communication between teams and can help companies create
more innovative products and services. Using this structure prevents teams from needing to
realign every time a new project begins.

a. Features

 Features of Matrix Organisation:

(1) Matrix organisation focuses attention on specific projects. The charge of the project is
given to the project manager who is given the necessary authority to complete the project in
accordance with the time, cost, quality and other conditions communicated to him by the
top management.
(2) The project manager draws groups of personnel from various functional departments. He
assigns work to the various functional groups. Upon completion of the project, the
functional groups return to their respective departments for reassignment to other projects.
The project manager himself is also available for reassignment by the division manager.
 (3) Both the project and the functional managers have different roles. The project manager
exerts a general management viewpoint with regard to his project. Each functional manager
is responsible for maintaining the integrity of his function.
(4) Management by project objectives is paramount to the way of thinking and working in a
matrix organisation.

b. Advantages & Dis-advantages

QUESTION FOR ASSIGNMENT –

A. WHAT IS AN ORGANIZATION?

 An organization is a group of people who work together, like a neighborhood association, a

charity, a union, or a corporation. You can use the word organization to refer to group or
business, or to the act of forming or establishing something.

B. WHY ORGANIZATION IS IMPORTANT?

 Organization is important because it allows individuals and groups to perform tasks more
efficiently. It helps people find information and items faster, and it allows groups to work
together without wasting time. Organization is important for dealing with information as
well.

C. HOW DO WE MAKE DYNAMIC AND SOUND ORGANIZATION?

 Choose the right blend of people. Align dream team members to four phases of digital
business activity – Discover, Design, Pilot, Build-Out. Develop a portfolio of capabilities by
activity phase. Blend the right behaviors to motivate the dream team.

D. GIVE THE FEATURES OF AN EFFECTIVE ORGANIZATION?

 Effective Sharing of Goals. A healthy organization shares its business goals with employees at
every level of the organization.
 Great Teamwork.
 High Employee Morale.
 Offers Training Opportunities. ...
 Strong Leadership. ...
 Handles Poor Performance.
 Understands Risks.
 Adapts to Opportunities and Changes.

E. WHAT ARE THE AREAD TO BE IDENTIFIED IN ORGANIZATION MANAGEMENT?

 Generally, the six functional areas of business management involve strategy, marketing,
finance, human resources, technology and equipment, and operations. Therefore, all
business planners should concentrate on researching and thoroughly understanding these
areas as they relate to the individual business.
F. DISCUSS THE GROWTH SPECIALIZATION

 Specialization in business involves focusing on one product or a limited scope of products so

as to become more efficient. Specialization can increase the productivity of and provide a
comparative advantage for a firm or economy.

G. DISCUSS THE PROCEDURE IN DESIGNING ORGANIZATION STRUCTURE?

The process for creating an organizational structure

 Plan the future.
 Consider the past.
 Build your organizational structure.
 Fill in the people.
 Balance authority and responsibility.
 Fill in employee data and metrics.
 Practice robust performance management of employees.
 Review your organizational structure annually.

H. WHAT ARE THE FACTORS TO BE CONSIDERED IN THE NUMBER OF PEOPLES A MANAGER CAN
EFFECTIVELY HANDLE?

 Organizational size. Large organizations tend have a narrow span of control, whereas smaller
organizations often have a wider span of control.
 Workforce skill level.
 Organizational culture.
 Manager's responsibilities.

I. DISCUSS THE INTERNAL AND EXTERNAL ENVIRONMENT OF AN ORGANIZATION.

 Internal Environment refers to all the inlying forces and conditions present within the
company, which can affect the company's working. External Environment is a set of all the
exogenous forces that have the potential to affect the organization's performance,
profitability, and functionality.

J. GIVE THE FEATURES OF THE STRUCTURE DIMENSIONS

 Structural dimensions, which represent internal characteristics of organizations include

formalization, complexity, centralization, specialization, standardization, hierarchy of
authority, professionalism, and personnel ratios. These dimensions create a basis for
measuring and comparing organizations.

K. WHAT ARE THE FACTORS IN THE CONTEXTUAL DIMENSIONS?

 Contextual dimensions consisted organization's size, technology, environment, goals and

strategies, and culture.