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    Assignment 2 Eng Man

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    Justine Sabarillo
    An engineer manager must acquire organizing skills to structure resources effectively and achieve objectives. Organizing defines relationships, reporting structures, and groupings to facilitate coordination. Organizational structures serve to define tasks, authority, and relationships. When structuring an organization, the engineer manager must consider division of labor, delegation of authority, departmentation, span of control, and coordination. Formal organizations rely on defined roles and hierarchies, while informal groups form for social and affiliation needs. Organizational structures can be functional, product-based, or matrix-based. Line authority directs work, while staff authority advises and assists. Personal staff support individual managers, while specialized staff support the whole organization. Committees classify as ad hoc or standing

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    Assignment 2 Eng Man

    Uploaded by

    Justine Sabarillo
    45 views3 pages
    An engineer manager must acquire organizing skills to structure resources effectively and achieve objectives. Organizing defines relationships, reporting structures, and groupings to facilitate coordination. Organizational structures serve to define tasks, authority, and relationships. When structuring an organization, the engineer manager must consider division of labor, delegation of authority, departmentation, span of control, and coordination. Formal organizations rely on defined roles and hierarchies, while informal groups form for social and affiliation needs. Organizational structures can be functional, product-based, or matrix-based. Line authority directs work, while staff authority advises and assists. Personal staff support individual managers, while specialized staff support the whole organization. Committees classify as ad hoc or standing

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    An engineer manager must acquire organizing skills to structure resources effectively and achieve objectives. Organizing defines relationships, reporting structures, and groupings to facilitate coordination. Organizational structures serve to define tasks, authority, and relationships. When structuring an organization, the engineer manager must consider division of labor, delegation of authority, departmentation, span of control, and coordination. Formal organizations rely on defined roles and hierarchies, while informal groups form for social and affiliation needs. Organizational structures can be functional, product-based, or matrix-based. Line authority directs work, while staff authority advises and assists. Personal staff support individual managers, while specialized staff support the whole organization. Committees classify as ad hoc or standing

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    45 views3 pages

    Assignment 2 Eng Man

    Uploaded by

    Justine Sabarillo
    An engineer manager must acquire organizing skills to structure resources effectively and achieve objectives. Organizing defines relationships, reporting structures, and groupings to facilitate coordination. Organizational structures serve to define tasks, authority, and relationships. When structuring an organization, the engineer manager must consider division of labor, delegation of authority, departmentation, span of control, and coordination. Formal organizations rely on defined roles and hierarchies, while informal groups form for social and affiliation needs. Organizational structures can be functional, product-based, or matrix-based. Line authority directs work, while staff authority advises and assists. Personal staff support individual managers, while specialized staff support the whole organization. Committees classify as ad hoc or standing

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 3

    1. Why is it important for the engineer manager to acquire skills in organizing?

    - An engineer manager needs to acquire skills in organizing because in a highly


    competitive environment, a skilled manager will be able to bring the best of his unit or
    company to achieve success. Managers must make promises, establish goals, and give
    necessary resources (money, time, physical facilities, skills, and know-how) to promote
    cooperation and collaboration among employees.

    2. How may organizing be defined?


    - Organizing is defined to facilitate the implementation of plans. It is also a management
    function which refers to “the structuring of resources and activities to accomplish
    objectives in an efficient and effective manner.”
    - Organizing can also be defined as the element of management that deals with giving
    individuals in an organization a structure and relationships. These frameworks help
    people comprehend and perform their own work. Structures help people realize where
    they fit in the big picture and how they should connect to and interact with others.

    3. What purpose do organizational structures serve?


    - According to Medina, organizational structures serve very useful purposes, and these
    are the following reasons why:
    a. It defines the relationships between tasks and authority for individuals and
    departments.
    b. It defines formal reporting relationships, the number of levels in the hierarchy or
    the organization, and the span of control.
    c. It defines the groupings of individuals into departments and departments into
    organization.
    d. It defines the system to effect coordination of effort in both vertical (authority) and
    horizontal (tasks) directions.

    4. What must be the concern of the engineer manager when structuring the organization?
    - These are the things that the engineer manager should be concerned about when
    structuring an organization:
    a. Division of labor – determining the scope of work and how it is combined in a job.
    b. Delegation of authority – the process of assigning various degrees of decision-
    making authority to subordinates.
    c. Departmentation – the grouping of related jobs, activities, or processes into major
    organizational subunits.
    d. Span of control – the number of people who report directly to a given manager.
    e. Coordination – the inking of activities in the organization that serves to achieve a
    common goal or objective.
    5. What is the purpose of the formal organization?
    - The formal organization is a social structure with clearly defined rules, objectives, and
    practices that operates on a system of labor division and a hierarchy of power. The
    purpose of these formal organizations is to help the members work together to
    accomplish specific goals. To ensure that the work is completed in a coordinated and
    effective manner, they rely on a division of labor and hierarchy of power and authority.
    Each job or position within a formal organization has a distinct set of responsibilities,
    roles, duties, and authorities to whom it reports.

    6. What are informal groups? Why are they formed?


    - An informal group is one that is not governed by the organization and is typically
    created by its members out of a desire for social interaction. Informal groups are formed
    for a variety of reasons. They can be seeking social needs to be met or affiliation. An
    individual's sense of security, status, or self-worth is also increased by groups. Or
    maybe a goal is simpler to achieve if a group of individuals focus on it, combining their
    skills and knowledge. Or the group's sheer number might provide it with the strength
    and power needed to succeed.

    7. What are the types of organizational structures? How may they be distinguished?
    - An organization's organizational structure is the framework for its reporting
    connections, which are typically represented by an organization chart. Organizations
    may be classified into three types which are the functional organization, product or
    market organization, and matrix organization. Functional organizations can be
    distinguished by being very effective in small or single-business firms. Meanwhile,
    product or market organization is commonly distinguished to large corporations. Lastly,
    matrix organization can be distinguished by having a structure of two or more channels
    of command.

    8. What is meant by “line authority”? by “staff authority”?


    - Authority is defined as the right to give orders, supervise the work of others, and make
    certain decisions. There are three types of authority: line, staff, and functional authority.
    Line authority is referred to as the authority to direct the work of others and to require
    them to confirm to decisions, plans, policies, systems, procedures, and goals. Line
    authority is the heart of the relationship between superiors and subordinates. On the
    other hand, staff authority refers to as the best authority “whose scope is limited, by the
    absence of the right to direct or command, to such auxiliary and facilitating activities
    as planning, recommending, advising or assisting.”
    9. Distinguish “personal staff” from “specialized staff”.
    - Staff officers possess specialized knowledge and skills where they can provide only
    solutions to organizational problems in their areas. There are two types of staff officers:
    personal and specialized staff. Personal staff are those individuals assigned to a specific
    manager to provide needed staff services while the specialized staff are those
    individuals providing needed staff services for the whole organization.

    10. What are committees? How may they be classified?


    - A committee is a formal group of persons formed for a specific purpose. Committees
    are very useful most specially to engineering and manufacturing firms. When a certain
    concern, like product development, is under consideration, a committee is usually
    formed to provide the necessary line-up of expertise needed to achieve certain
    objectives. Committees may be classified into ad hoc committee and standing
    committee. Ad hoc committee is created for a short-term purpose and have a limited
    time of importance while standing committee is a relatively permanent committee that
    deals mostly with the ongoing issues of the company.

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