Introduction to Public Administration - Organizing, Staffing, Controlling and Directing

Organizing, Staffing,
Directing,
and Controlling
INTRODUCTION TO PUBLIC ADMINISTRATION
Republic of the Philippines
CarcarCityCollege
P. Vasquez Street, Luan-luan, Poblacion I,
Carcar City, Cebu
Tel. No.: (032) 487-0063

ORGANIZING
 A process by which the
manager brings order out
of chaos, removes conflict
between people over work
or responsibility, and
establishes an environment
of teamwork.

Steps of the Organizing Process
1.Identification of
Objectives,
2.Identification and
classification of the
activities to accomplish
organizational objectives.
3.Grouping of Activities
4.Delegation of Authority

Steps of the Organizing Process
5. Integration of the grouping
of activities through
authority and functional
relationships

TYPES OF ORGANIZATION
1.Formal Organization
 A planned structure.
 A deliberate attempt to
establish patterned
relationship among the
component parts of the
organization.

1.Formal Organization
 It should represent as
closely as possible the
deliberate intention of
its framers for the
process of interaction
that is to take place
among its members.

2. Informal Organization
 Arise spontaneously out
of the activities of the
participants within a
formal organization.
 It may be adaptive.
 Serves to perform
innovative functions which
cannot be done by the

 Arise spontaneously out of
the activities of the
participants within a
formal organization.
 It may be adaptive.
 Serves to perform
innovative functions which
cannot be done by the

 One of the best
information channels
available in any organized
effort.

SPAN OF MANAGEMENT
 Refers to as the span of
control where the number of
subordinates a manager can
effectively supervise.

DEPARTMENT
 A distinct area, division,
or branch of an organization
over which a manager has
authority for the
performance of specified
functions or activities.

DEPARTMENTATION
Involves the division
of work into
specialized tasks and
their organization into
distinct departments.
It can be based on
time.

TWO KINDS OF AUTHORITY RELATIONSHIPS IN
DEPARTMENTATION
1. Line Functions
 Directly responsible
for carrying out the
objectives of the
organization.
 Line Officers
i. Officers who are
given the authority of
command.

TWO KINDS OF AUTHORITY RELATIONSHIPS IN
DEPARTMENTATION
2. Staff Functions
 Elements which help
the line to work
effectively.
 Staff Officers
i. Officers who are
assigned the
authority of ideas.

Introduction to Public Administration - Organizing, Staffing, Controlling and Directing

CONCLUSION
 The structuring of the
organization involves
external pressures, personal
preferences, interaction
patterns, individual
capacities, power struggles,
and communications which
represent the typical
pyramidal authority and some
of its interactive process.

MAJOR PRINCIPLES OF
ORGANIZING

MAJOR PRINCIPLES IN ORGANIZING
1. Principle of Unity of
Objective
An organization
structure is effective if
it facilitates the
contribution of individuals
in the attainment of
enterprise objectives.

2. Principle of Efficiency
An organization is
efficient if it is
structured to support in
the accomplishment of

3. Span of Management
Principle
There is a limit in each
management position to the
number of persons an
individual can effectively
manage.

4. The Scalar Principle
This principle refers
to the vertical placement
of supervisors starting
from top and going to the
lower level. The scalar
chain is a pre-requisite
for effective and efficient
organization.

5. Principle of Delegation
The authority delegated
to an individual manager
should be adequate to
assure his ability to
accomplish results expected
of him.

6. Principle of Absoluteness
of Responsibility
The responsibility of the
subordinate to his superior
for performance is absolute,
no superior can escape
responsibility for the
organization activities of his
subordinate.

7. Principle of Parity of
Authority and
Responsibility
The responsibility for
actions cannot be greater
than the implied by the
authority delegated, nor
should it be less.

Command
There should be a unity
of command in the
organization. A person should
be answerable to one boss
only. If a person is under the
control of more than one
person then there is a like-
hood of confusion and

9. The Authority-level
Principle Maintenance
of intended delegation
requires that decision
within the authority
competence of an individual
manager be made by him and
not be referred upward in
the organization structure.

10. Principle of Division
of Work The principle
means that assignment of work
should be such that every
person should be given only
that much work which he can
perform well. The work should
be divided in such a way that
everybody should be able to
give his maximum.

11.Principle of Functional
Definition The more a
position or a department
understands a clear definition
of results expected,
activities to be undertaken,
and organization authority
delegated, individuals
responsible can contribute
toward accomplishing

12. Principle of Separation
If one activity is
designed to be a check on
another, the individual is
charged with the former
cannot adequately discharge
his responsibility if he
reports to the department

13. Principle of Balance
The application of
principles or techniques
must be balanced with the
over-all effectiveness of
the structure in meeting

14. Principle of
Flexibility
The more provisions are
made for building in
organizational flexibility,
the more adequately
organization structure can
fulfil its purpose.

15. Principle of Leadership
Facilitation
The more an organization
structure and its authority
delegation make it possible
for a manager to design and
maintain an environment for
performance, the more it will
facilitate his leadership
abilities.

MISTAKES IN ORGANIZING
1. Failure to Plan Properly
2. Failure to Clarify
Relationships
3. Failure to Delegate
Authority
4. Failure to Balance
Delegation
5. Confusion of lines authority
and information
6. Authority without

MISTAKES IN ORGANIZING
8. Careless Application of
the Staff Device
9. Misuse of Functional
Authority
10. Multiple Subordination
11. Misuse of Service
Departments
12. Overorganization

ORGANIZING AS PROCESS
1. The Structure must reflect
objectives and plans.
2. The Structure must reflect
the authority available to
enterprise management.
3. Organization Structure
4. Organization must be
manned with people.

STAFFING
 Involves manning and
keeping manned the
positions provided for by
the organization
structure. (Koontz and
O’Donnell)“No one person can be
expected to possess full
knowledge of its
organizational
operations.”

STAFF SERVICES MAY BE FOUND IN
ORGANIZATION
1.Auxiliary Services
 Provide aid and assistance
in organization line
operations.
2. Administrative Services
 Provide aid and assistance
in the management of
general operations;
3. Technical Services
 Provide aid in specialized

Subjects that all new personnel should be
briefed on the new organization.
1. Establishment of the Chain
of Command in the
Organization;
2. Effective Staff
Management;
3. Effective Staff
Procedures;
4. Staff Function and
Responsibility;
5. Delegation of Authority;

1.To develop a common
understanding of the
objectives and functions of
the organization as a whole.
2.To attain a general
comprehension of the
organizational procedures and
relationships thereby insuring
the smooth functioning of all
units of the organization.

3.To ascertain an
understanding of the
functions of the
various staffs and
units of the
organization to
facilitate their
coordination and

4.To enhance camaraderie
and teamwork among the
personnel, thus
effecting the speedy
and successful solution
of problems that may
arise in the
organization.

STAFF OFFICERS
Staff officers under the
immediate direction and control
of the manager is important. In
order to free him from time-
consuming personnel requirements
and to permit him to give his
personal attention to matters he
considers particularly
significant

IMPORTANT FUNCTIONS OF PERSONNEL
STAFF OFFICERS
1. They can provide
technical or specialized
knowledge and support in
their various fields to
aid the manager in
carrying out his
responsibilities;

IMPORTANT FUNCTIONS OF PERSONNEL
STAFF OFFICERS
2. They could relieve
him of the details
which could otherwise
rob him of efficiency.

MAJOR STAFFING PRINCIPLES
1. Principle of Staffing
Objective
 This assure that
organization roles are
filled by personnel who
are able and willing to
occupy them.

2. Principle of Staffing
 The better the
organization roles are
defined, their human
requirements established,
and the techniques of
manager training and
appraisal laid down, the
more assurance there will
be of managerial quality.

3. Principle of Job
Definition
 The more precise
results a manager is
expected to attain, the
more the parameter of
his position can be
deduced.

4. Principle of Managerial
Appraisal
 The more specific the
management results are
planned, the more
closely appraised are
managers in their
teams.

5. Principle of Open
Competition
 The more an enterprise is
committed on the
assurance of quality
management, the more it
will encourage open
competition among all
candidates for management
positions.

6. Principle of Management
Development
 The more that
development programs
aim at improving the
abilities of managers
in their present
positions, the more
effective they will be.

7. Principle of Continuing
Development
 The more an enterprise
is committed to
managerial competence,
the more it requires
managers to engage in
continuing self-
development.

DIRECTING
 Involves guiding and
motivating other people to work
for a common purpose.
 Refers to the interpersonal
aspect of management by which
people are allowed to understand
and contribute efficiently and
effectively to the attainment of
the objectives of the
organization.

DIRECTION
 Consists of the processes and
techniques employed in the
issuance of instructions and
directives on how work should be
done.
 Refers to the act round which
all performances in the
organization hinge.
 Getting the job done.

FEEDBACK
 Where the manager refers
also to the flow of
“information” about the
progress of the
organizational planning and
operations as well as
production.

MORALE
 Relates the people in the
organization to their
productive output.
 It is viewed as the
happiness and optimism on
the part of the people in
the organization.
 It is associated with
management as one of its

CLASSIFICATIONS OF MORALE
1. High Morale
 Regarded as a complex
combination of many
factors that make
people do what the
organization expects
them to do.

CLASSIFICATIONS OF MORALE
2. Low Morale
 Refers to the
combination of factors
that prevents or deters
people from dong what
the organization
expects them to do.

HUMAN RELATIONS
 Should be given
emphasis for a program of
internal human relations for
the organization is vital.
 Its approach to management
requires management to treat
their subordinates with
respect and understanding.

HUMAN RELATIONS
APPROACH
 Requires that the
manager applies utmost
diplomacy in his dealings
and relationships with
subordinates.
 It is the vital part of
the process of organizing
because it involves the
question of how people get

LEADERSHIP
 Defined as the art of
imposing one’s will upon the
others in such a manner as
to command their obedience,
confidence, respect, and
loyalty.
 It involves sensitivity to
the needs of subordinates.

MAJOR DIRECTING PRINCIPLES
1. Principle of Directing
Objective
 The more effective the
directing process, the
greater the
contribution of
subordinates to
organizational goals.

2. Principle of Harmony of
Objectives
 Individuals will be
more perceptive if
there will be an
effective directing is
done so that their
personal goals are in
harmony with the

Command
 The less problem of
conflict in instructions
and the greater the
feeling of personal
responsibility for
results if there is a
complete reporting
relationship has an

4. Principle of Direct
Supervision
5. Principle of Leadership

6. Principle of Direction
Techniques
 The less problem of
conflict in instructions
and the greater the
feeling of personal
responsibility for
results if there is a
complete reporting
relationship has an

CONTROLLING
 Refers to the
measurement of
accomplishments against set
standards and the corrective
measures to be applied so
that aviation from the
standard are minimized.
 Defined as a management
actions to adjust operations
of the organization from
predetermined standards.

TWO CLASSIFICATIONS OF
CONTROL

TWO CLASSIFICATIONS OF CONTROL
1. Operational Control
 Relies heavily on
specific procedure,
departmental budgets,
and production
schedules.
 Line supervisors of
small operational units
are more involved in

2. Management Control
 Largely concerned with
executing broad plans,
and objectives,
delineating functions and
responsibilities, and the
acquisition and efficient
use of resources to
effectively accomplish
the organization’s goals.

2. Management Control
 Can be defined as the systematic
effort by business management to
compare performance with predetermined
standards, plans, or objectives in
order to determine whether performance
is in line with these standards and
presumably in order to take any
remedial action required to see that
human and other corporate resources
are being used in the most effective
and efficient way possible in
achieving corporate objectives.
 This requires the involvement of
the management.

THE CONTROL PROCESS
OF MANAGEMENT

THE CONTROL PROCESS OF MANAGEMENT
1. Coordination
 Regards as the essence
of being a manager for
the achievement of
harmony of individual
effort in the
accomplishment of
organizational
objectives. (Kootz and
O’Donnell)

2. Reports
 The principal device
of the manager for
retaining control of
delegated responsibility
and authority to
subordinate executives
is the Systematized
Reporting and Internal
Checking.

SYSTEMATIZE
REPORTING
 Involves the setting
of standards of work
programs in quantitative
methods and the rendering
of progress reports based
on these standards.

3. Budgets
 An important
instrument of policy for
planning, controlling,
and evaluating the use
of resources for maximum
returns.

3. Budgets
 A comprehensive plan
expressed in financial
terms by which an
operating program of the
organization becomes
effective for a given
period of time.

3. Budgets
 An instrument of
control, it governs the
rate of spending for
personnel, materials,
and supplies in
conformity with the
plans.

3. Budgets
 A basis for evaluating
and appraising results
with objectives, and for
determining better ways
of meeting those
objectives in the
future.

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Editor's Notes