Professional Documents
Culture Documents
PURPOSE :
ORGANIZATIONAL RELATIONSHIP
1.
2.
FORMAL RELATIONS
INFORMAL RELATIONS
ORGANIZATIONAL RELATIONSHIP
1. FORMAL RELATIONS
FORMAL STRUCTURE
Should
not be
flexibl
e
Channeled
individual
and group
efforts
Well
define
d jobs
Formal
Organization
Definite
authority /
responsibil
ity
ORGANIZATIONAL RELATIONSHIP
2. INFORMAL RELATIONS
It also has its own channels of communication, which may distribute information
more broadly and rapidly than the formal communication system.
INFORMAL STRUCTURE
A network of personal / social
relationships, not established,
required by FORMAL
organization but arising
spontaneously
Loosely
organize
d
flexibl
e
Structure (membership),
communication networks
(grapevine), and
Informal
relationships behaviors
organization
and norms) do not
necessarily follow those of
ill
defined
Spontaneo
Spontaneo
us
us
2.
DISADVANTAGES:
1.
2.
3.
4.
5.
6.
7.
8.
Flat structures have fewer management levels, with each level controlling a
broad area or group.
Flat organizations focus on empowering employees rather than adhering
to the chain of command.
By encouraging autonomy and self-direction, flat structures attempt to tap
into employees creative talents and to solve problems by collaboration.
DISADVANTAGES
1.
2.
3.
4.
5.
6.
7.
8.
ORGANIZATIONAL CHART
Organizational chart is a line drawing that shows how the parts of an
organization are linked.
The organization chart establishes the following:
Formal lines of authoritythe official power to act
ORGANIZATIONAL CONCEPTS:
1. AUTHORITY is defined as the official power to act. It is power given
by the organization to direct the work of others.
Example: A manager may have the authority to hire, fire, or discipline others.
3. DELEGATION
CHARACTERISTICS OF AN ORGANIZATIONAL
CHART
Division of Labor/Work
Chain of Command
Span of control
Unity of command
Authority
DIVISION OF LABOR/WORK
Subdivision of work into separate jobs assigned to different people
Potentially increases work efficiency
Necessary as company grows and work becomes more complex
CHAIN OF COMMAND
It is a formal line of authority and communication within the organization and the
structure. demonstrates who formally reports to whom within the organization. The
vertical lines in the chart represent chain of command.
UNITY OF COMMAND
The concept of unity of command is that each person on the organization chart has
one manager or one boss.
SPAN OF CONTROL
Span of control means the number of individuals a person is responsible for
managing. A wide span of control indicates that many people are reporting to a
manager, and a narrow span of control indicates that only a few people are
reporting to the manager.
AUTHORITY
The rights inherent in a managerial position to tell people what to do and expect
them to do it.
It shows high-level management at the top with formal lines of authority down
the hierarchy, are most common.
It shows the high-level management at the left with lower positions to the right.
Shows relative length of formal lines of authority, helps simplify understanding
the lines of authority and responsibility.
3. Circular charts
VERTICAL CHART
CIRCULAR CHART