OrgReviewWorkshop
- 1. Workshop Design On Organizational Review By Gerardo R. Joson
- 2. Objective of the Workshop • To identify, elaborate on, or clarify problems or issues related to staffing of organizational units • To achieve an understanding of related issues and a consensus on what courses of action to take on these issues. • To hear the reactions of management on these issues.
- 3. Staffing Concepts • Manning Ratio – number of persons to be hired to keep one position manned 24/7 calculated by dividing the number of hours in a year (8,760) by the number of hours a person is available to work at a position. Total available time is part of net assigned time and total time minus holiday time. It consists of under-time & overtime, the net of which is accountable time where accountable time is both productive and non-productive. The non-productive are work stoppages due to fatigue, unavoidable delay, idle & standby times, on-call & snacks/lunch. Non- available times are when employees are on personal & medical leaves, training & machine bog-downs. • Fixed staffing – the irreducible minimum number of persons to be hired in order to keep an organization going regardless of work factors. It can be one but not zero. • Variable staffing – the number of persons to be hired based on work factors such as workload, number of operating shifts, employees to be served, area covered, man-machine ratio, regulatory requirement, terrain & distance to be covered, etc. It can be 1,2 or more or nothing at all. • Scalar principle or span of control – there is a fixed number of subordinates that a superior can effectively control, supervise or manage. • Regularity – establish the regularity of jobs to be performed on a day-to-day basis to justify permanent staffing.
- 4. Guide to Panel Discussion/Presentation • Role of Panelist- Understands the presentation, allows time for presentor to present his/her proposal; be sensitive to the various views and opinions of other panel members; creates a relaxed atmosphere and offers comments that keep the conversation animated and moving; the head of the panel summarizes the discussion in progress; and draws a conclusion as part of the final summary. • A simple outline of points to be covered is essential • Allow each panelist and presentor to use the microphone. Seat the head panelist in the midst of the panelists. Choose a room whose size is adequate for the size of the group. Use name cards to identify the panelists and presentor. • Adhere to all consensually established procedures and time limitations. • Stick to the topic.
- 5. Organizations defined Organizations are social units deliberately constructedOrganizations are social units deliberately constructed and reconstructed to seek specific goals. They areand reconstructed to seek specific goals. They are characterized by: (1) division of labor, power, andcharacterized by: (1) division of labor, power, and communication responsibilities, (2) the presence of onecommunication responsibilities, (2) the presence of one or more power centers which control the concertedor more power centers which control the concerted efforts of the organization and direct them toward theirefforts of the organization and direct them toward their goals, and (3) substitution of personnel. Hence,goals, and (3) substitution of personnel. Hence, organizations are much more in control of their natureorganizations are much more in control of their nature and destiny than any other social grouping.and destiny than any other social grouping. Amitai EtzioniAmitai Etzioni
- 6. An organization comes intoAn organization comes into being whenbeing when there are personsthere are persons able toable to communicate withcommunicate with each othereach other who are willing towho are willing to contribute actioncontribute action to accomplish ato accomplish a common purpose.common purpose.
- 7. On Organizational Goals ““Organizational goals are reached byOrganizational goals are reached by having common people achievehaving common people achieve uncommon performance.”uncommon performance.”
- 8. Review of Organization Principles • Division of work – work and tasks should be performed by people specialized in doing the work. • Authority – delegated persons ought to have the right to give orders and expect that they be followed. Authority once delegated cannot be redelegated. • Discipline – workers should be obedient and respectful of their superiors and pursuing the mission of the organization must be utmost in their minds. • Unity of command – employees should receive orders from only one person with authority • Unity of direction – the organization and employees are dedicated to one plan of action or set of objectives. • Subordination of individual interests to the general interest – organizational conflict should be limited by the dominance of organizational objectives over personal interests. • Remuneration – although this principle provides no guidance on pay, the organization must recognize the economic value of employees and that their economic interests are important. • Centralization – whether an organization should be centralized or decentralized depends upon such factors as communications and the importance of who should make the decision. • Scalar chain – authority in an organization moves in a continuous chain of command from top to bottom. To be effective, an organization must eliminate unnecessary chains of command. • Order – everything, people and resources, has a place they belong. • Equity – fairness is important in management-employee relations, more particularly on matters of employee compensation and welfare. • Stability – Although turnover is disruptive; shared experience is important. Organizations need not be changed every time a new tasks is assigned. The table of organization must be flexible to respond to the needs and demands of people being served and must be designed as a stabilizing element of an organization. Training is important so that people can accomplish more with existing resources. • Initiative – Workers are exhorted to be productive and self-motivated. • Esprit de corps – there is a need for harmony and unity within the organization through good leadership and management.
- 9. An Age of Unreason and Paradox ““The world is up for re-invention.The world is up for re-invention. Creativity is born in chaos. What we do,Creativity is born in chaos. What we do, what we belong to, why we do it, whenwhat we belong to, why we do it, when we do it, where we do it--these may all bewe do it, where we do it--these may all be different and they could be better. Wedifferent and they could be better. We cannot wait for great visions from greatcannot wait for great visions from great people, for they are in short supply. It ispeople, for they are in short supply. It is up to us to light our own small fire in theup to us to light our own small fire in the darkness.”darkness.” Charles HandyCharles Handy