ED-320-REPORT-MANAGEMENT-FUNCTIONS Lesson in School Governance and Institution

ED-320-REPORT-MANAGEMENT-FUNCTIONS Lesson in School Governance and Institution

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  MANAGEMENT FUNCTIONS ORGANIZING (Part 2) MARIATERESA D. DAYANG EdD Student/Reporter
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  Planning sets thedirection, but without effective organizing, those plans remain theoretical.
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  MANAGEMENT CLASSIFICATION TOP MANAGEMENT These peopleare responsible for the overall direction of the firm and its relation with its various policies. They supervise sub-units of an organization or they may direct the activities of other managers. They are involved in specific operations within the organization. . They are called “first-line managers” or supervisors. Their duties include technical control of operation, direct communication with employees, and resolution of immediate problems associated with specific tasks. They possess greater technical skills for hands-on work, greater responsibility for managing employee problems, initiate operational reports and performance information, implement decisions made at higher level. MIDDLE MANAGEMENT SUPERVISORY MANAGEMENT
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  THANK YOU FUNCTIONAL GENERAL MANAGERS &
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  FUNCTIONAL MANAGEMENT A horizontal divisionof management which is based on expertise and specialization
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  GENERAL MANAGERS Usually overseecollective operations that include several functional managers. These generalists are plant managers, also top management group. They need different skills. Those who specialize in functional areas tend to focus their energy on technical aspects of their jobs.
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  Ability to solvelong-term problems and view the total organization as an inter-active system. Management ultimately spends much of their time communicating with others making decisions and solving problems. They make decisions consistent with organizational objectives. Ability to work effectively, lead, and assure harmonious interpersonal relations. These skills include the ability to motivate and influence others to achieve organizational objectives. Ability to use tools, apply specialized knowledge and manage process and techniques. Conceptual Skills Katz, a specialist in organizational theory, identified three managerial skills: Human relation skills Technical skills 01 02 03
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  Source: https://www.deped.gov.ph/deped-org-structure-v2/
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  NATURE OF ORGANIZATIONAL STRUCTURE 1.The assignment of tasks and responsibilities that define the jobs of individuals and units. 3. The various mechanisms required to facilitate vertical (top-to-bottom) coordination, such as the number of individuals reporting to any given managerial position and the degree of delegation of authority. 2. The clustering of individual positions into units and of units into departments and larger units to form an organization’s hierarchy. 4. The various mechanisms needed to foster horizontal (across departments) coordination, such as task forces and interdepartmental teams. ORGANIZATION ELEMENTS
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  ORGANIZATIONAL STRUCTURE Organizational structure is theformal pattern of interactions and coordination designed by management to link the tasks of individuals and groups in achieving organizational goals. They are typically created by management by specific purpose.
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  MANAGEMENT STYLES A managementstyle is the particular way managers go about accomplishing their institutions’ objectives. It encompasses the way they make decisions, how they plan and organize work, and how they exercise authority. AUTOCRATIC STYLE 01 02 03 DEMOCRATIC STYLE FREE-REIN STYLE A management style characterized by the managers making all decisions and issuing orders for the completion of work without the input of the subordinate characterized by the manager making decisions that takes into account the input of subordinates. Managers ask their subordinates for suggestions prior to making decisions but retain final decision-making power characterized by the manager allowing subordinates to make most decisions. Managers serves as advisers.
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  JOB DESIGN Job design isimportant to the organizing function for two major reasons: task activities need to be grouped in reasonably logical ways; and the way the jobs are configured or designed, has the important influence in employee motivation to perform well. What is included in a given job depends on job design, the specification of task activities associated with a particular job.
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  JOB DESIGN JOB SIMPLIFICATION JOB ROTATION JOB ENLARGEMENT
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  JOB SIMPLIFICATION The process of designingjob so that job holders have only a small number of narrow activities to perform.
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  JOB ROTATION The practice ofshifting workers through a set of jobs in a planned sequence. It has the advantage of cross- training workers, so that there is a maximum flexibility in job assignments. It alleviates monotony and boredom.
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  JOB ENLARGEMENT The allocation ofa wider variety of similar tasks to a job in order to make it more challenging. It is the process of upgrading the job task mix in order to increase significantly the potential for growth, achievement, responsibility and recognition.
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  THANK YOU