Organization and

Management
 Lord, we praise and glorify Your Holy
Name. Forgive us from our sins that separate
us from Your love. Thank You for the gift of
life, family, health and security. Help us to
trust and understand all your plans for us.
Bless our families and our homes. All this we
pray in the name of Jesus Christ our Savior.
Amen.
Learning Objectives:
 compare, analyze and give examples of the various types of plans;
 evaluate the types of standing plans to the implementation of distance learning;
 evaluate how organization structures contribute to the success of an
organization;
 apply planning and organizational structure theories to real-life situations; and
 recognize the plan of the Lord for us through reflecting on some Bible verses.
Where do you see yourself in
5 years?
Planning
Planning
 the process of setting objectives and
determining how best to accomplish them
 involves deciding what you want to achieve
and how best to go about it
Types of Plans
Operational Plan
 describes the daily operations of the company
 guides behavior and describes what needs to be
done in the short-term to support strategic and
tactical plans
 usually made by low levels of the organization
Standing plans
 also known as ongoing plans
 include policies for approaching problems, rules
for specific regulations and procedures for a step-
by-step process for accomplishing particular
objectives
Policies
 communicate guidelines for making decisions and
taking actions in some circumstances
 plans or recommendations on what to do in a specific
situation
 “Anti-Bullying Policy”, “Sexual Harassment Policy”,
“School Discipline Policy”, etc.
Rules
 precise and strict statements that describe an action or
non-action
 mandatorily followed and implemented
 create discipline in the organization
Rules
 “Absence from school must be supported by a medical
certificate or an authorized letter from the
parents/guardians”, “Students must wear the prescribed
and scheduled school uniform”, “Wear face masks and
face shields at all times”, etc.
Procedures
 a step-by-step process to be taken to make something
happen
 earthquake drills, evacuation procedures, emergency
preparedness plan, etc.
Single-use plans
 created for events and activities with a single
occurrence
 plans that apply to one specific task or time period
 single marketing campaign, monthly/yearly
budget, new product launch, event plans, etc.
Strategic Plan
 focuses on the organization as a whole
 includes mission, vision, values and long-term
goals of an organization
 sets the objectives needed to accomplish the
organization’s vision in terms of mission or
purpose and what it hopes to be in the future
Strategic Plan
 identifies the long-term directions for the
organization
 usually formulated by the top management
Tactical Plan
 developed and used to implement a strategic plan
 specifies how resources can put strategies into action
 take the form of functional plans that indicate how
different components of an organization will contribute
to the overall strategy
Tactical Plan
 production plan, financial plan, facilities plan,
logistics plan, marketing plan and human resource
plan
 usually made by the middle management
Contingency Plan
 made when something unexpected happens or
when something needs to be changed
 identifies alternative courses of action to take
when things go wrong
Planning Tools and
Techniques
Forecasting
 the process of predicting what will happen in the
future
 makes assumptions about the future environmental
happenings or events that will affect the operations
of the organization
Forecasting
 qualitative forecasting uses expert opinions to
predict the future
 quantitative forecasting uses mathematical models
and statistical analyses of historical data and
surveys to predict the future
 financial forecasting and cash budgeting
Scenario Planning
 identifies alternative future scenarios and makes
plans to deal with them
 a long-term version of contingency planning
 forces managers to think really far ahead and be
open to a lot of possibilities
Scenario Planning
 developed when the top manager at Shell asked
the question, “What would Shell do after its oil
supplies ran out?”
Benchmarking
 the use of external and internal comparisons to
better evaluate one’s performance and identify
possible ways to improve for the future
Benchmarking
 to know what things other organizations are doing
well at, and how to incorporate these ideas in their
own operations
 searches for the best practices other people or
organizations do that help them achieve great
performance
Scheduling
 a technique used by managers in allocating
resources
 consists of specifying the list of activities to be
done with the corresponding resources that need to
be assigned within a specific time period in order
to attain an objective
Scheduling
 A popular scheduling tool is the Gantt Chart. It is a
bar chart with time on the horizontal axis and the
resource to be scheduled on the vertical axis.
Organizing
Organizing
 the process by which a manager establishes the
structure of working relationships among employees for
the efficient and effective achievement of
organizational goals
 the process of arranging people and other resources to
work together to accomplish a goal
Organization Structure
 the way which the different parts of an
organization are arranged
 a system of tasks, workflows, reporting
relationships and communication channels that
link together the work of various individuals and
groups
Formal Structure vs.
Informal Structure
Formal structure
 the official structure of the organization
 organizational chart
 describes the arrangement of work positions
within an organization
 shows how the organization is intended to function
Informal structure
 the set of unofficial relationships among an
organization’s members
 a barkadahan system formed unofficially by
members
Informal structure
 does not have written guidelines with rules,
regulations and chain of command
 relies on relationships between staff members,
cooperation between teams and
communication that focuses on achieving
shared goals
Centralized Structure vs.
Decentralized Structure
Centralized Structure
 concentrates the authority for most decisions at the
top level of an organization
Decentralized Structure
 disperses authority to make decisions throughout
all organization levels
Types of organization
Structure
Functional Structure
 groups people with similar skills who perform
similar tasks
 share the same technical expertise, interests
and responsibilities
 different departments in an organization
Functional Structure
Finance Marketing
Department Department

Head Head

Cashier Analyst
Divisional Structure
 groups together people working on the same
product, in the same area, with similar
customers or on the same processes
 common in complex organizations with
diverse operations
Divisional Structure
 Product Structure groups together people and
jobs focused on a single product or service.
 Geographical Structure groups together people
and jobs performed in the same location.
Divisional Structure
 Customer Structure groups together people and
jobs that serve the same customers and clients.
 Process Structure groups together people and
jobs that are part of the same process.
 Type Focus Example

Good or
Product service
provided

Location of
Geographical
activity

Customer or
Customer client
serviced

Activities of
Process the same
process
Matrix Structure
 often called as matrix organization
 combines the functional and divisional
structures
Matrix Structure
 accomplished by creating permanent teams
across functions to support specific products,
projects and programs
 workers in a matrix structure report to two
bosses
Team Structure
 uses permanent and temporary cross-functional
teams to improve lateral relations
 cross-functional teams composed of members
from different functional departments
Team Structure
 uses project teams formed to complete a
particular task or project and disband once the
project is completed
Network Structure
 uses information technologies to link with
networks of outside suppliers and service
contractors
 helps lower costs and improve flexibility in
dealing with changing environments
Network Structure
 Examples of network structures that DPC
belongs to is the CACES and GCAPS.
Boundaryless Structure
 eliminates internal boundaries among subsystems
and external boundaries with the external
environment
 is a combination of team and network structures
with the added feature of “temporariness”
Organization Theories
Coordination Mechanisms
 Tasks are coordinated by a manager through
organizing mechanisms
Coordination Mechanisms
 Division of labor takes place when tasks are
classified into different jobs according to
specialization. Through this, skills of the workers
are enhanced, time is maximized and tasks are
performed efficiently and effectively.
Coordination Mechanisms
 Span of management refers to the number of
employees that are under the control of the manager.
The number of employees that a manager can exercise
proper supervision is limited. Few people might result
to waste of time while many people can result to
ineffectiveness.
Coordination Mechanisms
 Chain of command refers to the arrangement of
employees within the organizational structure. It
identifies the job position, the reporting lines of
authority and who is responsible for the various
tasks.
Delegation
 the process of assigning tasks and the
corresponding authority to specific individuals
in the organization
Delegation
 Assignment of duties. When assigning duties, it is
best to entrust the whole projects or tasks to the
employees. Employees must be given freedom and
an active role in the defining, implementing and
communicating development on tasks.
Delegation
 Grant of authority. It refers to allowing
employees to access resources necessary to
perform the assigned tasks and duties. These
resources are entrusted to employees, giving them
the freedom in using and utilizing the available
resources.
Delegation
 Creation of obligation. Obligation is created
when tasks are assigned. Explaining the relevance
of the tasks to the overall goals must be done for
employees to be responsible and accountable for
the delegated tasks.
Mary Mother of the Good
Shepherd, pray for us.
Jesus, You are my Lord,
my happiness lies in You
alone.