ORGANIZATION AND MANAGEMENT SHS SPECIALIZED SUBJECT IN ABM STRAND

1. OUTPUT #2
ORGANIZATION STRUCTURE
• Create an organizational
structure in Tinago NHS and
emphasized on the line of
responsibility with a solid line
and the line of coordination
with a broken line.

2. Three Theories of
Organization
• Classical Theory or Bureaucracy
• Neoclassical Theory or Human
Relations Movement
• System Theory

3. 3 Theories of Organizations
Neoclassical Theory
Critique of the 4
structural principles
of classical Theory
1. Functional
2. Scalar
3. Line/Staff
4. Span of control
System theory
5 parts of an
organization
1. Individuals
2. Formal org.
3. Small groups
4. Status & Roles
5. Physical setting
Classical Theory
4 Basic components
to any Organization
1. System of
differentiated
activities
2. People
3. Cooperation
toward a goal
4. Authority
Activity
No. 1

4. Main teachings of the Classical
Theory:
1. Basic components: A system of
differentiated activities, People, Cooperation
toward a goal, Authority.
2. Structural principle: Functional, Scalar
(Unity of command), Line/staff, and Span of
Control principle.

5. Neoclassical Theorists did not agree
with classical theorists in many
ways e.g.
• Division of labor decreases job meaning
• Value of distinction between line and staff
• Span of control is more than a number
• Not only formal authority can influence people

6. Components of an Open System
Inputs Transformation Outputs
Matter / energy return
Matter / energyMatter / energy
Information Information
Feedback
Environment
Environment

7. System Theory
Organizational System is composed of:
Individuals, Formal Organization, Small
Groups, Status and Role, Physical Setting
All parts in the system are interactive in order
to achieve coordinated goals of the system.

8. Reorganizing and downsizing
• When environment changes, organizations do
too in response.
• Job losses, more work less employees, stresses,
wider span of control
• Who are affected? Those in the middle line,
supporting staffs, and technostructure.

9. Structural properties by which the
organization to reach its goal.
• Functional principle, divide into units
that perform similar function
• Scalar principle (chain of command),
unity of command
• Line/staff functions
• Span of control, number of
subordinates a manager is responsible
for supervising.

10. Organizational Structure
Structure: the sum total of ways in which its labor is
divided into distinct tasks and then its coordination is
achieved among these tasks. Five coordinating
mechanisms have been proposed to explain the
fundamental ways in which organizations coordinate
their work. They are the glue that holds organization
together.

11. Coordinating Mechanisms
• Mutual adjustment
• Direct supervision
• Standardization of work
processes
• Standardization of work output
• Standardization of skills and
konwledge

12. The Five Basic Parts of an Organization
Strategic apex
Middle line
Operating core
Technostructure Support staff

13. Components of Social System
1. Roles
2. Norms
3. Organizational Culture
Social system: the human
components of a work
organization that influence
the behavior of individuals
and groups.

14. Roles: Expectations of appropriate behavior in a
specific position.
Aspects of roles: 1) impersonal. 2) Related to
task behavior. 3) Difficult to clarify. 4) Produce
behavior change. 5) Jobs and Roles are not the
same.
Role episode: Group expectation, communication
about expectation, perceived expectation, actual role behavior
Role differentiation: different roles in the same
group.

15. Three Informal Components of Social systems
Roles
1. Five Aspects
of Roles
2. Role Episode
3. Role
Differentiation
Norms
1. Four important
properties of
norms
2. Three-step
process for
developing &
communicating
norms
Organizational
Culture
1. What is culture?
2. Three key
features of an
org.’s culture
3. ASA cycle

16. Five aspects of roles
• Impersonal
• Related to task behavior
• Difficult to perceive in the same way for
different persons
• Can produce behavior change
• Not the same with job, one job can
have several roles
Role: a set of expectations about appropriate behavior
in position.

17. Role episode
Stage 1 Group expectations for a
particular positions
Stage 2 Communication about
expectations
Stage 3 Perceived expectations
about role
Stage 4 Actual role behavior

18. Norms: a set of shared group expectations about
appropriate behavior. Norms have several properties
• Shouldness or oughtness
• Determine what behavior judged is
• Enforce by group

19. Overcoming
Organizational
Resistance to
Change
Psychological Ownership
1. Self-Enhancement
2. Self-Continuity
3. Control and efficiency
3 Types of Change
1. Self-initiated vs.
imposed change
2. Evolutionary vs.
revolutionary change
3. Additive vs. Subtractive

20. Effect of psychological ownership or
disposition toward change as
influenced by type of change
Self-initiated(+)
VS
Imposed (-)
change
Evolutionary (+)
VS
Revolutionary (-)
Change
Self
Psychological
ownership of the
organization
organization
Individual’s
disposition
toward change
of organization
Additive (+)
VS
Subtractive (-)
change

21. Total Quality
Management
Employee
Involvement
Customer Focus
Statistical Quality
Control
Align Business
Operation

22. Organizational Culture: The way we do things
around here. Some defines as artifacts.
Org Culture features: 1) can be traced to its
founder. 2) develop out of org. experience with
external environment. 3) maintain working
relationships among employees.

23. Beliefs
Values & Norms
Artifacts
Cultural Expression

24. Principles of Teamwork
• provide feedback to and accept it from…
• willing, prepare, proclivity to back
others…
• viewing that group success depends on
their interaction…
• foster interdependence…
• team leadership makes differences..

25. Interpersonal Processes in Teams
• Communication
• Conflict
• Cohesion
• Trust

26. Personnel Selection for Team
Establishing team requirements involves identifying
and assessing the congruence among members with
regard to personality and values.
Critical abilities enhancing group performance: gain
gr acceptance, increase gr solidarity, be aware of
the gr consciousness, share the gr identification,
manage others’ impression of him/her.

27. Delegation &
Empowerment

28. Session Learning
Objectives: Delegation &
Empowerment
• Analyze the difference between
delegation and empowerment.
• Identify the key principles of
delegation.
• Identify the essential elements
of empowerment.

29. Definitions
Delegation:
A division of
labor~
• Assignment of
specific duties
or
responsibilities
to an individual
Empowerment:
Instilling a sense of
power~
• Granting decision-
making authority,
and/or
• Creating
opportunities to
influence decisions
• Providing ability to

30. DELEGATION &
EMPOWERMENT
Delegation
requires:
• Defined
expectations
• Communication
• Coaching
• Monitoring
• Feedback
• Trust
Empowerment
requires:
• Shared values
• Shared power
• Defined boundaries
• Communication
• Feedback
• Recognition
• Trust

31. DELEGATION
• PRINCIPLES OF DELEGATION
• Assign duties to the right people
• Grant authority to do the job
• Minimize yo-yo delegation
• Make due date specific
• Don’t delegate the critical thing you
do
Activity
No. 2

32. DELEGATION
Know Your People
Stages of job development:
• Unconscious Incompetent
• Conscious Incompetent
• Conscious Competent
• Unconscious Competent

33. DELEGATING
1. TELL THEM WHAT TO DO
2. SHOW THEM WHAT TO DO
3. LET THEM TRY - OBSERVE
4. PRAISE PROGRESS
5. REPEAT UNTIL COMPETENT
6. TRANSFER THE
RESPONSIBILITY
7. MONITOR PERIODICALLY

34. EMPOWERMENT
PRINCIPLES OF EMPOWERMENT
• Shared Values
• Brainstorm typical situations
• Identify your “common sense” solutions
• Define “common sense” as values
• The Carver Circle
YES
NO

35. CONCERN
INFLUENCE
EMPOWERMENT
EXPANDS THE CIRCLE OF
INFLUENCE

36. DELEGATION &
EMPOWERMENT
CLASS EXERCISE
• Best & worst delegation
done to you
• Take turns sharing in groups
of 4
• Report out