GROUP 7

LESSON 11

ORGANIZATION
 CONTENT
01 WHAT IS ORGANIZATION?

02 TYPES OF ORGANIZATION STRUCTURE

03 MODELS OF ORGANIZATION

04 KINDS OF ORGANIZATIONAL CHART

05 BENEFITS PROVIDED BY AN

06 ORGANIZATIONAL CHART

07 STEPS IN ORGANIZING

PRINCIPLES OF ORGANIZATION
 WHAT IS ORGANIZATION?
Is defined in various ways by different
authorities. Based on this different view,
organization basically is both a structure and a
process. A structure is like the skeleton of the
human body or the framework of a house. The
organizational structure may be then defined as
the pattern or network of relationships between
the various positions and the individuals holding
such positions. According to Davis and Filley, "an
organization structure is the set of normal,
planned relationships between the physical
factors and personnel required for the
performance of these functions".
Organization is a process means the setting up of
the individuals and functions into productive
relationships and aimed towards the
accomplishment of certain common objectives. The
coooerative spirit among the employees working
together is more important than organizational
structure itself. "No matter how good the structure
is on the paper if the people cannot get along well
each other, the goals cannot be achieved".
TYPES OF ORGANIZATIONAL STRUCTURE

FORMAL INFORMAL

refers to one which is refers to the one

establish by law. By- established
unconciously by the
laws or constitution
spontaneous
and activities are groupings of persons
consciously and consists of rules,
coordinated. These sentiments, traditions
are found in policies, and customs.
procedures, manuals
etc.
 MODELS OF ORGANIZATION
1. BUREAUCRATIC
this is a form of organization which can be seen as pyramid, that is, there
is one authority on top and the base is under the chain of command,
therefore, is from top to bottom.

Characteristics of Bureaucratic
a. The organization operates according to a body of laws or rules, which are
consistent and have normally been intentionally establish.
b. Every official is subject to an impersonal order by which he guides his
actions. In turn, his instructions have authority only in so far as they
conform with this generally understood body of rules; obedience is due to
his offices, not to him as an individual.
c. Each incumbent of an office has a specified sphere of competence, with
obligations, authority, and power to compel obedience strictly defined.
d. The organization of offices follows the principles of hierarchy, that is,
each lower office is under the control and supervision of higher one.
e. The supreme head of organization, and only he occupies his position by
appropriation, by election, or by being designated as successor. Other
offices are filled in principle, by free selection and candidates are
selected on the basis of "technical" qualifications. They are appointed, not
elected.
 f. The system also serve as a career ladder. There is promotion according
to seniority or achievement. Promotion is dependent upon his judgement.
g. The official who, in principle, is excluded from any ownership rights in
the concern, or in his position, is subject to discipline and control in the
conduct of his office.

2. DEMOCRATIC
this is a form of organization where employees participate and share in
decision-making, policy-making, and so forth.

Characteristics of Democratic
a. Decisions regarding goals and objectives, plans and procedures are made
all by concerned persons or their selected representatives.
b. Cooperation of staff, board, and committees is cultivated in order to
establish a smooth working relationship.
c. Promotion or selection for new or different work opportunities based in
the varied abilities and experiences of the workers, with an eye towards their
personal development as well as the good of the agency.
d. Warm, friendly, cooperative relationship based on group or team spirit
concepts are encourage.
3. ADHOCRACY
since no model is perfect, and rarely do we find in practice, one that is
purely bureaucratic or democratic, a new model called adhocracy is
evolving.
Characteristics of Adhocracy
a. Central administration control is still retained.
b. Decision and service delivery are decentralized and shared.
c. The line of communication from the top to the bottom is
shorter.

4. COLLEGIAL OR PROFESSIONAL TEAM MODEL

this model emphasizes the "group of professional colleagues organized in
a collaborative lifestyle that prizes well-used channels of
communication".

Characteristics of Collegial Model

a. Mutual trust among the group members.
b. Clarity on how and where decisions are made as well as accountability.
c. Involvement of the team members.
d. Delegation of responsibilities and authority with built-in evaluation to
determine how responsibilities are carried out.
e. Maximum informal communication.
f. Recognition of special resources in the agency and in the community.
g. Stress on the growth of the persons involved.
 KINDS OF ORGANIZATIONAL CHART
ORGANIZATIONAL CHART is a pictorial presentation of the form which the organization structure
takes. It shows how work is divided, what worl each person, unit, section etc. Is responsible for,
who directs the work or the line of authority, and to whom one is to report.

1. VERTICAL CHART this shows the position of authority at the top with the different
levels in a horizontal position and the functions running vertically.

2. HORIZONTAL CHART this shows the position of authority on the left side and
presents the different levels in a vertical position while the
functions are shown horizontally.
3. CIRCULAR CHART this shows the position of authority from the middle of
the circle and the functions flow from the center.
AN ORGANIZATIONAL CHART SHOULD SHOW THE FOLLOWING;
1. Division of work into components.
2. Who directs the work or the line of authority.
3. Nature of the work performed by the components.
4. Groupings of components on the functional or regional basis.
5. Levels of management in terms of successive layers of surperiors and
subordinates.

BENEFITS PROVIDED BY AN ORGANIZATIONAL CHART;

1. It clarifies and defines the lines of responsibility and authority.
2. It helps prevent organizational ills such as buck-passing and empire-building.
3. It helps in developing sound procedures as it provides a visual aid.
4. It aids communication as it gives a picture of where decision-making is.
5. It promotes greater efficiency as it helps in maintaining organizational
stability, flexibility and balance.

STEPS IN ORGANIZING;
1. Distinguish clearly the various functions necessary to accomplish the action.
2. Group the functions into organizational units and eventually into
economical and effective work assignment.
3. Provide in advance of the need for the physical facilities and resources.
4. Find the qualified personnel who can perform the assigned responsibilities.
 PRINCIPLES OF ORGANIZATION
1. Work specialization or division of work
- in order to achieve its objectives, the task to be accomplished may be divided and assigned
to the personnel qualified to do the task. This will promote improved performance.

2. Unity of command
- rach and every member of the organization should report to one and only supervisor.

3. Span of control
- there is limit as to the number of people a person can suoervise well, usually from five to
seven, is a good number.

4. Homogenous assignment;
a. Job must be related or allied
b. Functions must not overlap
c. Functions must be specific, clear-cut
d. Every assignment or task must be within the range of accomplishment of the person
assigned to do the job
e. All functions of every unit must be assigned to specific persons
5. Delegation of authority;
a. Responsibilities assigned must carry with them corresponding authority for decision-making.
b. Scalar authority must be from top to bottom.
c. The number of delegated functions must be limited.
d. Delegation of authority and responsibility stems at the lowest operational level.
e. Command responsibility rests with the administrator.

6. Hierarchal or scalar principle

- people are organized in groups under leaders with ascending and descending levels of authority.
When shown in a chart, the hierarchy assumes the form of a pyramid.

7. Line and staff principle

- the line people are directly involved in the implementation and accomplishment of objectives.
The staff people assist the line personnel by their specialized knowledge and skills. The authority
of staff people is the authority of knowledge and ideas. Their work is along planning, advising etc.

8. Division of labor
- for the vast organization to achieve its objectives, there must be division of labor. Only those
qualified for the performance of a special function should be assigned to the job.
9. Short chain of command
- there should be as few levels of supervision between
the top management and the rank and file. The shorter
the administrative distance, the less are there chances
for distortion of orders, and the better is the flow of
communication.

10. Balance
- there must be reasonable balance between the size of
different departments and centralization and
decentralization in decision-making.
THANK'S
FOR
Edel Mark Reclusado
GROUP 7
Dan Andrie Padua
ALRIGHTS
Juana Marie Concepcion RESERVED
Elna Gorospe