RESULT OF GOOD ORGANIZATION

A good organization would result in the

following:

 1.Establishing responsibility and preventing "buck passing"

 2. Providing for easier communication
 3. Eliminating jurisdictional disputes between individuals
 4. Helping develop executive ability
 5. Aiding in measuring a person's performance against his
charges and responsibilities
 6. Aiding in equitable distribution of work, functions, and/or
personnel supervision
 7. Permitting expansion and contraction without seriously
disrupting the structure
 8. Pointing out "dead-end" jobs
 9. Affording movements in the direction of the "ideal"
organization, in times of change
 10. Establishing closer cooperation and higher morale
 11. Delineating avenues of promotion
 12. Preventing duplication of work
 13. Making growth possible with adequate control and
without literally killing top executives through overwork
 14. Aiding in wage and salary administration through
forced job analysis and description.
THE ELEMENTS OF DELEGATION
 Delegation is the process of entrusting and transferring
responsibility and authority by the top management to the
lowest level.
The elements of delegation are the following:
1. Responsibility This is the work and duty assigned to a
particular position. It involves mental and physical activities
which must be performed to carry out a task or duty. This
can be delegated. First, the management functions which
cover planning, organizing, staffing, directing and controlling
activities Second the operative function which include all
activities that have to do directly with their specialization.
2. Authority It refers to the power or the right to be
obeyed. It is also the sum of the powers and rights
entrusted to make possible the performance the work
delegate.
3. Accountability The obligation to perform the
delegated responsibility and to exercise the authority
for the proper performance of the work. It cannot be
delegated and it is given to the person who accepts the
responsibility and is accounted only to the extent that
he is given the authority to performed.
 THE ART OF DELEGATION
 Delegation is
considered an art
and a science. It is
an art because it is
skills that the
manager performed
effectively if he
practices it.
 THE EXCEPTION PRINCIPLE
 The exception principle (also known as management by
exception) is closely related to the parity principle. It
states that managers should concentrate their effort on
matters that deviate significantly from the normal and
left subordinates handle routine matters.
 The key concepts of Bureaucracy is Hierarchy- the
ranking of individuals according to the amount of
rational-legal authority they can exercise when they are
fulfilling the responsibilities of their position.
 FORMAL AND INFORMAL
ORGANIZATIONS
Every organization
structure has two
systems of operation
the formal and
informal.
The formal system is
composed of the
recognized and
formalized lines of
communication
authority and
control.
Formal Informal
• Formal have planned • Not formally planned
structure • Arise spontaneously as
• Deliberate attempts to a result of interactions
create patterned • Not depicted in a
relationships chart Human relations
• Usually shown by a chart theory stresses
Traditional theory informal organization
advocates formal
organization
INFOMAL ORGANIZATIO CHART
 CENTRALIZED AND DECENTRELIZED
ORGANIZATIONS
 Centralized management organization, major decisions
are made by a few top executives, subordinates
exercise little initiate in decision making. Ex. Chain
department and grocery stores
 Decentralized management organization represents a
systematic effort to delegate to lower level all authority,
except that which can only be exercised at the highest
level.
 In Centralized organization, authority rests only in a few
hands and most of the decisions are made by these few.
 Decentralized organization authority is dispersed
throughout and decision making is distributed throughout
the organization.
THE MANY FUNCTIONS OF STAFF
CENTRALIZED
• Control by few because men
at the top believe they are
irresponsible. Don't trust
subordinates, and like to
build empires within.
• As a result of the above
attitude, decisions are made
by the top management.
• The drawback is potential
paralysis of decision making
and poor moral.
DECENTRALIZED
• Control by many because
men at the top believe that
participation will increase
efficiency and effectiveness.
• As a result of the above
attitude, decisions are made
throughout the organization.
• The drawback may be
controlled by many.
 THE NATURE OF LINE
AND RELATIONSHIP
 Another way to improve coordination is to
distinguish clearly between line and staff
positions so that organization members clearly
recognized the degree of responsibility
associated with each organizational position.
 Line personnel are those who contribute
directly to the accomplishment of
organizational objectives.
 Staff personnel advise and assist the line

personnel.
 A department or position is called a
line if its objectives are directly in line
with the company's objectives. On the
other hand, department or a position
is called a staff and its objective are
indirectly in line with the company'
objectives.
FLAT OR TALL STRUCTURE

As a span of supervision of control

increases (the number of subordinates
being supervised) the organization
develops a "flat" structure.
On the other hand, narrow spans lead to a
"tall" structure. The tall structure has four
levels with span of two. The flat structure
has two levels with a span of ten.
FLAT ORGANIZATION
FLAT ORGANIZATION