ORGANIZATION

AND
GROUP NO.1

MANAGEMENT
WHAT IS ORGANIZATION??
• IS A GROUP OF INDIVIDUALS WHO ARE
COOPERATING WILLINGLY AND
EFFECTIVELY FOR A COMMON GOAL.

• THE ORGANIZATION SEEKS TO KNOW

WHO IS TO DO AND WHAT IS TO BE
DONE.
STRUCTURAL ORGANIZATION

IT IS THE FORMAL
ARRANGEMENT THAT ARE
ESTABLISHED TO COORDINATE
ALL ACTIVITIES IN ORDER TO
IMPLEMENT A GIVEN STRATEGY.
 THE STRUCTURAL ELEMENTS oF AN
ORGANIZATION ARE:
1. MEN – THESE ARE THE DIFFERENT MEMBERS OF THE
ORGANIZATION STARTING FROM THE VERY TOP OF THE LAST
WORKMAN IN THE ENTERPRISE.
2. MATERIALS – REPRESENT THE MATERIALS NECESSARY IN
THE DISTRIBUTION OF FUNCTIONS OR IN THE ATTAINMENT
OF ITS OBJECTIVES.
3. MACHINE – THE TOOLS NECESSARY IN PRODUCING ITS
DESIRED OUTPUT.
4. METHODS – THE PROCEDURES AND WAYS USEDIN THE
COURSE OF ITS ACTIONS.
5. MONEY – THE FINANCIAL RESOURCE OF THE
 THE MAJOR ELEMENTS OF
ORGANIZATIONAL STRUCTURES

• DISTRIBUTION OF FUNCTIONS
• VERTICAL AND HORIZONTAL AUTHORITY
RELATIONSHIPS (WHO ARE THE AUTHORITY TO DO WHAT)
• COMMUNICATION AND DECISION PROCESSES
• POLICIES
Principles of Good Organization
Organization

Business

Management
Organization:

⦿ is commonly used as a substitute for company,

firm, corporation, enterprise, partnership and
institution, as well as being used as a synonym for
‘the business’.
Business

⦿ The business is essentially

outwardly focused and profit
driven.
Management

⦿ theprocess of dealing with or

controlling things or people.
 1.Objective

⦿A clear and complete definition of the

objective must known. Any business
concern or any individual adhere to a
definite purpose or aim.
 2.Analysis

⦿A sound business judgment attempts

to build an organization through full
knowledge of the requirements of the
business
 3. Personal ability

⦿ for sound organization, human

resources is important.
 4. Coordination

⦿ Coordination can be obtained by group

effort that emphasize on unity of action.
Therefore, coordination facilitates in
several management concepts
 5. Centralization of Authority and
Responsibility

⦿ In every organization there should be

centralized executive control or
command authority.
 6. Principle of flexibility

⦿ organizationalstructure must be
flexible considering the
environmental dynamism.
Management concept
⦿ Management to be effective must
be systematic
⦿ Management to be successful
must be scientific
Management Structures
The line of responsibility works in two
ways:

1. From the executive to the supervisor down

to the workers under his jurisdiction and
conversely,
2. From the workers to those who are in
authority over him.
Management control
 Effective communication system
To the manager, information has four purposes
to serve
1. It must answer the questions what are we going
to do?
2. How well are we doing?
3. How can we do better?
4. Does it serve as an aid to coordination?
The manager
 Quality of an effective manager
An effective manager must have the following
qualities:
1. He studies, analyzes and dissects his job.
2. He knows how to delegate the administrative details of his job.
3. He is willing to delegate to and share with his subordinates the
credit of a job well done.
4. He trains and develops his men to prepare them to assume
delegated work.
5. He knows how to control plan his time.
6. He institutes controls for effective performance
 Executive Functions
Managers do not do the actual work an organization. His
specific function are

1. to Plan 3. to Direct
2. to Organize 4. to Control

Planning. Is the job of making things happen that would

otherwise not occur. It is an intellectual process, the
conscious determination and direction of action.
⦿ Organizing. A good organization structural does not
guarantee good performance, but a poor one makes
good performance impossible, either the caliber of the
individual managers, notwithstanding.

⦿ Directing. Is guiding and overseeing subordinates.

One can plan, organize and staff, but until subordinates
are taught what to do and told to get on with the job,
nothing gets done.
⦿ Leadership has been defined as; the process by which
an executive imaginatively directs, guides or influences
the work of other in choosing and attaining particular
ends.

⦿ Coordination is the process whereby an executive

develops an orderly pattern of groups effort among the
subordinates, and secures unity of action in the pursuit
of common purpose.
Control. Control has been defined as the process by
which an executive gets the performance of his
subordinates to correspond as closely as possible to
chosen plans, orders, objectives, or policies.
Executive Leadership
⦿ Executives Leadership is the bridge between objective and
result. Human progress is the crowing glory of success. Success
is the result of good management.

⦿ New concept of leadership

To achieve objective, a leader must be use the autocratic style of
leadership when he is the expert or when there is an
emergency
situations where quick and decisive action appears to be
necessary.
Example of an ideal leadership
⦿ Historical record shows that the Iroquois league, a
confederation
of five indigenous nations in what is now the united states,
adopted a constitution known as great law of peace, which
spelled out the qualities out the qualities it required of leaders.

Delegation of authority
Delegation of authority is the key of effective management in
order to have control, the manager must have authority.
 Responsibility and Authority
Defined

RESPONSIBILITY – means state of being

accountable or answerable for any obligation, trust,
dept or something or in other words it means
obligation to complete a job assigned on time and
best way.

AUTHORITY – is the power to give orders and get it

obeyed or in other words it is the power to take
decisions.
RESPONSIBILITY AND AUTHORITY
A match should be there between these
two because of two main reasons.
Firstly, if a person is given some
responsibility without sufficient authority he
can’t perform better, and also could not
accomplish the desired goal.

Secondly, if there is excess authority being

delegated to an individual without matching
responsibility then the delegated authority
will be misused in one way or the other.
 PERSONNEL COORDINATION

The company organization is also dependent upon the special

abilities and skills of personnel to perform the work. This is true
particularly in the establishment of leaders, supervisors and
foremen. Two factors are significant.

1. The need for close supervisions as judged by skill

of the workers and the difficulty of the
operations.

2. The availability of experienced and trust worthy

personnel capable of acting in supervisory
capacity.
 SCIENTIFIC MANAGEMENT

The root of management science extend to the work of Frederick W. Taylor, who
propounded the machine model or scientific or task management theory with the
following peculiarities.

1. Division of labor and specialization

2. Unity of command and centralization of decision making
3. One way authority
4. Narrow span of control
Frederick Winslow Taylor
(March 20, 1856 – March 21, 1915)
was an American mechanical engineer who
sought to improve industrial efficiency. He was
one of the first management consultants.
HUMANISTIC MANAGEMENT
Konosuke Matsushita – the founder of Panasonic
Corporation of Japan

“there is no magic phrase that will answer your question,

our management is anchored on the following principles:
>We have a good staff.
>Our policies were clear.
>We did not allow factions to form within or company.
>We worked towards a system of management by all
employees.
DIRECTING PEOPLE ON THE JOB
What is ORDER?
>is a specific message conveyed by a leader to follower for
purpose of influencing the follower to take desired action. Order are
either VERBAL or WRITTEN.

When to use verbal orders?

>When the follower is intelligent and reliable.
>When a demonstration is involved.
When to have written orders?
>When particular sequence must be followed
exactly.
>When orders must be passed on someone.
>When the workers involved are slow to understand
and forgetful.
 THREE CATEGORIES OF
VERBAL OR WRITTEN

>Request
>Here the leader asks the follower to act as the
leader wishes.
>Asking for Volunteers
>the leader explains what is to be done and asks for
volunteers.
a. For jobs that require overtime.
b. For extra heavy work.
c. Jobs that are dangerous.
>Direct order or Command
a. In case of danger or extreme urgency.
b. When haste is important.
c. With lazy and indifferent workers.
d. For careless workers.

Here some guiding principles on how to phase orders

effectively.
>Clear >Complete
>Complete >Acceptable
End of report