ORGANIZING: THE PURPOSE OF

THE STRUCTURE  ORGANIZATION CHART: diagram of the

organization's official positions and formal
Organizing defined. lines of authority.
 It is the structuring of resources and  ORGANIZATION MANUAL: provides
activities to accomplish objectives in an written descriptions of authority
efficient and effective manner. relationships, details the functions of major
organizational units, and describes job
THE PURPOSE OF THE STRUCTURE procedures.
 POLICY MANUAL: describes personnel
1. It defines the relationships between tasks
activities and company policies.
and authority for individuals and departments.
2. It defines formal reporting relationships, the
number of levels in the hierarchy of the
organization, and the span of control. THE INFORMAL GROUPS
3. It defines the groupings of individuals into  It is when members of an organization
departments and departments into spontaneously form a group with friendship
organization. as a principal reason for belonging.
4. It defines the system to effect coordination of
effort in both vertical(authority) and Reasons or factors for joining or forming a
horizontal(tasks) directions group.
1. Friendship
When structuring an organization, the engineer 2. Common Interest
must be concern of the following; 3. Proximity (gives people chance to share
1. Division of Labor - determining the scope ideas, opinions)
of work and how it is combined in a job. 4. Need satisfaction (unions, cultural societies,
2. Delegation of Authority - the process of fraternities)
assigning various degrees of decision-making 5. Collective power (rallies)
authority to subordinates. 6. Group goals (party, sports club)
3. Departmentation - the grouping of related
jobs, activities, or processes into major
organizational submits. THE TYPES OF ORGANIZATION
4. Span of control - the number of people who
report directly to a given manager. 1. Functional Organization: this is a form of
5. Coordination - the linking of activities in the departmentalization in which everyone
organization that serves to achieve a common engaged in one functional activity, such as
goal or objective. engineering or marketing, is grouped into one
unit.
2. Product or market organization: the
THE FORMAL ORGANIZATION organization of a company by divisions that
 It is the structure that details lines of brings together all those involved with a certain
responsibilities, authority and position type of product of customer.
3. Matrix Organization: an organizational
The formal structure is described by structure in which each employee reports to
management through: both a functional or division manager and to a
project or group manager.
 Moving Story
THREE TYPES OF AUTHORITY
1. LINE AUTHORITY: a manager's right to tell In November 1981, the whole 6th floor
subordinates what to do and then see that they of the Film Center at the Cultural Center
do it. Complex in Manila collapsed while undergoing
2. STAFF AUTHORITY: a staff specialist's construction. Many workers and an engineer
right to give advice to a superior. died.
3. FUNCTIONAL AUTHORITY: a specialist's Based on the interview of some
right to oversee lower-level personnel involved survivors “a former construction worker was
in that specialty, regardless of where the hired to do masonry job when he does not
personnel are in the organization. have training in masonry.”

Hence, there was poor staffing.

TWO TYPES OF DEPARTMENT
1. LINE DEPARTMENTS: perform tasks that
This type of story underscores the
reflect the organization’s primary goal and
importance of staffing in any organization,
mission.
engineering or otherwise.
2. STAFF DEPARTMENTS: include all those
Effective staffing, on the other hand
that provides specialized skills in support of line
places the engineering organization on a
department.
competitive stance.

CLASSIFICATIONS OF STAFF
STAFFING
OFFICERS  The management function that
1. PERSONAL STAFF: those individuals determines human resource needs,
assigned to a specific manager to provide recruits, selects, trains and develops
needed staff services. human resources for jobs created by an
2. SPECIALIZED STAFF: those individuals organization.
providing needed staff services for the whole
organization.
THE STAFFING PROCEDURES.
DEFINITION OF COMMITTEE: 1. HUMAN RESOURCE PLANNING:
 It is a formal group of persons formed The planned output of an organization will
for a specific purpose. require a systematic deployment of human
resources at various levels. To be able to
CLASSIFICATIONS: do this, the engineer manager will have to
1. Ad Hoc Committee: one created for a short- involve himself with human resource
term purpose only and have a limited life. planning.
2. Standing Committee: relatively permanent
committee that deals with issues on an ongoing 2. RECRUITMENT:
basis. [ex. grievance committee] Attracting qualified persons to apply for
vacant positions in the company so that
those who are best suited to serve the
STAFFING THE ENGINEERING company may be selected.
ORGANIZATION  Sources of Applicants
 i. The organization’s current iii. To plan for future performance
employees. goals.
ii. Newspaper advertising iv. To determine training and
iii. Schools development needs
iv. Referrals from companies. v. To assess the promotional
v. Recruitment firms potential of the employee.
vi. Competitors
7. EMPLOYMENT DECISIONS:
3. SELECTION: After evaluating the performance of the
The act of choosing from those that are employee, s/he is now subjected to any of
available the individuals most likely to the following;
succeed on the job. i. Monetary rewards
ii. Promotion
iii. Transfer
 Ways of Determining the Qualifications iv. Demotion
of a Job Candidate
i. Curriculum Vitae 8. SEPARATION:
ii. References  VOLUNTARY SEPARATION: The
iii. Interviews employee resigned by himself. (looking
iv. Testing for better employment, getting married)
 INVOLUNTARY SEPARATION:
4. INDUCTION AND ORIENTATION: TERMINATION due to poor
 INDUCTION: The new employee is performance of the employee.
provided with the necessary information
about the company. His duties,
responsibilities, and benefits are relayed
to him. The employee signs the contract
of employment.
 ORIENTATION: The new employee is
introduced to the immediate working
environment and co-workers, including
his working space.

5. TRAINING AND DEVELOPMENT:

The learning that is provided in order to
improve performance of the present job.

6. PERFORMANCE APPRAISAL:
The measurement of employee
performance.
 WHY?
i. performance and development.
ii. To determine merit, pay to
increase.
LEADING AND DIRECTING knowledge and skills, and different
potentials.
 It is defined as the process of influencing
people so that they will contribute to 3. The Importance of Personal Dignity
organizational and group goals.  The concept of individual dignity means
 Managing requires the creation and that people must be treated with
maintenance of an environment in which respect, no matter what their position is
individuals work together in groups toward in the organization.
the accomplishment of common objectives.
 The manager’s job is not to manipulate 4. Consideration of the Whole Person
people but, rather, to recognize what
 We cannot talk about the nature of
motivates people.
people unless we consider the whole
person, not just separate and distinct
characteristics such as knowledge,
HUMAN FACTORS IN MANAGING attitude, skills, or personality traits.
Through the function of leading,  A person has them all to different
managers help people see that they can satisfy degrees.
their own needs and utilize potential while  The human being is a total person
contributing to the aims of the enterprise. affected by external factors.
 People cannot divest themselves of the
Managers should thus have an impact of these forces when they come
understanding of the roles assumed by people to work.
and the individuality and personalities of  Managers must recognize these facts
people. and be prepared to deal with them.
1. Multiplicity of Roles
 Individuals are much more than a MOTIVATION
productive factor in management’s
plans.  A general term applying to the entire class
 They are members of social systems of of drives, desires, needs, wishes, and
many organizations; they are consumers similar forces.
of goods and services, schools,
churches, trade associations, and
political parties. MOTIVATIONAL TECHNIQUES
 In these different roles, they establish
1. Intrinsic Motivation
laws that govern managers, ethics that
guide behavior, and a tradition of human  Refers to motivation that is driven by an
dignity that is a major characteristic of interest or enjoyment in the task itself, and
our society. exists within the individual rather than
relying on any external pressure
2. No Average Person
 It may include a feeling of accomplishment
 People act in different roles, but they are and self-actualization.
also different themselves.
 It is equally important to acknowledge
that individuals are unique—they have 2. Extrinsic Motivation
different needs, different ambitions,
 Comes from outside of the individual.
different attitudes, different desires for
Common extrinsic motivations are
responsibility, different levels of
 rewards like money and grades, (2) Transformational and Transactional
coercion (the practice of forcing another Leadership Approaches
party to behave in an involuntary
 Mahatma Gandhi (1869-1948) is a great
manner by use of threats, or rewards
example of a transformational leader
intimidation, or some other form of
because he satisfied the needs of his
pressure or force), and threat of
followers. Instead of riding those needs to
punishment.
power, he remained sensitive to a higher
 Include benefits, recognition, status
purpose.
symbols, and money. Competition is in
 His vision of leadership went beyond
general extrinsic because it encourages
himself. He believed in satisfying the needs
the performer to win and beat others,
of all that followed him.
not to enjoy the intrinsic rewards of the
 The transactional leadership theory,
activity.
developed by Weber and Bass, is based on
the hypothesis that followers are motivated
through a system of rewards and
LEADERSHIP punishment.
Leadership is the art or process of  The transactional leader's view of the
influencing people so that they will strive leader - follower relationship is one of quid
willingly and enthusiastically toward the pro quo - or this for that. If the follower does
achievement of group goals. something good, then they will be
rewarded. If the follower does something
Good leaders are made not born. If you wrong, then they will be punished.
have the desire and willpower, you can
become an effective leader. Good leaders (3) Charismatic Leadership Approach
develop through a never-ending process of  Charismatic leadership is based on the
self-study, education, training, and experience. leader's ability to communicate and behave
in ways that reach followers on a basic,
emotional way, to inspire and motivate.
INGREDIENTS OF LEADERSHIP  According to Robert J. House, charismatic
(1) Trait Approaches to Leadership leaders may have certain characteristics,
such as:
Ralph M. Stogdill found that various a. being self-confident
researchers had identified specific traits related b. having strong convictions
to leadership ability such as: c. articulating a vision
 5 physical traits (such as energy, d. being able to initiate change
appearance, and height) e. communicating high expectations
 4 intelligence and ability traits f. having a need to influence followers and
 16 personality traits (such as adaptability, supporting them
aggressiveness, enthusiasm, and self- g. demonstrating enthusiasm and
confidence), 6 task-related characteristics excitement
(such as achievement drive, persistence, h. being in touch with reality
and initiative)
 9 social characteristics (such as
cooperativeness, interpersonal skills, and (4) Fiedler’s Contingency Approach to
administrative ability) Leadership
 People become leaders not only because of
their personality attributes but also because
 of various situational factors and the The transfer of information from a
interactions between leaders and group sender to a receiver, with the information being
members. understood by the receiver.
 Based on leadership style --- task-motivated
Communication and management are
and relationship-motivated and situation ---
closely linked. Communication refers to the
leader-member relations, task structure,
process by which information is exchanged
and position power.
between two or more people (increasingly,
(5 ) Path-goal Approach to Leadership machines are also included in communication,
but we limit the discussion here to
This was developed to describe the way
communication between people). Each of the
that leaders encourage and support their
management roles – planning, organizing,
followers in achieving the goals they have been
leading, and controlling - depends on effective
set by making the path that they should take
communication. Managers must be able to
clear and easy. In particular, leaders:
receive accurate information for the plans to be
 Clarify the path so subordinates know implemented. When information is accurately
which way to go. sent and received, everyone in an organization
 Remove roadblocks that are stopping can be informed. When information is
them going there. misinterpreted or when incorrect information
 Increasing the rewards along the route. spreads, communications can create significant
problems in organizations.

LEADERSHIP STYLES BASED ON USE OF

AUTHORITY THE COMMUNICATION MODEL
1. Autocratic Leader
 He commands and expects compliance, is
dogmatic and positive, and leads by the
ability to withhold or give rewards and
punishment.
2. Democratic or Participative Leader
 He consults with subordinates and
encourages their participation.

THE PURPOSE OF COMMUNICATION

1. To establish and disseminate the goals
3. Free-rein Leader of an enterprise.
2. To develop plans for their achievement.
 He uses power very little, if at all, giving
3. To organize human and other resources
subordinates a high degree of
in the most effective and efficient way.
independence.
4. To select, develop, and appraise
members of an organization.
5. To lead, direct, motivate, and create a
COMMUNICATION climate in which people want to
contribute.
6. To control performance.
 hairstyles, architectures, symbols, and
infographics, as well as through an
COMMUNICATION IN AN ORGANIZATION
aggregate of the above.
1. Downward Communication  Non-verbal communication is also called
silent language and plays a key role in
 It flows from people at higher levels to those human day to day life.
at lower levels in the organizational
hierarchy.
COMMUNICATION METHODS
2. Upward Communication
1. Primitive or conventional method
 Travels from subordinates to superiors and
continues up the organizational hierarchy.  regular mail (“snail mail”), morse code

3. Crosswise Communication 2. Use of information technology

 It includes the horizontal flow of information  wired and wireless telephone, fax machine,
(among people on the same or similar voice mail, internet (for e-mail, chatting,
organizational levels) and the diagonal flow etc), teleconference , and videoconference
of information (among people at different
levels who have no direct reporting
relationships with one another). TIPS FOR IMPROVING WRITTEN
COMMUNICATION
 Use simple words and phrases.
FORMS OF COMMUNICATION
 Use short and familiar words.
1. Written Communication  Use personal pronouns (such as “you”)
whenever appropriate.
 Communication in written form  Give illustrations and examples; use charts.
 Includes pictograms or visuals, letters,  Use short sentences and paragraphs.
memorandums, reports, text messages,  Use active verbs, such as “The manager
electronic messages (e-mail). plans…”
2. Oral or verbal Communication  Avoid unnecessary words.

 Primarily refers to spoken verbal

communication TIPS FOR IMPROVING ORAL
 Includes discussion, speeches, COMMUNICATION
presentations, interpersonal communication
and many other varieties.  Communicate with a large audience as you
 The body language and voice tonality plays would do in a one-to-one conversation.
a significant role and may have a greater  Tell a story, an anecdote, and give
impact on the listener than the intended examples.
content of the spoken words.  Pause—do not rush. In a discussion, a
pause shows that you are listening.
 Use visual aids such as diagrams, charts,
3. Nonverbal Communication overhead slides, and computer graphic
 Describes the process of conveying presentations.
meaning in the form of non-word messages  Communicate confidence and create trust.
through e.g. gestures, body language, or This can be done by strong and clear voice,
posture; facial expression and eye contact, good posture, and a smile.
object communication such as clothing,
 Use a colorful, specific language and show professionally and socially. In a trusting and
through your body language that you are collaborative culture, people are more likely to
confident and are in command of the seek help with problems and to suggest
situation. solutions and improvements. Effective
communication creates a collegial culture that
fosters teamwork and encourages cooperation.
ROLES OF COMMUNICATION IN
Creates Commitment
MANAGEMENT
Effective communication involves not
The role of management is to
only sending information but also receiving it.
accomplish the goals of an organization. To do
By listening to employees' concerns, allowing
this, managers create a plan that defines what
them to have input on their work and their
needs to be done, when it will be done, and
workplace, and giving consideration to their
how it will be done. To implement the plan,
suggestions, managers can make everyone in
managers must convey this information to
the organization feel like they are valued
everyone in the organization. That is, they must
contributors. When employees feel like they
communicate the plan to members of
are valued in the organization, they will likely
organization. However, managers need to do
be more engaged and motivated. Effective
much more than just inform people what they
communication creates support and
need to support the plan. They also must
commitment.
motivate people to support the plan, build
commitment to the organization, establish Defines Expectations
rapport and collaboration, and keep everyone
When people are uncertain about what
informed of events and actions that affect the
is expected of them and how they will be
organization. Good communication not only
evaluated, they can't do their jobs well.
informs but also helps to create a culture that
Performance reviews are difficult because the
makes people feel like they belong to and want
employee does not know the performance
to support the organization. The opening
standards they are expected to meet. And if
example sows what can result from poor
corrective measures are necessary, the
communication.
employee may be resentful if he can't see how
Following are some benefits of effective his behaviors reduced his effectiveness. When
communication: expectations and standards are clear,
employees know what they need to do to get a
Provides Clarity
positive review and benefits that come with it.
Confusion, uncertainty, and ambiguity
These are just a few of the many
make people uncomfortable and
benefits that come from effective
uncooperative. Making roles, responsibilities,
communications. Managers can only reach
and relationships clear gives everyone the
organizational goals when the people in the
information they need to do their jobs and to
organization are committed to the goals.
understand their contributions to the
People perform much better when they are
organization. Effective communication reduces
informed and involved.
the cost associated with conflicts,
misunderstandings, and mistakes.
Builds Relationships FORMAL AND INFORMAL
COMMUNICATION SYSTEM
A culture that promoted open
communication reduces tension between In most organizations there are both
hierarchical levels of employees, both formal and informal information systems.
Formal communication systems are the In a social network, an individual can
methods used to convey information necessary reach out to anyone else in his network for
for conducting the business of the organization. information or assistance. Through the kinking
Formal communications conform to rules and member, he can also seek help from another
regulations prescribed by the profession or law group. People with large social networks have
(for example, formal reporting procedures for access to much information, and linking
tracking injuries in the workplace). This is individuals can spread information through an
information that flows within the chain of organization. Linking individuals can be very
command or within task responsibilities. The influential in an organization.
message may be procedures to provide regular
2. Grapevine - is how gossip is spread through
progress reports to managers. It may be
an organization. Another term for a grapevine
scheduled meetings to exchange information
is a rumor mill. Almost everyone engages in
on the status of a project. Human resources
gossip in some manner, so it is a very effective
may arrange seminars to convey new policies
way of spreading information. In fact,
and procedures. The formal communication
information often spreads faster through the
system makes sure necessary information
grapevine than through formal information
flows through the organization and that
channels. Unfortunately, the information is not
dissemination of this information is controlled.
controlled, and it can be distorted or even
Not everyone in the organization has access to
totally fabricated. The grapevine is particularly
progress reports or attends project meetings.
important when formal communications are
Formal communication systems ensure that
inadequate. People don't like to be uncertain
information is available to those who need it
about conditions that affect them. When
and not to others.
information is not provided by the formal
Not all communication in an organization system, they seek and spread information
is formal, and not all communication is through the grapevine.
controlled. Informal communication systems
Unlike a social network, a grapevine is
are outside of the formal system. Informal
unstructured and transitory, although the
systems can connect almost anyone in an
grapevine can follow social network links.
organization to anyone else. They skip over
Informal flows in the grapevine through chance
hierarchical levels between departments and
encounters, informal meetings and overheard
functions. In the opening scenario we saw how
conversations. Electronic communication and
misinformation spread through the informal
social media has greatly increased the spread
system can harm an organization. However,
and spread of grapevines.
informal communication systems are not
necessarily disruptive. In many organizations,
the informal network is the primary way
information is spread and work gets done.
There are some organizations where getting a WHY IS EFFECTIVE COMMUNICATION
job done depends more on who you know that IMPORTANT IN MANAGEMENT?
what you know.

To lead others, you must demonstrate effective

MAIN TYPES OF INFORMAL communication skills. Otherwise, a manager
COMMUNICATION will lack the credibility to implement his
1. Social Network - is a system of personal employer’s objectives, and struggle to really
relationships that cross hierarchical, worker teams behind them. Managers who
departmental, and organization boundaries. communicate well are also more likely to
become good problem solvers, which is an managers must consider when trying to
essential skill to function well in an international communicate a company’s goals and
workplace where diversity is increasingly the objectives.
norm. Employees who show an aptitude for
verbal and written communication are more
likely to advance up the corporate ladder, as MULTIGENERATIONAL RELATIONS
well. Effective communication between
managers and employees is requisite for a Conflicts are likely when employees from
well-functioning workplace. different generations find themselves working
together. Good communications skills are a
must for managers wanting to succeed in this
environment. For example, the competitive
BETTER EMPLOYEE RELATIONS
drive of Baby Boomer employees born
The best managers understand the need for between 1946 and 1964 may not sit well with
building alliances and communicating Generation X and Y peers, born in 1965 or
throughout all levels of the organization. later, who desire a less intense work life.
Effective communication skills are a must for Managers must avoid blanket stereotypes
breaking down barriers, which promotes the when trying to encourage the various groups to
collaborative atmosphere that an organization interact with each productively.
needs to thrive. A typical employee’s
engagement and interest in work varies from
day to day. Astute managers accept this reality PROBLEM SOLVING SKILLS
but can tailor their own communication style to
motivate an employee to achieve the desired Effective communication and problem-solving
result. skills go hand in hand. Employees who
struggle on the job naturally look to managers
for guidance to solve their problems. A
manager who lacks discretion, however, is
GAINS IN PRODUCTIVITY
unlikely to gain the trust he needs to address
Whether they realize it or note, managers are co-worker conflicts, declining performance or
the linchpin of a company’s productivity efforts. substance abuse issues. Failure to address
A manager must clearly articulate strategies these situations, in turn, jeopardizes the
and plans so that an employee team knows organization’s productivity and ability to carry
what to do, and how the company envisions out its mission.
them being carried out. At the same time, each
team member should understand his role, and
why his particular task is so important. If the
manager can’t make that case, employees
grow complacent and less interested in their
work.
IMPACT OF GLOBALIZATION
Cross-cultural and linguistic work teams are
increasingly common features in today’s
globalized workplace. Managers must devise
new communications strategies to interact with
an increasingly multicultural, multinational
workforce. Employees also may identify with
several different national groups; which