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5/20/2018 Management for filipinos
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REORGANIZATIONIs the process by which an existing organizationundergoes changes in the size and shape of the
organization structure
Matrix Structure
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DEPARTMENTATION
Is the process of grouping the functions andactivities in an organization.
FOUR BASES FOR DEPARTMENTATION:
1. Departmentation by function -Activities can be
grouped according to function (work being done).
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2. Departmentation by product - Grouping activitiesby product line.
Managingdirector
Refrigerators
division Fans division
Lamps
division
Stoves
division
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3. Departmentation by process - Grouping activitieson the basis of product or service or customer flow.
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4. Departmentation by geographical location
- Grouping activities on the basis of territory.
Managingdirectors
NCR Luzon Visayas Mindanao
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RESULTS IN GOOD
ORGANIZATIONA good organization would result in the following:
1. Establishing responsibility and
preventingbuck passing.2. Providing for easier communication;
3. Eliminating jurisdictional disputes betweenindividuals;
4. Helping develop executive ability;5. Aiding in measuring a persons performance
against his charges and responsibilities;
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6. Aiding in equitable distribution of work, functions,and/or personnel supervision;
7. Permitting expansion and contraction withoutseriously disrupting the structure;
8. Pointing out dead-end jobs;
9. Affording movement in the direction of ideal
organization in times of change;10. Establishing closer cooperation and higher morale;
11. Delineating avenues of promotion;
12. Preventing the application of work;
13. Making growth possible with adequate control andwithout literally killing top executives throughoverwork; and
14. Aiding in wage and salary administration through
forced job analysis and description.
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DELEGATIONIs the process of entrusting and
transferring responsibility by the top ofmanagement to the lowest level.
THE ELEMENTS OF DELEGATION
Responsibility- This is work or duty assigned to a particular
position. It involves mental and physicalactivities which must be performed to carry
out a task or duty.
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AUTHORITY
- It refers to the power of the right to be
obeyed. It is also the sum of the powers and
rights entrusted to make possible
performance of the work delegated.Authority can be defined as the power and
right of a person to use and allocate the
resources efficiently, to take decisions and
to give orders so as to achieve the
organizational objectives. Authority must bewell- defined.
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CCOUNT BILITY
- means giving explanations for any
variance in the actual performance
from the expectations set. Being
accountable means being innovativeas the person will think beyond his
scope of job. Accountability, in short,
means being answerable for the end
result. Accountability cant be
escaped. It arises from responsibility.
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THERTOFDELEG TION
The purpose of delegating is to enable you to disposeof simpler tasks to free you up to perform tasks which
are of greater valueto your organization.
To become a more effective delegator, use the fourstep process:
STEP 1: THINK IT THROUGH.Every successful project/deal/case needs definedand approved goals, a committed team and a viableplan of action that can effectively accommodatechange. Invest the time at the beginning to thinkthrough the project. This will enable you to clearly
define the goals and objectives, assign the tasks andassess the progress to ensure you get the end resultyou want, which will ultimately save time.
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STEP 2: ASSEMBLE THE TEAM
IDENTIFYTHEPERSON(S) WHOCANGETTHEJOB
DONE. (GRANTED, SOMETIMESYOUHAVENOCHOICE
OFTEAMMEMBERS. INTHATINSTANCE, THENEXTSTEPSAREEVENMORECRITICAL!) BESURETOGETA
COMMITMENTFROMEACHTEAMMEMBERTHATTHEY:
HAVETHEABILITYTOPERFORMTHETASK;
UNDERSTANDTHEPROJECTSOVERALLOBJECTIVE;
CANCOMPLETETHETASKINTHEALLOTTEDTIMEFRAME;AREAWAREOFESTABLISHEDPERFORMANCE
STANDARDS.
STEP 3: COMMUNICATE! COMMUNICATE!
COMMUNICATE!
ALWAYSOPERATEUNDERTHEPRINCIPALTHATYOUCANNEVERBETOOCLEAR. ITISIMPORTANTTO
COMMUNICATEEXACTLYWHATNEEDSTOBEDONEIN
ANUNAMBIGUOUSEFFECTIVEMANNER.
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THEEX EPTIONPRIN IPLE
The exception principle or Management by Exception (MBE) is
a practice where only significant deviations from a budget orplan are brought to the attention of management. The idea
behind it is that management's attention will be focused only
on those areas in need of action. When they are notified of a
variance, they can hone in on that specific issue and let staff
handle everything else. If nothing is brought up, then
management can assume everything is going according to plan.
This model is similar to the vital signs monitoring systems in
hospital critical care units. When one of the patient's vital signs
goes outside the range programmed into the machine, an alarm
sounds and staff runs to the rescue. If the machine is quiet, it's
assumed that the patient is stable, and they will receive onlyregular staff attention.
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FORMALANDINFORMAL
ORGANIZATION
Have planned structure
Deliberate attempts to createpatterned relationships
Usually shown by chart
Traditional theory advocates
Formal
Not formally planned
Arise spontaneously as a
interactions Not depicted in a chart
human relations theoryinformal organization
Informal
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C
ENTRALIZED
AND
DECENTRALIZED
ORGANIZATION
CentralizedControl by few becausemen at the top believethey are indispensable.
Don't trust subordinates,and like to build empires
within.
As a result of the aboveattitude, decisions are
made by the topmanagement.
The drawback is potentialparalysis of decision
making and poor moral
Decentralized
Control by many becausemen at the top believe thatparticipation will increase
efficiency and effectiveness.
As a result of above attitude,
decisions are madethroughout they organization.
The drawback maybecontrolled by many.
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THENATUREOFLINEANDSTAFF
RELATIONSHIP
This is a relationship which the managers in an
organization deal with one another It is
classified in two categories:
Line Relationship
- authority and responsibility ofreceiving and giving instructions or
orders
Staff Relationship
- giving and taking advice
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Large, complex organizationsoften require a taller hierarchy.In its simplest form, a tallstructure results in one longchain of command similar tothe military.
Flat structures have fewermanagement levels, with eachlevel controlling a broad area orgroup. Flat organizations focuson empowering employeesrather than adhering to thechain of command.
Tall organizational
structure
Flat organizational
structure