ORGANIZATIONAL STUDY

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ORGANIZATIONAL STUDY

• Is concerned with HOW and By WHOM the project
  should be executed and operated so as to
  established RESPONSIBILITY and ACCOUNTABILITY
• the organization and management will have to
  Indicate which entities are RESPONSIBLE for
  various aspects of project execution and
  operation and that

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ORGANIZATIONAL STUDY continue .2

• they have ADEQUATE POWERS, STAFFING, EQUIPMENT
  and FINANCE to undertake the various functions

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ORGANIZATIONAL DESIGN
Is the Determination of the ORGANIZATIONAL
STRUCTURE that is most appropriate for the
strategy, people, technology and tasks of the
organization
Choosing the best type of ORGANIZATIONAL
STRUCTURE FOR A GIVEN SITUATION
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WHAT IS ORGANIZATIONAL STRUCTURE?

• Arrangement and interrelationship of the
  components parts and positions of a company
• Specifies its division of work and shows how
  different functions or activities are linked
• Indicates the organizations hierarchy, authority
  structure and reporting relationships

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WHAT IS ORGANIZATIONAL STRUCTURE? Continue.2

• Provides the stability and continuity that allow
  organization to survive the comings and goings of
  individuals and to coordinate its dealings with
  its environment

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STEPS IN DEVELOPING AN ORGANIZATIONAL STRUCTURE

• List the Main Fields of Project Activities
• Review Existing Organization and Identify Units
  with Corresponding Fields of Activities
• Assess Capacity/Performance of Existing Units
• Decide whether overall responsibility for
  implementing the project should be given to

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STEPS IN DEVELOPING AN ORGANIZATIONAL STRUCTURE
continue..2.

• Decide whether overall responsibility for
  implementing the project should be given to

1) an existing unit
2) a newly created unit within the existing
organizational framework
3) a newly formed independent organization
4) give criteria for your decision
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CONSIDERATIONS IN DEFINING THE ORGANIZATIONAL
STRUCTURE
1. The basis for grouping
by function
by product
by area
by target group
other criteria
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CONSIDERATIONS IN DEFINING THE ORGANIZATIONAL
STRUCTURE Continue2
2. The type of authority relationship
line

function
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ORGANIZATION CHART
Diagrams the Functions, Departments or Positions
of the Organization and shows how they are Related
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ADVANTAGES AND DISADVANTAGES

• Employees and others are given a picture of how
  the organization is structured
• Managers, subordinates and responsibilities are
  delineated

• There are many things they obscure or do not show
  like who has the greater degree of responsibility
  and authority at each managerial level

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ADVANTAGES AND DISADVANTAGES

• Enables the managers to pinpoint organizational
  defects - such as potential sources of conflict
  or areas where unnecessary duplication exists

• Does not indicate the organizations informal
  relationships and channels of communication
  without which the organization could not function
  efficiently

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PROJECT ORGANIZATION
Should specifically discuss the STAFFING and
ORGANIZATIONAL SET-UP and LINKAGES.
Need to describe the TRACK RECORD of IMPLEMENTING
AGENCIES for appraising organizational capacity
and capabilities
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PROJECT ORGANIZATION STRUCTURE
1. Use of Existing Organization
2. Setting Up a Matrix Organization
3. Setting Up a New Organization
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CONSIDERATIONS IN STAFFING THE PROJECT OFFICE

• What type of STAFF is REQUIRED?
• Span of Control
• Volume of Work

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ISSUES ON ORGANIZATIONAL DESIGN

• What criteria are used in delineating
  responsibilities distributed to various
  positions?
• What criteria are used in clustering positions
  into units Is it by function, production
  specialization or combination of several design
  criteria.
• Who decides, gives instructions, and accountable
  for what?

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ORGANIZATION DESIGN OPTION
1. Single-Line Organization
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Advantages and Disadvantages

• Straight forward demarcation of competence,
  clarity and security

• Too many official channels
• Top management overburden
• Too bureaucratic

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ORGANIZATION DESIGN OPTION
2. Multi-Line Organization
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Advantages and Disadvantages

• Specialization within the management
• Prompt official channels
• Functional Authority

• Conflicts about Competence
• Insecurity
• Controlling is difficult

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COORDINATION

• The process of Integrating Objectives and
  Activities in order to Achieve Organizational
  Goals efficiently
• Depends on the NATURE and COMMUNICATION
  requirements of the tasks performed and the
  DEGREE of INTERDEPENDENCE of the various units
  performing them

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APPROACHES TO ACHIEVING EFFECTIVE COORDINATION
1. Basic Management Techniques 1.1 The
Managerial Hierarchy 1.2 Rules and
Procedures 1.3 Plans and Goals
2. Increasing Coordination Potential 2.1
Vertical Information Systems 2.2 Lateral
Relationships
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APPROACHES TO ACHIEVING EFFECTIVE COORDINATION
3. Reducing the Need for Coordination 3.1
Creating Slack Resources 3.2 Creating
Independent Units
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APPROPRIATE COORDINATION MECHANISMS
Match Organizations CAPACITY for coordination
with its NEED for coordination
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Proposed Outline of the Organization and
Management Study
I. Project Management of the Organization
II. Duties and Responsibilities and
Qualification of Personnel
III. Organizational Set-Up/Chart
IV. Proposed Salaries/Wages/ Fringe
Benefits
V. Sustaining Effort Activity
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Duties and Responsibilities

• Cover the aspect of defining and specific
  responsibilities
• Define the qualification of the personnel to be
  hired
• Ensure the establishment of an appropriate
  measure of checks and balances for realizing the
  goal of reliable and consistent performances of
  all levels

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Salaries/Wages/Fringe Benefits

• Appropriate salary/wages scale including fringe
  benefits shall be formulated to be able to
  attract the desirable talents of the project

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Sustaining Effort Activities

• Description of the present and future maintenance
  and operation of the project when completed
• Includes the ability to provide additional
  personnel and finances when needed or necessary

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Establishment of Zamboanga del Sur Crisis
Response Center for Women And Children
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