ACTIVITY 5.
Instructions: Type your answers in a PDF file.
I. Answer the following questions comprehensively.
1. Why is it important for the engineer manager to acquire skills in organizing?
It is important for an engineer manager to have organizational skills because they contribute
significantly to the organization's accomplishments and success. Engineer managers with strong
organizational skills are essential because they help the organization run smoothly. Organizational skills
increase productivity and ensure that goals are met on a consistent basis. There would also be more
opportunities available if the organizing skills were stronger.
2. How may organizing be defined?
Organizing is a management function that involves the structuring of resources and activities in order to
achieve goals in a more efficient and effective manner. Organizing involves assigning tasks, categorizing
tasks into departments, delegating authority, and allocating resources throughout the organization.
Organizing is a highly complex process that frequently requires a systematic review and analysis of
human resources, finances, and priorities.
3. What purpose do organization structures serve?
The arrangement of positions within an organization is referred to as structure. The primary goal of such
a structure is to assist the organization in achieving its objectives. Structure defines the relationships
between tasks and authority for individuals and departments, as well as formal reporting relationships
that indicate the number of organizational levels and the span of control. Structure also defines the
organizational groupings of individuals and the system for coordinating effort in both the vertical
(authority) and horizontal (tasks) directions.
4. What must be the concern of the engineer manager when structuring the organization?
The engineer manager must be concerned with the following when structuring an organization: division
of labor to determine the scope of work, delegation of authority, which contains multiple degrees of
decision-making in the process of appointing authority to subordinates, departmentation, which is the
grouping of related jobs, activities, and processes into major organizational sub-units, span of control,
which refers to the number of people who report directly to a given manager, and appointing authority
to subordinates.
5. What is the purpose of the formal organization?
The primary goal of formal organizational structure is to help in the achievement of organizational goals.
Formal organization makes it easier to coordinate various activities. It also aids in the establishment of
logical authority relationships and increases effective teamwork. Formal organization defines the lines of
responsibilities, authority, and position.
6. What are informal groups? Why are they formed?
Informal groups are formed spontaneously when individuals begin interacting with one another. It is not
a formal organization and serves no formal purpose. Individuals form informal groups to meet their
social needs for affiliation, and they emerge on their own, so they are not created by the organization's
management. They can form as a result of proximity, friendship, interactions, sentiments, a desire for
satisfaction, collective power, group goals, common behavior, and social affiliation.
7. What are the types of organizational structures? How may they be distinguished?
There are three types of organizational structures: functional, product or market, and matrix. Product or
market organization brings together all those involved with a specific type of product or customer,
whereas functional organization is a type of departmentalization in which everyone is engaged in one
functional activity and areas of specialization. Product/Market organization is suitable for large
corporations with numerous product lines. Finally, in a matrix organization, each employee reports to a
functional or division manager as well as a project or group manager.
8. What is meant by “line authority”? By “staff authority”?
Line authority is the authority granted to someone in a supervisory position to direct subordinates'
actions. This authority is granted in order for an organization to achieve its stated goals and objectives.
Staff authority, on the other hand, is the provision of advice and other services to line managers.
Personnel in these positions are authorized to assist line functions (such as production and sales), but
they have no authority over them.
9. Distinguish “personal staff” from “specialized staff”?
Personal staff assists line managers in carrying out their duties within their area of competence and skill;
specialized staff assists line managers in areas where line managers lack specialized skill and
competence; and they provide employees services for the entire organization.
10. What are committees? How may they be classified?
A committee is a formal group of people who have come together for a specific purpose. Ad hoc
committees and standing committees are the two types of committees. Ad hoc committees are formed
for a specific purpose and have a short duration, whereas standing committees are formed for a longer
period of time and deal with issues on an ongoing basis.
II. Research.
1. Prepare an organization chart of a large engineering firm showing line and staff relationships.
Organization Chart of a Technical Engineering Company