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  • Organizing

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    Mylene Santiago
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    Organizing involves clarifying jobs, relationships, and deploying resources to achieve goals. There are various organizational structures that determine tasks, reporting relationships, authority, and communication. Functional structures group roles by specialty, while divisional structures group by product, location, or customers. Matrix structures combine functional and divisional approaches. Network structures use a core of employees with external partners providing support. Organizational structures create order and coordination to allow people to accomplish more working together than separately.

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    Organizing involves clarifying jobs, relationships, and deploying resources to achieve goals. There are various organizational structures that determine tasks, reporting relationships, authority, and communication. Functional structures group roles by specialty, while divisional structures group by product, location, or customers. Matrix structures combine functional and divisional approaches. Network structures use a core of employees with external partners providing support. Organizational structures create order and coordination to allow people to accomplish more working together than separately.

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    16 views18 pages

    Organizing

    Uploaded by

    Mylene Santiago
    Organizing involves clarifying jobs, relationships, and deploying resources to achieve goals. There are various organizational structures that determine tasks, reporting relationships, authority, and communication. Functional structures group roles by specialty, while divisional structures group by product, location, or customers. Matrix structures combine functional and divisional approaches. Network structures use a core of employees with external partners providing support. Organizational structures create order and coordination to allow people to accomplish more working together than separately.

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    © All Rights Reserved
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    of 18

    Organizing

    *Analyze the nature of organizations and types of


    organization structures
    Apply organization theories for effective business
    management
    ORGANIZING
    Organizing can be defined as a process that
    initiates implementation of plans by clarifying
    jobs, working relationships and effectively
    deploying resources for attainment of identified
    and desired results (goals).
    Organizational Structure
    Organizational structure is defined as the system of how tasks
    are to be allocated, who reports to whom, who has the authority and
    what are the coordinating mechanisms and interaction patterns to
    ensure that work is done.
    Various parts of the
    organization
    Organizational
    Workflows
    structure
    Reporting relationships
    creates order
    Communication channels
    Why organize?

    •People can accomplish more if they


    work together than if they work
    separately
    •People should be grouped according to
    tasks where they specialize in.
    Differentiation and Integration

    Differentiation – means that the enterprise is


    involved in many tasks, with diverse skills and
    method. The tasks have to be divided.
    Integration – achieved with coordination,
    communication and collaboration as it
    involves linking parts of the enterprise into a
    whole.
    FUNCTIONAL STRUCTURE/ORGANIZATION
    Functional Structure is also
    commonly described as a flat CEO
    organization, with everyone
    reporting to one senior
    executive who dominates the Human
    Manufacturing Finance Accounting
    decision-making. Resource

    • Jobs are grouped together in


    departments with the
    specified skills and/or
    business functions
    Advantages
    • It is simple. The senior executive could readily
    obtain information and act rapidly when
    required.
    • Develop expertise among members
    Disadvantages
    • Difficulty in implementing organization-wide
    programs, such as innovation and cost reduction.
    • The level of coordination and cooperation
    (department attitude or functional silos) *SILO
    MENTALITY - an attitude found in some organizations
    that occurs when groups do not want to share
    information with others in the same company.
    • Abuse of power
    DIVISIONAL STRUCTURE/ORGANIZATION
    In divisional structure, members of the organization who are grouped
    together work on the same product, service, process, or serve similar
    customers. This is common to organizations that have diverse
    operations covering many products, customers, processes and
    territories.
    Types:
    • Product Structure – The grouping of members and jobs is by product
    or service
    • Geographical Structure – the grouping of members
    and jobs is by location of activity.
    • Customer Structure – the grouping of members and
    jobs is by customers served
    PRESIDENT

    VP/COSMETICS VP/HOUSEHOLD
    DEPT NEEDS DEPT

    Production Production
    Marketing Finance Marketing Finance

    PRODUCT STRUCTURE
    PRESIDENT

    REGION I REGION II

    Production Production
    Marketing Finance Marketing Finance

    GEOGRAPHICAL
    PRESIDENT

    Corporate Individual
    Accounts Clients

    Accounting Accounting
    Marketing Finance Marketing Finance

    CUSTOMER STRUCTURE
    Advantages
    • It facilitates diversification
    • Decision-making and control is distributed
    among the heads of the divisions or middle
    management
    • Responsibility and accountability of division
    managers
    Disadvantages
    • Increase in cost due to the duplication of the
    functional departments within each division
    • Degree of decision-making (conflict with policies of
    the central headquarters)
    MATRIX STRUCTURE/ORGANIZATION
    Matrix Organization combine the functional and divisional structures.
    Workers belong to at least two groups at the same time.
    CEO

    PRODUCTION MARKETING ENGINEERING


    MANAGER MANAGER MANAGER

    Project Engineer
    Analyst
    Manager A
    Advantages / Disadvantages
    ADVANTAGE
    • It promotes the development of teams within projects or
    programs.
    • It facilitates coordination
    • Sharing of skills
    DISAVANTAGE
    • The two-boss system may create confusion
    • Power struggle between a leader of the functional dept and
    a leader of the project team.
    Network Structure/Organization

    Network structure is
    formed by having a core
    of full-time employees
    working together with
    outside partners who
    provide support or
    supply services.
    • OUTSOURCING

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