Outline For The Report in Intro To PA - Organizing, Staffing, Controlling and Directing
Outline For The Report in Intro To PA - Organizing, Staffing, Controlling and Directing
Outline For The Report in Intro To PA - Organizing, Staffing, Controlling and Directing
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Organizing
A process by which the manager brings order out of chaos, removes conflict
between people over work or responsibility, and establishes an environment of
teamwork.
Essentially aimed at developing an intentional structure for effective performance,
a network of decision communication centers from which to secure coordination of
individual effort toward group goals.
Span of Management
Refers to as the span of control where the number of subordinates a manager can
effectively supervise.
Department
A distinct area, division, or branch of an organization over which a manager has
authority for the performance of specified functions or activities
Departmentation
Involves the division of work into specialized tasks and their organization into
distinct departments. It can be based on time.
Two Kinds of Authority Relationships in Departmentation
1. Line Functions
Directly responsible for carrying out the objectives of the organization.
Line Officers
i. Officers who are given the authority of command.
2. Staff Functions
Elements which help the line to work effectively.
Staff Officers
i. Officers who are assigned the authority of ideas.
The structuring of the organization involves external pressures, personal preferences,
interaction patterns, individual capacities, power struggles, and communications which
represent the typical pyramidal authority and some of its interactive process.
STAFFING
Involves manning and keeping manned the positions provided for by the
organization structure. (Koontz and O’Donnell)
“No one person can be expected to possess full knowledge of
its organizational operations.”
When a manager plans, controls, and organizes his organizational activities, he
needs staff support. It is also one way of giving them the opportunity to be rational
and productive in the organization.
Subjects that all new personnel should be briefed on the new organization.
1. Establishment of the Chain of Command in the Organization;
2. Effective Staff Management;
3. Effective Staff Procedures;
4. Staff Function and Responsibility;
5. Delegation of Authority; and
6. Staff Behavior, Relationship, and Coordination.
Objectives for Proper and Effective Functioning of the Organization Staffs and its
Operating Units
1. To develop a common understanding of the objectives and functions of the
organization as a whole.
2. To attain a general comprehension of the organizational procedures and
relationships thereby insuring the smooth functioning of all units of the
organization.
3. To ascertain an understanding of the functions of the various staffs and units of
the organization to facilitate their coordination and cooperation; and
4. To enhance camaraderie and teamwork among the personnel, thus effecting the
speedy and successful solution of problems that may arise in the organization.
Staff officers under the immediate direction and control of the manager is important. In
order to free him from time-consuming personnel requirements and to permit him to give
his personal attention to matters he considers particularly significant
Important Functions of Personnel Staff Officers
1. They can provide technical or specialized knowledge and support in their various
fields to aid the manager in carrying out his responsibilities; and
2. They could relieve him of the details which could otherwise rob him of efficiency.
Major Staffing Principles
1. Principle of Staffing Objective
This assure that organization roles are filled by personnel who are able and
willing to occupy them.
2. Principle of Staffing
The better the organization roles are defined, their human requirements
established, and the techniques of manager training and appraisal laid
down, the more assurance there will be of managerial quality.
3. Principle of Job Definition
The more precise results a manager is expected to attain, the more the
parameter of his position can be deduced.
4. Principle of Managerial Appraisal
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The more specific the management results are planned, the more closely
appraised are managers in their teams.
5. Principle of Open Competition
The more an enterprise is committed on the assurance of quality
management, the more it will encourage open competition among all
candidates for management positions.
6. Principle of Management Development
The more that development programs aim at improving the abilities of
managers in their present positions, the more effective they will be.
7. Principle of Continuing Development
The more an enterprise is committed to managerial competence, the more
it requires managers to engage in continuing self-development.
DIRECTING
Involves guiding and motivating other people to work for a common purpose.
Refers to the interpersonal aspect of management by which people are allowed to
understand and contribute efficiently and effectively to the attainment of the
objectives of the organization.
Since the manager is dealing with people, he should possess the organizational talent to
seize firm command of the organization. In short, he should be the master command of
the organization. Directing tells the personnel how they are going to attain the goals; and
controlling reminds them of their goals and authorized means of attaining them.
Direction
Consists of the processes and techniques employed in the issuance of instructions
and directives on how work should be done.
Refers to the act round which all performances in the organization hinge.
Getting the job done.
The manager should follow through immediately on any development which could be
helpful in attaining the organizational goals.
Feedback
Where the manager refers also to the flow of “information” about the progress of
the organizational planning and operations as well as production.
The importance of feedback on all instructions or directives and personnel actions in all
organizational conferences conducted should be given proper emphasis.
Morale
Relates the people in the organization to their productive output.
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It is viewed as the happiness and optimism on the part of the people in the
organization.
It is associated with management as one of its essentials.
CLASSIFICATIONS OF MORALE
1. High Morale
Regarded as a complex combination of many factors that make people do
what the organization expects them to do.
2. Low Morale
Refers to the combination of factors that prevents or deters people from
dong what the organization expects them to do.
Human Relations
Should be given emphasis for a program of internal human relations for the
organization is vital.
Its approach to management requires management to treat their subordinates with
respect and understanding.
It implies that people should be treated in a manner which indicates democratic
action.
Human Relations Approach
Requires that the manager applies utmost diplomacy in his dealings and
relationships with subordinates.
It is the vital part of the process of organizing because it involves the question of
how people get along in their jobs.
Leadership
Defined as the art of imposing one’s will upon the others in such a manner as to
command their obedience, confidence, respect, and loyalty.
It involves sensitivity to the needs of subordinates.
The less problem of conflict in instructions and the greater the feeling of
personal responsibility for results if there is a complete reporting relationship
has an individual.
4. Principle of Direct Supervision
5. Principle of Leadership
6. Principle of Direction Techniques
The techniques of directing should be appropriately varied. It is important
that actual selections be made in terms of effectiveness.
CONTROLLING
Refers to the measurement of accomplishments against set standards and the
corrective measures to be applied so that aviation from the standard are
minimized.
Defined as a management actions to adjust operations of the organization from
predetermined standards.
Closing the management loop of the management process.
The higher the quality of managers and their subordinates, the less will be
the need for indirect controls.
5. Principle of Reflection of Plans
The more controls are designed to deal with the specific nature and
structure of plans, the more effectively they will serve the interest of the
enterprise and its managers.
6. Principle of Organizational Suitability
The more controls are designed to reflect the place in the organization
structure, the more they will facilitate correction of deviations from plans.
7. Principle of Individuality of Controls
Effective controls require consistency with the position, operational
responsibility, ability to understand, and needs of the individual concerned.
8. Principle of Standards
Effective control requires objective, accurate, and suitable standards.
9. Principle of Critical-point Control
Effective control requires attention to those factors critical to appraising
performance against an individual plan.
10. The Exception Principle
The more a manager concentrates his control efforts on exceptions, the
more efficient will be the results of his control.
11. Principle of Flexibility of Controls
The more effective despite failure or unforeseen changes of plans, flexibility
is required in their design.
12. Principle of Action
Control is justified if indicated or experienced deviations from plans are
corrected through appropriate planning, organizing, and directing.