Associate Staff notes2025
OPERATIONS RESEARCH (OR)
is an analytical method of problem solving and decision-making that is useful in the
management of organizations. Broken down into basic components and then solved in
defined steps by mathematical analysis
ORGANIZATIONAL CHART
A chart which represents the structure of an organization in terms of rank. Shows the
managers and subordinate staff that make up the organization. The branches on the
organization chart shows the relationship between the department and managers if any.
LINE RELATIONSHIP
direct relationship between superiors and subordinates
Lateral 2 employees in same organization with same level title
STAFF
the elements of the organization which help the line work effectively
FUNCTIONAL
Relationship between staff whose duties overlap with others
ORGANIZATIONAL STRUCTURE
comprised of functions, relationships, responsibilities, authorities, and
communications of individuals within each department. (Doesn't require lines)
TRADITIONAL STRUCTURE
Line and Staff Function
MATRIX STRUCTURE
A variation of the line and staff organizational structure. Organization is arranged
according to projects.
Centralization Organizations with a centralized structure have several layers of management.
Control the company by maintaining a high level of authority. Focus on top-down
management
DECENTRALIZATION Seeks to eliminate the unnecessary levels of management and
to place authority in the hands of front-line managers and staff.
Increases the span of control.
○ Employees report to one manager.
Restructuring takes place at mid-management.
JOB ANALYSIS The process of identifying the content of a job to determine the duties
inherent in the position as well as the qualifications needed to fulfill its responsibilities.
SYSTEMS AND PROCEDURES A system is made up of related procedures and in turn, a
procedure is made up of related methods.
○ The goal is to carry out specific work to achieve the objective
Total Systems Approach
TEAMWORK AND COORDINATION ASSISTING MANAGEMENT AT ALL LEVELS
OFFICE SIMPLIFICATIONS A Scientific approach to studying the work processes
with an eye towards making the process efficient and effective, raising productivity.
It reduces duplication and waste, thereby by viewed as common sense.
Guides of Office Work Simplification
Promote "Participation with Know-How" by every office employee by means of
training in and encouragement of the use of Work Simplification.
Make the series of activities Productive and Simple.
, Combine work activities wherever possible to avoid recopying.
Reduce distances traveled to the shortest amounts feasible. Arrange activities to provide a
smooth flow from one clerical step to another
APPLYING OFFICE WORK SIMPLIFICATION
Select work to be simplified.
Obtain all the facts about this work.
Devise improvement by analysing these facts and using the questioning approach.
Apply the derived improved means
BUREAUCRATIC STRUCTURE
1) Specialization of labor
2) Standardized work
3) Centralization of Authority
4) Emphasis on conformity
5) High level of efficiency on repetitive tasks
PLANNED CHANGE AND ORGANIZATIONAL DEVELOPMENT
1. Examine the nature of change and analyze some of the forces making it necessary
2) Pinpoint the differences between haphazard and planned change
3) Itemize and explain commonly used strategies in implementing planned change
4) Define and analyze organizational development and show its relationship to planned
change
PLANNED CHANGE process involving deliberate efforts to move an organization or a unit
from its current undesirable state to a new, more desirable state.
Management generally serve as change agents
ORDER OF PLAN CHANGE
1. Emergence of the forces demanding change
2. recognition of need for change
3. Diagnosis of type of change required
4. Selection of Strategy for implementation
5. Intervention and overcoming resistance
6. Acceptance of change
SPEED OF CHANGE CRITERIA
1. Urgency
2. Degree of support
3. Amount of. complexity of change
4. competitive environment
5. knowledge and skills available
6. financial and other resources.
Non-Participatory Style of Change top down, leaders design the change and plan its
implementation. (Commissioners)
Participatory Style of Change change leaders seek the ideas and advice of associates and then
use many of those ideas.
Criteria for evaluating the degree to which the participatory style should be used:
1. Urgency
2. Degree of Support
3. Referent and Expert Power of Leaders
OPERATIONS RESEARCH (OR)
is an analytical method of problem solving and decision-making that is useful in the
management of organizations. Broken down into basic components and then solved in
defined steps by mathematical analysis
ORGANIZATIONAL CHART
A chart which represents the structure of an organization in terms of rank. Shows the
managers and subordinate staff that make up the organization. The branches on the
organization chart shows the relationship between the department and managers if any.
LINE RELATIONSHIP
direct relationship between superiors and subordinates
Lateral 2 employees in same organization with same level title
STAFF
the elements of the organization which help the line work effectively
FUNCTIONAL
Relationship between staff whose duties overlap with others
ORGANIZATIONAL STRUCTURE
comprised of functions, relationships, responsibilities, authorities, and
communications of individuals within each department. (Doesn't require lines)
TRADITIONAL STRUCTURE
Line and Staff Function
MATRIX STRUCTURE
A variation of the line and staff organizational structure. Organization is arranged
according to projects.
Centralization Organizations with a centralized structure have several layers of management.
Control the company by maintaining a high level of authority. Focus on top-down
management
DECENTRALIZATION Seeks to eliminate the unnecessary levels of management and
to place authority in the hands of front-line managers and staff.
Increases the span of control.
○ Employees report to one manager.
Restructuring takes place at mid-management.
JOB ANALYSIS The process of identifying the content of a job to determine the duties
inherent in the position as well as the qualifications needed to fulfill its responsibilities.
SYSTEMS AND PROCEDURES A system is made up of related procedures and in turn, a
procedure is made up of related methods.
○ The goal is to carry out specific work to achieve the objective
Total Systems Approach
TEAMWORK AND COORDINATION ASSISTING MANAGEMENT AT ALL LEVELS
OFFICE SIMPLIFICATIONS A Scientific approach to studying the work processes
with an eye towards making the process efficient and effective, raising productivity.
It reduces duplication and waste, thereby by viewed as common sense.
Guides of Office Work Simplification
Promote "Participation with Know-How" by every office employee by means of
training in and encouragement of the use of Work Simplification.
Make the series of activities Productive and Simple.
, Combine work activities wherever possible to avoid recopying.
Reduce distances traveled to the shortest amounts feasible. Arrange activities to provide a
smooth flow from one clerical step to another
APPLYING OFFICE WORK SIMPLIFICATION
Select work to be simplified.
Obtain all the facts about this work.
Devise improvement by analysing these facts and using the questioning approach.
Apply the derived improved means
BUREAUCRATIC STRUCTURE
1) Specialization of labor
2) Standardized work
3) Centralization of Authority
4) Emphasis on conformity
5) High level of efficiency on repetitive tasks
PLANNED CHANGE AND ORGANIZATIONAL DEVELOPMENT
1. Examine the nature of change and analyze some of the forces making it necessary
2) Pinpoint the differences between haphazard and planned change
3) Itemize and explain commonly used strategies in implementing planned change
4) Define and analyze organizational development and show its relationship to planned
change
PLANNED CHANGE process involving deliberate efforts to move an organization or a unit
from its current undesirable state to a new, more desirable state.
Management generally serve as change agents
ORDER OF PLAN CHANGE
1. Emergence of the forces demanding change
2. recognition of need for change
3. Diagnosis of type of change required
4. Selection of Strategy for implementation
5. Intervention and overcoming resistance
6. Acceptance of change
SPEED OF CHANGE CRITERIA
1. Urgency
2. Degree of support
3. Amount of. complexity of change
4. competitive environment
5. knowledge and skills available
6. financial and other resources.
Non-Participatory Style of Change top down, leaders design the change and plan its
implementation. (Commissioners)
Participatory Style of Change change leaders seek the ideas and advice of associates and then
use many of those ideas.
Criteria for evaluating the degree to which the participatory style should be used:
1. Urgency
2. Degree of Support
3. Referent and Expert Power of Leaders
