Group 4 Organizing

Engineering Management
ORGANIZING
Presented By
Group 4
INTRODUCTION TO
ORGANIZING
The engineer manager needs to acquire various
skills in management, including organizing
technical activities. In this highly competitive
environment, the unskilled manager will not be
able to bring his unit, or his company, as the case
may be, to success.
Skills in organizing contribute largely to the

accomplishment of the objectives of many
organizations, whether they are private businesses
or otherwise.
REASON FOR
ORGANIZING
Organizing facilitates plan implementation
by breaking down the overall job into
manageable tasks.
This allows for specific tasks to be assigned

to individuals, which, in turn, helps establish
authority, responsibility, and accountability
for those functions and tasks.
By breaking down the project into
manageable tasks and assigning them to
the appropriate individuals or teams,
effective organizing in engineering enables
clear roles, responsibilities, and
accountability, contributing to the
successful completion of the project.
ORGANIZING
DEFINED
Organizing is the arrangement of resources in a
systematic manner to fit the project plan. A project
must be organized around the work to be performed.
There must be a breakdown of the work to be

performed into manageable units, which can be
defined and measured. The work breakdown
structure of a project is a multi-level system that
consists of tasks, subtasks, and work packages
ORGANIZING
DEFINED
Organizing is a management function which refers to

"the structuring of resources and activities to
accomplish objectives in an "efficient and effective
manner."'
The arrangement or relationship of positions within an

organization is called the structure. The result of the
organizing process is the structure.
Formal Organization
The formal organization is "the structure that details
lines of responsibilites, authority, and position." What
is portrayed in the organization chart is the formal
organization. It is "the planned structure" and it
"represents the deliberate attempt to establish
patterned relationships among components that will
meet the objectives effectively."
The formal structure is described by management
through:
1. Organization chart - is a diagram of the organization's

official positions and formal lines of authority.
2. Organizational manual - provides written descriptions of

authority relationships, details the functions of major
organizational units, and describes job procedures.
3. policy manuals - The policy manual describes personnel

activities and company policies.
Informal Groups
Informal groups in engineering management refer to
the social networks and relationships that develop
among employees within an organization, outside the
formal structure of the company. These groups are
characterized by shared interests, common goals,
and informal interactions among individuals.
Informal groups can have a significant impact on the
dynamics of an engineering team or department.
Members of these groups often communicate and
collaborate more closely with each other, exchanging
knowledge, ideas, and support. They can influence
each other's work behaviors, attitudes, and even
decision-making.
Informal Groups
However, informal groups can also create potential
issues. They may form subcultures within the
organization, which can lead to divisions, or even
conflicts. If some groups become exclusive and
exclude others, it can disrupt teamwork and hinder
overall organizational cohesion. Additionally,
information or decisions made within these groups
may not always be transparent or aligned with the
company's goals.
TYPES OF
ORGANIZATIONAL
STRUCTURES
Functional Organization
Product or Market Organization
Matrix Organization
Advantage
Functional Organization
Since the chain of command
converges at the top of the
organization, decision making is
centralized provided unified
direction from the top.
This is a form of departmentalization in which everyone
engaged in one functional activity, such as engineering or
marketing is grouped into one unit.
Disadvantage
Communication and
coordination between
departments are often poor.
Advantage
Product or Market Organization
The organization provides
excellent coordination across
functional departments.
This refers to the organization of a company by divisions

that bring together all those involved with a certain type
of product or customer Disadvantage
There is less top management

control.
Advantage
Matrix Organization
There is flexibility and adaptability
to a changing environment
It is an organizational structure in which each employee

reports to both a functional or division manager and to a
project or group manager.
Disadvantage
There is a confusion from dual

chain of command
Types of Authority
The delegation of authority is a requisite for effective
organizing.
Three Types of Authority

1. Line Authority
A manager's right to tell subordinates what to do
and then see that they do it
2. Staff Authority
A staff specialist's right to give to a superior
3. Functional Authority
A specialist right to oversee lower level personel
involved in that specialty, regardless of where the
personnel are in the organization
The Purpose of Committees
A committee is a formal group of persons formed for
specific purpose.
When a certain groups are deemed inappropriate to
meet expectations, committees are often to achieve
organizational goals.
Committees are very useful most especially to
engineering and manufacturing firms.
Committees may be classified as
follows:
1. Ad hoc committee
One created for a short term purpose and have a
limted life.
2. Standing committee
It is a relatively permanent committee that deals
with issues on an ongoing basis.
THANK YOU
End of Report

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Group 4 Organizing

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Engineering Management

Skills in organizing contribute largely to the

This allows for specific tasks to be assigned

There must be a breakdown of the work to be

Organizing is a management function which refers to

The arrangement or relationship of positions within an

1. Organization chart - is a diagram of the organization's

2. Organizational manual - provides written descriptions of

3. policy manuals - The policy manual describes personnel

Product or Market Organization

This refers to the organization of a company by divisions

There is less top management

It is an organizational structure in which each employee

There is a confusion from dual

Three Types of Authority

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