Principles of Management and

Organization
- is the grouping together of
people, establishing relationships
among them and defining the
authority and responsibility the
personnel have.
Coordination of efforts
Common goal or purpose
Division of labor
Hierarchy of authority
Division of work that avoids duplication,
conflict, misuse of resources, both material
and human.
Clarity of individual performance expectations
and specialized tasks.
A logical flow of work activities that can be
comfortably performed by individual or
groups
Established channels of communication that
enhance decision making and control.
Coordinating mechanism that ensure harmony
among organization members engaged in
diversified activities.
Focused efforts that relates objectives
logically and efficiently.
Appropriate authority structures with
accountability to enhance planning and
controlling throughout.
1. ENTREPRENEUR
2. DISTURBANCE
HANDLER
3. RESOURCE
ALLOCATOR
4. NEGOTIATOR
1. Communicating
2. Networking
3. Traditional
Management
4. Human
Resource
Management
Top
Management
Middle
Management
Supervisory
Management
Top Management
Middle Management
Supervisory Management
Functional Managers
- Line Managers
General Managers
Three Managerial Skills:
Conceptual Skills
Human relations Skills
Technical Skills
Autocratic Style
Democratic Styles
Free-rein Styles

Organization Structure
Organization Structure elements:
The assignment of tasks and responsibilities
that define the jobs of individuals and units.
The clustering of individual positions into
units and of units departments and larger
units to form an organizations hierarchy.
The various mechanisms required to
facilitate vertical (top-to-bottom)
coordination, such as the number of
individuals reporting to any given
managerial position and the degree of
delegation of authority.
The various mechanism is needed to foster
horizontal (across departments)
coordination, such as task forces and
interdepartmental teams
Job design is important to the organizing
function for two major reasons:
Task activities need to be grouped in
reasonably logical ways.
The way jobs are configured, or designed,
has the important influence on employees
motivation to perform well.
Job Simplification
Job Rotation
Job Enlargement
Specialization
Work Simplification
Standardization
Horizontal Job Specialization
Vertical Job Specialization
Two Important Implications:
It is influential in determining the complexity of
individual managers job; all things equal, it is
easier to manage six person rather than ten.
The span of control determines the shape, or
configuration of organization; the fewer the
number of the people reporting to the supervisor,
the larger the manager required.
President
Senior
Supervisor
Jr.
S.
8
Jr.
S. 8
Jr.
S.
8
Senior
Supervisor
Jr.
S.
8
Jr.
S.
8
Jr.
S.
8
President
Supervisor
(24)
Supervisor
(24)
The number of possible
interaction between a manager
and subordinates can be
determined by the following
formula:
I=2[2^n/2+N-1]
Therefore, I= 2[2^2/2+2-1]
= 2[4/2+1]
= 2[2+1]
= 2[3]
= 6
Kinds of
interaction:
1.Direct
2.Cross
3.Group
Bureaucratic Structures
CHARACTERISTICS
Fixed and official jurisdictions of authority
Firmly established rational chain of command
Quantified and thoroughly documented information
Supposition of expertise
Management is technically scientific
Formal Organization Vs. Informal
Organizations
Formal Organization begins with the
preplanned patterns of authority and influence.
Informal Organization are concerned with
the employees sense of belonging to an
organization.
Four Approaches to Departmentalization:
Functional Organization
Product Organization
Geographical Organization
Customer Organization
President
Vice President
Luzon
Operations
Manager
Area1
Manager
Area2
Manager
Area3
Vice President
Visayas
Operations
Vice President
Mindanao
Operations
President
Vice President
Consumer Products
Vice President
Commercial/Industrial
Products
Marketing Manufacturing Personnel Administration
Vice President
Institutional Products
Line Organization
Line and Staff Organization
Personnel Assistance
Participative Assistance
Joint Decision Making
Subordinates Decision Making
Autonomy in Decision Making
Managerial Overload
Needs for Expertise
Proximity of Tasks
Behavioral Needs
Carefully choose the subordinates who should
take on a project.
Decide whether you want the subordinates to
pinpoint the problem or propose a solution.
Once goals are defined consider whether the
person chosen can handle the responsibility.
Do not make mistake of spelling out in detail
how subordinate should approach the tasks.
Make sure that the subordinate has the time,
budget, date or equipment needed to get the
job done on deadline.
The project is relatively simple, set up specific
checkpoints. To review the progress so that
both of you and subordinates can be sure that
work is progressing as planned.
Let subordinates know that there will be
support to their effort, good or bad.
Committees
Human Resource Planning
Under HR Planning
Staffing
Recruitment
Internal
External
Selecting
Selecting
Parts of Job Analysis
Job title
Job Description
Job Specification