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Organizing Technical Activities

Here are my key reflections based on what I learned from the video: - Organizing is a critical management function that involves structuring resources and activities to accomplish objectives efficiently and effectively. It involves breaking down jobs into manageable tasks and assigning authority, responsibility and accountability. - The purpose of organizational structure is to define relationships, reporting lines, department groupings, and coordination systems. It facilitates implementation of plans. - Common structures include functional (groups by specialty), divisional (groups by product/market), and matrix (dual reporting lines). Each has advantages and disadvantages depending on the organization's needs. - Authority can be line (primary goals), staff (support roles), or functional (expertise across departments). Commit

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Moises Buenafe
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128 views5 pages

Organizing Technical Activities

Here are my key reflections based on what I learned from the video: - Organizing is a critical management function that involves structuring resources and activities to accomplish objectives efficiently and effectively. It involves breaking down jobs into manageable tasks and assigning authority, responsibility and accountability. - The purpose of organizational structure is to define relationships, reporting lines, department groupings, and coordination systems. It facilitates implementation of plans. - Common structures include functional (groups by specialty), divisional (groups by product/market), and matrix (dual reporting lines). Each has advantages and disadvantages depending on the organization's needs. - Authority can be line (primary goals), staff (support roles), or functional (expertise across departments). Commit

Uploaded by

Moises Buenafe
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Organizing Technical Activities (Chapter 4)

Answer the following based on the video.

1. Enumerate the reason 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.
 These will help facilitate the assignment of authority, responsibility, and
accountability for certain functions and tasks.

2. How organizing is defined.


 Organizing is a management function which refers to “the structuring of resources and
activities to accomplish objectives in an efficient and effective manner.”
 Structure is the arrangement or relationship of positions within an organization
 The result or organizing process is the structure

3. What is the purpose of the structure


They are the following:
 It defines the relationships between tasks and authority for individuals and
departments.
 It defines formal reporting relationships, the number of levels in the hierarchy of the
organization, and the span of control
 It defines the groupings of individuals into departments and departments into
organization.
 It defines the system to effect coordination of effort in both vertical (authority) and
horizontal (tasks) directions.

When structuring an organization, the engineer manager may be concerned with the following:

 Division of Labor – determining the scope of work and how it is combined in a job
 Delegation of authority – the process of assigning various degrees of decision-making authority
to subordinates.
 Department ion – the grouping of related jobs, activities, or processes into major organizational
sub-units.
 Span of Control- the number of people who report directly to a given manager
 Coordination- the linking of activities in the organization that serves to achieve a common goal
or objective
4. How the formal organization is described based on the following:
THE FORMAL ORGANIZATION
The formal organization is “the structure that details lines of responsibilities, authority, and
position”

The formal structure is described by management through:


a. Organizational Chart – is a diagram of the organization’s official positions and formal
lines of authority
b. Organizational Manual – provides written descriptions of authority relationships, details
the functions of major organizational units, and describes job procedures.
c. Policy Manual – describes personnel activities and company policies

5. What is an informal group and how it is normally created.


INFORMAL GROUPS
Informal Group – are instances when members of an organization spontaneously form a group
with friendship as a principal reason for belonging.

Oftentimes very useful in the accomplishment of major tasks, especially if these tasks conform
with the expectations of the members of the informal group

Reasons or factors for joining or forming a group:


 Friendship
 Common interest – like concern for environment or love of classical music
 Proximity – which gives people the chance to share ideas, opinions, and feelings
 Need satisfaction- which are derived from unions, cultural societies, fraternities, etc.
 Collective Power – which are derived from the unions, fraternities, etc.
 Group Goals – which attract individuals like: consumer society, sports club, etc.

TYPES OF ORGANIZATIONAL STRUCTURES

Classification of Organizations

i. Functional Organization
ii. Product or market Organization
iii. Matrix organization

I. Functional Organization
Functional Group
Functional organization structures are very effective in a smaller firms, especially “single-
business firms where key activities revolve around well-defined skills and areas of specialization.

Advantages:
 The grouping of employees who perform a common task permit economies of scale and
efficient resource use
 Since the chain of command converges at the top of the organization, decision-making is
centralized, providing a unified direction from the top
 Communication and coordination among employees within each department are
excellent
 The structure promotes high-quality technical problem-solving
 The organization is provided with in depth skill specialization and development
 Employees are provided with career progress within functional departments

Disadvantages:

 Communication and coordination between the departments are often poor


 Decisions involving more than one department pile up at the top management level
and are often delayed
 Work specialization and division of labor, which are stressed in a functional
organization, produce routine, non-motivating employee tasks
 It is difficult to identify which section or group is responsible for certain problems
 There is limited view of organizational goals by employees
 There is limited general management training for employees

PRODUCT OR MARKET ORGANIIZATION

The 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”

Advantages:
 The organization is flexible and responsive to change
 The organization provides a high concern for customer’s needs
 The organization provides excellent coordination across functional departments
 There is easy pinpointing of responsibility for product problems
 There is emphasis on overall product and division goals
 The opportunity for the development of general management skills is provided

Disadvantges:

 There is a high possibility of duplication of resources across divisions


 There is less technical depth and specialization in divisions
 There is poor coordination across divisions
 There is less top management control
 There is competition for corporate resources

MATRIX ORGANIZATION

 According to Thompson and Strickland, “is a structure with two (or more) channels of command,
two lines of budget authority, and two sources of performance and reward”
 According to Higgins, “the matrix structure was designed to keep employees in a central pool
and to allocate them to various projects in the firm according to the length of time they were
needed.”
Advantages
 There is more efficient use of resources than the divisional structure
 There is flexibility and adaptability to changing environment
 The development of both general and functional management skills are present
 There is interdisciplinary cooperation and any expertise is available to all divisions
 There are enlarged tasks for employees which motivate them better

Disadvantages:

 There is frustration and confusion from dual chain of command


 There is high conflict between divisional and functional interests
 There are many meetings and more discussion than action
 There is a need for human relations training for key employees and managers
 There is a tendency for power dominance by one side of the matrix

6. What is the function of a group


7. What is matrix organization
8. What are the types of authority
TYPES OF AUTHORITY
 Line Authority
 Perform tasks that reflects the organization’s primary goal and mission
 In construction firm, it negotiates and secures contracts for the firm
 Staff Authority
 Includes all those that provide specialized skills in support of line departments
Examples:
• Those perform strategic planning
• Labor relations
• Research
• Accounting
• Personnel
 Classification:
 Personal Staff
 Specialized Staff
 Functional Authority
 Given to a person or a work group to make decisions related to their expertise
even if these decisions concern other department
 Given to budget officers of the organizations
9. Purpose of committees
A COMMMITTEE is a formal group of persons formed for a specific purpose

Classification:
 Ad hoc Committee
 Standing Committee

Committees may not work properly, however, if they are not correctly managed.

Delaney suggests that “it might be useful to set up procedures to make the committee a more
effective tool to accomplish our goals.”

10. Describe your reflections based on what you have learned in the video

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