TYPES OF

ORGANIZATION
1. Line Organization
2. Staff Organization
3. Line and Staff Organization
4. Functional Organization
5. Committee Organization

ERNA MARIE D. QUIRANTE

REPORTER
1. LINE ORGANIZATION
Line organization is the most basic structure. A vertical relationship flow is approximated by a
line organization. In a line organization, power is distributed evenly from top to bottom.Military
organizations and scalar-type organizations are other names for this type of organization.
Two types of Line Organization
a. Pure Line Organization
In the "Pure Line Organization," each man performs the same type of work (at any level of
management), and the divisions primarily serve as a means of control and direction.
b. Departmental Line Organization
An organization is divided into a number of departments, each of which is led by a different
departmental head, under this type of organizational structure. The general manager has the final
say in how each department runs.
2. Staff Organization

Tasks carried out by staff groups support line group activities. They are made up of legal
advisory, human resources service, or accounting control groups. Employee support
groups assist those working on the company's main productive project. The foundation
of the organization is therefore built by staff groups.
Types Of Staff
a. Personal Personnel

This also refers to the line officers' personal staff. For instance, a manager's secretary, personal assistant to the general
manager, etc. The line officers receive helpful guidance and support from the personal staff.

b. Specialized Employees

This group includes a variety of experts with specialized knowledge in a variety of fields, including marketing, law,
accounting, and human resources. They provide the organization with specialized services.
For instance, a business might hire a lawyer to provide legal counsel on various legal issues. For solving accounting issues, it
might employ a chartered accountant and a cost accountant.

c. General Staff

This group consists of various subject-matter experts who offer insightful counsel to the top management on a variety of
issues that call for expert opinion..
3. Line and Staff Organization

In a centralized structure, managers make decisions, which are then communicated

downward through the organization.The technical foundation of the company is the focus
of the work being done by line groups. They are involved in carrying out the enterprise's
main goal. Regarding the technical organizational purposes, line groups have the final say
in the matter.

Functions of Line and Staff Authority

a. Agency of Control
It must carry out duties in the areas of organization, cost, audit, budget, human
resources, and accounting.
b. Agency of Co-Ordination
It must assist in coordinating the efforts of various departments, including planning,
order, and distribution.
c. Agency of Service
It performs functions like Research and development, axes ,Statistical analysis
and Personnel development.
d. Agency of Advice
Functions like providing legal counsel, managing public relations, managing labor
relations, and conducting economic.
4. Functional Organization
The concept "Functional Organization" was created by F.W. Taylor, better known as the
father of scientific management. Functional organization implies that the organization
should be based on various functions.The principle of specialization embodies the idea that
by dividing the manual from the mental requirements, both employees and managers can
achieve a higher level of proficiency. Taylor advocated for functionalization even at the shop
level, where employees must produce goods. He believed it was best to avoid the common
practice of assigning one foreman to oversee 40 to 50 workers.

The 8 types of specialist foremen

1. Route clerk
He specifies the precise path or route that raw materials must take in order to become finished goods.
2. The card clerk's instruction
To be followed in carrying out the task in accordance with the route established by the route clerk, he prepares
comprehensive instructions.
3. A time and expense clerk
He calculates the total time needed to complete a product as well as the cost of production overall and per unit. To
effectively manage the time and costs involved in producing goods, he creates a variety of work schedules and cost
sheets.
4. Shop disciplinary officer
He is in charge of preserving orderly discipline within the company. In actuality, he is the factory's keeper of order.
"The shop disciplinarian is responsible for discipline and good order, fie is also the peacemaker and assists in
adjusting wages," according to Kimball and Kimball Jr.
He is useful in settling small disagreements about pay, holidays, working conditions, and hours of work, among other
things.
5. Gang leader
He ensures that workers have access to the various tools and machines they need to do
their jobs. Various production designs, drawings, raw materials, etc. are also provided by
him.
6. The speed boss
He regulates the speed of various machines used by the organization. He occasionally
shows the workers the appropriate speed at which the machines should run. He exercises
proper machine speed supervision.
7. Repair manager
He is interested in the proper upkeep and repairs of machinery to keep them in good
working condition. In Spriegel's words, "His job of maintenance includes cleaning the
machine, keeping it free from rust and scratches, oiling it properly and maintaining the
standards which have been set up for the auxiliary equipment connected with the
machine such as belts, counter shafts and clutches." His main task is to carry out prompt
repair of the defective machines so that the work may not be hampered.
8. Inspector
He examines the work's quality and certifies that it meets pre-established standards. The
inspector verifies that the standards have been met. He fosters among the employees a
sense of quality consciousness. An inspector needs to be knowledgeable about the
technical aspects of quality control in order to do his job well.
5. Committee Organization
A committee organization is a group of individuals formed to find solutions to problems that are frequently
encountered. The line employees are given the chance to talk about their issues in the committee. The
organizational structure of the committee is more like staff organization than line or functional organization. Its
decisions are carried out, as opposed to staff decisions, which may or may not be. A formal component of the
organizational structure, it specifically refers to the members.

The following types committee

a. Formal and Informal Committees
A committee is considered formal if it is established as a part of the organizational structure and given certain
responsibilities and power. To address an issue, a loosely organized committee might be created. A manager might
ask some specialists to assist him in problem analysis and solution recommendation. To find a solution to a
problem, the chief executive may call a meeting of department heads and some experts. It is a case of an informal
committee in both instances.
b. Advisory Committees
These groups serve as the line-head advisory committees. Line officers may ask a committee for advice on certain
issues or problems. The committee will gather data regarding the issue and make recommendations for solutions.
The recommendations from advisory committees may be accepted, modified, or rejected by the line officers. These
committees lack managerial authority and are unable to influence the line executives with their opinions.
c. Line Committees
There might be committees with executive authority. A task might be divided up among several executives rather
than being assigned to one person. Line or plural committees are the names given to the committees with
administrative authority. Line committees aid in the organization of efforts to carry out company policies and
programs, etc. These committees also oversee and direct employee activities in order to accomplish organizational
objectives.