Organizational Concepts

Organizational Structure

refers to the way in which a group is formed , its lines of communication and its means for channeling authority and making decisions.

Organizational Chart

a drawing that shows the parts of an organization is linked .

Span of Management

the number and diversity of people who report to the manager

Merger

– the combination of 2 or more companies into one company

Line Authority

- the formal chain of command

Staff Authority

– the informal advisory or the service oriented in nature

Heirarchy

– a group of persons arranged by rank, grade or class

Bureaucracy

– administration through department and subdivision managed by officials following an inflexible routine

Centralize

– to concentrate power or authority

Decentralize

– to distribute power or authority among members; delegate responsibility

decentralization

Anything that increases the role of the subordinate is

_________

centralization.

Anything that decreases the role of the subordinate

1. Manager

2. Materials

3. Methods

4. Moments of Time

5. Money / monetary

6. Machines

7. Men / manpower

7 M’s of MANAGEMENT

ORGANIZATION

Refers to as “structure”/ framework or a network of defined relationships among given individuals (static concept of organization)

ORGANIZATION

Process or executive function in order to achieve company and individual goals (management concept of organization).

1. Identification and definition of basic tasks like staffing and creation of job description

2. Delegation of authority and assignments of responsibility for the accomplishment of activities.

3. Establishing relationships and coordination of groupings

Organization Process

Structure

• Borne out of a process. It is constructed and evolves out of the logical process. It does not happen by accident; it is designed.

1. Objectives and plans

2. Center of authority

3. Environment within which it is to function

4. Quality of available manpower to run it.

Structure

Organization

Refers to the body of a person, methods, policies,and procedures arranged ina systematic process through the delegation of functions and responsibilities for the accomplishment of a purpose (VENZON)

Organization

Form of every human association for the attainment of a common purpose (Mooney)

Organization

Serves as a facilitating agency in the achievement of purpose (Moehlman)

Organization

Form of identifying roles and relationships of each staff in order to delineate specific tasks of functions that will carry out org plans and objectives (Swansburg)

Organization

Process of identifying and grouping the work to be performed, defining and delegating responsibility and authority, and establishing relationships for the purpose of enabling the people to work most effectively together in accomplishing the objective (Allen)

1. Setting up the organizational structure through identification of groupings, roles and relationships.

2. Determining the staff needed by developing and maintaining staffing pattern.

3. Distributing them in various areas as needed

4. Developing job description by defining the qualification and functions of personnel

Organization comprises:

> Goal Oriented

> Psychosocial systems

> Technological systems

> Structural system

> Managerial system

Characteristics of Organization

ORGANIZING FUNCTION

Stems from the word “ Organism”

(to create a structure with parts fully integrated)

a. parts

b. Relationships

ORGANIZING FUNCTION consist of (2) basic ingredients

“Work-Person”

Parts can be viewed as _______ units. Each is made of up work and the person assigned to it.

Organizing

• Some say it includes all the behavior of all participants .

• Others equate it with total system of social and cultural relationships

• Others say its enterprise......(DOH, VSMMC)

• For businessmen, its a formalized structure of roles and positions.

Measurable objectives, Clear understanding of the major duties or activities involved, Definition of authority, Adequate information and resources for performance in a given role

Organizational Role must include

Organizing function

it is like a bridge connecting the planning function to the accomplishment of reality (Franco).

Organizing function

Concerned with : determining specific activities ; grouping the different activities ; and assigning the activities to specific persons , departments , or groups .

The Classical Theory ( early 1900s):

- Focus on efficiency and structure.

- Scientific management approach by Frederick Taylor ( 1917)

- Bureaucratic approach by Max Weber (1947)

- Administrative theory by Mooney and Reiley (1931)

- concerned with the optimization of individual workers and work processes

Scientific Management (Taylor)

Analyzes work to find the most efficient methods, using time/motion studies and incentive pay.

Administrative Management (Fayol):

Outlined 14 principles like division of work, authority, and unity of command, plus functions (planning, organizing, etc.).

Bureaucracy (Weber)

Emphasized hierarchy, rules, and impersonal, specialized roles for fairness.

Labor specialization

Basis for determining “Organizational Unit” and Pattern for future growth:

• scalar (vertical chain) or

• functional (grouping of activities or horizontal growth)

Labor is either:

The Neoclassical Theory

• Much attention is paid to human relations, individual and group behavior upon organizing.

• Recognition of informal groups within the formal organization.

• It covers adequate communication, recognition of human dignity, participation in affairs that affect his work or relationship, and social values.

• Human Relations Theory (Mayo)

• Theory X & Y (McGregor)

• Maslows Hierachy

Behavioral Theories: (mid 20th century)

Human Relations Theory (Mayo):

Found that feeling important and social needs boost productivity (Hawthorne Effect).

Theory X & Y (McGregor):

Theory X assumes workers dislike work (need control);
Theory Y assumes they are self-motivated (need empowerment).

Maslows Hierachy

People are motivated by fulfilling needs, from basic (safety) to self-actualization.

The Contingency Theory : (Modern and Contemporary Theories)

- Views conflict as inescapable but manageable.

- No single best way to manage; the best approach depends on the situation.

The System Theory

• Proposed by Hungarian biologist Ludwig von Bertalanffy (1928) , although it has not been applied to organizations until recently .

• Organizations are viewed as open systems, continually interacting with their environment.

• They are in a state of dynamic equilibrium as they adapt to environmental changes.

The System Theory

• Linking the parts are communication, both man-machine and interpersonal relationships.

• Viewed as a system of mutually dependent variables: individual, formal organization, informal organization, and reciprocal patterns of behavior arising from role demands and the physical environment in which work is performed.

systems thinking

Senge (1990) describes _______ as: Understanding how our actions shape our reality.

1. Informal (unplanned or covert)

2. Formal

2 Types of Organizational Structure

a. Hierarchic or Bureaucratic model

b. Adaptive/Adhocracy or Organic model

Formal Structure types

Formal

to which the management process takes place. It provides an effective work system, a network of communication, and identity to individual and the organization to foster job satisfaction

Informal

• comprises of personal and social relationship that do not appear on the org chart .

• based on personal relationship rather than respect for positional authority

• it provides social control of behavior

• Internal

• External

2 Types of Informal Structure

internal

if pressure is intended to make the group member conform to group expectancies

External

attempt to control the behavior of someone outside the social group such as the manager

Storytellers

– preserves the institutions heritage by imparting legends to new employees. They interpret what goes on in the school to suit their own perception

Priest

• worriers of the organization and guardians of the institutions values .

• they act as the historians of the institutions and always relate issues back to the other events in the past .

• they also yearn for good old days when things in the institution were generally better

Whisperers or the bulong brigade

- they have access to boss's ears and their seeming ability to influence decisions. They are closely related to the spies who keep bosses informed about the pulse of the organization

Cabals

• The most dangerous group, these are group of 2 or more people who secretly join together to plot a common purpose - to advance themselves in the organization.

Cabals

• They develop a sub-culture and share resources among their respective members to ensure the success of their cause

Cabals

• They are dangerous because they are difficult to pinpoint and identify as their activities against the formal network are always done surreptitiously.

Hierarchic or Bureaucratic model

this is designed as large-scale administration by coordinating the work of many personnel , associated with subdivision of work, specialization, technical qualification, rules and standards and technical efficacy

Hierarchic or Bureaucratic Model (Gillies)

Advantage:
There is a clear authority – responsibility relationship between workers at all levels, which requires less information transmission between managers and workers at all levels. (Gillies)

Adaptive/Adhocracy or organic model

• It’s free form, open, flexible, and fluid (Tomey)

Adaptive/Adhocracy or Organic Model

Characteristics

• Greater recognition is given to the informal structure and the group is encouraged to improve its own norms and standards

• Realities are recognized and the structure is designed to meet them

• Since relationships are flexible, the organizational charts is likely to be used

Adaptive/Adhocracy or Organic Modell

• Job description are less meaningful

• It is staffed by independent and self-reliant people

• Motivation is not derived from supervision but rather from the needs of the systems, peer pressure, and task-related factors.

• Rewards and recognition are based on the results of individual and group work rather than the subjective evaluation from supervisors and managers

• Management is participative

Decentralization

- it is the degree to which decision-making is diffused throughout the organization.

a. Positive attitude of Top level management towards decentralization
b. A need for competent personnel to whom they can delegate authority
c. The number of people who need to interact to solve the problem

Factors to consider for decentralization

Organizational Chart

➢ A drawing that shows how parts of an organization is linked (Tomey).

➢ It specifies the relationship, levels of authority, and responsibilities of people, parts, and activities (Franco)

➢ Graphic representation of the chain of authority from chief executive to each member of the organization (Murray and DiCroce)

LINE AUTHORITY

• is a chain of command, managerial–staff associate or leader–follower relationship

• it is depicted by a solid line

Staff Authority

• refers to a form of influence used by specialized individuals who holds unique roles in the organization.

• it is depicted by a dashed / dotted / broken line

• Job description is enclosed in a box

Concentric or circular

represents a conceptual, rather than a functional view of an organization.

> Vertical or tall structure

> Horizontal / Flat chart

> Concentric or Circular

Org chart kinds

1. Division of work

2. Chain of Command

3. Type of Work to be Performed

4. Groupings of Work Segments

5. Level of Management

FIVE (5) MAJOR CHARACTERISTICS OF AN ORG. CHART

Division of Work

– represents the individual or sub-units responsible for a given task

Chain of Command

– line indicates who reports to whom and by what authority

Type of Work to be Performed

- indicated by the labels or descriptions

Groupings of Work Segments

- cluster of work groups / departments / single units

Level of Management

– indicate the individual or management hierarchy

• Top

• Middle

• Low/first level

Levels of Management

1. Unity of Command

2. Scalar Principle or Hierarchy (Chain of Command)

3. Homogenous Assignments of Departmentation

4. Span of Control

5. Exception Principle

6. Decentralization or Delegation

Organizational Principles

Unity of Command

– employees should be responsible to only one superviso, to avoid confusion , overlapping of duties and misunderstanding

Scalar Principle or Hierarchy (Chain of Command)

• authority and responsibility should flow in clear, unbroken lines from highest to the lowest executive

• proper delegation of authority and responsibility facilitate the accomplishment of work

Homogenous Assignments / Departmentation

• workers performing similar assignments are grouped together for common purpose

• promotes specialization of activities, simplifies admin work and helps maintain effective control

Span of Control

– number of workers that a supervisor can effectively manage, assist, teach, and help reach the objectives of their own jobs

• the manager’s ability

• employees maturity

• task complexity

• geographical location

• level in the organization

Exception Principle

– recurring decisions should be handled in a routine manner by lower-level managers while problem involving unusual matters are referred to higher level

Decentralization or Delegation

– process of pushing decision making to the lower levels of the organization.

ORGANIZATIONAL CLIMATE

➢ The emotional state, perception, and feelings shared by members of the system.

➢ Can be formal, relaxed, defensive, cautious, accepting, or trusting

➢ Employees subjective impression or perception of their organization

Conceptual/Verbal, Visual, Behavioral Manifestations

School Culture

Conceptual/Verbal

includes its aims and objectives, the curriculum, the organization’s vocabulary, which divides those who belong to the organizations from those who do not; metaphors, organizations stories, heroes, and structures

Visual

- reflected in its facilities and equipments, artifacts and memorabilia, crests and mottoes and uniforms

Behavioral manifestations

includes rituals, ceremonies, the teaching-learning process, standard operating procedure, rules and regulations, psychological and social support system and community interaction patterns

1. Fragmented Individual

2. Balkanization

3. Contrived Collegiality

4. Collaborative Culture

Types of School Cultures

Fragmented individual

• Have employees who have no clear knowledge of the school vision and sense of purpose. Individuals tend to be isolated and individualistic .

• They have diverse loyalties, some loyal to the organizations, others to the faculty associations, others only to themselves

Balkanization

manifested when various groups within operates separate entities and often conflict with each other when major decision have to be made. In this type, cabals and cliques (small group) reign supreme

Contrived Collegiality

are characterized by set of formal specific bureaucratic procedures. In this type, clear job descriptions are available and decision–making processes are consultative and participatory

Collaborative culture

• describe by Hargreaves as deep, personal, and enduring, and is achieved through the extraordinary efforts of individuals within the organization

• employees have a shared purpose and generally work to achieve the same.

• people feel better of what they do and they tend to work harder.

• In this, teaching is not just a job but a way of life

Directing

• means encouraging subordinates to work towards achieving company objectives

Directing

• it is a human, people-to-people aspect of managing by which subordinates are motivated, persuaded, and led to effectively and efficiently contribute towards realizing the very reason for which the enterprise or the company has been established

Directing .

• it sometimes referred to as influencing, actuating, guiding, or simply leading and motivating

Directing

is the physical act of nursing management , the interpersonal process by which nursing personnel accomplish the objectives of nursing