Planning and

Organizing
Technical Activities
By Group 3:
Val S. Rocillo
Arsenio Moscardon Jr.
Justin Rabulan
 The Contents of the Human Resources
Plan

• personnel requirements of the

company
• plans for recruitment and selection
• training plan
• retirement plan
What is Organizing?
Organizing is a management function which refers to “the
structuring of resources a effective manner”.

Structure is the arrangement or relationship of positions

within an organization.
 Organizing is undertaken to facilitate
Reasons the implementation of plans. In
effective organizing, steps are
for undertaken to breakdown the total
job into more manageable man-size
Organizing jobs.
Purpose of Structure
• It defines the relationship 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
the control
• It is defines the groupings of individuls into departments
and departments into organization

• It defines the system to effect coordination of effort in both

vertical (authority) and horizontal (tasks) directions.
Concerns when structuring
organization
1.Division of labor- determining the scope of work and how it is
combined in job.
2. Delegation of authority-the process of assigning various degrees
of decision-making authority to subordinates.
3. Departmentation-the grouping of related jobs activities or
processes into major organizational subunits
4. Span of control-the number of people who report directly to a
given manager.
5. Coordination-the linking of activities in the organization that
serves to achieve a common goal or objective.
THE FORMAL
ORGANIZATION
The formal organization is “the structure that details
lines of responsibilities, authority and position.” What
is
depicted in the organization chart is the formal
organization. It is “the planned structure“ and it
“represents the deliberate attempt to establish
patterned
relationships among components that will meet the
objectives effectively.”
Formal structure is described
by management
1. Organization chart – a diagram of the organization’s official
positions and formal lines of authority.

2. Organizational manual – provides written description of

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

3. Policy manuals – describes personnel activities and company

policies.
INFORMAL GROUPS
The informal organizational structure gets created
automatically and the main purpose of such structure is
getting psychological satisfaction. The existence of
informal structure depends upon the formal structure
because people working at different job positions interact
with each other to form informal structure and the job
positions are created in formal structure. So, if there is no
formal structure, there will be no job position, there will be
no people working at job positions and there will be no
informal structure
 Features of informal
• Informal organization
organizational structure gets created automatically
without any intended efforts ofmanagers.
• Informal organizational structure is formed by the employees
to get psychological satisfaction.
• Informal organizational structure does not follow any fixed
path of flow of authority or communication.
• Source of information cannot be known under informal
structure as any person can communicate with anyone in the
organization.
• The existence of informal organizational structure depends on
the formal organization structure.
 THREE TYPES OF
ORGANIZATIONAL STRUCTURE
1. 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.
2. Product or Market Organization – this refers to the
organization of a company by divisions that brings together
all those involved with a certain type of product or customer.
3. Matrix Organization – an organizational structure in which
each employee reports to both a functional or division
manager and to a project or group manager.
 TYPES OF AUTHORITY
1. Line authority – a manager’s right to tell subordinates
what to do and then see that they do it.
2. Staff authority – a staff specialist’s right to give
advice to a superior.
3. Functional authority – a specialist’s right to oversee
lower level personnel involved in that specialty regardless
of where the personnel are in the organization.
 SUMMAR
A plan is a methodological way of achieving results. Planning is
Y
undertaken at various management levels. Various steps are
required in the planning process depending on the management
level. The proper management of engineering activities, whether
at the unit, department, or firm level, requires effective
organizing. The organizing function is undertaken to facilitate the
implementation of plans. Organizing refers to the structuring of
resources and activities to accomplish objectives. The structure
serves as a way to reach the organization's goals.
Thank