Objectives.

the students must be able to :

• Define organizing; organization
• Identify the purposes of organizing
• Identify the nature of organizing
• Define delegation
• Explain the elements of delegation
• Difference between formal and informal organization
• Advantages and disadvantages of formal and informal
•How and when do you
apply organizing in
yourself?
• Why is it important?
ORGANIZING
(KEY PERFORMANCE
INDICATORs)
• In most cases, if you’re entering a new stage for
your business—scaling beyond start-up mode or
embarking on a new growth strategy—you’ll need a
new organizational design. And when it comes to
organizational design, you really only need two
things:
• 1. A well-designed organizational structure
• 2. A “role-centric”( either people centric or function
centric) human resource management system
(HRMS) that mirrors the structure
• Organizational design
- is a step-by-step methodology which identifies
dysfunctional aspects of workflow, procedures, structures
and systems, realigns them to fit current business
realities/goals and then develops plans to implement the
new changes.
. ORGANIZATIONAL STRUCTURE
- defines how activities such as task allocation, coordination
and supervision are directed toward the achievement of
organizational aims.
 (GRAPHIC or PICTURE REPRESENTATION)

3 TYPES OF ORGANIZATIONAL STRUCTURE

1. FLAT OR HORIZONTAL
2. TALL OR VERTICAL
3. HYBRID OR NETWORK
FLAT or
HORIZONTAL
STRUCTURE
TALL or
VERTICAL
STRUCTURE
HYBRID or
NETWORK
STRUCTURE
Evaluation:
•Enumerate the nature of
organizing.
•PURPOSES OF ORGANIZING
•3 TYPES OF ORGANIZATIONAL
STRUCTURE
ACTIVITY
•What is delegation?
•What are the elements of
delegation?
DELEGATION
• is the assignment of any responsibility or authority to another
person (normally from a manager to a subordinate) to carry
out specific activities. It is one of the core concepts
of management leadership. However, the person who
delegated the work remains accountable for the outcome of
the delegated work. Delegation empowers a subordinate to
make decisions, i.e. it is a shifting of decision-making authority
from one organizational level to a lower one. Delegation, “if
properly done”, is not fabrication. The opposite of effective
delegation is micromanagement, where a manager provides
too much input, direction, and review of delegated work.
 (sometimes not
included)

Note****The arrow denotes the downward ( from management to

employees) or upward ( from employees to management)
WHAT IS AUTHORITY ( can be delegated)
Authority is a legitimate right to make decisions to
carry out decisions and to direct others (right to get
works done from others). Managers expect to have the
authority to assign work, hire or fire employees and
the allotment of money. Organizations have a formal
authority system that depicts the authority relationship
between the people and their work. Examples.
In case of line organization, superior has an authority
over his subordinates.
In case of line and staff, the staff has authority over the
subordinates but they work with the line managers.
Functional authority allows managers to direct specific
processes or policies in other departments.
WHAT IS RESPONSIBILITY (partially delegated)
• Responsibility is the obligation to accomplish the
goals related to the position and the organization. In
order to enable the subordinate do his duty well, it is
the duty of a superior to tell him what is expected of
him.
• Manager at whatever level of the organization have
the same basic responsibilities when it comes to
managing the workforce i.e. direct employees
toward objectives, oversee the work effort of
employees, deal with the immediate problems and
report the progress of work to superiors.
*** workforce( men or manpower)
WHAT IS ACCOUNTABILITY (cannot be delegated)
It is the obligation to carry out responsibility and
exercise authority in terms of performance
standards (answerability of the outcome). When a
subordinate is given an assignment and is granted
necessary authority to complete it, the final phase is
holding the subordinate responsible for results.
However, the extent of accountability depends upon
the authority and responsibility delegated. A person
cannot be held answerable to the acts not assigned
to him by his superior. For effective accountability,
performance standards be communicated in
advance to the subordinate and he must accept it.
What You
• 1. Routine Tasks
Should Delegate
• These may be tasks that need to be done once a week, once a month, or once every time a
project is completed. Before delegating these tasks, make sure that they are necessary.
Unnecessary tasks should be eliminated.
• 2. Interesting Tasks
• Do not keep all of the fun tasks for yourself. This will offend your teammates and cause
them to resist the boring tasks that you give them.
• 3. Tasks Others Could Do Better
• Use your team members’ skills and abilities. Give them the tasks that they could do better
so that you can devote your time to other things. Do not compete with your team
members. If they can do a task better, let them do it.
• 4. Tasks Others Might Enjoy
• If you have completed a certain task repeatedly, you may have become bored with it.
Delegate this task to a teammate if you think they would enjoy it. If a teammate volunteers
for a certain task, let them have it.
• 5. Tasks Good for Development
• Delegate tasks to team members who would benefit from the additional skill development. If
you are already good at completing a certain task, let someone else have a chance to try it.
• 6. Whole Tasks
• Try to delegate whole tasks instead of dividing them into pieces. In this way, your team
members will see the development and outcome of the task and enjoy it more. This will also
prevent you from having to worry about keeping the pieces together.
• 7. Time-Consuming Tasks
• If you need to spend more time planning and strategizing, delegate your most time-
consuming tasks. This will free up the time you need to do your job.
• 8. Tasks for Which You Are Not Responsible
• People often keep tasks that they enjoy most for themselves even if the task is not their
responsibility. These tasks are not the best way to spend your time and energy.
• These eight tasks are ones that you should try to delegate as often as possible.
What You Should Not Delegate
• 1. Boring Tasks
• Delegate tasks that your teammates will be interested in. If you must delegate a boring
task, explain the task’s importance.
• 2. Crises
• Real crises may need your authority or expertise to resolve. Do not pass this obligation
on to someone who does not have the proper background to resolve the issue.
• 3. Ill-Defined Tasks
• Make sure that the person you delegate a task to understands what the task is. Ill-
defined tasks cause people to waste a lot of time.
• 4. Confidential Matters
• Leaders must deal with confidential matters at times. Do not delegate these tasks to
others because you will lose the trust of your team.
• 5. Praise or Reprimand
• Take time out to praise a teammate for a job well done. If a team member needs
a reprimand or needs help getting back on track, it is best if you deal with that
person yourself and in private.
• 6. Planning the Development of Your Team
• Planning and strategizing are your job as a team leader. Do not delegate the
control of your team, and remember that you are ultimately responsible for you
team’s success or failure. If the LL2 leader had not learned to delegate, she would
have taken the fall for her team’s failure.
• 7. Tasks for Which You Are Responsible
• Again, do not delegate strategy and planning. Also, do not delegate a task that
someone has asked you to do personally. There may be a special reason for why
they want you to complete the task. If you want to delegate this task, first discuss
it with the person who requested that you do it.
IMPORTANCE OF DELEGATION
1. To help the superiors concentrate on more
important matters.
2. Subordinates given authority to take decisions to
dispose off the matters quickly. Thus, it helps in
quick decision making.
3. Employees feel motivated and try to prove
themselves for the trust reposed by the superiors in
them.
4. Serves as a tool for the future training of executives.
5. It improves work performance of subordinates as
delegation is given according to their specialization.
PROBLEMS IN DELEGATION
Difficulties on the part of superior:
1. Resistance: That I can do the job in a better way.
2. Lack of ability of a manager to correctly issue instructions to
the subordinates.
3. Lack of willingness to let go: superior wants to have
dominance over the work of subordinates
4. Lack of trust in subordinates: because of their inability
5. Ineffective controls: where the manager does not set up
adequate controls or he has no means of knowing the proper
use of authority, he may feel hesitant to delegate the authority
PROBLEMS IN DELEGATION
Difficulties on the part of subordinate:
1. Lack of self confidence
2. Desire to play safe by depending upon the boss for all decisions.
3. Fear of committing mistakes and then criticized
4. Overburden with duties
5. Inadequacy of information for performing the duties.
Difficulties on the part of organization:
1. Non clarity of authority responsibility structure
2. Lack of effective control
3. Inadequate planning
****
GUIDELINES FOR EFFECTIVE DELEGATION
1. Clear cut objectives (DEMARCATION) i.e. the subordinate
must know the objective of work delegated to him
2. Unity of command i.e. the subordinate must receive orders
from a single executive.
3. Clear explanation of the work assigned and authority
delegated
4. Reasonable control over delegatee i.e. executive may
evaluate the performance and issue necessary instructions
from time to time.
5. No intervention in day to day work of the delegatee
6. The subordinates must be reasonably trained for the job
(SOPs)
 (MORE STRICT THAN
PROTOCOLs)

***PROTOCOLS- are the customs and regulations dealing with diplomatic

formality, precedence, and etiquette.
JOB ANALYSIS---is a process to identify and
determine in detail the particular job duties
and requirements and the relative importance
of these duties for a given job.

(JOB SPECS)
 FORMAL vs INFORMAL ORGANIZATION
• The formal organizational structure is a structure in which
all roles are specifically defined. Formal structures are
typically detailed in writing, leaving little room for
interpretation.
• The informal organizational structure consists of the social
structure of the organization, including the corporate
culture, behaviors, interactions and social connections
that occur within an organization. Many organizations have
both a formal, written structure and a more informal,
cultural structure.
• The formal structure consists of the official governance configuration in which
workers at all levels interact. Formal structures are commonly outlined in the
form of an organizational chart. The "org chart," as it is frequently referred to,
specifies the hierarchy of the organization, including who reports to whom.
Formal organizational structures typically consist of one or more leaders at the
highest echelon (eShelon) with department heads, managers and supervisors
layered between the leaders and workers at the operational level.
***Echelon(eShelon)-a level or rank in an organization, a profession, or society.
*****hierarchy-a system or organization in which people or groups are ranked one above the
other according to status or authority.
****** Org chart= organizational chart
ADVANTAGES AND DISADVANTAGES OF
FORMAL
• A major advantage of the formal organizational
structure is that there is no question of who is in
charge of whom. Formal structures are easily
understood and are held together by specific
rules and regulations. The formal organizational
structure leaves little room for misinterpretation
processes and procedures. However, one of the
greatest disadvantages of the formal
organizational structure is that the layers of
bureaucracy may hinder the decision-making
process.
INFORMAL ORGANIZATION
• Informal organizational structure is “defined by
the patterns, behaviors, and interactions that
stem from personal rather than official
relationships.” The informal organizational
structure focuses on people and how they work
together to get things done rather than focusing
on the roles that exists within an org chart. “The
grapevine” is an example of an informal
organizational structure in which information
flows without regard to reporting structures.
*** grapevine is to learn of something informally and unofficially
by means of gossip or rumor.
 ADVANTAGES AND DISADVANTAGES
OF INFORMAL ORGANIZATION
• A great advantage of the informal organizational structure is that
it evolves constantly and may easily respond to quickly changing
situations. Jon Katzenbach, a former director at McKinsey and co-
founder of Katzenbach Partners, says, “Forget about org charts
and direct reports, and identify the critical go-to people in your
network.” Informal organizational structures also have their
disadvantages. For example, communications which take place
within the “grapevine” structure are often misinterpreted. The
"grapevine" mentality may also promote gossip and the spread of
misinformation within the organization. Finally, an informal
organizational structure which exists within a negative corporate
culture can create an atmosphere in which workers feel
comfortable resisting necessary changes.
GANGS Summary of INFORMAL ORGANIZATION(IO)
CLIQUES AND FORMAL ORGANIZATION ( FO)
FACTIONS
FRATS
GROUPS

COVERT OVERT
• THANK YOU.
ACTIVITY ( VIDEO RECORDING)
• INTERVIEW ONE(1) PERSONNEL (EITHER
PRINCIPAL, ASST PRINCIPAL, DEPARTMENT
HEAD OR SUBJECT GROUP HEAD) AND ASK
THE FOLLOWING QUESTIONS.
• YOU CAN FOLLOW UP QUESTIONS
DEPENDING ON THEIR ANSWERS.
 Leadership styles

QUESTIONS
• 1. WHAT IS YOUR PHILOSOPHY ABOUT DELEGATION?ARE YOU
STRONG DELEGATOR ( like an AUTOCRATIC(you are the boss and no one opposes),
LAISSEZ -FAIRE(free of doing or free market), DEMOCRATIC or Participative ( everyone
must be involved), TRANSACTIONAL(giving reward and punishment) or
INDIFFERENT( NO FOCUSED may sariling mundo -having no particular interest or sympathy;
unconcerned) LEADER)?
• 2. IS THERE ANY DIFFERENCE BETWEEN ASSIGNMENT AND
DELEGATION? AND IF SO, WHAT’S THE DIFFERENCE?
• 3. WHAT DO YOU THINK IS THE PURPOSE OF DELEGATION?
• 4. WHAT ARE THE BENEFITS FOR THE SUBORDINATES WHEN A
SUPERVISOR DELEGATES?
• 5. WHAT TYPES OF TASKS CAN BE DELEGATED? AND WHAT TYPES OF
TASKS CANNOT BE DELEGATED?
• 6. LAST QUESTION, WHAT CAN YOU SAY ABOUT THIS CLICHÉ’ ….”YOU
CAN DELEGATE AUTHORITY BUT YOU CANNOT DELEGATE
RESPONSIBILITY” ANY THOUGHT ABOUT IT?