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EDUC. 320 Part 3 Tomogda JM

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24 views20 pages

EDUC. 320 Part 3 Tomogda JM

Uploaded by

ssab7.pauljimenez2002
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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MANAGEMEN

Functions:T
ORGANIZING

JENNY MAE B.
TOMOGDA
TYPES OF OPERATION
MANAGEMENT

1 2 3 4
Horizontal
Division of Span of Bureaucrati
and Vertical
Work Control c Structures
Job
Specializatio
n

5 Formal Organizations vs. Informal


Organizations
Division of Work

• This is the fundamental force


in industrialization that
describes how organizational
work is to be accomplished.
• This involves designing tasks
and clarifying individual
performance expectations.
Organizations divide their
labor into specialized tasks to
improve productivity.
Specialization
Specialization is the planned
division of work into individual
tasks that can be repeated
efficiently.
This process of planning the
works and breaking it down to
most common elements is called
work simplification. As employees
become familiar with methods,
standardized work is achieved.
Standardization

Standardization is the process


of making work uniform through
repeated use of similar methods,
machines and materials to
achieve similar and predictable
results over time.

• Doctors, lawyers, engineers and


educators attain high degree of
specialization in extremely complex
and challenging occupations.
Horizontal and Vertical Job
Specialization

Horizontal Vertical

- is the result of dividing - results from delegating


complicated tasks into responsibilities for tasks and
simpler jobs or operations, decisions to subordinates.
reducing the scope of tasks.
Horizontal and
Vertical Job
Specialization
a. Horizontal Job Specialization

123456 1 2 3 4 5 6
Task with six = Broken into
operations six tasks
Horizontal and
Vertical Job
Specialization
b. Vertical Job Specialization
Management becomes Vertical job specialization
overloaded; depth of relocates tasks and
responsibilities rise responsibilities
Leadership Reduces leadership duties
Marketing Delegates marketing and sales
Operations Hires operations managers
Finance Promotes accountant
Span of Control
Span of Control is the number
of persons who report to a
supervisor.
It has two important implications:
• first, it is influential in determining the complexity of
individual managers jobs; all things equal, it is easier to
manage six persons rather than ten.

• Second, the span of control determines the shape, or


configuration of the organization, the fewer the number of
people reporting to a supervisor, the larger the number of
managers required.
Span of Control
One early writer, A.V. Graicunas, attempted to quantify
problems with the span of management." He noted that a
manager must deal with three kinds of interaction with and
among subordinates:
1. Direct - the manager's one-to-one relationship with
each subordinate;
2. Cross - among the subordinates themselves, and
3. Group - between groups of subordinates.
The number of possible interaction of all types between a
manager and subordinates can be determined by the
following formula:

¿
Span of Control

¿
Where:
I – is the total number of interaction
with and among subordinates
N – is the number of subordinates
Therefore:

= 2(4/2+2-1)
= 2(3)
=6
Span of Control

Davis, described two kinds of span:


• Operative span for lower-level
managers; and
• Executive span for middle and top
managers.
He argued that operative span of
control could approach thirty
subordinates, whereas executive span
should be limited to three to nine,
depending on the nature of the manager's
job, the growth rate of the company, and
NARROW AND WIDE SPAN OF
CONTROL
a. Narrow Span of
Control Preside
nt

Senior Supervisor Senior Supervisor


(3) (3)

Jr. S Jr. S Jr. S Jr. S Jr. S Jr. S


(8) (8) (8) (8) (8) (8)
NARROW AND WIDE SPAN OF
CONTROL
b. Wide Span of
Control

Preside
nt

Senior Supervisor Senior Supervisor


(24) (24)

Jr. S Jr. S Jr. S Jr. S


(8) (8) (8) (8)
Bureaucratic
Structures
Formalized organization, particularly in the public sector, are labeled bureaucracies.
• Bureaucracy is a form of organization in which activities are rationally defined, division of work is
unambiguous, and managerial authority is explicitly vested in individuals according to skills and
responsibilities prescribed by the organizations.
Five characteristics of modern bureaucracies are:

1. Fixed and 2. Firmly 3. Quantified 4. Supposition 5. Management


official established and thoroughly of is technically
jurisdictions of rational chain of documented expertise. scientific.
authority. command. information.
Bureaucratic
Structures

Bureaucracy has two specific attributes;


1. Chain of command; and
2. Span of control
Formal Organizations vs. Informal
Organizations

FORMAL INFORMAL

Formal organizations begins Informal organizations are


with the preplanned patterns concerned with the employees
authority and influence- the sense of belonging to an
organization or with their
planned 'authority of superior
alienation from the purposes of
over subordinates. that organization.
Key Differences between Formal
Organizations and Informal Organizations

Aspect Formal Organization Informal Organization

Definition Officially created with structured roles and hierarchies Naturally forms through personal interactions and relationships

Purpose Achieves specific organizational goals and objectives Provides social support, collaboration, and informal problem-solving

Structure Rigid, with well-defined rules, policies, and hierarchy Flexible, without a clear structure or official hierarchy
Follows formal channels (e.g., memos, reports, official
Communication Uses informal channels (e.g., conversations, chat groups)
meetings)
Authority Based on positions and roles within the hierarchy Based on personal influence, respect, and relationships
Individuals are accountable to their superiors and
Accountability No formal accountability, though social pressure may exist
organization
Decision-making
Follows official protocols, often slow and bureaucratic Quick, consensus-based, influenced by personal relationships
Process
Rules and
Governed by official policies and procedures No formal rules, based on group norms and trust
Regulations
Duration Permanent, as long as the organization exists Temporary, may change or dissolve based on relationships

Membership Determined by organizational roles and employment Voluntary, based on personal connections and interests

Example A company, government agency (e.g., DepEd) Workplace friendships, support groups, informal teacher collaborations
BREAK
SLIDE
THAN
K
YOU!
END SLIDE

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