“ENGINEERING

MANAGEMENT”
MODULE 4: ORGANIZING TECHNICAL
LESSON OBJECTIVE: ACTIVITIES
1. DETERMINE THE REASONS GROUP 3
FOR ORGANIZING
2. DEFINE ORGANIZING
3. EXPLAIN THE PURPOSE OF THE STRUCTURE
4. UNDERSTAND THE DIFFERENT TYPES OF AUTHORITY
ORGANIZING TECHNICAL
ACTIVITIES

KEZIAH FAITH BALOIS

ORGANIZING TECHNICAL
ACTIVITIES

MICKAELLA BIASBAS
ORGANIZING TECHNICAL
ACTIVITIES

ASHEIR CLERK BENITEZ

ORGANIZING TECHNICAL
ACTIVITIES

RAIN ADRIAN TADEO

ORGANIZING TECHNICAL
ACTIVITIES

JECEE BADUA BARTOLOME

ORGANIZING TECHNICAL
ACTIVITIES

JOSEPH MICHAEL AGLIAM

ORGANIZING TECHNICAL
ACTIVITIES

PAUL BENEDICT GAGUTE

ORGANIZING TECHNICAL
ACTIVITIES

HANS FABICULANEN
Organizing
-Designing the roles and directing the
people towards accomplishment of goals.
-Human efforts along with the resources
are brought together and coordinated
under this function.

Structure
-A system that outlines how certain
activities are directed to achieve the
goals of an organization.
-These activities can include rules, roles,
and responsibilities.
-The organizational structure also
determines how information flows
between levels within the company.
Reasons
-To determine how they will distribute
resources and organize employees
according to a plan.

-Organization is undertaken to make it

easier to implement plans. Steps are
undertaken in effective organization to
break down the total job into more
manageable man-size jobs. Doing these
will allow the specific tasks to be
assigned to specific person.
• DIVISION OF LABOR

• DELEGATION OF
AUTHORITY

• DEPARTMENTATION

• SPAN OF CONTROL

• COORDINATION
Division of Labor: This involves breaking down
tasks into smaller, specialized jobs to increase
efficiency and productivity.

Delegation of Authority: Managers delegate

authority to employees to empower them to
make decisions and take action within their
assigned roles.

Departmentation: Organizing activities into

departments based on similarities in tasks,
functions, products, or locations.

Span of Control: Refers to the number of

subordinates a manager can effectively
supervise.

Coordination: Involves integrating and

synchronizing activities across different parts of
the organization to achieve common goals.
The main purpose of such a
structure is to help the
organization work towards
its goals. It brings members
of the organization
together and demarcates
functions between them.
Secondly, the structure
also helps in ensuring
smooth and efficient
THE PURPOSE OF THE
ORGANIZATIONAL STRUCTURE
1. This determines the relationship that
individuals and organizations have
between tasks and authority.

2. This determines formal reporting

relationships, the number of levels in the
hierarchy of the organization and the
span of control.

3. This describes individual groupings

into divisions, and divisions into
organizations.

4. The system is established to

coordinate effort in both vertical
FORMAL ORGANIZATION
-The structure that details lines of responsibilities,
authority, and position. It is "the planned
structure" and it "represents the deliberate
attempt to establish patterned relationships
among the components that will meet the
objectives effectively".
-They are always created with intent to fulfil some
official requirement.

Organization Chart - A diagram of the

organization's official positions and formal lines of
authority

Organization Manual- It provides written

descriptions of authority relationships, details the
functions of major organizational units, and
describes job procedures

Policy Manual - Describes personnel

INFORMAL GROUPS
-Occurs naturally and voluntarily
when friendships emerge among
people who work in the same
organization.
That group is classified as an
informal group. It is not part of the
formal organization and has no
specific reason for performance.

-Informal groups are often very

useful; in carrying out major tasks,
particularly if these tasks are
consistent with the expectations of
FUNCTIONAL
ORGANIZATION

- This is a form of
departmentalization in
which everyone engaged in
one functional activity,
such as engineering or
marketing is grouped into
one unit.
ADVANTAGE
1. The groupings of employees who perform a
common task permit economy of scale and
efficient resource use.

2. Since the chain of command converges at the

top of the organization, decision-making is

3. Communication and coordination among

employees within each department are excellent.

centralized, providing a unified direction from the

top.

4. The structure promotes high-quality technical

problem-solving.

5. The organization is provided with in depth skill

specialization and development.

6. Employees are provided with career progress

DISADVANTAGES
1. Communication and coordination between the
departments are often poor.

2. Decisions involving more than one department

pile up at the top management level and are
often delayed.

3. Work specialization and division of labor, which

are stressed in a functional organization, produce
routine, non-motivating employee tasks.

4. It is difficult to identify which section or group

is responsible for certain problems.

5. There is limited view of organizational goals by

employees.

6. There is limited general management training

for employees
 PRESIDENT
R&D FINANCE
MANAGER MANAGER
FUNCTIONAL ACCOUNTIN
DESIGN ORGANIZATI G

DEVELOPME ON PURCHASHING
NT

TESTING FINANCE

MARKETING DIVISION
MANAGER PRODUCT Z

LINE
SALES SUPERVISOR
S

CUSTOMER PRODUCTION
SERVICE TEAMS

DISTRIBUTIO
N
What is Product/Market
Organization?
-This refer to the organization of a
company by divisions that bring
together all those involved with a
certain type of product or
customer.

-The company is divided into

separate divisions, each
responsible for a particular product
or market. Each division operates
like a small company, with its own
management, staff, and resources.
This setup allows each division to
Advantages
1.The organization is flexible and is
responsive to change

2.The organization provides a high concern

for customers needs

3.The organization provides excellent

coordination across functional departments
4.There is easy pinpointing of responsibility
for product problems

5.There is emphasis on overall product and

division goals

6.The development of the general

management skills is provided
Disadvantages
1.The is high possibility of
duplication of resources across
divisions.

2.There is less technical depth and

specialization in division

3.There is poor coordination across

divisions

4.There is less top management

control
 CEO
ADMIN AND
HEALTH BEAUTY FOOD
FINANCE
FINANCE FINANCE FINANCE
HUMAN
& & &
DEVELOPMENT RESOUCES
DEVELOPMENT DEVELOPMENT

MANUFACTURIN MANUFACTURIN MANUFACTURIN PROCUREMEN

G G G T

FINANCE FINANCE FINANCE FINANCE

MARKETIN MARKETIN COMMUNICATIO

MARKETING
G G N

CUSTOMER CUSTOMER CUSTOMER TRAINING/

SERVICES SERVICES SERVICES SAFETY

LEGAL
MATRIX ORGANIZATION

-An organizational structure in

which each employees reports both
a functional or division manager
and to a project or group manager

-The company is an organizational

framework where employees report
to multiple managers rather than a
single supervisor. This structure
combines aspects of both
functional and project-based
organizational structures, creating
a grid or matrix of reporting
Advantages
1. There is more efficient use of
resources than the divisional
structure.
2. There is flexibility and
adaptability to changing
environment
3. The development of both general
and functional management skills
is present
4. There is interdisciplinary
cooperation, and any expertise is
available to all divisions.
Disadvantages
1. There is frustration and
confusion from dual chain of
command.
2. There is high conflict between
divisional and functional interests.
3. There are many meetings and
more discussion than action
4. There is a need for human
relations training for key
employees and managers
5. There is a tendency for power
dominance by one side of the
 PRESIDENT
DIRECTOR RESEARCH AND PRODUCTIO
FINANCIAL MARKETING
OF DEVELOPMENT N
MANAGER MANAGER MANAGER
PROJECTS MANAGER

PROJECT FINANCIAL RESEARCH AND

MARKETING PRODUCTION
DEVELOPMENT
MANAGER 1 TEAM 1 TEAM 1 TEAM 1 TEAM 1

MARKETING RESEARCH AND

PROJECT FINANCIAL PRODUCTION
DEVELOPMENT
MANAGER 2 TEAM 2 TEAM 2 TEAM 2 TEAM 2

FINANCIAL MARKETING RESEARCH AND

PROJECT PRODUCTION
DEVELOPMENT
MANAGER 3 TEAM 3 TEAM 3 TEAM 3 TEAM 3

RESEARCH AND
PROJECT FINANCIAL MARKETING PRODUCTION
DEVELOPMENT
MANAGER 4 TEAM 4 TEAM 4 TEAM 4 TEAM 4
TYPES OF AUTHORITY

The delegation of authority is a

requisite for effective organizing. It
consists of three types.

1. Line authority
-Line authority is the power given
to someone in a supervisory
position to mandate actions by
subordinates.
-This authority is given so that an
organization can attain its stated
goals and objectives.
2. Staff authority
-Staff authority occurs when a staff
member offers advice or direction to the
line department.
Staff departments include all those that
provided 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
following:
Personal Staff.

- Those individuals assigned to a particular

manager to provide required staff services.
3. Functional authority

-A right of a specialist to
supervise lower-level
personnel involved in that
specialty, regardless of
where the personnel are in
the organization.
THE PURPOSE OF COMMITTEES
A committee is a formal group of persons
composed for a particular purpose. For
instance, the product planning
committee, as defined 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
whose life is limited. An example is the
committee created to manage the
anniversary festivities of a certain firm.