What is the relationship

between PLANNING and

ORGANIZING?
 The relationship
between the two is
that planning and
organizing are dynamic
processes
Organizing
Organizing
-is deciding how best to group
organizational activities and resources.
- is the process of arranging an
organizations structure and coordinating its
managerial practices, and the use of resources to
achieve its goals.(Prof. James Stoner)
Basic Organizing
Elements
Designing Jobs
Grouping Jobs
Establishing Reporting
Relationships Between
Jobs
Differentiating Among
Edgar Schien
-a prominent
organizational
psychologist.
Characteristics of
Organization
Coordination of Efforts
Common Goal of Purpose
Division of Labor
Hierarchy of Authority
 Synergism

-Combining efforts to
collectively accomplish the
tasks that would exceed
simple sum of individual
efforts
 Effective Organizing
1. Division of work that avoids the duplication,
conflicts, and misuse of resources, both material
and human.
2. Clarity of individual performance expectations and
specialized task.
3. A logical flow of work activities that can be
comfortably performed by individuals or group.
4. Established channels of communication that
enhance decision making and control.
5. Coordinating mechanism that ensure harmony
among organization members engaged in
diversified activities.
6. Focused efforts that relate to objectives logically
and efficiently.
7. Appropriate authority structures with accountability
 Management
Effectiveness
-is improve by obtaining the right
resources, organizing management and
employees to work together toward
organizational objectives, and efficiency
is improved by using the most
productive combinations of material and
human resources. Effectiveness is
doing the right things, whereas
efficiency implies doing things right.
Decisional Roles of Managers
-Mintzberg
1. Entrepreneur. Some managers do not start their
own firms, but or complex organization, they act as
entrepreneurs by discovering new ways to use
resources and technology.
2. Disturbance Handler. Managers are for resolving
problems, which is their most stressful and
challenging role.
3. Resource Allocator. This requires careful
proportioning of scarce resources such as time,
money, material, or manpower to accomplish all
that is expected.
4. Negotiator. Negotiating extends to internal and
external managerial activities such as negotiating
 Activities of Real
Managers
Communicating - Exchanging information
- Paper works
Networking - Interacting with outsiders
- Socializing/Lobbying
Traditional Management - Planning
- Decision Making
- Controlling
Human Resource - Motivation
Management
The Management Hierarchy
Top
Management
Executives

Middle
Management
Plant, Division, Staff
Managers

Supervisory
Management
Fine-line Supervisors, Foreman,
Department Heads
 Functional
and
General Managers
Functional Management
-a horizontal division of
management which is based on
expertise and specialization.
Line Managers - are
concerned with primary
organizational activity such as
marketing and production.
 General Managers
-usually oversee collective operations that
include several functional managers.
Katz, a specialist in organizational theory,
identified three managerial skills:
Conceptual Skills. Ability to solve long-term
problems and view the total organization as an
inter-active system.
Human Relations Skills. Ability to work
effectively, lead and assure harmonious
interpersonal relations.
Technical Skills. Ability to use tools, apply
specialized knowledge, and manage processes
and techniques.
 Management Styles
Autocratic Style. A management style
characterized by the manager making all
decisions and issuing orders for the completion
of work without the input o subordinates.
Democratic Style. Is characterized by the
manager making decisions that takes into account
the input of subordinates.
Free-rein Style. Is characterized by the manager
allowing subordinates to make most decisions.
 Organization
Structure
-is the formal pattern of interactions and
coordination designed by management to
link the tasks of individuals and groups in
achieving organizational goals.
 Organization Structure
Elements
The assignment of tasks and responsibilities that
define jobs of individuals and units.
The clustering of individual positions into unit
and o units into departments and larger units to
form organizations hierarchy.
The various mechanisms required to facilitate
vertical (top-to-bottom) coordination, such as the
number o individuals reporting to any given
managerial position and the degree of delegation
of authority.
The various mechanisms needed to foster
horizontal (across departments) coordination,
such as task forces and interdepartmental teams.
Organization Design. The process of
developing an organization structure .
Organization Chart. Aids in
visualizing the structure.
Chain of Command. The unbroken line
of authority that ultimately links each
individual with the top organizational
position through a managerial
position at each successive layer in
between.
 Job Design
Is important to the organizing
function for two major reasons;
Task activities must be grouped
in reasonably logical ways; and
The way the jobs are configured,
or designed, has the important
influence on employee
motivation to perform well.
Job Simplification. Is the process of
designing jobs so that job holders have only a
small number of narrow activities to perform.

Worker Worker Worker

1 2 3

Task Task Task

1 2 3
Job Rotation. Is the practice o shifting workers
through a set of jobs in a planned sequence.

Worker Worker Worker

2 3 1

Task Task Task

1 2 1
Job Enlargement. Is the allocation of wider
variety of similar tasks to a job in order to make it
more challenging.

Worker Worker Worker

1 2 3

Task Task Task

1,2,3 1,2,3 1,2,3
 Formal Organizations
vs.
Informal Organizations
Formal Organizations. Begins with the
pre planned patterns of authority and influence the
planned authority of superior over subordinates.
Informal Organizations. Are concerned
with the employees sense of belonging to an
organization or with their alienation from the
purposes of that organization.
 Types
of
Formal
Organizations
Line Organization. Is the simplest type of
organization.

General Manager

Supervisor Supervisor

W W W W W W
1 2 3 5 6 7
Line and Staff Organization. Provide or
advisory staff positioning.

Plant Manager

Quality Control Maintenance

Manager Manager
(Staff) (Staff)

Inspectors Inspectors Inspectors Inspectors

Product
Manager

Supervisor Supervisor Supervisor

 Functional Organization. Is a type of structure in which positions are
grouped according to their main specialized areas.

General Manager

Department
Manager
Department Department Research
Department Department
Manager Manager &
Manager Manager
Human Operation Developme
Finance Marketing
Resources s nt

Supervisor Supervisor Supervisor

 Job Analysis
- is a systematized procedure for collecting
and recording information about job.

Job Title. Identifies the vacancy.

Job Description. Lists the duties of a
job.
Job Specification. Lists the skills,
abilities and other credentials needed to do a
job.
 Thank You
and
God Bless!!