C/D/DC/I/T (c) 2010

MARIANOMARCOSSTATEUNIVERSITY
COLLEGEOFBUSINESSECONOMICSANDACCOUNTANCY
MAY2010


JONAHCALAUSTRO
VANESSADAMO
CHRISTIANDELACRUZ
SALVEILDEFONSO
ROMMELTABILI
C/D/DC/I/T (c) 2010
function
define the role positions, the jobs related and
the coordination between authority and
responsibility
C/D/DC/I/T (c) 2010
process
creating an organizations framework
degree of complexity, formalization, and
centralization
C/D/DC/I/T (c) 2010
management function
structuring of resources and activities
accomplish objectives efficiently and
effectively
C/D/DC/I/T (c) 2010
management function
establishes relationships between activity
and authority
results to an organization
a system acting in harmony to execute whole
tasks to achieve goals effectively and efficiently
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
Plan implementation
Assignment of
authority,
responsibility, and
accountability
Division of work
Coordinates diverse
organizational tasks

Establish
relationship among
individuals, groups
and departments
Establish formal
lines of authority
Allocation and
deployment of
organizational
resources
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
HUMANDISECONOMIES
Boredom
Fatigue
Stress
Low Productivity
Poor Quality
Increased Absenteeism
High Turnover
C/D/DC/I/T (c) 2010
Superior
Subordinate
C/D/DC/I/T (c) 2010
A
B
C
RECEIVE
REPORTS
GIVE
REPORTS
C/D/DC/I/T (c) 2010
A
B
C
C/D/DC/I/T (c) 2010
A
B
C
C/D/DC/I/T (c) 2010
A
B
C
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
A R
C/D/DC/I/T (c) 2010
A R
C/D/DC/I/T (c) 2010
A R
Span of 8
(Classical)
Span of 4
(Contemporary)
C/D/DC/I/T (c) 2010
SPAN OF 8

Operatives =
4 096

Managers
(levels 1-4)
= 585
C/D/DC/I/T (c) 2010
1
8
64
512
4 096
1
4
16
64
256
1 024
4 096
SPAN OF 4

Operatives =
4 096

Managers
(levels 1-6)
= 1 365
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
CENTRALIZATION DECENTRALIZATION
Environment is stable Environment is complex, uncertain
Lower level managers (LLM) are not
as capable or experienced at making
decisions as upper level mangers
LLM are capable and experienced a
making decisions
LLM do not want to have a say in
decisions
LLM want a voice in decisions
Decisions are significant Decisions are relatively minor
C/D/DC/I/T (c) 2010
CENTRALIZATION DECENTRALIZATION
Organization is facing a crisis or the
risk of company failure
Corporate culture is open to allowing
managers to have a say in what
happens
Company is large Company is geographically dispersed
Effective implementation of company
strategies depends on managers
retaining say over what happens
Effective implementation of company
strategies depends on managers
having involvement and flexibility to
make decisions
C/D/DC/I/T (c) 2010
Putting specialists together
Direction of a manager
Departmentation
Process
Setting up and establishing departments
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
HENRY MINTZBERG
McGill University
Organization
Operating Core
Strategic Apex
Middle Line
Technostructure
Support Staff
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
Affects certain forms of standardization
Examples:
Time and motion engineers
Job description designers
Systems and procedures analysts
C/D/DC/I/T (c) 2010
Fill staff units
Provides indirect support
C/D/DC/I/T (c) 2010
Operating Core
Strategic Apex
Middle Line
Technostructure
Support Staff
PROFESSIONAL
BUREAUCRACY
SIMPLE STRUCTURE
DIVISIONAL STRUCTURE
MACHINE BUREAUCRACY
ADHOCRACY
C/D/DC/I/T (c) 2010
1
Consider plans and goals
2
Determine work activities
3
Classify and group activities (General Nature, Work
Areas, Departmentalization)
4
Assign work and delegate authority
5
Design a hierarchy of relationships
6
Staffing
C/D/DC/I/T (c) 2010
Purposes
Activities
Plans
&
Goals
C/D/DC/I/T (c) 2010
To establish a partnership business engaged in
the production of childrens shoes
C/D/DC/I/T (c) 2010
Selling
Accounting
Delivery
Quality Control
Advertising
Compensating
Training
Production
Purchasing
Budgeting
Recruitment
Maintaining
Personnel
C/D/DC/I/T (c) 2010
>Selling
>Advertising
>Delivery
>Production
>Purchasing
>Quality control
>Accounting
>Budgeting
>Compensating
>Recruitment
>Training
>Maintaining
personnel
MARKETING OPERATIONS FINANCE
HUMAN
RESOURCES
C/D/DC/I/T (c) 2010
General
Manager
Operations
Manager
Production
Head
Administrative
Head
Finance
Manager
Accounting
Head
Budget
Section Head
Marketing
Manager
Product
Division Head
Promotions
Head
Human
Resources
Manager
Recruitment
Office Head
Personnel
Maintenance
Office Head
1
Recruitment
2
Selection
3
Hiring
4
Orientation
5
Training and Development
6
Performance Appraisal
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
Formal system of tasks, reporting
relationships
Controls, coordinates, motivates employees
Achieve organizations goals
Defines relationships between tasks and
authority
Defines formal reporting relationships, levels
of hierarchy, span of control
Defines individual departments
Defines systems that affects the organization
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
Datu
North
50 warriors
South
50 warriors
East
30 warriors
West
100 warriors
C/D/DC/I/T (c) 2010
Principal
A.M.
Adviser
P.M.
Adviser
President
VP Marketing
VP Human
Resources
VP
Manufacturing
VP Finance
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
Chairman
Power
Systems
Group
Electric
Company
(Belgium)
Motor
Company
(Argentina)
Industry and
Defense
Group
Elevator
Company
(Switzerland)
Construction
Products
(Italy)
C/D/DC/I/T (c) 2010
Director of
Sales
Manager
Retail
Manager
Wholesale
Manager
Government
C/D/DC/I/T (c) 2010
Plant
Superintendent
Pattern &
Cutting
Department
Sewing
Department
Finishing
Department
Inspection &
Packing
Department
Shipping
Department
C/D/DC/I/T (c) 2010
President
VP Industrial
Products
Marketing Manufacturing
Finance
Human
Resources
VP Home
Products
Marketing Manufacturing
Finance
Human
Resources
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
Planned structure
Lines of responsibility, authority, and position
Establish patterned relationships among
components
Can be described through:
Organizational Chart
Policy Manual
Departments
C/D/DC/I/T (c) 2010
Based on needs, sentiments, and interests
of people
Vulnerable to expediency, manipulation and
opportunism
More subtle and invisible in the
organizational chart
Can be classified as:
Horizontal = same department or same level
Vertical = different levels
Mixed = combination of both
F
O
R
M
A
L

I
N
F
O
R
M
A
L

Have planned structure
Deliberate attempts to create patterned
relationships
Usually shown by a chart
Advocated by traditional theory
Not formally planned
Arise spontaneously as a result of interactions
Not depicted in a chart
Stressed by human relation theory
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010
C/D/DC/I/T (c) 2010