Reportmodule6 120508034134 Phpapp01 PDF
Reportmodule6 120508034134 Phpapp01 PDF
A. Formal Organization
is the “structure that details lines of
responsibility, authority and position”
it is the planned structure and it represents
the deliberate attempt to establish patterned
relationships among components that will
meet the objectives effectively
B. Informal Organization
is based on the needs, sentiments and
interests of the people composing it. It is
vulnerable to expediency, manipulation and
opportunism
its low visibility makes it difficult for
management to detect perversions and
considerable harm can be done to the
company
ORGANIZING STRUCTURE
a way of subdividing work.
a framework of task and authority relationships
among different units of the firm.
it is similar to the framework of a building or the
skeleton of a body.
TYPES OF ORGANIZATIONAL
STRUCTURE
1. Line Organizational Structure
Advantages:
2. Directness
3. Fixed Responsibility
4. Simplicity
5. Flexibility
6. Discipline
7. Development of an all-round executive
8. Expeditious decision- making
Disadvantages:
2. It becomes too difficult for secure executives,
supervisors and workers who have an all- round
knowledge and with the ability required.
3. Specialization is not taken advantage of.
4. Executives are to be overload with duties and
responsibilities.
5. Too much reliance is placed on the chief and other
executives
6. Spirit of teamwork is lacking.
7. Not suitable for big organizations.
2. Line and Staff Organizational Structure
Advantages:
2. Combination of line and staff
3. Working relationships between the staff and the line
are well defined to avoid friction among various units
4. Ability of line officials when the staff officers
constantly feed them with specialized assistance.
Disadvantages:
2. Staff men are liable to overstep the bounds of their
authority and impose their advice or plan.
3. Line officers will depend on the staff men to do all the
thinking about the problems in respective
departments.
3. Functional Organizational Structure
Advantages:
2. The grouping of employees who perform a common task
permit economies of scale and efficient resource use.
3. Since the chain of command converges at the top of the
organization, decision-making is centralized, providing a
unified direction from the top.
4. Communication and coordination among employees within
each department are excellent.
5. The structure promotes high- quality technical problem-
solving.
6. The organization is provided with in- depth skill
specialization and development.
7. Employees are provided with career progress within
functional departments.
4. Product or Market Organizational Structure
Advantages:
2. The organization is flexible and responsive to change.
needs.
4. The organization provides excellent coordination across
functional departments,
5. There is easy pinpointing of responsibility for product
problems.
6. There is emphasis on overall product and division goals.
Disadvantages:
5. Divided responsibility
6. Time- consuming
7. No clear-cut decision
DISADVANTAGES:
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industri t home
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ADVANTAGES:
Places attention and effort on product line
Facilities use of specialized capital, facilities,
skills and knowledge
Permits growth and diversity of products and
services
Improves coordination of functional activities
Electric Constrction
company(Belgiu Motor company Elevator company
( Belgium) products
o (Argentina
(Italy)
ADVANTAGES
Places responsibility at a lower level
Places emphasis on local markets and problems
STEP 2:
D eterm ine activities. Compensating, record keeping,
cutting, printing, pricing,
recruiting, advertising, selling,
machining, inspecting, storing,
training, hiring, shipping.
STEP 4: M arketing- Bob
Assign the work and
d elegate authority.
Accounting- L oren
2. A C O O RD IN ATED EN VIRO N M EN T
3. A FO RM AL D EC ISIO N -M AK IN G STRU C TU RE
COMMON ELEMENTS IN
ORGANIZATION
According to Henry Mintzberg, all organizations have five(5) common
elements:
2. Operating core
- this consists the employees who perform the basic work related to
the production of goods and/or services.
2. Strategic Apex
- these are the top level managers, who are charged with the
overall responsibility for the organization
3. The middle line
- compose the managers who connect the operating core to the
strategic apex.
4. The technostructure
- they are the analysts who have the responsibility for effecting
certain forms of standardization in the organization like time and motion
engineers, job description designer, and systems and procedures analysts.
5. The support staff
- people who fill the staff units, who provide indirect support
services for the organization
DESIGN CONFIGURATIONS
1. Professional bureaucracy
—Control lies with the operating core.
Decisions are decentralized.
2. Simple structure
—When the strategic apex is dominant.
Control is centralized and follows chain of
command.
3. Divisional structure
—Middle management is in control.
4. Machine bureaucracy
—Technostructure are dominant. Control is
through standardization.
5. Adhocracy.
—The support staff rules. This is a structure
characterized as low in complexity, formalization and
centralization. Unwritten rules and regulations exist.
THE COMPANY’S STRUCTURE.
It
defines formal reporting
relationship, the number of
levels in the hierarchy of the
organization and the span of
control.
Itdefines the grouping
together of individual
departments.
1. Vertical Dimension
establishes the chain of command
or who reports to whom
2. Horizontal Dimension
establishes the division of labor
Vertical
Dimension
Horizontal Dimension
ORGANIZATIONAL CHARTS
=
STRUCTURE
CHARTS
TYPES OF ORGANIZATIONAL CHARTS
It
shows the functions and
activities of the positions
and/or departments. Listed
below each job title are brief
statements of the
responsibilities.
Example of a Functional chart
Personnel chart.