Professional Documents
Culture Documents
IE 530
Engineering Management
ORGANIZING
ChE - 4301
ORGANIZING
Organizing is a management function which refers to the the structuring of
resources and activities to accomplish objectives in an efficient and effective manner. It
is undertaken to facilitate the implementation of plans.
The arrangement or relationship of positions within an organization is called the
structure. The result of the organizing process is the structure.
FUNCTION OF ORGANIZATION
1. Organizing Workplace
2. Developing Structure
3. Delegating Work
4. Establishing Relationship
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makes it difficult for management to detect these perversions and considerable harm can
be done to the company.
1. Functional Organization
This is a form of departmentalization in which everyone engaged in one
functional activity, such as engineering or marketing, is grouped into one unit.
Functional organization structures are very effective in smaller firms, especially
single-business firms where key activities revolve around well-defined skills and areas
of specialization.
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4. Matrix Organization
It is an organizational structure in which each employee reports both a
functional or division manager and to a project or group
A matrix, organization, according to Thompson and Strickland, is a structure
with two (or more) channels of command, two lines of budget authority, and two
sources of performance and reward. Higgins declared that the matrix structure was
designed to keep employees in a central pool and to allocate them to various projects
in the firm according to length of time they were needed.
5. Team Organization
Team members on loan from functional organizations to eliminate
organizational conflicts; Team Leader in full control; Short term high-priority
tasks/projects
Examples: Product team, special task force
Purposes: (1) create recommendation, (2) make or do things, and (3) run things
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TYPES OF AUTHORITY
The delegation of authority is a requisite for effective organizing. It consists of three types.
1. Line authority a managers right to tell subordinates what to do and then see
they do it.
2. Staff authority a staff specialists right to give advice to superior.
3. Functional authority a specialists right to oversee lower level personnel
involved in that specialty, regardless of where the personnel are in the
organization.
Line departments perform tasks that reflect the organizations primary goal and mission.
In a construction firm, the department that negotiates and secures contracts for the firm is
a line department. The construction division is also a line of function.
Staff departments include all those that provided specialized skills in support of line
departments. Examples of staff departments include those which perform strategic
planning, labor relations, research, accounting, and personnel.
Staff officers may be classified into the following:
1. Personal Staff those individuals assigned to a specific manager to provide
needed staff services.
2. Specialized staff those individuals providing needed staff services for the whole
organization.
Functional authority is one given to a person or a work group to make decisions related to
their expertise even if these decisions concern other departments. This authority is given
to most budget officers of organizations, as well as other officers.
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executives from marketing, production, research, engineering, and finance, who work part-
time to evaluate and approve product ideas.
Committees are very useful most especially to engineering and manufacturing
firms. When a certain concern, like product development, is under consideration, a
committee is usually formed to provide the necessary line-up of expertise needed to
achieve certain objectives.
Committees may be classified as follows:
1. Ad hoc committee one created for a short-term purpose and have a limited life.
An example is the committee created to manage the anniversary festivities of a
certain firm.
2. Standing committee it is a relatively permanent committee that deals with
issues on an ongoing basis. An example is the grievance committee set up to
handle initially complaints from employees of the organization.
Committees may not work properly, however, if they are not correctly managed. Delaney
suggests that it might be useful to set up some procedure to make the committee a more
effective tool to accomplish our goals.
REFERENCES