The Nature of Organization and Management; Structural elements of Management;Management Functions; O and M in Public Sector; O and M Techniques;

1. Organization and
Josefina B. Bitonio, DPA
A Lecture Presentation for PNP
and BJMP

2. The Nature of Organization and
Management
Organization and management is twin
terms that exist side by side with each
other, each one needs and supports the
other. Organizations will be inert and
useless if there is no management that will
steer it; management will be hollow and
meaningless if there’s no organization to
manage.

3. The Nature of Organization and
Management
In the real world of administration,
organization and management are
essential elements through which human
actions and objectives are carried out and
accomplished. In a manner of speaking,
organization and management become a
means to an end.

4. Organization
Organizations are defined differently by different
authors. There are, however, certain essential
elements that can be discerned from them.
In other words, organizations consist of people
who, more or less, share common objectives or
purpose. The behavior of the organization is directed
towards the attainment of these objectives. The
members who compromise the organization work
jointly in groups and cooperate together in
interdependent relationships. This suggests that
organizations structure and integrate their activities.
Furthermore, organizations use knowledge and
techniques to accomplish their goals.

5. Parts of a system according to KAST and
ROSENZWEIG:
1. organization itself;
2. goals and values;
3. technical subsystem (knowledge and skills
required to do the task);
4. psycho-social subsystem (composed of individual
and group interaction); and
5. managerial subsystem

6. Organizations help us to accomplish goals
which otherwise would be much more
difficult, if not impossible, to achieve on an
individual basis. Organizations, like public
organizations, business enterprises, hospitals,
church and military, serve the multifarious
and growing needs of the people and society.
For most of us, organizations provide a means
of livelihood, a vehicle to develop our career,
and a source of pride. Others even develop a
strong attachment and commitment to their
organization that they’d say they are
‘married’ to their jobs there.

7. Organizations can be formal or
informal are “a
Formal organizations
system of coordinated activities
of a group of people working
cooperatively toward a common
goal under authority and
leadership” (Scott and Mitchell as
cited in Nigro 1989).

8. Organizations can be formal or
informal
Informal organizations, while they exist
side by side with formal ones, are
“undocumented and officially unrecognized
relationships between members of an
organization that inevitably emerge out of
the personal and group needs of
employees” (Stoner and Freeman, 1989).
They are, as described by Herbert A. Simon,
“the interpersonal relationships in the
organization that affect decisions within but
either are omitted from the formal scheme
or are not consistent with it” (cited in
Stoner and Freeman, 1989).

9. Bureaucracy
Government relies on the formal
organizations, more popularly known as
bureaucracy, to carry out its functions and
perform its role in society. Much of government
activities are carried out by these organizations
which are of varying sizes and functions,
scattered all over the country, but all around by
a common mission and purpose – that is, to
protect and promote the welfare of the people.
The familiar usage of bureaucracy has become
associated with and often interchanged with
government.

13. Management
Management, on the other hand, involves
the coordination of human and material
resources toward the attainment of
organization’s goals (Kast, 1974).
In any organization, absolute harmony is
hard to attain and, perhaps, unrealistically
achievable. What is more realistically bound to
happen is for some conflict to arise. Thus, it is
the task of management to integrate the varied
elements, be these cooperative or conflictive,
into a complete organizational undertaking.

14. Managers – people who are responsible for
integrating, coordinating, and directing activities
of others – then have to bring together the
organization staff, money, materials, time and
space into an integrated and effective system to
achieve organizational objective. Managers get
things done by working with people and physical
resources to realize the goals of the organization;
they coordinate and integrate the work and
activities of others (Kast, 1974).

15. Because most organizations work
in a larger environment where other
organizations, institutions, groups of
people, demands, pressures,
changes, developments, and so on,
exist, it behooves the organizations
and their managers to relate with the
external environment if they have to
be effective and assure their
existence and relevance.

16. Management, according to
Kast, has the following elements:
1) toward objectives,
2) through people,
3) via techniques and,
4) in an organization.
In a short, management is getting the tasks
done through people and techniques toward
the attainment of objective within the
organizational setting.

17. Management Functions







Planning
Organizing
Staffing
Directing
Coordinating
Reporting
Budgeting

18. Planning
is an organizational management activity that is used
to set priorities, focus energy and resources, strengthen
operations, ensure that employees and other
stakeholders are working toward common goals, establish
agreement around intended outcomes/results, and assess
and adjust the organization's direction in response to a
changing environment. It is a disciplined effort that
produces fundamental decisions and actions that shape
and guide what an organization is, who it serves, what it
does, and why it does it, with a focus on the future.
Effective strategic planning articulates not only where an
organization is going and the actions needed to make
progress, but also how it will know if it is successful
https://www.udemy.com/blog/planning-in-management/

19. Organizing
Organizing is the function of management that
involves developing an organizational structure and
allocating human resources to ensure the
accomplishment of objectives. The structure of the
organization is the framework within which effort is
coordinated. The structure is usually represented by an
organization chart, which provides a graphic
representation of the chain of command within an
organization. Decisions made about the structure of an
organization are generally referred to as organizational
design. The matching of organizational form, such as
structure, reporting relationships, and information
technology, with the organization’s strategy. Decisions.
www.flatworldknowledge.com/node/19618

20. Staffing
After an organization's structural design is in place,
it needs people with the right skills, knowledge, and
abilities to fill in that structure. People are an
organization's most important resource, because
people either create or undermine an organization's
reputation for quality in both products and service
In addition, an organization must respond to change
effectively in order to remain competitive. The right staff can
carry an organization through a period of change and ensure
its future success. Because of the importance of hiring and
maintaining a committed and competent staff, effective human
resource management is crucial to the success of all
organizations.
www.cliffsnotes.com

21. Directing
Directing or Direction function is said to be the heart of
management of process and therefore, is the central point
around which accomplishment of goals take place. A few
philosophers call Direction as “Life spark of an enterprise”. It is
also called as on actuating function of management because it
is through direction that the operation of an enterprise actually
starts. Being the central character of enterprise, it provides
many benefits to a concern which are as follows:
It Initiates Actions - Directions is the function which is the starting
point of the work performance of subordinates. It is from this function
the action takes place, subordinates understand their jobs and do
according to the instructions laid. Whatever are plans laid, can be
implemented only once the actual work starts. It is there that direction
becomes beneficial.

22. Directing
It Ingrates Efforts - Through direction, the superiors are able to guide,
inspire and instruct the subordinates to work. For this, efforts of every
individual towards accomplishment of goals are required. It is through
direction the efforts of every department can be related and integrated with
others. This can be done through persuasive leadership and effective
communication. Integration of efforts bring effectiveness and stability in a
concern.
Means of Motivation - Direction function helps in achievement of goals. A
manager makes use of the element of motivation here to improve the
performances of subordinates. This can be done by providing incentives or
compensation, whether monetary or non - monetary, which serves as a
“Morale booster” to the subordinates Motivation is also helpful for the
subordinates to give the best of their abilities which ultimately helps in
growth.
It Provides Stability - Stability and balance in concern becomes very
important for long term sun survival in the market. This can be brought upon
by the managers with the help of four tools or elements of direction function judicious blend of persuasive leadership, effective communication, strict
supervision and efficient motivation. Stability is very important since that is an
index of growth of an enterprise.

23. Directing
Coping up with the changes - It is a human behavior that human beings
show resistance to change. Adaptability with changing environment helps in
sustaining planned growth and becoming a market leader. It is directing
function which is of use to meet with changes in environment, both internal
as external. Effective communication helps in coping up with the changes. It
is the role of manager here to communicate the nature and contents of
changes very clearly to the subordinates. This helps in clarifications, easy
adaptions and smooth running of an enterprise. are benefited out of that in
form of higher remuneration
Efficient Utilization- Direction finance helps in clarifying the role of every
subordinate towards his work. The resources can be utilized properly only
when less of wastages, duplication of efforts, overlapping of performances,
etc. doesn’t take place. Through direction, the role of subordinates become
clear as manager makes use of his supervisory, the guidance, the
instructions and motivation skill to inspire the subordinates. This helps in
maximum possible utilization of resources of men, machine, materials and
money which helps in reducing costs and increasing profits.
www.managementstudyguide.com/importance_of_directing.htm

24. Coordination
Mooney (1953) defines coordination as &
the orderly arrangement of group effort to
provide unity of action in the pursuit of a
common purpose.
Coordination is the process of synchronizing
activities of various persons in the organization in
order to achieve goals. It is undertaken at every
level of management.
wiki.answers.com

25. Reporting
Accountability reporting is primary intended to help management
better measure performance against target, whereas, insight
reporting is focused on providing information to help management
better understand the business and react tactically and
strategically.
www.jstor.org/stable/438206

26. A budget is one of your best tools for reaching your goals . It’s a plan of
what money you expect to receive and how you expect to spend it.
A good budget is characterized by the following:
· Participation: involve as many people as
possible in drawing up a budget.
· Comprehensiveness: embrace the
whole organization.
· Standards: base it on established
standards of performance.
· Flexibility: allow for changing
circumstances.
· Feedback: constantly monitor
performance.
· Analysis of costs and revenues: this can
be done on the basis of product lines,
departments or cost centers.
Budgeting
www.flexstudy.com/catalog/schpdf.cfm?coursenum=95075

27. Organization and
Management in the Public
Sector
Organization and management in the
public sector may share many similarities
with those in the private setting. For
instance, both practice division of labor, have
an internal organization structure, recruit
personnel, give direction and assign tasks to
employees, etc.

28. Public and Private Administration
Criteria
Public Administration
1.Relations to environment  subject to public
scrutiny; public demand
and expectations; political
pressures
Private Administration
 Less exposed to public
inspection; internal
processes are kept from
public; response to public
guided by market dynamics
2. Accountability
 Accountable to the
public; transparency in
transactions is expected
 management
accountable to owners of
firms/corporations
3. Measure of
performance
 general public
satisfaction is the gauge in
the improvement in the
quality of life
 profit is bottomline
4. Nature of goods and
services
 open to all
 availment based on
ones ability to pay

29. Organization and Management
Techniques
Organization Development (OD).
Organizational development, OD for short, is
an approach to planned organizational
change. It is a long-term and, oftentimes,
complicated effort to bring the organization
to a higher level of functioning and, at the
same time, improve the performance and
sense of satisfaction of the members of
organization. While OD includes structural
and technological changes, its main focus is
on changing people and the nature and
quality of their working relationships, in
short, the organizational culture.

30. Organization and Management
Techniques
To achieve this, OD zeroes in on improving the
problem-solving and self-renewal processes of the
organization. Problem-solving process refers to the
methods by which organizations deal with problems and
situations they face. Renewal process allows managers
to adjust to environmental changes by adapting their
problem-solving style and goals in a way that will be
most suitable to given situations. Because organizational
development involves the whole organization, support of
top management is essential. Another way of saying this
is that OD can only take place with the blessings of the
top hierarchy or high-ranking officials in the organization
(Stoner and Freeman, 1989).

31. Management and Information System
(MIS)
Management information system, or MIS, is
computer-based information system that provides
accurate and timely information to those needing
them. MIS is highly important for the effective
performance of the managerial functions. MIS
facilitates planning, decision-making and control, and
enables the organization to carry out these functions
more effectively and efficiently (Stoner and Freeman,
1989). It is not surprising that with the increasing
sophistication of computer technology today, newer
systems that can aid public managers in their job will
be developed.

32. Total Quality Management by Dr.
William Edward Deming
documented both public and private
organizations in their attempt to respond to
changes as brought about by the advances in
computer and communications technology
and trade liberalization and globalization.

33. O and M Studies
As a field of study, public administration has
always been concerned with improving our
understanding of public organizations, commonly
known as bureaucracy, and their effective
management. Because much government
activities are carried out by the bureaucracy, it is
important to investigate how these public
organizations work and operate. The knowledge
gained can help those working in government
manage their agencies more effectively.

34. The interest in studying the organization
and management of public organizations and
institutions will not wane. Government has
always relied upon its agencies and
institutions to carry out its activities and the
concern for improving government will
undoubtedly involve looking into how these
organizations function, their interrelationships
with each other and the external
environment.

35. Public administration O and M varies in
their approaches and focus. in the United
States, the focused were on the formal
structures, functions, and processes of the
administrative organizations of
government. The focus on the internal
aspects of public administrative system and
the concomitant values of efficiency,
economy, and effectiveness with which the
organizations function and operate is
characteristic of the traditional public
administration.

36. Concepts on System Approach
• A system is an organized unitary whole
composed of two or more independent
parts, components or subsystems and
delineated by identifiable boundaries
from its environmental suprasystem. (F.
Kast and J. Rosenzweig, 1979).
• A system can be looked as having inputs,
processes, outputs and outcomes. Figure
1 presents a system framework and its
major elements.

37. Inputs:
Resources (in
terms of
manpower,
money,
materials,
equipments
and facilities)
Conversion
Process
o Planning
o Organizing
o Motivating
and
o Controlling
Output
Products
and
services to
the market
Feedback
 Influences from the
government
 Society
 Economics and
Technologies
Outcomes
Enhanced
quality life or
productivity
for customers
(with results
meaningful
and
measurable)

38. Impact
Impact is the change in the standard of living of the
target group or within the target area from the
program (UN, 1978)
1. Self-reliance;
2. Self-sufficiency;
3. Socially responsible;
4. Economically independent and politically
dynamic; and
5. Better quality of life

39. O and M studies focused on structural
concerns such as hierarchy, line of
authority, division of labor, staff-line
functions; span of control, records
keeping, unity of command, and the like.

40. Subsequent studies in organization
and management branched out to other
concerns, using the behavioral
perspective or the human relations
model. These studies focused less on
the formal structure and more on the
human dimension and informal groups
and interactions within organizations.

41. Other approaches to studying
organizational phenomena tried to
integrate the elements of classical and
neoclassical theories such as the
open-systems, decision-making and
industrial humanism models

42. Other works on organization have
been marked by their quest for innovative
approaches (e.g., more flexible
organizational forms, more participative
processes, and more client-oriented) in
managing organizations as well as
concern for the impact of government
policies and activities on the people and
society. These are emphasized, for
example, by the New PA.

43. Other organization studies are more
perspective in character in that they
recommend specific and concrete
measures to improve organizational
performance. These studies deal with
practical administrative issues and offer
solutions to solve them. These studies
are what you call applied studies or
research and are sometimes referred to
as management studies.

44. A popular example of applied
organization studies that we can cite is
the reorganization of the bureaucracy.
A study of the existing structure,
functions, and procedures is
conducted with the view to identifying
concrete measures that will improve
the conduct of government and public
affairs.

45. Generally speaking, the studies made by
the Institute during those years were
“characteristically inward-oriented” and
focused on organization structures,
functions, processes, and procedures,
concluded by recommendations to apply
management tools and techniques that have
been employed in the United States.
The studies dealt with wide ranging
practical issues concerning internal structure,
building space, work simplification, salary
scale, employee morale, line of authority,
line and staff functions, and so on.

46. Even as the researches continued to
adhere to this “inward-looking
orientation”, other patterns emerged.
Research investigations already included
the local governments-their organizations,
functions, and management- and not just
concentrating on the national government
offices and institutions

47. Studies also began to cover the
relations between the bureaucracy and
the public at large, as exemplified by the
researches on public accountability and
program implementation. This “outwardlooking orientation” and interest on social
relevance of public administration
became more pronounced in the studies
following the declaration of martial law
and onwards to the ‘80s (Reyes, 1995).

48. Many of the organization studies
conducted by the CPA that the time precisely
fitted into the scheme of upgrading the
administrative capability of the government.
They were a direct and relevant response to
the need and call for efficient, economical,
and effective government. These studies
were of the applied type and addressed
practical problems in internal administrative
structure, functions, and processes

49. They also offered concrete measures
to improve the system. In a sense, the
studies filled the role of providing the
government with ideas and solutions to
improve government operations and
performance and, thus, make it more
capable in accomplishing its task of
nation building and national
development.

50. Thus far, it is apparent that the
bulk of organization studies before
were more oriented towards dealing
with practical issues in Philippine
public administration than building
theoretical knowledge about public
organizations.

51. This much was noted by Cariño
when she reviewed the researches
undertaken by the College.
According to her, as cited by Reyes,
a little less than three percents of
studies made between 1952 and
1972 could be considered as
theoretical works. Reyes also
reiterates this observation in his
article.

52. For the Filipino public administration
scholars, the challenge probably lies not
only in discovering new frontiers in the
discipline but, more importantly
perhaps, in defining a public
administration model that brings in the
Filipino perspective and the realism of
Philippine experience.

53. Reference
• Cariño, Ledivina. “Education for Public
Administration in Asia and Pacific: Woodrow
Wilson in a Different Time and place”, in L. V.
Cariño, (ed), Public Administration in Asia and
the Pacific-Survey of Teaching and research in
Twelve Countries. Social and Human sciences
in Asia and the Pacific. RUSHSAP Series on
Occasional Monographs and Papers no. 33,
Bangkok: UNESCO, 1991.
• Tapales, Proserpina D. “New Challenges to
Teaching and Research in Public
Administration.” PJPA. 32(1&2) (January-April):
1-6, 1988.

54. Reference
www.managementstudyguide.com/importance_of_directing.htm
www.flatworldknowledge.com/node/19618
www.cliffsnotes.com
https://www.udemy.com/blog/planning-in-management/
deepblue.lib.umich.edu
www.jstor.org/stable/438206
www.sorted.org.nz