organizing and staffing

ORGANIZING

Is a management function that provides the relationship between people and the activities that they will undertake as to fulfill their organizational objectives.

ORGANIZATION

Is an entity that results from people joining together in pursuit of a common cause.

ORGANIZATIONAL SYSTEM

Is defined as self-contained collection of interacting interdependent components, working together toward a common purpose.

INPUT MECHANISM

TRANSFORMATION

OUTPUT MECHANISM

FUNCTION OF ORGANIZATIONAL SYSTEM

Input Mechanism

- The process through which needed resources are acquired and replaced.

People

 Test request

 Specimen

 Information supplies

 Financial resources

EXAMPLE OF INPUT MECHANISM

Transformation

- The internal process whereby resourcs received through the input channels.



Test performance

 Personnel

 Instrument

 Expertise

EXAMPLE OF TRANSFORMATION

Output Mechanism

- The process of delivering the goods and services produced to the external environment.

Test Result

 Consultation

 Salaries

 Information

 Wastes

EXAMPLE OF OUTPUT MECHANISM

• Holistic and synergistic with clearly defined boundaries

• Have purposeful activity or primary task

• Develop into hierarchy of system

• Organizations operate as open systems

• Seeks a state of stability and equilibrium

• Self – regulating

CHARACTERISTICS OF ORGANIZATION

FLAT

PYRAMID

BUREAUCRATIC / LINE / HIERARCHIAL

SHARED GOVERNANCE

TYPE OF ORGANIZATIONAL STRUCTURE

FLAT

• Decentralized structure

• Span of control and authority is widened

• There is participation in the lower level of management

PYRAMID

• Centralized structure

• The managers have full control of members

BUREAUCRATIC / LINE / HIERARCHIAL

• Oldest and simplest form

 Rule centered structure

 Associated with chain of command

 Downward communication

SHARED GOVERNANCE

Combination of flat and pyramid type

Division of labor

Chain of command

Span of control

Level of management position

Organizational relationship

CHARACETERISTIC OF ORGANIZATIONAL STRUCTURE

Formal

INFORMAL

2 ORGANIZATIONAL RELATIONSHIP

FORMAL

direct relationship, uninterrupted.

Informal

– dotted line, coordinated relationship

Formal Bureaucracy (formal groups)

- Lines of authority assigned by the owners of the organization.

- The members of this group know whom they work,

- whom they supervise,

- How their department relates to other groups and even who supervise their boss

Informal Groups

Alliance that form outside the boundaries of the formal bureaucracy from the interaction and allegiance of people with common interest.

Design Element and Factors

Design Strategies and Models

STRUCTURAL DESIGN OF AN ORGANIZATION

TASK TO BE PERFORMED

PEOPLE ENVOLVED

WORKPLACE

2 TYPE OF Design Element and Factors

Task to be performed

includes type of equipment, level of automation, nature of the product or service to be produced.

People Involved

number of people needed and availability to perform the work are very important in an organization. Motivation also pays a very important factor.

Workplace

– includes the total space available, amount of storage room, the visibility and accessibility of workers, supervisors and proximity of test areas.

Bureaucratic Models

Situational Models

TYPE OF Design Strategies and Models

Bureaucratic Models

– all decisions be checked with headquarters before action can be taken.

Modern job description

Hierarchy

Rules and regulation are consistently applied.

Hiring and firing

IMPORTANT FEATURES; Bureaucratic Models

Modern job description

– each job has a formally established set of official duties.

Hierarchy

– based chain of command

Hiring and firing

are based on qualification and performance.

Situational Models

– specific jobs needs.

ROUTINE STRATEGY

ENGINEERING STRATEGY

CRAFT STRATEGY

DISCOVER STRATEGY

4 TYPE OR SITUATIONAL MODEL

Routine strategy

– repetitive tasks and need minimally trained work force.

Engineering strategy

– non repetitive work performed by a professionally prepared staff

Craft strategy

– is applied to produce best, unique products whereby workers are extremely skilled

Discover strategy

– for work that requires investigation such as the structural development

Organizational Chart

The formal written presentation of the structural PLAN OF THE ORGANIZATION.

1. Departmentalization

2. Decentralization

3. Unity of command

4. Scalar principle

5. Span of control

6. Exceptions principle

Principles of Organizational Structure and Authority

The empowerment by formal job classification of an individual to make commitments and act on behalf of the organization.

To decide how resources, rewards and penalties are used.

To ensure that designated goals and responsibilities are achieved.

Power of ACT.

Concepts of Authority

Power of ACT.

Authority and responsibility should go hand in hand.

To ensure harmonious flow of organizational energy toward completion of its task and mission.

Line Authority

Staff Authority

Functional Authority

Types and Roles of Authority

Line Authority

– Authority taking the straight-line route (direct).

Staff Authority

– Type of authority the personnel office exerts (indirect).

Functional Authority

– Exercise control within the boundaries of professional’s specialty.