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Reflective Journal - Organizational Management - Rachelle B. Arambulo

1. Organizational management refers to coordinating resources inside an organization to achieve goals efficiently. It involves planning, organizing, directing, and regulating. 2. Organizational management is crucial for coordination, efficiency, adaptability, motivation, and decision-making. It helps achieve goals, optimize resources, manage risk, drive innovation and growth, and satisfy stakeholders. 3. Organizations can take different forms like for-profit, nonprofit, government, international, multinational companies, small and medium enterprises, matrix structures, and virtual organizations. Their characteristics depend on goals, structures, and functions.

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0% found this document useful (0 votes)
10 views26 pages

Reflective Journal - Organizational Management - Rachelle B. Arambulo

1. Organizational management refers to coordinating resources inside an organization to achieve goals efficiently. It involves planning, organizing, directing, and regulating. 2. Organizational management is crucial for coordination, efficiency, adaptability, motivation, and decision-making. It helps achieve goals, optimize resources, manage risk, drive innovation and growth, and satisfy stakeholders. 3. Organizations can take different forms like for-profit, nonprofit, government, international, multinational companies, small and medium enterprises, matrix structures, and virtual organizations. Their characteristics depend on goals, structures, and functions.

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molencegarcia
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOC, PDF, TXT or read online on Scribd
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Republic of the Philippines

MARIKINA POLYTECHNIC COLLEGE


Graduate School

Reflective
ORGANIZATIONAL

Journal
MANAGEMENT

S.Y. 2023-2024

Rachelle B. Arambulo
MAED – Management
1|P a g e
REFLECTION NO.: 1 The process of planning, organizing, directing, and regulating
resources inside an organization in order to successfully and efficiently
achieve its goals is referred to as organizational management.
TOPIC:
Meaning: In order to achieve shared goals, organizational management
ORGANIZATIONAL entails coordinating people, resources, and procedures. It entails duties
MANAGEMENT including establishing objectives, formulating plans of action, assigning
(OM) resources, supervising staff, and assessing output.
Needs: Several factors make organizational management crucial,
1. Meaning, Needs, including:
Importance and Coordination: It guarantees that different departments and people
collaborate to achieve shared objectives.
Features Efficiency: Through process and resource optimization, management
2. Principles, contributes to the achievement of goals with the least amount of waste.
I Adaptability: Organizations may adjust to changes in the external and
Objectives and internal environment with the help of management.
Characteristics Motivation: Higher production is the result of motivated and engaged
employees, which is fostered by effective management.
Decision Making: A framework for data-driven and analytical decision-
making is provided by management.
DISCUSSANT: Importance: Any enterprise's capacity to succeed and endure depends
ACIBO, JESSICA G. on its ability to manage itself effectively. Among the main justifications
for its significance are:
Goal Achievement: Management makes sure that the objectives of the
organization are outlined and actively pursued.
Resource optimization: It facilitates the effective use of all available
resources, including money, materials, and human resources.
Risk Management: The process of identifying and reducing potential
threats to an organization's success.
Innovation and Growth: Innovation is stimulated and organizational
growth and development are facilitated by efficient management.
Stakeholder Satisfaction: Management makes sure that all parties
involved—including staff members, clients, and investors—have their
needs and expectations satisfied.
Features: Organizational management demonstrates a number of
important characteristics, such as:
Organizations often have a hierarchical structure with distinct roles and
responsibilities.
Planning: To accomplish goals, management entails defining objectives,
creating strategies, and creating action plans.
Organization: This includes creating processes and procedures,
assigning resources, and creating organizational structures.
Leadership: To inspire, encourage, and direct staff members, effective
management needs great leadership.
Control: Monitoring performance, comparing it to goals, and taking
appropriate remedial action are all part of management.

All things considered, organizational management is essential to


the efficient operation, expansion, and success of businesses in a variety
of industries.
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Organizational ManagementReflective Journal


REFLECTION NO.: 2 Depending on their goals, structures, and functions,
organizations can have a variety of shapes and characteristics.
These typical organization types and their salient characteristics
TOPIC: are as follows:

ORGANIZATION The following lists several popular forms of organizations


along with some of their salient characteristics: For-profit
1. Definitions/
Organizations: Types: Corporation, partnership, and sole
Meaning proprietorship. Features: They are in place to make money for the
2. Types/ Kinds of owners or shareholders. Tax ramifications and legal culpability
Organization differ. NGOs, charities, and foundations are examples of nonprofit
organizations. Features: inspired by a mission and a desire to
3. Common Features further a public or social good. Any profits are put back into the
of Organization organization's goals. Types of Government Organizations: Local,
State, and Federal. Features: Charged with upholding the law and
delivering public services, it is financed by taxpayers. a system of
DISCUSSANT: hierarchy. Examples of international organizations are the World
ALILIN, ANN ANN S. Bank and the United Nations. Features: consists of member
states; deals with international concerns; encourages
collaboration. could have agencies with specificity.
Multinational Companies (MNCs): Apple and Toyota are
two examples. Features include a diversified workforce, intricate
organizational systems, and operations in several nations.Often,
maximizing profits is the aim. Small and Medium-Sized
Enterprises (SMEs):
Characteristics: Mostly localized, smaller enterprises.
might include start-ups or family-run enterprises. Features of
Matrix Organizations: Functional and project-based reporting are
combined in a hybrid structure. Workers are accountable to
project managers in addition to functional supervisors. Flat
organizations have decentralized decision-making and few layers
of hierarchy. encourages adaptability and prompt decision-
making. Organizational Types: Line and Staff: Line employees
manage the company's fundamental operations, while staff
members offer assistance and knowledge. The main means of
existence for virtual organizations is communication technology.
Members of the team might live in different places.
Organizational goal, structure, authority distribution,
means of communication, decision-making procedures, and
culture are examples of key characteristics. The objectives and
nature of the organization determine the particular aspects.

3|P a g e

Reflective Journal
The term "formal organization" describes the set up framework
REFLECTION NO.: 3
of an organization that has defined functions, degrees of hierarchy, and
routes of communication. It functions according to established policies,
guidelines, and goals, providing the framework for accomplishing the
TOPIC: objectives of the company. Corporations and government organizations
ORGANIZATION are prime examples, with their well-defined roles and established
communication methods.
1. Nature of Formal
and Informal On the other hand, informal organization develops naturally
inside the formal framework as a result of interpersonal connections,
Organization common interests, and social interactions. It is based on informal lines
2. Characteristics of of communication, conventions, and unwritten standards rather than
Formal and Informal explicit regulations or a set hierarchy. Within an organization, informal
groupings like social cliques or friendships have a big impact on
Organization dynamics and behaviors that sometimes coincide with official aims and
other times don't.

DISCUSSANT: To put it simply, formal organization guarantees efficiency and


goal alignment by providing stability and clarity in duties and
ANCAJAS, JOAB responsibilities, whereas informal organization encourages creativity,
CORINTIAN R. adaptation, and camaraderie through social connections and fluid
interactions. Within an organization, both structures coexist and work
in concert to promote success and overall effectiveness.

Formal organizations have defined roles, regulations, and


channels of communication. They are hierarchical and organized. They
are commonly seen in corporations, governmental organizations, and
other major establishments and are intended to efficiently accomplish
particular objectives.

Conversely, informal organizations are more impromptu and


develop from interpersonal social interactions. They rely on unofficial
avenues of communication like social media and word-of-mouth and
lack a clear structure or hierarchy. Informal groups can exist both inside
official organizations and in social contexts. They are frequently
founded on friendships, common interests, or other social relationships.

Both kinds of organizations are significant in certain situations.


While informal groups can promote creativity, innovation, and social
cohesiveness, formal organizations offer stability, structure, and
efficiency. Knowing the traits of each kind of organization may assist
leaders and members in navigating and utilizing the advantages of both
to accomplish their objectives.

4|P a g e

Reflective Journal
Formal organizations are organized groups with well defined
REFLECTION NO.: 4 responsibilities, open lines of communication, and set policies and
guidelines. Although they may occasionally become inflexible and
bureaucratic, which results in sluggish decision-making and opposition to
TOPIC: change, they do provide clarity, efficiency, and goal alignment.
ORGANIZATION Conversely, informal organizations develop naturally inside formal
institutions as a result of social ties and interactions. Although they can
1. Advantages and
occasionally result in disputes or opposition to official authority, they also
Disadvantages of promote social cohesiveness, adaptability, and creativity.
Formal and Informal
Finding a balance between the benefits and drawbacks of formal
Organization and informal organizations is crucial to attaining organizational
2. Difference performance. Informal dynamics foster innovation and adaptation, whilst
formal frameworks offer stability and order. To guarantee overall success,
between the leaders must be aware of the traits of each kind of organization and take
Traditional use of their advantages while minimizing any potential disadvantages.
Organization and Traditional organizations are characterized by hierarchical
New Organization structures, centralized control, specialization, formal communication, and a
and its changes focus on stability and predictability. In contrast, new organizations feature
flatter structures, distributed decision-making, cross-functional teams,
informal communication, and prioritize agility and adaptability.
The shift from traditional to new organizations involves several key
DISCUSSANT: changes:
ARAMBULO, Organizational Structure: Traditional organizations are moving towards
flatter, more flexible structures to encourage collaboration and agility. This
RACHELLE B. change allows for faster decision-making and more efficient
communication across the organization.
Decision-Making Processes: New organizations are adopting more
distributed decision-making processes, empowering employees at all levels
to make decisions and take ownership of their work. This shift increases
autonomy and fosters a sense of accountability among employees.
Communication Channels: There’s a trend towards using more informal
and digital communication channels in new organizations. This change
facilitates faster information exchange and collaboration, breaking down
silos and promoting transparency.
Work Culture: New organizations cultivate a culture of innovation,
experimentation, and continuous learning. In contrast, traditional
organizations may have a more conservative and risk-averse culture, which
can hinder adaptability and innovation.
Leadership Style: Leadership in new organizations tends to be more
facilitative and empowering. Leaders focus on coaching and supporting
employees, rather than strictly controlling them, fostering a culture of
trust, collaboration, and innovation.
In general, the change from established to startup companies is
indicative of a larger movement toward adaptability, teamwork, and
creativity. These adjustments are necessary to be competitive and
responsive in the face of quickly changing client preferences, technology
breakthroughs, and market realities.

5|P a g e

Reflective Journal
REFLECTION NO.: 5 An organization's organizational structure serves as its operational
manual. It outlines who reports to whom, how decisions are made, and how
duties are assigned. Below is a summary of its main elements:

TOPIC: Hierarchy: Think of this as the organization’s chain of command, showing


who’s in charge of whom. It’s typically represented as a pyramid, with top
ORGANIZATIONAL management at the apex and lower-level employees at the base.
STRUCTURE Division of Labor: This refers to how tasks and responsibilities are distributed
among employees or departments. It’s about who does what within the
1. Definitions / organization, based on their skills, expertise, and roles.
Meaning Span of Control: This concept relates to the number of subordinates or
employees a manager directly supervises. A wider span of control means
2. Types of fewer layers of management, while a narrower span indicates more
Organizational hierarchical levels.
Centralization vs. Decentralization: Centralization means decision-making
Structure authority is concentrated at the top, while decentralization means it’s
distributed across different levels. It’s about where the power lies in making
key decisions.
DISCUSSANT: Formalization: This aspect deals with the extent to which rules, procedures,
and policies govern employee behavior and activities. It defines how
ARGOLODA, LORIE structured and rigid the organization’s operations are.
ANN D.C. Everything from the company's information flow to staff
collaboration and motivation is impacted by the organizational structure. It
influences the dynamics and workplace culture in addition to being more than
just lines and boxes on an organizational chart. Depending on their objectives,
size, sector, and culture, various organizational styles work well for different
kinds of companies. The organizational structure, whether it is a more
999
contemporary flat structure or a more conventional hierarchical design, is
essential to the way firms operate.

The way a business sets up its personnel, operations, and procedures


to effectively accomplish its objectives is referred to as its organizational
structure. There are several kinds:

Functional Structure: Departments are organized by functions like marketing


or finance. This promotes expertise but can lead to communication issues.
Divisional Structure: Divisions are based on products, regions, or customer
groups. Each operates independently, fostering focus but risking duplication.
Matrix Structure: Combines functional and divisional structures, with
employees reporting to both functional and project managers. It’s flexible but
can cause confusion.
Flat Structure: Few or no middle layers between top management and
employees. Encourages open communication but may lack clarity in roles.
Network Structure: Outsourcing non-core functions to external partners,
creating a flexible network. Requires strong coordination but allows for
scalability.
Hybrid Structure: Combines elements from different structures to suit specific
needs. Offers flexibility but requires careful integration.
The choice of structure relies on several criteria such as industry,
goals, and firm size. Each structure has advantages and disadvantages.
Organizations must regularly review and modify their organizational structure
in order to stay in line with their goals and be flexible.

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Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT
(OM)
3. Meaning, Needs,
Importance and
Features
4. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

7|P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT (OM)
5. Meaning, Needs,
Importance and
Features
6. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

8|P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT
(OM)
7. Meaning, Needs,
Importance and
Features
8. Principles,
Objectives and
Characteristics
I
DISCUSSANT:
ACIBO, JESSICA G.

9|P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT
(OM)
9. Meaning, Needs,
Importance and
Features
10. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

10 | P a g e

Reflective Journal
REFLECTION NO.: 1
EM 201 Reflective Journal
TOPIC:
ORGANIZATIONAL
MANAGEMENT
(OM)
11. Meaning, Needs,
Importance and
Features
12. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

11 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT
(OM)
13. Meaning, Needs,
Importance and
Features
14. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

12 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT
(OM)
15. Meaning, Needs,
Importance and
Features
16. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

13 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT
(OM)
17. Meaning, Needs,
Importance and
Features
18. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

14 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT (OM)
19. Meaning, Needs,
Importance and
Features
20. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

15 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT
(OM)
21. Meaning, Needs,
Importance and
Features
22. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

EM 201

16 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT (OM)
23. Meaning, Needs,
Importance and
Features
24. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

17 | P a g e

Reflective Journal
REFLECTION NO.:16
REFLECTION NO.: 1
TOPIC:
TOPIC:
JOHN AMOS
ORGANIZATIONAL
COMENIUS
MANAGEMENT (OM)
DISCUSSANT:
25. Meaning,
LORENZO Needs,
SANTIAGO
Importance and
Features
26. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

EM 201

18 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT (OM)
27. Meaning, Needs,
Importance and
Features
28. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

19 | P a g e

Reflective Journal
REFLECTION
REFLECTIONNO.:18
NO.: 1
TOPIC:
TOPIC:
FRIEDRICH FROEBEL
ORGANIZATIONAL
MANAGEMENT (OM)
DISCUSSANT:
29. Meaning,
MARIEL ANNENeeds,
Importance and
VALIENTE
Features
30. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

EM 201

20 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT (OM)
31. Meaning, Needs,
Importance and
Features
32. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

21 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC: John Dewey – Educational Philosophies of Frontier
Thinker of Education
ORGANIZATIONAL
MANAGEMENT (OM) John Dew

33. Meaning, Needs,


Importance and
Features
34. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

EM 201

22 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT (OM)
35. Meaning, Needs,
Importance and
Features
36. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

EM 201

23 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT (OM)
37. Meaning, Needs,
Importance and
Features
38. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

24 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT (OM)
39. Meaning, Needs,
Importance and
Features
40. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

EM 201

25 | P a g e

Reflective Journal
REFLECTION NO.: 1
TOPIC:
ORGANIZATIONAL
MANAGEMENT (OM)
41. Meaning, Needs,
Importance and
Features
42. Principles,
Objectives and
Characteristics

DISCUSSANT:
ACIBO, JESSICA G.

26 | P a g e

Reflective Journal

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