eng'g management - 3. organizing

7/31/2019 Eng'g Management - 3. ORGANIZING

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ORGANIZING


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What is organizing?

Organizing is defined asthe group of work activitiesnecessary to attain

planned targets andobjectives, the assignmentof grouping to a managerwith adequate authority,and proper coordination inthe organizationalstructure.


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A primary reason for organizing is to

have each member know what work

activities he is to perform


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Organizing is concerned with:

1. Determining the specific activities

needed to achieve a set of defined goals

and objectives.

2. Grouping the different activities into a

logical pattern or into common areas so

as to avoid duplication or conflicts and

ensure smooth flow of work

3. Assigning the working activities to

specific persons, departments or groups.


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Organization is a structure or a

network of defined relationships

among given individuals or units.


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Formal Organization

The formal organization operates under

the principle of unity of objectives and

efficiency of operations. This presupposes

that not only are objectives clearly stated

but they must be understood and agreed

to by all and they should fit or match the

organizations capability and resources


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Informal Organization

This refer to the behavioral, informal, andundefined interrelationships and workingclimate within the organization.

The authority and power of executives andemployees are determined not by theirtitles but by personal relationships, yearsof experience in the firm, of affinity throughkinship, regional or ethnic origins, religion,schooling, or other human relationships


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Classical Principles of Management


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1. Objectives.

An organization should have clearly defined objectives

toward which it mobilizes and directs its resources andcapabilities.

2. Specialization.

Usually, the work of each person is defined to a singe

function or specialization.

3. Coordination.

The proper synchronization and coordination of all efforts

are required for the attainment f common ends.


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4. Authority

Each organization should have a chain of command

5. Responsibility

Usually authority is commensurate with responsibility.

6. Efficiency

This refers to targets at the lowest possible cost either interms of money or human costs or both.


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7. Delegation

Decisions should be made as far down in the organizationas possible commensurate with responsibility that goes

with such decisions.

8. Coordination processThe coordination of an organization is a complex process

involving relationships among superiors, peers, and

subordinates:


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Coordination Process


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Unity of Command

This refers to the arrangement in

an organization where there is achain of authority in which every

member knows the person to whom

he reports to.

Span of ControlThis refers to the number of people

a manager can effectively

control and manage

Delegation of Authority Authority refers to the right

to command and flows

downward from top management

SLOGAN


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9. DecentralizationThis refers to a high degree

of delegation of responsibility

and authority.

10. Line and staffrelationships

A line man must be concerned

with direct operations, work

assignments and supervision of

other through suggestions, advice,

and recommendation line units

normally mean a command relationship.


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Tools and Techniques of

Organization


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RecordsWhen maintained over a

period of time, records

indicate the historical

growth and performance

of the company.

ReportsThis usually contain data on

some particular problem or area,

for decision-making or information

dissemination.


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Organization Chart.

This indicates the main lines of

communication, the downward

flow of authority and responsibility

and the upward flow of

accountability

Manuals of Operations.

Manuals provide useful supplement

to organizational charts by including

the many details about the

organization absent from the chart.


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Assignment:

Submit an organizational chart of the

following:

1. Xavier University College of

Engineering.

2. A machine shop of 30 personnel.

QUIZ next meeting!


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QUIZ 5 points each

1. What is Engineering Management?

2. When does engineering management becomes

mismanagement?

3. Describe the five basic management functions.

4. Explain why engineering management an art and

science.

5. Differentiate between short and long range

planning.6. What are the activities of strategic planning?

7. Describe the main reason for organizing.

8. Enumerate 10 principles of management.


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Ans:1. an art and science of planning, organizing, staffing, directing, and controlling

work activities to attain and achieve common goals and objectives.

2. If the cost is more and the time is long in doing work activities, it is notEngineering Management but rather Mismanagement.

3. Planning is deciding in advance what to do and how the work will be done.

Organizing is the grouping of work activities necessary to attain goals andobjectives.

Staffing is the supplying of personnel with appropriate qualifications andeligibility in an organization.

Directing is commanding and telling people what to do and how it should bedone.

Controlling is comparing work accomplishments with planned target andmaking corrective action if the accomplishments differ from the plan.


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4. an art because it utilizes the techniques and skills of people in doingwork activities.

It is also a science because it deals with systems and specific standard

procedures in doing work activities.

5. Short range plans are plans for a short period of time, say six months to

one year.

Long range plans are plans of a long period of time, say five to twenty

years.

6. Choosing company planned targets

Planning the organization

Setting personal policiesSetting financial policies

Setting marketing policies


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7. A primary reason for organizing is to have each member know what

work activities he is to perform

8. Authority

Responsibility

Efficiency

Delegation

Coordination processAuthority

Responsibility

Efficiency

DecentralizationLine and staff relationships

eng'g management - 3. organizing

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