ORGANIZING

MEMBERS:

JC MORILLO
PRINCES OBEDOZA
S O P H I A PA I K
GERI NUNAG
JEROME MANGILIT
BEA ILARINA
Define Organizing
ORGANIZING IS THE PROCESS OF DEFINING AND COMBINING ACTIVITIES, AS WELL AS THE
E S TA B L I S H M E N T O F P O W E R R E L AT I O N S H I P S B E T W E E N T H E M , I N O R D E R TO A C H I E V E
O R G A N I Z AT I O N A L G O A L S . A F T E R P L A N N I N G , O R G A N I Z I N G I S T H E S E C O N D E S S E N T I A L
M A N A G E M E N T F U N C T I O N T H AT C O M B I N E S H U M A N A C T I V I T I E S , A R R A N G E S R E S O U R C E S , A N D
I N T E G R AT E S T H E T W O I N A WAY T H AT A I D S I N T H E AT TA I N M E N T O F G O A L S . I T E N TA I L S
D E T E R M I N I N G T H E M E T H O D S A N D M E A N S B Y W H I C H T H E P L A N S C A N B E C A R R I E D O U T.

THE ACT OF PLACING THINGS IN A LOGICAL ORDER, OR THE ACT OF APPROACHING JOBS IN AN EFFICIENT AND ORDERED MANNER, OR A GROUP

O F P E O P L E W H O H AV E F O R M A L LY G AT H E R E D T O G E T H E R , I S W H AT O R G A N I Z AT I O N I S D E F I N E D A S .

I D E N T I F Y I N G A N D G R O U P I N G T H E W O R K T O B E D O N E , D E F I N I N G A N D D E L E G AT I N G R E S P O N S I B I L I T Y A N D A U T H O R I T Y, A N D B U I L D I N G

R E L AT I O N S H I P S F O R T H E P U R P O S E O F E N A B L I N G P E O P L E T O . W H E N I T C O M E S T O A C H I E V I N G G O A L S , I T ' S B E S T T O O P E R AT E A S A T E A M . T H E

F O U N D AT I O N F O R A C H I E V I N G A C O M PA N Y ' S A I M S A N D G O A L S I S C R E AT E D T H R O U G H O R G A N I Z I N G .
 Organizational Structure and its type

Is a system that specifies how specific tasks should be

carried out in order to fulfill an organization's goals. These
actions may involve the implementation of rules, roles,
and responsibilities. The organizational structure also
influences how information moves inside the corporation.
There are different types of organizational structures:
• Hierarchical org structure
• Functional org structure
• Horizontal or flat org structure
• Divisional or structure (market-based, product-based, geographic)
• Matrix org structure

• Team-based structure

• Network org structure

 Hierarchical org structure
A hierarchical organization is an organizational structure where every entity in
the organization, except one, is subordinate to a single other entity. This
arrangement is a form of a hierarchy .
 Hierarchical org structure
Pros Cons

• B e t t e r d e f i n e s l e v e l s o f a u t h o r i t y a n d • Can slow down innovation or important

responsibility
changes due to increased bureaucracy
• Shows who each person reports to or who
• Can cause employees to act in interest of the
to talk to about specific projects
• Motivates employees with clear career department instead of the company as a whole

paths and chances for promotion • Can make lower-level employees feel like
• Gives each employee a specialty they have less ownership and can’t express
• C r e a t e s c a m a r a d e r i e b e t w e e n e m p l o y e e s their ideas for the company
within the same department
Functional org structure
Similar to a hierarchical organizational structure, a functional org structure starts with
positions with the highest levels of responsibility at the top and goes down from there.
Primarily, though, employees are organized according to their specific skills and their
corresponding function in the company. Each separate department is managed independently.

A functional organization is a common type

of organizational structure in which the
organization is divided into smaller groups
based on specialized functional areas, such
as IT, finance, or marketing.
Functional org structure
Pros Cons

• Allows employees to focus on their role • Can create silos within an

• Encourages specialization organization
• Help teams and departments feel self-determined • Hampers interdepartmental
• Is easily scalable in any sized company communication
• Obscures processes and
strategies for different markets or
products in a company
Horizontal or flat org structure
A H O R I Z O N TA L O R ' F L AT ' S T R U C T U R E I S A N O R G A N I Z AT I O N A L
S T R U C T U R E W I T H O N LY A F E W L AY E R S O F M A N A G E M E N T. I N A F L AT
S T R U C T U R E , M A N A G E R S H AV E A W I D E S PA N O F C O N T R O L W I T H M O R E
S U B O R D I N AT E S , A N D T H E R E I S U S U A L LY A S H O RT C H A I N O F
COMMAND.
Horizontal or flat org structure
Pros Cons

• Gives employees more • Can create confusion since employees do

responsibility not have a clear supervisor to report to
• Fosters more open • Can produce employees with more
communication generalized skills and knowledge
• Improves coordination and • Can be difficult to maintain once the
speed of implementing new company grows beyond start-up status
ideas
 Divisional org structure
In divisional organizational structures, a company’s divisions have
control over their own resources, essentially operating like their own
company within the larger organization. Each division can have its
own marketing team, sales team, IT team, etc. This structure works
well for large companies as it empowers the various divisions to
make decisions without everyone having to report to just a few
executives.

Depending on your organization’s focus, there’s a few variations to

consider.
Market-based divisional org structure

Divisions are separated by market, industry, or customer type. A

large consumer goods company, like Target or Walmart, might
separate its durable goods (clothing, electronics, furniture, etc.)
s. from its food or logistics division
Product-based divisional
org structure

D I V I S I O N S A R E S E P A R AT E D B Y
PRODUCT LINE. FOR EXAMPLE, A
T E C H C O M P A N Y M I G H T H AV E A
D I V I S I O N D E D I C AT E D T O I T S
CLOUD OFFERINGS, WHILE THE
REST OF THE DIVISIONS FOCUS
O N T H E D I F F E R E N T S O F T WA R E
OFFERINGS––E.G., ADOBE AND
I T S C R E AT I V E S U I T E O F
I L L U S T R AT O R , P H O T O S H O P,
INDESIGN, ETC.
Geographic divisional org
structure

Divisions are separated by region, territories, or districts,

offering more effective localization and logistics. Companies
might establish satellite offices across the country, country or
the globe in order to stay close to their customers.
Geographic divisional org structure
Pros Cons

• Helps large companies stay flexible

• Can easily lead to duplicate resources
• Allows for a quicker response to industry changes or customer needs
• Can mean muddled or insufficient
• Promotes independence, autonomy, and a customized approach
communication between the
headquarters and its divisions
• Can result in a company competing
with itself
Matrix org structure
A matrix organizational chart looks like a grid, and it shows cross-functional teams
that form for special projects. For example, an engineer may regularly belong to the
engineering department (led by
an engineering director) but work
on a temporary project (led by a
project manager). The matrix org
chart accounts for both of these
roles and reporting relationships.
 Matrix org structure
Pros
• Allows supervisors to easily choose
individuals by the needs of a project
• Gives a more dynamic view of the
organization
• Encourages employees to use their
skills in various capacities aside from
their original roles
Cons
• Presents a conflict between
department managers and project
managers
• Can change more frequently than
other organizational chart types
Team-based org structure
It’ll come as no surprise that a team-based organizational structure groups
employees according to (what else?) teams––think scrum teams or tiger teams. A
team organizational structure is meant to disrupt the traditional hierarchy,
focusing more on problem solving, cooperation, and giving employees more
control.
 Team-based org structure
Pros Cons

• Increases productivity, performance, and • Goes against many companies’

transparency by breaking down silos natural inclination of a purely
• Promotes a growth mindset hierarchical structure
• Changes the traditional career models by • Might make promotional paths less
getting people to move laterally clear for employees
• Values experience rather than seniority • See why forming tiger teams is a
• Requires minimal management smart move for your organization.
• Fits well with agile companies with scrum or
tiger teams
Network org structure

These days, few businesses have all their services under

one roof, and juggling the multitudes of vendors,
subcontractors, freelancers, offsite locations, and
satellite offices can get confusing. A network
organizational structure makes sense of the spread of
resources. It can also describe an internal structure that
focuses more on open communication and relationships
rather than hierarchy.
Network org structure
Pros
• Visualizes the complex web of onsite
and offsite relationships in companies
• Allows companies to be more flexible
and agile
• Give more power to all employees to
collaborate, take initiative, and make
decisions
• Helps employees and stakeholders
understand workflows and processes
Cons
• Can quickly become overly complex
when dealing with lots of offsite
processes
• Can make it more difficult for
employees to know who has final say
• Consider the needs of your
organization, including the company
culture that you want to develop, and
choose one of these organizational
structures.
 Fundamentals of Organizing
Over the past century, management scholars and practitioners have been greatly influenced by FBL
approach and its assumptions about the best way to fulfill these four fundamentals of organizing.

Common Elements of Organizations

Common Purpose
An organization without a clear purpose or mission soon begins to drift and become disorganized. A common purpose unifies employees or members and gives everyone an understanding of the organization `s direction. Ensuring that the common purpose is effectively

communicated across organization`s( particularly large organizations with many moving parts) is a central task for managers. Managers communicate this purpose by educating all employees on the general strategy, mission statement, values, and short and long term objectives of

the organization.
 Fundamentals of Organizing
Division of Labor
Division of Labor is also known as work specification for greater efficiency. It involves
delegating specific parts of broader task to different people within an organization based upon their
particular abilities and skills. Using division of labo, an organizaation can parcel out a complex work
effort for specialists to perform. By systematically dividing complex tasks into specialized jobs, an
organization us its human resources more efficiently

Coordinated Effort
Coordinating effort involves working together in a way that maximizes resources. The common purpose is achieved through the coordinated effort of all individuals and groups within an organization. The

broader group`s diverse skill sets and personalities must be leveraged in a way that adds value. The act of coordinating orgazational effort is perhaps the most important responsibility of managers because it

motivates and distributes human resources to capture value.

Hierarchy of Authority
Hierarchy of Authority is essentially the chain of command a control mechanism for making sure the right people do the right things at the right time. While there are a wide variety of organizational sturctures — some with more centralization of authority than others —

hierarchy in decision making is a critical factor for success. Knowing who will make decisions under what circumstances enables organizations to be agile, while ambiguilty of authority can often slow the decision-making process. Authority enables organizations to set the

directions and select strategies, which can in turn enable a common purpose.

The process of organizing consists of six steps— defining the firm`s objectives, framing supporting objectives and policies, identifying and classifying the required activities, grouping the activities according to the available human and material resources, delegating authority, and

horizontal and vertical.

Fundamental Concepts of Organizing

* Differentiation: means that the organization is composed of units that work on specilized tassks using different work methods an requiring employees with unique competencies.

* Integration: means that the various units must be put back together so that work is coordinated
 Organizational authority
Organizational authority refers to the hierarchy in a company from top level management to entry level
employees. Members of the organizational authority include line, staff and functional authority. Levels of
management that make up organizational authority include operation level, middle level and top level
management.
Authority in management is key to the successful operation of any type of organization. Without
adequate management in place that has the authority to get things done, an organization falls flat before
it can even get started. Authority in regards to management can be broken down into 8 types:

Line Authority
Staff Authority
Functional Authority
Legal Authority
Expert Authority
Reverent Authority
Reward Authority
 Organizational authority
While there are 8 main types of Authority, they can also be broken down into two separate
categories: Assigned Authority and Perceived Authority.

Assigned Authority refers to the authority that is given to a person or group of people by
those higher up in the management structure of an organization. This can be based on
position or skill and knowledge.
Perceived Authority refers more to how authority is given to those who may not even be in a
supervisory position. This could be due to the respect of their colleagues or their expertise.
Many factors can plan into this unofficial assignment of authority
 Assigned Authority
Line Authority

Line Authority is defined as the power given to someone in a supervisor position to dictate the actions of
subordinates under their supervision.
Line authority is generally used in a top-down organizational approach. In these scenarios, decisions are
typically made at the top of the hierarchical structure and passed down through lower management
positions to be handed off to subordinates.

Staff Authority

Staff Authority is different from Line Authority as those in this position are not considered a
supervisor. Staff Authority refers to someone who has knowledge and expertise and is employed in a
capacity that allows them to advise and assist employees in an organization. they have no direct
management responsibilities. People in these positions tend to be very specialized.
 Assigned Authority
Functional Authority

Functional Authority is at the same time similar and completely different from Line Authority. While
those with Functional Authority have the ability to command subordinates, that authority is limited to
specific functions that fall under their purview.

Legal Authority

Legal Authority in Management refers to the authority given to a person or position based on rules, regulations, or laws set down by the organization.

This type of authority is witnessed frequently in large-scale organizations and government organizations. The rules and regulations, or laws, set forth by the organization stipulate what positions have authority and

the scope of that authority.

 Perceived Authority
Expert Authority
Similar to Staff Authority, those with Expert Authority do not typically have any supervisory
responsibilities. People in these positions have expert knowledge in, typically, one area.

Reverent Authority
This type of authority is completely unique to all others. Reverent Authority is not authority that is
given to a person by a higher manager, a legal document, or expertise. Reverent Authority is given to a
person by others who have chosen to follow their lead.

Reward Authority
Reward Authority typically goes hand in hand with other types of authority that are given to those in
supervisory positions. If they are given the ability to, those supervisors may choose to use Reward
Authority to helo garner compliance from their subordinates.
Punitive Authority
The ability to influence others because of the ability to deliver punishments for mistakes or poor performance
from subordinates is possibly the most common form of authority flexed in any setting. It is often seen that
employers are quick to punish but slow to praise and look to get results based on fear of reprimands or
termination.
 Job design

Is the process of establishing employees' roles and responsibilities and the systems and
procedures that they should use or follow. The main purpose of job design, or redesign, is to
coordinate and optimise work processes to create value and maximise performance.

Job design involves determining the specific task and responsibilities to be performed and carried out by the employees. It is a complex process. It enables to identify employees'

skill and competence with the job requirements. It ensures organisational efficiency and effectiveness.
 The five principles of job design; span of control, accountability, responsibility, autonomy and
influence are required for executives to design effective jobs.

Characteristics of Job Design:

• Task Variety: This refers to the “degree to which a job requires a variety of different activities in
carrying out the work, involving the use of a number of different skills and talents of a person”.
• Task Identity: means the extent to which a job involves completing an identifiable piece of work
from start to finish, with a visible outcome. Motivated employees will be more likely to complete
tasks if they identify with them and have seen them through from start to finish.
• Task Significance: The extent to which a job is important to and impacts others within and outside
of the organization is known as task significance. When employees feel that their work is
significant to their organization, they are motivated to do well and this will lead to increased
employee productivity.
• Autonomy: Autonomy plays an important role in job design and motivation. When organizations design
jobs that allow for employees to enjoy freedom, independence and discretion within their work, this
autonomy leads to great job satisfaction.
• Feedback: This refers to the degree to which an employee receives direct feedback on their performance. Your team needs feedback in order to motivate employees long-term. By designing jobs that encompass all of the core characteristics, you

can help increase employee motivation, in turn improving performance.

• Job Rotation: the employee is shifted from one job to another job within a group so that there is some variety and relief from the boredom of routine work. Job rotation breaks the monotony of performing a highly specialized job by placing

persons on jobs requiring different skills and abilities.

• Job Enlargement: adding additional activities within the same level to an existing role. This means that a
person will do more, different activities in their current job. Job enlargement is a key technique in job
redesign, along with job enrichment, job rotation, and job simplification.
• Job Enrichment: a type of job redesign intended to reverse the effects of tasks that are repetitive requiring
little autonomy. A job design technique that is a variation on the concept of job enlargement. Job
enrichment adds new sources of job satisfaction by increasing the level of responsibility of the employee.
THANK
YOU
MEMBERS:

JC MORILLO

PRINCES OBEDOZA

S O P H I A PA I K

GERI NUNAG

JEROME MANGILIT

BEA ILARINA