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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.

Steps of the Organizing Process

1. Identification of Objectives
 The output of the planning process. It is necessary in structuring the
organization.
2. Identification and classification of the activities to accomplish organizational
objectives.
 A result of clear concept of the major activities to be involved in the
accomplishment of the organizational goals.
3. Grouping of Activities
 Undertaken to maximize the use of the human and material resources
available in the organization.
4. Delegation of Authority
 Necessary to perform the group of activities that should be delegated to the
head of the group.
5. Integration of the grouping of activities through authority and functional
relationships
 Necessary for the organization to achieve unity of effort.

THE CONCEPTS OF MANAGEMENT

Types of Organization
1. Formal Organization
A planned structure.
A deliberate attempt to establish patterned relationship among the
component parts of the organization.
It should represent as closely as possible the deliberate intention of its
framers for the process of interaction that is to take place among its
members.
2. Informal Organization
Arise spontaneously out of the activities of the participants within a formal
organization.
It may be adaptive.
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Serves to perform innovative functions which cannot be done by the formal

organization.
One of the best information channels available in any organized effort.

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.

MAJOR PRINCIPLES OF ORGANIZING

1. Principle of Unity of Objective
An organization structure is effective if it facilitates the contribution of
individuals in the attainment of enterprise objectives.
2. Principle of Efficiency
An organization is efficient if it is structured to support in the
accomplishment of enterprise objectives.
3. Span of Management Principle
There is a limit in each management position to the number of persons an
individual can effectively manage.
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4. The Scalar Principle

This principle refers to the vertical placement of supervisors starting from
top and going to the lower level. The scalar chain is a pre-requisite for
effective and efficient organization.
5. Principle of Delegation
The authority delegated to an individual manager should be adequate to
assure his ability to accomplish results expected of him.
6. Principle of Absoluteness of Responsibility
The responsibility of the subordinate to his superior for performance is
absolute, no superior can escape responsibility for the organization
activities of his subordinate.
7. Principle of Parity of Authority and Responsibility
The responsibility for actions cannot be greater than the implied by the
authority delegated, nor should it be less.
8. Principle of Unity of Command
There should be a unity of command in the organization. A person should
be answerable to one boss only. If a person is under the control of more
than one person then there is a like-hood of confusion and conflict.
9. The Authority-level Principle
Maintenance of intended delegation requires that decision within the
authority competence of an individual manager be made by him and not be
referred upward in the organization structure.
10. Principle of Division of Work
The principle means that assignment of work should be such that every
person should be given only that much work which he can perform well. The
work should be divided in such a way that everybody should be able to give
his maximum.
11. Principle of Functional Definition
The more a position or a department understands a clear definition of
results expected, activities to be undertaken, organization authority
delegated, and authority and informational relationships with other positions
the more adequately individuals responsible can contribute toward
accomplishing enterprise objectives.
12. Principle of Separation
If one activity is designed to be a check on another, the individual is charged
with the former cannot adequately discharge his responsibility if he reports
to the department whose activity he is expected to evaluate.
13. Principle of Balance
The application of principles or techniques must be balanced with the over-
all effectiveness of the structure in meeting enterprise objectives.
14. Principle of Flexibility
The more provisions are made for building in organizational flexibility, the
more adequately organization structure can fulfil its purpose.
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15. Principle of Leadership Facilitation

The more an organization structure and its authority delegation make it
possible for a manager to design and maintain an environment for
performance, the more it will facilitate his leadership abilities.
Fundamental Inputs that MUST be considered in looking Organizing as a Process
1. The structure must reflect objectives and plans because enterprise activities derive
from these;
2. The structure must reflect the authority available to enterprise management;
3. Organization structure must reflect its environment.
4. The organization must be manned with people.

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.

Staff Services may be Found in an Organization

1. Auxiliary Services
 Provide aid and assistance in organization line operations.
2. Administrative Services
 Provide aid and assistance in the management of general operations; and
3. Technical Services
 Provide aid in specialized fields.
The strength of the staff executives comes from ideas. A manager depends on them for
initiative, advice, and criticism.
“If the staffing function were to be handled logically, it would be far
more complex than in usual practice. Since positions are filled not only
for the present, but for the future, staffing must deal with future
requirements.”
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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.

Major Principles of Directing

1. Principle of Directing Objective
The more effective the directing process, the greater the contribution of
subordinates to organizational goals.
2. Principle of Harmony of Objectives
Individuals will be more perceptive if there will be an effective directing is
done so that their personal goals are in harmony with the enterprise
objectives.
3. Principle of Unity of Command
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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.

Two Classifications of Control

1. Operational Control
Relies heavily on specific procedure, departmental budgets, and production
schedules.
Line supervisors of small operational units are more involved in this type of
control.
2. Management Control
Largely concerned with executing broad plans, and objectives, delineating
functions and responsibilities, and the acquisition and efficient use of
resources to effectively accomplish the organization’s goals.
This requires the involvement of the management.
Can be defined as the systematic effort by business management to
compare performance with predetermined standards, plans, or objectives
in order to determine whether performance is in line with these standards
and presumably in order to take any remedial action required to see that
human and other corporate resources are being used in the most effective
and efficient way possible in achieving corporate objectives.
Both management and operational controls have wider applicability in public
administration. They embrace both programmable and non-programmable activities of
the organization. However, that the social character of government rejects full reliance on
objective and measurable standards of performance, while putting emphasis on the social
impact of its programs and projects.
The Control Process of Management
1. Coordination
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Regards as the essence of being a manager for the achievement of

harmony of individual effort in the accomplishment of organizational
objectives. (Kootz and O’Donnell)
The best coordination occurs when individuals see how their jobs contribute to their
common objectives. Unless their activities are properly coordinated, the different units of
the organization will tend to move away from each other to become independent.
2. Reports
The principal device of the manager for retaining control of delegated
responsibility and authority to subordinate executives is the Systematized
Reporting and Internal Checking.
i. Systematize Reporting – Involves the setting of standards of work
programs in quantitative methods and the rendering of progress
reports based on these standards.
3. Budgets
An important instrument of policy for planning, controlling, and evaluating
the use of resources for maximum returns.
A comprehensive plan expressed in financial terms by which an operating
program of the organization becomes effective for a given period of time.
The budget translates the organizational objectives into requirements to meet these
objectives. It enables the manager to express priorities, time schedules, contingencies,
and completion dates in a practical manner.
An instrument of control, it governs the rate of spending for personnel,
materials, and supplies in conformity with the plans.
A basis for evaluating and appraising results with objectives, and for
determining better ways of meeting those objectives in the future.

Major Control Principles

1. Principle of Assurance of Objective
The task of control is to detect actual deviation from plans early enough to
permit effective corrective action.
2. Principle of Efficiency of Controls
Control Techniques and approaches are efficient when they detect and
illuminate the causes of actual or potential deviations from plans with a
minimum of costs.
3. Principle of Control Responsibility
The primary responsibility for the exercise of control rests in the manager
charged with the execution of plans.
4. Principle of Direct Control
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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.