Professional Documents
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COLLEGEOFBUSINESSECONOMICSANDACCOUNTANCY
MAY2010
JONAHCALAUSTRO
VANESSADAMO
CHRISTIANDELACRUZ
SALVEILDEFONSO
ROMMELTABILI
MANAGEMENTFUNCTIONS
ORGANIZING
C/D/DC/I/T (c) 2010
function
define the role positions, the jobs related and
the coordination between authority and
responsibility
process
creating an organizations framework
degree of complexity, formalization, and
centralization
Acc. To Medina
management function
structuring of resources and activities
accomplish objectives efficiently and
effectively
management function
establishes relationships between activity
and authority
results to an organization
a system acting in harmony to execute whole
Importance of Organizing
Plan implementation
Assignment of authority, responsibility, and
accountability
Division of work
Coordinates diverse organizational tasks
Establish relationship among individuals, groups and
departments
Establish formal lines of authority
Allocation and deployment of organizational resources
C/D/DC/I/T (c) 2010
Productivity
Division of Labor
Time
C/D/DC/I/T (c) 2010
Productivity
Division of Labor
HUMANDISECONOMIES
Boredom
Fatigue
Stress
Low Productivity
Poor Quality
Increased Absenteeism
High Turnover
Time
C/D/DC/I/T (c) 2010
Unity of Command
Superior
Subordinate
Chain of Command
A
RECEIVE
REPORTS
B
GIVE
REPORTS
C
C/D/DC/I/T (c) 2010
Chain of Command:
Responsibility
Responsibility
Chain of Command:
A-R Models
A
Chain of Command:
A-R Models
A
Chain of Command:
A-R Models
A
AUTHORITY = RESPONSIBILITY
C/D/DC/I/T (c) 2010
Span of Control
Span of 8
(Classical)
Span of 4
(Contemporary)
C/D/DC/I/T (c) 2010
Classical Viewpoint
SPAN OF 8
Operatives =
4 096
64096
8
1
4
512
Managers
(levels 1-4)
= 585
C/D/DC/I/T (c) 2010
Contemporary Viewpoint
16096
256
64
4
024
SPAN OF 4
Operatives =
4 096
Managers
(levels 1-6)
= 1 365
C/D/DC/I/T (c) 2010
Centralization &
Decentralization
Centralization &
Decentralization
CENTRALIZATION
DECENTRALIZATION
Environment is stable
CENTRALIZATION
DECENTRALIZATION
Company is large
Departmentalization
HENRY MINTZBERG
McGill University
C/D/DC/I/T (c) 2010
Operating Core
Strategic Apex
Middle Line
Technostructure
Support Staff
Design Configurations
Operating Core
PROFESSIONAL
BUREAUCRACY
Strategic Apex
SIMPLE STRUCTURE
Middle Line
DIVISIONAL STRUCTURE
Technostructure
MACHINE BUREAUCRACY
Support Staff
ADHOCRACY
C/D/DC/I/T (c) 2010
Selling
Training
Accounting
Delivery
Maintaining
Personnel
Advertising
Recruitment
Compensating
Budgeting
Purchasing
Quality Control
>Selling
>Advertising
>Delivery
OPERATIONS
>Production
>Purchasing
>Quality control
FINANCE
>Accounting
>Budgeting
>Compensating
HUMAN
RESOURCES
>Recruitment
>Training
>Maintaining
personnel
Functional Departmentalization
C/D/DC/I/T (c) 2010
5. Design hierarchy
General
Manager
Operations
Manager
6. Staffing
1
Organizational Structure
Departmentalization:
Simple Numbers
DatuNorth
Departmentalization:
Time
Principal
A.M. Adviser
Departmentalization: Function
President
VP Marketing
Departmentalization:
Geography
Chairman
Power
Electric
Systems
Company
Group (Belgium)
Departmentalization: Customer
Director
Manager
of Sales
Retail
Departmentalization:
Process
PlantPattern & Cutting Department
Departmentalization: Product
President
VP Industrial
MarketingProducts
Formal System
Planned structure
Lines of responsibility, authority, and position
Establish patterned relationships among
components
Can be described through:
Organizational Chart
Policy Manual
Departments
C/D/DC/I/T (c) 2010
Informal System
For
mal
vs
Info
rmal
Org
aniz
atio
ns
FO
RM
AL
INF
OR
MA
L