HRMD material

1. Conceptual Definitions: Administration, Organization, Management, Formal Structure, Organizational Chart, line and Staff Positions, etc. Prepared by: Jo B. Bitonio

2. Administration ADMINISTRATION - coordination and control of human and natural resources to achieve desired end set of functions to meet the organization's goals. The idea of a set of standard administrative functions carries back to Luther H. Gulick , who in 1937 established the acronym POSDCoRB " which stood for planning, organizing, staffing, directing, coordinating, reporting, and budgeting.

3. ORGANIZATION BY DWIGHT WALDO – is the structure of authoritative and habitual interrelationship in an administrative system. It is static and seek for pattern Organization Organizations have major subsystems, such as departments, programs, divisions, teams, etc. Each of these subsystems has a way of doing things along with other subsystems achieve the overall goals of the organization. Often, these systems and processes are defined by plans, policies and procedures.

6. Theory is a way of making sense of a situation All theories emphasize certain things and de-emphasize others, they are reflective of the broader commitments of a given culture

8. Public Administration (Woodrow Wilson, Frank Goodnow, Luther Gulick, W.F. Willoughby, Leonard White, Paul H. Appleby, Dwight Waldo) Integration or Modern Organization Theory ( Simon, McGregor, Argyris, Maslow, Likert, I. Von Berthallanfy, K. Boulding ) Development Administration (Goswami, Riggs, Weidner, Roman Dubsky, J. Nef, O.P. Dwivedi , George Gant) Theories of Organization

9. New Public Administration ( Minnowbrook Conference, H. George Frederickson) New Public Management ( Hammer and Champy, Ted Osborne and David Gaebler, W. F. Deming, UNDP, ADB, WB) Theories of Organization

11. FORMAL STRUCTURE

14. Managers need to learn to work with both formal and informal structures. A flexible manager will realize that elements of the informal structure can be formalized i.e. by adapting the formal structure to incorporate improvements which result from the day-to-day working of the informal structure

17. Supervisors Employees Line and Staff Type of Organization __________ line authority - - - - - - - - - functional authority President Engineering Sales Prod Manager Controller Personnel Purchasing Supervisor Supervisor Supervisor Supervisor Employees Employees Employees Employees Employees Supervisor

19. A Functional Organization President Finance Personnel Assist to Pres. Marketing Engineering Production

21. Director of Engineering Product A Manager Product B Manager Product C Manager Product D Manager Design Mech Engr. Hydraulic Engr. Mettalurgical Engr. Elec. Engr. Project Organization in Engineering

22. Director of Engineering Matrix Organization in Engineering Chief Design Chief Mechanical . Chief Electrical Proj A Mgr. Proj B Mgr . Proj C Mgr. Proj D Mgr. Chief Hydraulic Chief Metallurgical

25. President Central Reg Eastern Reg Western Reg Personnel Personnel Purchasing Marketing Finance Accounting Sales Southern Reg Eastern Reg Engn Production Geographic Organization

27. Committee organization Board of Directors Audit & Inv. Com Conciliation & Mediation Com Credit Com Ethics & Accountability Com Election Com

29. Tall Organization with Narrow Spans

31. Flat Organization with Wide Span

33. Factors Determining an Effective Span Communication techniques Hard Easy Amount of personal contact needed Hard Easy Variation by organization level Easy Hard Less More Less More More Less Communication techniques Hard Easy Amount of personal contact needed Hard Easy Variation by organization level Easy Hard Factor Narrow Spans Wide Spans Training of staff Less More Clarity of delegation or authority Less More Clarity of plan More Less Clarity of plan Change So Fast So Slow Communication techniques Hard Easy Amount of personal contact needed Hard Easy Variation by organization level Easy Hard

34. References: 2006 Managers’ Course, UP Institute for Small Scale Industries Frederick Harbison & Charles Myers, Education, manpower and Economic Growth: Strategies of HRD, McGraw Hill Book Co, 1964 p2