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Reviewer IN Organization AND Management

Reviewer In Organization And Management
Course

Organization and Management (BME 1000)

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Students shared 7 documents in this course
Academic year: 2019/2020
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Cavite State University

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REVIEWER IN ORGANIZATION AND MANAGEMENT

I. ORGANIZING

ORGANIZING

  • Involves assigning tasks, allocating resources, and coordinating work activities in order to achieve a common purpose.

ORGANIZATION

  • Collection of people or groups of people working together to achieve a common goal

TYPES OF BUSINESS ORGANIZATION

1. SOLE PROPRIETORSHIP

  • Single person who holds the entire operation as his personal property
  • A system made up of tasks to be accomplished, work movements from one work level to other work levels in the system.
  • Attractive to small investors because they are relatively easy to start up.
  • This can be risky because there is no separation between the owner and the business. 2. PARTNERSHIP
  • Single business with two or more people sharing its ownership.
  • Partners share the profits and liabilities of a business venture
  • Governed by code of rules called Uniform Partnership Act
  • Since partnership is a type of business that requires more than one person in the decision-making process, it’s important that potential business partners discuss a wide variety of issues up front and develop a legal partnership agreement.

TYPES OF PARTNERSHIP

A. Limited Partnership

  • Cannot control or participate in the management of partnership
  • Cannot withdraw their investments without the consent of the general partners. B. General Partnership
  • Control and manage the partnership, jointly and severally liable for all its debts and obligations

3. CORPORATION

  • Type of business that keeps the dealings, assets, and bank accounts separate from his/her personal assets.
  • The law on corporation can be found in Batas Blg. Pambansa 68, otherwise known as “The Corporation Code of the Philippines

ORGANIZATION STRUCTURE

  • A system made up of tasks to be accomplished, work movements from one work level to other work levels in the system.

TYPES OF ORGANIZATION STRUCTURE

1. VERTICAL STRUCTURE

  • Clears out issues related to authority rights, responsibilities and reporting relationships.
  • Authority rights refer to the legitimate rights and individuals, appointed in positions to give orders to their subordinates, who will report to them. 2. HORIZONTAL STRUCTURE
  • Refers to the departmentalization of an organization into smaller work units as task become increasingly varied and numerous.

TWO TYPES OF LINE DEPARTMENTS

A. Line Department - Deal directly with the firm’s primary goods and services.

  • responsible for manufacturing, selling, and providing services to clients

B. Staff Department - Support the activities of the line departments by doing research - attending legal matters, performing public relations duties

FUNCTIONAL STRUCTURE

  • Set up wherein each department of the organization is grouped according to its function or purpose such as marketing production, financial management.
  • Functional structure works very well for small businesses in which each department can support itself by relying on the talent and knowledge of its workers.
  • Drawback or disadvantage in functional structure is the restriction in coordination and communication between and among other departments by the boundaries of the organization in which having the various departments working separately and independently.

DIVISIONAL STRUCTURE

  • Typically used in larger companies or organizations with several branches or outlets that operate in a wide geographic area.
  • Provides significant benefit which addresses needs more rapidly and specifically
  • Communication is inhibited because employees in different divisions are not working together.
  • This approach could be costly because of its size and scope.

MATRIX STRUCTURE

  • Hybrid of two structures; divisional and functional
  • Allows for large multinational companies for the benefits of functional and divisional structures to exist in one organization.
  • Matrix can create power struggles because most areas of the company will have a dual management- functional manager and a product or divisional manager working at the same level and covering some of the same managerial territory.
  • It does not follow the traditional hierarchical model. Solid lines - represent the strong and direct reporting relationships Dotted lines - indicate that the relationship is secondary or not as strong as that on the solid lines.

3. NETWORK STRUCTURE

  • Collection of independent, usually single function organizations/companies that work

together in order to produce a product or service.

  • Such network organizations are capable of doing their own specialized work activities independently, like producing, distributing, designing etc., but are capable of working effectively at the same time with other network members.

II. STAFFING

STAFFING - Relates to the recruitment, selection, development, training and compensation of the managerial personnel**.**

- Ensures that the right people are placed particularly in specific jobs.

HUMAN RESOURCE MANAGEMENT

  • Process of finding, developing and keeping the right people to form a qualified workforce.

HUMAN RESOURCE MANAGEMENT PROCESS

A. HUMAN RESOURCE PLANNING

  • Process of using an organization’s goals and strategy to forecast its human resource needs in terms of attracting, developing and keeping a qualified workforce. B. RECRUITING
  • Process of developing a pool of qualified job applicants

JOB ANALYSIS

  • Systematic process for collecting information on the important work- related aspects of a job.

JOB DESCRIPTION

  • Written description of the basic tasks, duties and responsibilities required of an employee

JOB SPECIFICIATIONS

  • Written summary of the qualifications needed to successfully perform a particular job.

❖ BEHAVIOR OBSERVATION SCALE

  • Behavioral approach to performance appraisal that measures the frequency of observed behavior

F. COMPENSATION - Also known as wages. - The financial and nonfinancial rewards that organizations give employees in exchange for their work - The Wage Rationalization Act, Republic Act No. 6727, sets the minimum wage rates applicable per region, province and industry sector. - Minimum wage is based on a work week of 40 hours or 8 hours per day. - The daily 60minute mandatory lunch break is not included in the 8 hour work day and is not compensated.

TYPES OF COMPENSATION

❖ DIRECT COMPENSATION - Worker’s salaries, incentive pays, bonuses and commissions ❖ INDIRECT COMPENSATION - Benefits given by employers other than financial remunerations; travel, educational, and health benefits ❖ NONFINANCIAL COMPENSATION - Recognition programs, being assigned to do rewarding jobs

COMPENSATION DECISIONS

❖ PAY-LEVEL DECISION - Decisions about whether to pay workers at a level that is below, above or current market wages. ❖ PAY STRUCTURE DECISION - Concern with internal pay distributions, meaning the extent to which people in the company receive very different levels of pay. ❖ PAY VARIABILITY DECISION - Concern the extent to which employees’ pay varies with individual and organizational performance. ❖ EMPLOYMENT BENEFITS - Method of rewarding employees that includes virtually any kind of compensation other than wages or salaries

COMPENSATION: A MOTIVATIONAL FACTOR FOR EMPLOYEES

PAY EQUITY

  • Related to fairness
  • Also known as Equity Theory
  • A motivation theory focusing on employees’ response to the pay that they receive and the feeling that they receive less or more than they deserve.

EXPECTANCY THEORY

  • Predicts that employees are motivated to work well because of the attractiveness of the rewards or benefits that they may possibly receive from a job assignment.

BASES FOR COMPENSATION

PIECEWORK BASIS - Pay computed according to the number produced

HOURLY BASIS - Pay computed according to the work hours rendered

DAILY BASIS - Pay computed according to the work days rendered

WEEKLY BASIS - Pay computed according to the work weeks rendered

MONTHLY BASIS - Pay computed according to the work months rendered

G. EMPLOYEE SEPARATION - The voluntary or involuntary loss of an employee

REWARDS

  • Something given or done in return, which may have a motivating effect on the employee ❖ PAY/SALARY ❖ BENEFITS ❖ INCENTIVES ❖ EXECUTIVE PAY ❖ STOCK OPTIONS ❖ AWARD - Something that is given or done in return, especially in the form of salary, a gift prize, incentive pay and others that may have a motivating effect on the

employee.

❖ PRAISE

FIVE CORE JOB CHARACTERISTICS

❖ SKILL VARIETY – The number of different activities performed in a job. ❖ TASK IDENTITY - The degree to which a job, from the beginning to end, requires the completion of a whole and identifiable piece of work. ❖ TASK SIGNIFICANCE - The degree to which a job is perceived to have a substantial impact on others inside or outside the organization ❖ AUTONOMY – The degree to which a job gives workers the discretion, freedom and independence to decide how and when to accomplish the job. ❖ FEEDBACK – The amount of information the job provides to workers about their work performance

III. LEADING

Management function that involves inspiring and influencing people in the organization to achieve a common goal

EARY LEADERSHIP THEORY

❖ TRAIT THEORY

❖ BEHAVIORAL THEORY

CONTEMPORARY LEADERSHIP THEORY

❖ CONTINGENCY THEORY

❖ SITUATIONAL LEADERSHIP THEORY

❖ PATH-GOAL THEORY

  • Proposed by Robert House
  • States that the leader’s task is to lead followers or subordinates in achieving their goals

WHEN TO USE DECEPTIVE, SUPPORTIVE, PARTICIPATIVE AND ACHIEVEMENT-ORIENTED LEADERSHIP STYLES

MOTIVATION

  • Refers to psychological processes that arouse and direct goal-directed behavior.

THEORIES OF MOTIVATION

❖ MASLOW’S HIERACHY OF NEEDS

  • Proposed by Abraham Maslow

❖ HERZBER’G TWO FACTOR THEORY

(THEORY X AND THEORY Y)

  • Proposed by Frederick Herzberg
  • It is also known as the Motivation- Hygiene Theory

❖ McClelland’s THREE NEEDS THEORY - PROPOSED BY David McClelland - States that individuals have three needs that serve as motivators at work.

NEED FOR ACHIEVEMENT – TO ACCOMPLISH

CHALLENGING GOALS

NEED FOR POWER – TO INFLUENCE OTHERS

NEED FOR AFFILIATION – TO BE LIKED AND

ACCEPTED.

❖ ALDERFER’S ERG THEORY

  • Proposed by Clayton Alderfer In 1960s
  • Set of core needs explains behavior.

E stands for existence needs

R stands for relatedness

G pertains to growth needs.

NEEDS CLASSIFICATION OF DIFFERENT THEORIES

IV. CONTROLLING

  • A regulatory process of establishing standards to achieve organizational goals, comparing actual performance against the standards, and taking corrective action, when necessary.

THREE BASIC CONTROL METHODS

❖ FEEDBACK CONTROL - A mechanism for gathering information about performance deficiencies after they occur. ❖ CONCURRENT CONTROL - A mechanism for gathering information about performance deficiencies as they occur, thereby eliminating or shortening the delay between performance and feedback. ❖ FEEDFORWARD CONTROL - A mechanism for monitoring performance inputs rather than outputs to prevent or minimize performance deficiencies before they occur.

OTHER CONTORL METHODS

❖ BUREAUCRATIC CONTROL - The use of hierarchical authority to influence employee behavior by rewarding or punishing employees for compliance or noncompliance with organizational policies, rules and procedures. ❖ OBJECTIVE CONTROL - The use of observable measures of worker behavior or outputs to assess performance and influence behavior TWO KINDS OF OBJECTIVE CONTROL BEHAVIOR CONTROL – The regulation of the behaviors and actions that workers perform on the job.

OUTPUT CONTROL – The regulation of worker’s results or outputs through rewards and incentives.

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Reviewer IN Organization AND Management

Course: Organization and Management (BME 1000)

7 Documents
Students shared 7 documents in this course

University: University of Perpetual Help System DALTA

Was this document helpful?
REVIEWER IN ORGANIZATION AND MANAGEMENT
I. ORGANIZING
ORGANIZING
• Involves assigning tasks, allocating
resources, and coordinating work
activities in order to achieve a
common purpose.
ORGANIZATION
• Collection of people or groups of
people working together to achieve a
common goal
TYPES OF BUSINESS ORGANIZATION
1. SOLE PROPRIETORSHIP
• Single person who holds the entire
operation as his personal property
• A system made up of tasks to be
accomplished, work movements from
one work level to other work levels
in the system.
• Attractive to small investors
because they are relatively easy to
start up.
• This can be risky because there is
no separation between the owner and
the business.
2. PARTNERSHIP
• Single business with two or more
people sharing its ownership.
• Partners share the profits and
liabilities of a business venture
• Governed by code of rules called
Uniform Partnership Act
• Since partnership is a type of
business that requires more than one
person in the decision-making
process, it’s important that
potential business partners discuss
a wide variety of issues up front
and develop a legal partnership
agreement.
TYPES OF PARTNERSHIP
A. Limited Partnership
• Cannot control or participate in the
management of partnership
• Cannot withdraw their investments
without the consent of the general
partners.
B. General Partnership
• Control and manage the partnership,
jointly and severally liable for all
its debts and obligations
3. CORPORATION
• Type of business that keeps the
dealings, assets, and bank accounts
separate from his/her personal
assets.
• The law on corporation can be found
in Batas Blg. Pambansa 68, otherwise
known as “The Corporation Code of
the Philippines
ORGANIZATION STRUCTURE
• A system made up of tasks to be
accomplished, work movements from
one work level to other work levels
in the system.
TYPES OF ORGANIZATION STRUCTURE
1. VERTICAL STRUCTURE
• Clears out issues related to
authority rights, responsibilities
and reporting relationships.
• Authority rights refer to the
legitimate rights and individuals,
appointed in positions to give
orders to their subordinates, who
will report to them.
2. HORIZONTAL STRUCTURE
• Refers to the departmentalization of
an organization into smaller work
units as task become increasingly
varied and numerous.
TWO TYPES OF LINE DEPARTMENTS
A. Line Department - Deal directly
with the firm’s primary goods and
services.
• responsible for manufacturing,
selling, and providing services
to clients

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