1. Page 1 ORGANIZING MAED 301: THEORY AND PRACTICE IN EDUCATIONAL ADMINISTRATION PROFESSOR: DR. ALICIA V. LLAMAS

2. Page 2 PRAYER HEAVENLY FATHER WE PRAISE AND GLORIFY YOUR NAME. 3. Page 3 WE ARE HUMBLY ASKING FOR YOUR GUIDANCE ALL THROUGH OUT THE DAY 4. Page 4 MAY WE HAVE WISDOM AND OPENNESS TO UNDERSTAND TODAYS PRESENTATION 5. Page 5 LET YOUR LIGHT SHINE UPON THOSE WHO ARE IN THE MIDSTOF DARKNESS AND THOSE WHO ARE IN LACK OF HOPE. 6. Page 6 MAY THEY BE ENLIGTHENED BY YOUR GRACE AND LEAD THEM BACK TO YOU. 7. Page 7 WE ARE THANKFUL THAT TODAY WE ARE ALIVE AND WELL. 8. Page 8 THAT WE ARE GIVEN ANOTHER CHANCE TO PARTAKE WITH THE FULLNESS OF LIFE. 9. Page 9 AND MOST ESPECIALLY, TO HAVE THE OPPORTUNITY TO DO GOOD AND BE OF SERVICE TO MAN KIND. 10. Page 10 AND LORD GOD I HUMBLY PRAY THAT YOU WILL SHOWER ME WITH YOUR WISDOM THAT I MAY BE ABLE TO PRESENT MY TOPIC CLEARLY AND PROVIDE THEM AMPLE INFORMATION TO THE UTMOST OF MY KNOWLEDGE IN THE NAME OF JESUS AMEN. 11. Page 11 ECONOMIC SOCIALINSTITUTION (ORGANIZATION) HOW ARE THEY RELATED TO EACH OTHER? GOAL GOAL GOAL GOAL GOAL GOAL 12. Page 12 WORK PEOPLE ORGANIZATION THEY HELP IN THE MANAGEMENT OF PROBLEMS CONFRONTING THESE INSTITUTIONS FORMALIZED INTENTIONAL STRUCTURE OF ROLES OR POSITIONS 13. Page 13 ORGANIZING A BASIC HUMAN ACTIVITY ONE THAT ALLOWS INDIVIDUALS TO WORK COLLECTIVELY TO ACHIEVE THEIR INDIVIDUAL AND COLLECTIVE GOAL 14. Page 14 Management - Chapter 10 14 What is organizing as a management function? Organizing and organization structure Organizing The process of arranging people and other resources to work together to accomplish a goal. Organization structure The system of tasks, workflows, reporting relationships, and communication channels that link together diverse individuals and groups. 15. Page 15 Management - Chapter 10 15 Organizing viewed in relationship with the other management functions. 16. Page 16 IT IS IN THE SENSE THAT WE THINK OF ORGANIZING AS: 1. THE IDENTIFICATION AND CLASSIFICATION OF REQUIRED ACTIVITIES 2. THE GROUPING OF ACTIVITIES NECESSARY FOR ATTAINING OBJECTIVES 3. THE ASSIGNMENT OF EACH GROUP TO A MANAGER WITH THE AUTHORITY (DELIGATION) TO SUPERVISE IT. 4. THE PROVISION FOR COORDINATION HORIZONTALLY AND VERTICALLY IN THE ORGANIZATIONAL STRUCTURE 17. Page 17 ABILITY TO MANAGE THE BUSINESSEFFECTIVELY BUSINESS ORGANIZATIONS -ARE MADE OF PEOPLE -ORGANIZED AND OPERATED BY PEOPLE -AND INTENDED FOR PEOPLE AN INDEX OF GOOD MANAGEMENT SUCCESSFUL ORGANIZATIONS MUST HAVE TO PROVIDE FOR CONTINGENCY 18. Page 18 19. Page 19 20. Page 20 FOR AN ORGANIZATION TO FUNCTION EFFECTIVELY: THERE MUST NOT ONLY EXIST COOPE -RATION AMONG THE PEOPLE WITHIN THE GROUP BUT IT SHOULD BE UNDER THE DIRECTION OF COMPE- TENT, AND EFFICIENT EXECUTIVE LEADERSHIP! 21. Page 21 ORGANIZATION ORGANIZING A BUSINESS FOR EFFICIENT OPERATION IS THE ESSENTIAL ATTRIBUTE FOR MAKING THIS POSSIBLE 22. Page 22 STUDY OF ORGANIZATION Both meaningful and important to management It could help bring to light number of symptom, if not actual conditions that need closer attention of management Whatever be the reason, it behooves upon management to conduct a study, focusing attention on the area or areas that show signs of weakness, if not failure, for the necessary remedial measures. 23. Page 23 AS A PROCESS AS PRINCIPLES AS A STRUCTURE AS A GUIDE FOR BEHAVIOR AS AN ENTITY 24. Page 24 CONCEPTS OF ORGANIZATION 25. Page 25 CONCEPTS OF ORGANIZATION 26. Page 26 CONCEPTS OF ORGANIZATION IN A POPULAR USAGE, THE TERM ORGANIZATION IS HELD TO CONNOTE A STRUCTURE WHICH DEFINES THE RELATIONSHIPS AMONG THE PEOPLE OR ACTIVITIES COMPRISING THE GROUP. 27. Page 27 CONCEPTS OF ORGANIZATION AN ORGANIZATION IS THUS NO MORE NO LESS THAN THE RELATIONSHIPS BETWEEN SIMILAR FUNCTIONS, PHYSICAL FACTORS, AND PERSONNEL. IT IS SET UP PRIMARILY FOR THE PURPOSE OF PROMOTING COOPERATION AND FACILITATING THE EFFECTIVE EXERCISE OF EXECUTIVE LEADERSHIP. HENCE, IT IS AN INSTRUMENTS OF COMMAND. 28. Page 28 CONCEPTS OF ORGANIZATION AS A GUIDE FOR BEHAVIOR THE TERM ORGANIZATION IS ALSO AT TIMES HELD TO REFER TO THE ACTUAL BEHAVIOR OF PERSONS GROUPED TOGETHER IN THE BUSINESS ENTERPRISE REGARDLESS OF WHETHER THEIR BEHAVIOR CONFORMS TO THE ORGANIZATION STRUCTURE OR NOT. THE EXPRESSION FORMAL ORGANIZATIONIS USED IN REFERENCE TO ORGANIZATION STRUCTURE WHILE THAT OF INFORMAL ORGANIZATION TO THE ORGANIZATION BEHAVIOR 29. Page 29 CONCEPTS OF ORGANIZATION A COMPLEX WHOLE COMPOSED OF A NUMBER OF INTEGRATED PARTS IT IS USED TO REFER TO A PEOPLE WHO GROUPED THEMESELVES TOGETHER INTO WELL INTEGRATED UNITS SO THAT OBJECTIVES MAY BE ATTAINED WITH A MAXIMUM EFFICIENCY AND MINIMUM WAISTED EFFORTS THROUGH THE USE OF MEN, MATERIALS, MONEY, MACHINES AND METHODS. 30. Page 30 CORPORATE ORGANIZATION 31. Page 31 COMPONENTS OF BUSINESS CORPORATION 1. OWNER-INVESTORS 2. BOARD OF DIRECTORS 3. OFFICERS AND STAFFS 4.EMPLOYEES AND WORKERS 32. Page 32 COMPONENTS OF BUSINESS CORPORATION 1. OWNER-INVESTORS PROVIDES THE NECESSARY CAPITAL FOR THE ESTABLISHMENT AND OPERATION OF THE BUSINESS THEY ARE KNOWN AS THE STOCKHOLDERS 33. Page 33 COMPONENTS OF BUSINESS CORPORATION RULLING BODY FORMULATE POLICIES FOR THE GOVERNANCE OF THE CORPORATION THEY HAVE POWER TO CONDUCT ORDINARY BUSINESS OF THE CORPORATION 2. BOARD OF DIRECTORS 34. Page 34 COMPONENTS OF BUSINESS CORPORATION THEY ARE FREE TO EXERCISE THEIR INDEPENDENT JUDGEMENT UPON ALL MATTERS BEFORE THEM, WITH OUT INTERFERENCE OF STOCKHOLDERS EXCEPT IN MATTERS REQUIRING STOCKHOLDERS CONSENT. 2. BOARD OF DIRECTORS 35. Page 35 COMPONENTS OF BUSINESS CORPORATION DIRECTORS MUST ACT IN GOOD FAITH AND WITH REASONABLE CARE, AND MUST HANDLE THE AFFAIRS OF THE CORPORATION WITH PRUDENCE THAT AN ORDINARY MAN WOULD USE. 2. BOARD OF DIRECTORS 36. Page 36 COMPONENTS OF BUSINESS CORPORATION THEY CAN BIND THE CORPORATION BY THEIR ACTS AS A BODY 2. BOARD OF DIRECTORS IN A BRIEF SENSE, THE BOARD OF DIRECTORS SEEKS IMPROVED RESULTS AS PROOF THAT MANAGEMENT IS DOING ITS JOB. 37. Page 37 COMPONENTS OF BUSINESS CORPORATION CHARGED WITH THE ADMINISTRATION OF THE BUSINESS THEY ARE NOT DIRECTLY RESPONSIBLETO THE STOCKHOLDERS, WHO ARE THE OWNER OF THE BUSINESS, AND BOARD OF DIRECTORS BUT ARE ALSO SUBJECT TO THE APPROVAL OF A VERY DISCRIMINATING PUBLIC 3. OFFICERS AND STAFFS 38. Page 38 COMPONENTS OF BUSINESS CORPORATION PEOPLE WHO WORK IN THE ORGANIZATION THEY ARE THE BACKBONE OF THE ORGANIZATION 4.EMPLOYEES AND WORKERS THEY DEPEND ON THE ORGANIZATION FOR THEIR DAILY LIVING 39. Page 39 SCIENTIFIC MANAGEMENT 40. Page 40 A MANAGEMENT WHICH APPLIES SCIENCE AND MAKE USE OF FACTS INSTEAD OF GUESS WORK, WHERE BY CERTAIN ACCEPTED STANDARDS AND METHODS COULD BE DEVISED AND ESTABLISHED. 41. Page 41 Frederick W. Taylor 19th CENTURY LAUNCHED SCIENTIFIC MANAGEMENT MOVEMENT ADVANCED THE PRINCIPLE THAT A GOOD METHOD OF PERFORMING AN OPERATION IN THE SHOP WAS NOT ENOUGH 42. Page 42 APPROACH TO SCIENTIFIC MANAGEMENT 1. STUDY OF MANEGERIAL PROBLEMS SEEKING TO DISCOVER THE PARTICULAR MANAGEMENT PROCEDURE THAT IS BEST APPLICABLE TO GIVEN SITUATION 43. Page 43 APPROACH TO SCIENTIFIC MANAGEMENT 2. CONSIDERATION OF THE WAYS OF ATTAINNING THE STATED OBJECTIVES STUDY ANALYSIS OF EACH PROBLEM AT HAND COLLECTION OF FACTS AND DATA USE OF INTENSIVE RESEARCH BY WHICH FACTS AND DATA MAY BE OBTAINED 44. Page 44 APPROACH TO SCIENTIFIC MANAGEMENT 3. SELECT THE ONE BEST WAY TO BE ADOPTED BY THE ENTERPRISE AS A STANDARD. THE PURPOSE OR OBJECTIVES HAS BEEN CLARIFIED THE WAYS OF OBTAINING SUCH OBJECTIVE HAS BEEN CONSIDERED 45. Page 45 APPROACH TO SCIENTIFIC MANAGEMENT 4. THE NECESSARY FUNCTIONS SHOULD BE DETERMINED ORGANIZATION BUILDING REQUIRES THE ORGANIZER TO ASCERTAIN THOSE FUNCTIONS WHICH ARE CONSIDERED MOST IMPORTANT AND THEREFORE REQUIRE PREFERENCIAL ATTENTION. 46. Page 46 APPROACH TO SCIENTIFIC MANAGEMENT 5. THE MEN BEST SUITED FOR THE WORK AND TO HEAD EACH DEPARTMENT OR DIVISION MUST BE CAREFULLY SELECTED. PICKING THE RIGHT PEOPLE TO POSITION IS THE MAJOR TASK OF MANAGEMENT 47. Page 47 GOOD APPLICANTS MAY TURN DOWN A JOB OFFER AS A RESULT OF POOR TREATMENT AND POOR INTERVIEWING. 48. Page 48 APPROACH TO SCIENTIFIC MANAGEMENT 6. A TIME STANDARD SHOULD BE SET UP, WHICH IS ARRIVED AT BY TIME AND/OR MOTION STUDIES TO DETERMINE THE TIME REQUIRED TO PERFORM EACH OPERATION IN THE JOB AS WELL AS THE JOB ITSELF 49. Page 49 APPROACH TO SCIENTIFIC MANAGEMENT 7. THERE SHOULD BE COORDINATION OF THE VARIOUS PHASES OF WORK IN ANY BUSINESS AND INDUSTRY. IT WOULD REMOVE FRICTION, FRUSTRATION AND FUTILITY WHICH COULD RESULT IN THE IMPAIRMENT OF THE SUCCESSFUL FUNCTIONING OF THE BUSINESS COORDINATION 50. Page 50 BASES UPON WHICH ORGANIZATIONS ARE BUILT 51. Page 51 ORGANIZATIONAL STRUCTURE 52. Page 52 ORGANIZATIONAL STRUCTURE DEFINED AS: -THE PATTERN OR NETWORK OF RELATIONSHIPS BETWEEN THE VARIOUS POSITIONS AND THE HOLDERS OF THESE POSITIONS. MAY BE FORMAL OR INFORMAL 53. Page 53 ORGANIZATIONAL STRUCTURE A. FORMAL ORGANIZATION -CHARACTERIZED BY THE PRESENCE OF TWO IMPORTANT CONDITIONS: eg. BUSINESS ORGANIZATION 54. Page 54 ORGANIZATIONAL STRUCTURE B. INFORMAL ORGANIZATION- CHARACTERIZED BY COLLECTIVE ACTIVITY IS, NEVERTHELESS NOT SPECIFICALLY ORIENTED OR DIRECTED TOWARD DEFINITE GOALS OF THE GROUP. eg. FRIDAY EVENING BOWLING GANG, MORNING COFFEE REGULARS, MACHINE GROUP SHOP A NETWORK OF INTERPERSONAL RELATIONSHIPS THAT ARISE WHEN PEOPLE ASSOCIATE WITH ONE ANOTHER 55. Page 55 CLASSIFICATION OF DIFFERENT RELATIONSHIPS IN ORGANIZATIONS: LINE-AND -STAFF 56. Page 56 CLASSIFICATION OF DIFFERENT RELATIONSHIPS IN ORGANIZATIONS: LINE O R G A N I Z A T I O N MILITARY TYPE 57. Page 57 LINE O R G A N I Z A T I O N EACH EXECUTIVE CAN MAKE DECISIONS QUICKLY WITHOUT THE NEED OF CONSULTING ANYONE EXCEPT HIS OWN SUPERIOR. 58. Page 58 LINE O R G A N I Z A T I O N THE TOTAL AREA OF SUPERVISION WOULD HAVE TO BE LIMITED OWING TO THE MULTIPLICITY OF DUTIES 59. Page 59 1. PURE-LINE ORGANIZATION 2. DEPARTMENTAL LINE ORGANIZATION 2 TYPES OF LINE ORGANIZATION 60. Page 60 LINE ORGANIZATION 61. Page 61 THE TASK OF MANAGEMENT USUALLY CONSISTS OF FUNCTIONAL DIFFERENTIATION APPLIES THE PRINCIPLE OF SPECIALIZATION OF FUNCTION TO EACH JOB FUNCTIONAL O R G A N I Z A T I O N 62. Page 62 FUNC- TIONAL O R G A N I Z A T I O N EACH SEPARATE DEPARTMENT IS CHARGED WITH A SPECIFIC FUNCTION, THE WORK IS SO DIVIDED THAT ONE MAN ATTENDS TO ONLY ONE THING A DEFINITE AREA OF RESPONSIBILITY FOR THE PERFORMANCE OF EACH FUNCTION IS FIXED UPON ONE MAN THE WORKMAN IS ALLOWED AND ENCOURAGED TO THINK OUT IMPROVEMENTS BY MAKING AN INTENSIVE INVESTIGATION AND STUDY OF HIS OWN WORK SPECIALIZED SKILLS AND ABILITIES ARE MADE AVAILABLE TO THE INDIVIDUAL WORKER. AS SUCH, THIS MINIMIZES THE NEED FOR ALL AROUND WORKERS. 63. Page 63 FUNC- TIONAL O R G A N I Z A T I O N IT IS NOT ALWAYS EASY TO DETERMINE THE DEPARTMENT WHICH SHOULD BE PROPERLY CONCERNED WITH EACH SPECIFIC GROUP OF ACTIVITIES IT MAY BE DIFFICULT TO SET UP AN ARBITRARY CLASSIFICATION OF ACTIVITIES THAT WOULD PROVE SATISFACTORY THERE ARE SO MANY MEN REPORTING DIRECTLY TO THE PRESIDENT, THAT MAKE HIM DIFFICULT IF NOT IMPOSIBLE TO HIM TO GIVE ATTENTION TO EACH OF THEM 64. Page 64 FUNCTIONAL ORGANIZATION 65. Page 65 LINE AND STAFF ORGANIZATION REPRESENTS A FUSION OF THE OLD LINE ORGANIZATION WITH THE BEST FEATURES OF THE FUNCTIONAL ORGANIZATION FUSION OF STRONG POINTS OF BOTH FUNCTIONAL AND LINE ORGANIZATIONS IT ENJOYS THE ADVANTAGE OF HAVING ELIMINATED MOST OF THE WEAKNESSES FOUND IN THE OTHER TWO TYPES OF ORGANIZATION THE ONE MOST COMMON USED IN MODERN BUSINESS 66. Page 66 THERE IS ONLY ONE BOSS TO WHOM ANY INDIVIDUAL IS DIRECTLY RESPONSIBLE 67. Page 67 STAFF AND LINE REFER TO TYPES OF AUTHORITY USUALLY ARE GENERALIZED TO DESCRIBE RESPONSIBILITIES AND POSITION STAFF- INVESTIGATES, FIND FACTS, MAKE REPORTS TO, AND ADVISES THE LINE EXECUTIVE WHO HAS THE FINAL WORD. HAS THE AUTHORITY OF IDEAS WHILE LINES HAVE THE AUTHORITY OF COMMAND STAFF THINKS, LINES DO 68. Page 68 LINE AUTHORITY STAFF AUTHORITY 69. Page 69 SPECIALIZED STAFF PERSONAL STAFF 70. Page 70 ASSISTANT ASSISTANT TO 71. Page 71 ORGANIZATION WITH LINE-STAFF RELATIONSHIPS 72. Page 72 ASSISTANT TO 73. Page 73 LINE AND STAFF ORGANIZATION PROVIDES A CLEAR AND UNDIVIDED CHAIN OF COMMAND PROVIDES FOR A GROUP OF SPECIALIZED STAFF LINE OFFICERS ARE STRENGTHENED BY HAVING AT THEIR COMMAND STAFF SPECIALISTS WHO ADVISE, INSTRUCT, AND IN A LIMITED SENSE SUPERVISE THROUGH THE FORCE OF NEW IDEAS THE PRICIPLE OF SPECIALIZATION IS FOSTERED, SINCE THE PLANNING AND INVESTIGATIVE FUNCTIONS ARE LARGELY PERFORMED BY THE STAFF THEREBY PERMITTING THE LINE OFFICER MORE TIME TO CONCENTRATE ON THE EXECUTIVE FUNCTION THE STAFF SERVES AS AN EXCELLENT TRAINING GROUND FOR LINE OFFICERS ADVANTAG E 74. Page 74 LINE AND STAFF ORGANIZATION LINE EXECUTIVES INVARIABLY REFUSE TO LISTEN TO STAFF PEOPLE BEFORE EVENTHOUGH THEIR ADVICE APPEARS SOUND AND SENSIBLE THE PSYCHOLOGY OF THE STAFF RELATION- SHIP MAY LEAD CERTAIN PERSONS TO OFFER ILL ADVISE OWING TO CARELESSNESS, IN AS MUCH AS THEY ARE NOT HELD RESPONSIBLE FOR OPERATING RESULTS CERTAIN LINE OFFICERS MAY RELY TOO MUCH ON THE STAFF TO DO THE THINKING AND PLANNING FRICTION MAY BE DEVELOP BETWEEN THE LINE OFFICER AND THE STAFF WHEN EITHER OF THEM DOES NOT UNDERSTAND THE TRUE LINE- AND STAFF RELATIONSHIP DISADVANTAGE 75. Page 75 COMMITTEE ORGANIZATION 76. Page 76 COMMITTEE ORGANIZATION 77. Page 77 COMMITTEE ORGANIZATION ADVANTAGE 78. Page 78 COMMITTEE ORGANIZATION DISADVANTAGE 79. Page 79 DEPARTMENTALIZATION 80. Page 80 DEPARTMENTALIZATION 81. Page 81 RE-EXAMINATIONS OF AN ORGANIZATION STRUCTURE 1. IT MAY HAVE BEEN IMPROPERLY SET UP DURING ITS INCEPTION 2. IT MAY PROVE INEFFECTIVE IN THE ATTAINMENT OF COMPANY OBJECTIVES BECAUSE OF THE TREMENDOUS EXPANSION AND GROWTH EXPERIENCED BY THE FIRM. 3. IT MAY HAVE OUTLIVED ITS USEFULNESS IN THE LIGHT OF CONTINUOUS AND UNEXPECTED CHANGESIN THE BUSINESS WORLD 4. TEMPORARY AND IMPROVISED ARRANGEMENTS MAY HAVE BEEN MADE IN THE ASSIGNMENT OF NEW DEPARTMENTAL FUNCTIONS AND RESPONSIBILITIES BUT HAVE BECOME MORE OR LESS PERMANENT, WHICH MADE THE STRUCTURE ILLOGICAL AND IN CAPABLE OF ATTAINING DESIRED OBJECTIVES. 82. Page 82 SPAN OF CONTROL -RELATED TO THE HORIZONTAL DIMENSION OF AN ORGANIZATION STRUCTURE -IT MEANS THE NUMBER OF SUBORDINATES THAT AN EXECUTIVE SUPERVISES, SOMETIMES REFERRED TO AS THE SPAN OF SUPERVISION -A CONCEPT HOLDS THE BELIEF THAT THE LARGER THE NUMBER OFSUBORDINATES REPORTING DIRECTLY TO AN EXECUTIVE, THE MORE DIFFICULT IT TENDS TO BE FOR HIM TO EFFECTIVELY SUPERVISED AND COORDINATE THEM EFFECTIVELY 83. Page 83 TRENDS IN ORGANIZATION WHAT ERNEST DALE CALLS AND DESCRIBE AS TYRANNY OF ORGANIZATION IS THOUGHT TO BE THE EXCLUSIVE PREROGATIVE OF BIG BUSINESS WITH A GROUPING NUMBER OF SMALLER COMPANIES ENGAGING IN MANY PHASES OF ORGANIZATIONAL PLANNING, THE PREROGATIVE IS RAPIDLY BECOMING A GENERAL PRACTICE. 84. Page 84 TRENDS IN ORGANIZATION 1. MORE STAFF WHICH HAS CAUSED MORE ORGANIZATION TECHNIQUES, DIFFUSION OF POWER, AND MORE POINTS OF FRICTION PLUS 2. MORE MIDDLE MANAGEMENT, WHICH HAS CAUSED SPECIALIZATION, CENTRALIZATION OF AUTHORITY, AND MORE POINTS OF FRICTION PLUS 3. MORE SPECIALIZATION (BOTH STAFF AND LINE)- WHICH HAS CAUSED MORE CONFUSION AND MORE POINTS OF FRICTION, PLUS 4. MORE METHODS AND REGULATIONS-WHICH HAS CAUSED MORE PRESCRIBED RITUAL AND MORE POINTS OF FRICTION PLUS 5. MORE ORGANIZATIONAL PLANNING-WHICH HAS CAUSED MORE MECHANICS AND MORE STAFF (THEREBY COMPLETING A CYCLE) 85. Page 85 ORGANIZATIONAL DEVELOPMENT TERMED AT TIMES AS OD REFERS TO THE USED OF GROUP DYNAMICS AND RELATED SOCIAL PHYSCOLOGY TECHNIQUES TO ASSIST AN ORGANIZATION IN EXAMINING ITS TECHNICAL SYSTEMS AND SOCIAL RELATIONSHIP PROBLEMS SO AS TO DEVELOP BETTER SOLUTIONS. EMPHASIZES THE OPERATIONS OF THE ORGANIZATIONS AS A WHOLE. THE APPROACH DIFFERS FROM OPERATIONS RESEARCH (OR) AND FROM THE TRADITIONAL APPROACH OF OUTSIDE MANAGEMENT CONSULTANT. *OR IS PERFORMED BY A TEAM OF SPECIALISTS USING MATHEMATICAL TECHNIQUES TO ARRIVE AT OPTIMAL SOLUTION *OD IS FACILITATING TECHNIQUE 86. Page 86 ORGANIZATIONAL DEVELOPMENT ORGANIZATIONAL DEVELOPMENT -EMPHASIZES FORMAL AND INFORMAL STRUCTURE MANAGEMENT DEVELOPMENT -FOCUSES ATTENTION ON INDIVIDUAL LEARNING AND FLEXIBILITY V.S 87. Page 87 ORGANIZATIONAL DEVELOPMENT INTERVENTION STRATEGIES TRAINING AND DEVELOPMENT PROGRAM HUMAN RELATIONS TRAINING HUMAN RESOURCE DEVELOPMENT TRANSACTIONAL ANALYSIS 88. Page 88 ORGANIZATIONAL DEVELOPMENT INTERVENTION STRATEGIES TRANSACTIONAL ANALYSIS -ORIGINATED BY ERIC BERNE AND DEVELOPED BY TOM HARRIS -TRANSACTIONAL ANALYSIS TERMED AS TA -USEFUL APPROACH TO UNDERSTANDING AND ANALYZING INTERACTION BASICCOMPONENTS: 1.STYLES OF BEHAVIOR 2.STROKES AND GAMES 3.LIFE BEHAVIOR 89. Page 89 ORGANIZATIONAL DEVELOPMENT INTERVENTION STRATEGIES BASICCOMPONENTS: 1.STYLES OF BEHAVIOR -REWARDS 2. STROKES AND GAMES -ROLE PLAYING 3. LIFE BEHAVIOR -ASSUMPTIONS ABOUT ONESELF THAT GUIDES ONES BEHAVIOR AND ATTITUDE -GROUP DYNAMICS REFER TO THE INTERACTING FORCES WITHIN A SMALL HUMAN GROUP 90. Page 90 THOSE INVOLVED IN OD ASSIST MANAGEMENT THROUGH: -IMPROVING TWO-WAY, PROBLEM- SOLVING COMMUNICATION -DISCOVERING AND REMOVING INTERPERSONAL OBSTACLES THAT BLOCK ORGANIZATIONAL EFFECTIVENESS -GUIDING, SUPPORTING, AND ENCOURAGING ORGANIZATION MEMBERS AS THEY WORK THROUGH THE PROCESS 91. Page 91 ORGANIZATIONAL CHARTS 92. Page 92 IF ORGANIZATIONAL CHARTS ARE TO SERVE THE PURPOSES OF TOP MANAGEMENT SATISFACTORILY, 3 TYPES ARE IMPORTANT: THE POTENTIAL ORGANIZATION -DEPICTS AT A MERE GLANCE THE CURRENT EVALUATION OF EACH INCUMBENT 93. Page 93 IMPORTANCE OF CHARTS 1. HELP CLARIFY THE ASSIGNMENTS OF DUTIES AND THE LINES OF AUTHORITY 2. HELP SHOW MEN THROUGHOUT THE ORGANIZATION HOW THEY AND THEIR WORK CONTRIBUTE TO THE WHOLE JUST AS THEY HELP EVERYONE KEEP UP WITH ORGANIZATIONAL CHANGES 3. TELL THE NAME OF EXISTING DEPARTMENTS, WHO HEADS EACH DEPARTMENT, AND WHO REPORTS TO WHOM 4. IN AVERY BROAD SENSE, CHARTS ARE NOT MUCH UNLIKE PHOTOGRAPHS-THEY SHOW WHAT IS NEEDED TO BE KNOWN AT A GIVEN MOMENT 94. Page 94 PRINCIPAL ATTRIBUTES OF GOOD ORGANIZATION 1. EFFECTIVE EXECUTIVE LEADERSHIP 2. SOUND BUSINESS OBJECTIVES AND POLOCIES 3. SOUND FUNCTIONAL RELATIONSHIPS AS DETERMINED BY OBJECTIVES 4. ADEQUATE PHYSICAL IMPLEMENTATION THAT WILL MAKE POSSIBLE THE ECONOMICAL, EFFECTIVE IMPLEMENTATION OF OBJECTIVES 5. A COMPLIMENT OF ABILITIES, BOTH EXECUTIVE AND OPERATIVE Acc. To RALPH C. DAVIS 95. Page 95 PRINCIPAL ATTRIBUTES OF GOOD ORGANIZATION 6. ORGANIZATIONAL STABILITY 7. ORGANIZATIONAL FLEXIBILITY 8. ORGANIZATIONAL CAPACITY FOR GROWTH 9. ORGANIZATIONAL BALANCE 10. ORGANIZATIONAL MORALE Acc. To RALPH C. DAVIS 96. Page 96 REPORTED BY: ALBERTO G. REMOROZA JR. KAPAYAPAAN NATIONAL HIGH SCHOOL 97. Page 97 REFERENCES: Copyright 2007 John Wiley & Sons Canada, Ltd. All rights reserved. Reproduction or translation of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein. 98. Page 98 BOOM PANES!