Management for filipinos

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

Management for filipinos

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