“

PLANNING AND
ORGANIZING
TECHNICAL ACTIVITIES

1
Chapter 4 - Organizing
Technical Activities
 “
INTRODUCTION

Reporter: Christian Dela Torre

3
 Introduction

“
Operations keeps the lights on, strategy
provides a light at the end of the tunnel,
but project management is the train
engine that moves the organization
forwards. -Steve Crowther
4
 Introduction
▧ The engineer manager needs to acquire
various skills in management, including those
for organizing technical activities.

▧ Superior organizational set-up has been

proven in the Second World War.

5
 Introduction

▧ Today, skills in organizing contribute largely to the

accomplishment of the objectives of many
organizations, whether they are private businesses
or otherwise.

6
 Reasons for organizing

▧ Facilitate the implementation of plans.

▧ Breakdown the total job into more manageable
man-size jobs.
▧ Assign particular tasks to particular persons.

7
 Organizing
Organizing is a
management function which
refers to “the structuring of
resources and activities to
accomplish objectives in an
efficient and effective
manner.”
8
The arrangement or
relationship of positions
within an organization is
called the structure. The
result of the organizing
process is the structure.
Purpose of Structure

1. Defines the
relationships between
tasks and authority for
individuals and
departments.

9
 Purpose of Structure
2. It defines 3. It defines the
formal reporting groupings of
relationships, the individuals into
number of levels in departments and
the hierarchy of the departments into
organization and organization.
the span of control.

10
 Formal
and
Informal
Organizat
ion
11
 Formal Organization
▧ Planned Structure
▧ The structure that details lines of responsibilities,
authority and position and depicted in the
organizational chart.
▧ Represents the deliberate attempt to establish
patterned relationships among components that will
meet the objectives effectively.”

12
 Formal Organization
The formal structure is described by management
through:

1. organization chart

2. organizational manual and

3. policy manuals.

13
 Formal Organization
1. Organization chart
Diagram of the organization’s official positions
and formal lines of authority.

2. Organizational manual
Written descriptions of authority relationships,
details the functions of major organizational units
and describes job procedures.

14
 Formal Organization
3. Policy manual
Describes personnel activities and company
policies.

Formal group - Formal organizations require the

formation of formal groups which will be assigned
to perform specific tasks aimed at achieving
organizational objectives. The formal group is a part
of the organization structure.

15
 Informal Groups

▧ Members of an organization spontaneously form a

group with friendship as a principal reason for
belonging.
▧ It is not part of the formal organization and it does
not have a formal performance purpose.

16
 Informal Groups

▧ Members of an organization spontaneously form a

group with friendship as a principal reason for
belonging.
▧ It is not part of the formal organization and it does
not have a formal performance purpose.

17
 Informal Groups

▧ “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.”

18
 “
Types of Organizational Structures

Reporter: Paolo Miguel De Luna

19
 Types of Organizational Structures

Functional organization

▧ The functional structure is based on an organization being

divided up into smaller groups with specific tasks or roles. 
▧ A form of departmentalization in which everyone engaged in one
functional activity, such as engineering or marketing.

▧ E.G., A company could have a group working in information

technology, another in marketing and another in finance.

20
Product or Market Organization
▧ Refers to the organization of a
company by divisions that brings
together all those involved with a
certain type of product or costumer.
▧ Is the manner in which exchange in
a market takes place
▧ E.G., Strategic pricing practices,
entry into the market, exit from the
market

21
 Matrix organization

▧ An organizational structure in which each employee

reports to both a functional or division manager and to a
project or group manager.
▧ A workplace format in which employees report to two or
more managers rather than one manager overseeing
every aspect of a project.
▧ E.G., An employee may have a primary manager they
report to as well as one or more project managers they
work under.

22
 “
TYPES OF AUTHORITY

Reporter: Jayson Paul Tembrevilla

Demafiles

23
 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’s specialist’s right to give advice to
superior.
3.Functional authority—a specialist’s right to oversee lower
level personnel involved in that
specialty, regardless of where the personnel are in
the organization.

24
Staff officers may be classified into the following:

 Personal staff—those
individuals assigned to a
specific manager to provide
needed staff services.

 Specialized staff—those
individuals providing needed
staff services for the whole
organization.

25
 THE PURPOSE OF COMMITTEE

▧ 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.”

26
THE PURPOSE OF COMMITTEE
Committees are very useful
most especially to
engineering and
manufacturing firms. When a
certain concern, like product
development, is under
consideration, a committee
is usually formed to provide
the necessary line-up of
expertise needed to achieve
certain objectives
27
Committees may be classified as follows:

 Ad Hoc Committee—one created

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

28
  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.

29
30
 “
INTRODUCTION

Reporter: Julie Ann A. Dubria

31
PLANNING TECHINICAL ACTIVITIES

▧ Planning will be the most

important activity if managing
an organization is to be
pursued with strong
determination. Managers who
plan are usually have the
chance to analyze problem
and become good in terms of
decision-making

32\
33
 PLANNING AT VARIOUS MANAGEMENT

 Planning activities undertaken at various level

are as follows:

 Top management level- strategic planning

 Middle management level- intermediate
planning
 Lower management level- operational planning

34
35
 “
TYPES OF PLANNING

Reporter: Kevin Fabito

36
STRATEGIC
 According to nickels and
others, the term strategic is the
process of determining the
major goals of the organization
and the policies and strategies
for obtaining and using
resources to achieve those
goals.
37
TACTICAL
▧ The tactical strategy describes
how a company will implement its
strategic plan. A tactical plan is
composed of several short-term
goals, typically carried out within
one year, that support the
strategic plan. Generally, it’s the
responsibility of middle managers
to set and oversee tactical
strategies, like planning and
executing a marketing campaign.
38
OPERATIONAL
▧ Operational plans encompass what
needs to happen continually, on a day-to-
day basis, in order to execute tactical
plans. Operational plans could include
work schedules, policies, rules, or
regulations that set standards for
employees, as well as specific task
assignments that relate to goals within
the tactical strategy, such as a protocol
for documenting and addressing work
absences.

39
CONTINGENCY
▧ Contingency plans wait in the wings in
case of a crisis or unforeseen event.
Contingency plans cover a range of
possible scenarios and appropriate
responses for issues varying from
personnel planning to advanced
preparation for outside occurrences that
could negatively impact the business.
Companies may have contingency plans
for things like how to respond to a natural
disaster, malfunctioning software, or the
sudden departure of a C-level executive.

40
41
 “
THE PLANNING PROCESS

▧ Reporter: John Lorenz M. Vergara

42
Setting organizational, divisional, or unit goals

 Organizational objectives are short term and

medium-term goal that an organization seek to
accomplish.
  An organization's objectives will play a large
part in developing organizational policies.
 To make a certain Goal.

43
Steps In Setting Organizational, Divisional, Or Unit Goals
 Brainstorm goals as a group.
 Choose from the brainstormed list those you want to attend to.
 Prioritize as a group.
 Determine objectives and plans of action for each goal.
 Move into action.
 Continually evaluate your progress.
 Be flexible allow your objectives to change to meet your new
circumstances.

44
Example of goal by organizational level

45
DEVELOPING STRATEGIES OR TACTICS TO REACH THOSE
GOALS

 The ways to realize the goals

are called strategies.
 A course of action aimed at
ensuring that the organization
will achieve its objectives
 Tactic is a short term action
taken by management to adjust
to negative internal or external
influences

46
Steps in developing strategies or tactics to reach those
goals

▧ Step 1: Collect Current Data.

▧ Step 2:Review collected data:
▧ Step 3: Identify Strategic Issues.
▧ Step 4: Conduct an Environmental Scan.
▧ Step 5: Conduct a Competitive Analysis. .
▧ Step 6: Identify Opportunities and Threats.

47
 Determining Resources Needed

 To determine the human and nonhuman resources

required by such strategies or tactics. Even if the
resource requirements are currently available, they
must be specified. (Medina, 1982, pp.51)
 The quality and quantity of resources needed must be
correctly determined. Too much will be wasteful and
too little will mean loss of opportunities for maximizing
income. (Medina, 1982, pp.51)
48
Setting Standards

• A quantitative or qualitative
measuring device designed
to help monitor the
performances of people,
capital goods, or
processes. (Medina, 1982,
pp.51)

49
 “
TYPE OF PLANS

▧ Reporter: Jonathan Detoyato

50
 TYPES OF PLANS

FUNCTIONAL ARE PLANS WITH TIME

PLAN HARIZON

PLANS ACCORDING
FUNCTIONAL
ARE PLANS
PLANS MAY BE
PREPARED
ACCORDING TO THE
NEEDS OF THE
DIFFERENT
FUNCTIONAL ARE
MARKETING
PLANS
Written
document/blueprint
for implementing &
controlling an
organization's
marketing activities
related to a
particular marketing
strategy
PRODUCTION PLAN
▧ Also a written
document that states
the quantity of output
a company must
produce in broad terms
and by product family-
FINANCIAL
PLAN
• Summarizes the current
financial situation of
the firm, analyzes
financial needs, and
recommends a direction
for financial activities
HUMAN RESOURCES
MANAGEMENT PLAN
• Indicates the human
resource needs of a
company detailed in
terms of quantity &
quality and based on
the requirements of the
company’s strategic
plan.
 PLANS WITH TIME HARIZON

SHORT RANGE PLAN

 Plans intended are intended to cover a

period of less than 1 year
 Concerned with the 1st line supervisors
 LONG RANGE PLANS

 Plans covering a time span of

more than 1 year
 Under taken by middle & top
management
PLANS ACCORDING TO
FREQUENCY OF USE

1. STANDING PLANS
2. SINGLE-USE PLANS.
STANDING PLANS
• Plans that are used
again and again , and
they focus on
managerial situations
that recur repeatedly.
 CLASSIFICATIONS

▧ A.POLICIES-broad guide lines to aid managers

at every level in making decisions about
recurring situations or function.
▧ B. PROCEDURES-describes the exact series
of actions to be taken in a given situation.
▧ C. RULES-statements that either require or
forbid a certain action.

61
SINGLE-USE PLANS!
THESE PLANS ARE
SPECIFICALLY DEVELOPED TO
IMPLEMENT COURSE OF ACTION
THAT ARE RELATIVELY UNIQUE
AND ARE UNLIKELY TO BE
PREPARED.
 CLASSIFICATIONS

 A. BUDGETS-a plan which sets the forth the projected

expenditure for a certain activity & explains where there
required funds will come from
 B. PROGRAM-designed to coordinate a large set of
activities
 C. PROJECT-usually more limited in scope than a
program & is sometimes prepared to support a
program.
63