CHAPTER 4: ORGANIZING BAYAS

TECHNICAL ACTIVITIES LEGASPI

MIRANDA
MONGCAL
TABLE OF CONTENTS

I. INTRODUCTION
II. ORGANIZATIONAL STRUCTURES
III. FORMAL ORGANIZATION& INFORMAL
ORGANIZATION
IV. TYPES OF ORGANIZATIONAL STRUCTURES
V. AUTHORITY, DEPARTMENT, STAFF &
COMMITTEE
ORGANIZING TECHNICAL
ACTIVITIES
The engineer manager needs to acquire various skills in
management, including those for organizing technical
activities. In this highly competitive environment, the
unskilled manager will not be able to bring his unit, or his
company, as the case may be, to success.

Even today, skills in organizing contribute largely to the

accomplishment of the objectives of many organization,
whether they are private business or otherwise.
REASONS FOR ORGANIZING
Organizing is undertaken to facilitate the implementation
of plans. In effective organizing, steps are undertaken to
breakdown the total job into more manageable man-size
jobs.
ORGANIZATIONAL REPORTED BY: MARINELLE

STRUCTURES BAYAS
 POSITIONS

ARRANGEMENT

RELATIONSHIP

ORGANIZATIONS
1 2

4
WHAT IS STRUCTURE?

Structure is the
arrangement or
relationship of positions
within an organization.
PURPOSE OF THE STRUCTURES

1. It defines the relationships between tasks

and authority for individuals and
departments.

2. It defines formal reporting relationships,

the number of levels in the hierarchy of
the organization, and the span of control.
PURPOSE OF THE STRUCTURES

3. It defines the groupings of individuals

into departments and departments into
organization.

4. It defines the system to effect

coordination of effort in both vertical
(authority) and horizontal (task)
directions.
 WHEN STRUCTURING AN ORGANIZATION,
THE ENGINEER MANAGER MUST BE
CONCERNED WITH THE FOLLOWING:

1. Division of Labor – determining the scope of

work and how it is combined in a job.

2. Delegation of authority – the process of

assigning various degrees of decision – making
authority to subordinates.
WHEN STRUCTURING AN ORGANIZATION,
THE ENGINEER MANAGER MUST BE
CONCERNED WITH THE FOLLOWING:
3. Departmentation – the grouping of related jobs,
activities, or processes into major organizational
subunits.

4. Span of control – the number of people who

report directly to a given manager.

5. Coordination – the linking of activities in the

organization that serves to achieve a common
goal or objective.
FORMAL ORGANIZATION & REPORTED BY: MARK

INFORMAL ORGANIZATION LEGASPI

FORMAL ORGANIZATION

After a plan is adapted, management will

proceed to form an organization to carry
out the activities indicated in the plan.

The formal organization is “ the structure

that details lines of responsibilities,
authority, and position.”
FORMAL ORGANIZATION

The formal structure is described by management

through:
1. Organization chart – diagram of the organization’s
official positions and formal lines of authority.
2. Organizational manual – provides written
descriptions of authority relationships, details the
functions of major organizational units, and
describes job procedures.
3. Policy Manual - describes personnel activities and
company
FORMAL ORGANIZATION

Formal Organizations require the formation

of formal groups which will be assigned to
perform specific tasks aimed at achieving
organizational objectives. The formal group
is a part of the organization structure.
INFORMAL ORGANIZATION

There are instances when members of an

organization spontaneously form a group
with friendship as a principal reason for
belonging. This group is called an informal
group. It is not part of the formal
organization and it does not have a formal
performance purpose.
INFORMAL ORGANIZATION

Informal groups are oftentimes very useful

in the accomplishments of major tasks,
especially if these tasks conform with the
expectations of the members of the
informal groups.
TYPES OF ORGANIZATIONAL REPORTED BY: ERICKA

STRUCTURES MIRANDA
 TYPES OF ORGANIZATIONAL
STRUCTURES

1. FUNCTIONAL ORGANIZATION – Function

organization structures are very effective in
smaller firms, especially “single- business
firms where key activities revolve around
well- defined skills and areas of
specialization”
A TYPICAL FUNCTIONAL ORGANIZATION
CHART OF A COMPANY
TYPES OF ORGANIZATIONAL
STRUCTURES
2. PRODUCT or MARKET ORGANIZATION- With its
feature of operating by divisions, is
“appropriate for a large corporation with many
product lines in several related industries”
TYPES OF ORGANIZATIONAL
STRUCTURES
Advantages:
1. The organization is flexible and responsive to change.
2. The organization provides a high concern for customer’s
needs.
3. The organization provides excellent coordination across
functional departments.
4. There is emphasis on overall product and division goals.
5. The opportunity for the development of general
management skills is provided.
TYPES OF ORGANIZATIONAL
STRUCTURES
Disadvantages:
1. There is a high possibility of duplication of resources
across division.
2. There is less technical depth and specialization in
divisions.
3. There is poor coordination across division.
4. There is less top management control.
5. There is competition for corporate resources.
PRODUCT OR MARKET
ORGANIZATION
 TYPES OF ORGANIZATIONAL
STRUCTURES
3. MATRIX ORGANIZATION- According to Thompson
Strickland, “is a structure with two (or more) channels
of command, two lines of budget authority, and two
sources of performances and reward” Higgins
declared that the “the matrix structure was designed
to keep employees in a certain pool and to allocate
them to various projects in the firm according to the
length of time they were needed.”
MATRIX ORGANIZATION
AUTHORITY, DEPARTMENT, REPORTED BY : JONAS

STAFF & COMMITTEE MONGCAL

 1

F S F P OR
D H MM
A U L N Y
E T I T E
 TYPES OF AUTHORITY
1. LINE AUTHORITY – a manager’s right to tell
subordinates what to do and then see that they
do it.
2. STAFF AUTHORITY – a staff specialist’s right to
give advice to a superior.
3. FUNCTIONAL AUTHORITY – a specialist’s right
to oversee lower level personnel involved in
that specialty, regardless of where the
personnel are in the organization.
TYPES OF DEPARTMENT
1. LINE departments perform tasks that
reflect the organization’s primary goal
and mission. In a construction firm, the
department that negotiates and secures
contracts for the firm is a line department.
The construction division is also a line
function.
TYPES OF DEPARTMENT

2. Staff departments include all those that

provide specialized skills in support of
line departments. Examples of staff
departments include those which perform
strategic planning, labor relations,
research, accounting, and personnel.
STAFF OFFICERS MAY BE CLASSIFIED
INTO THE FOLLOWINGS:
1. Personal staff – those individuals
assigned to a specific manager to
provide needed staff services.

2. Specialized staff – those individuals

providing needed staff services for the
whole organization.
 THE PURPOSE OF COMMITTEES

When certain formal groups are deemed

inappropriate to meet expectations, committees
are oftentimes harnessed to achieve
organizational goals. Many organizations, large
or small, make use of committee.
THE PURPOSE OF COMMITTEES

A committee, as described by Millevo, is

“often staffed by top executives from
marketing, production, research,
engineering, and finance, who work part –
time to evaluate and approve product
ideas.”
COMMITTEES MAY BE CLASSIFIED
AS FOLLOWS:
1. Ad hoc committee – one created for a
short-term purpose and have a limited life.
An example is the committee created to
manage the anniversary festivities of a
certain firm.
2. Standing committee – it is relatively
permanent committee that deals with
issues on an ongoing basis. An example is
the grievance committee set up to handle
initially complaints from employees of the