Structures of

Organization
Group 1
Structures of organization

1. Functional type of the project

management organization
2. Pure project management organization
3. The matrix form of project management
organization
Functional type of the project management
organization

In this way of organizing, the project is housed in

one or more of the functional units of the
organization such as marketing, operations, finance,
research and development, etc.
Functional type of the project management
organization
Functional type of the project management
organization
(PROS and cons)

The major advantages of this model can be grouped in the following way:
There is a maximum flexibility in using the staff
Some experts can be engaged in many different projects. People can be moved from one
project to the other one.
Sharing of Knowledge
Technological continuity
Ability to create people with expertise
Functional type of the project management
organization
(PROS and cons)
The following are the disadvantages:
The client is not in the center of the activities and attention.
Functional departments have the tendency of orientation to specific activities
associated with their activities.
Tendency of reduction in the responsibilities for the clients needs
Tendency of suboptimal execution of the project
Tendency of morale to grow weaker
Does not enable holistic approach to the project.
Pure project management
organization

A full-time project manager is assigned to head the

team and he recruits necessary people from both
within and outside the organization
Pure project management
organization
Pure project management
organization
(pros and cons)

The advantages of this approach to project management can be classified as follows:

The project manager is fully responsible and authorized for the project. In this case, permits
and advices of department bosses are not necessary.
As the authority is centralized, the possibility of fast decision-making is increased.
The organization is enabled to react fast on the demands of clients or top management.
The pure project organization is structurally simple and flexible; it enables its relatively
simple application and understanding;
This type of the organizational structure has a tendency to support the holistic approach to
the project.
Pure project management organization
(pros and cons)
In addition, we shall point to the disadvantages of this organizational form of project
management:
Limited technological expertise
The team members are strongly associated with the project and among themselves. The
increase of division we they deforms the relationships between the team members and
the other team members and the relations in the home organization.
Expensive
The matrix form of project
management organization
The matrix organization is a combination of two forms.
Different forms of Matrix Structure
1. Functional (Weak or Lightweight) Form
- Matrices in which authority of the functional manager predominates and the project
manager has indirect authority
2. Balance (Middleweight) Form
- Traditional matrix form in which the project manager sets the overall plan and the
functional manager determines how work to be done.
3. Strong (Heavyweight) Form
- Resembles a project team in which the project manager has broader control and
functional department act as subcontractors to the project.
The matrix form of project
management organization
The matrix form of project
management organization
(pros and cons)

Advantages can be classified as follows:

Carries out several projects simultaneously and control time, costs and performance quality.
This enables the use of all resources from all functional departments.
It drastically reduces the multiple resource use, as with the pure project organization.
The team members are not so much afraid for their destiny after finishing the project, even
in case of their strong association with the project because they are the personnel of the
home department.
It enables the supply of needed resources for the period which enable the optimization of
using resources of the whole company.
The matrix form of project
management organization
(pros and cons)
The following are the serious disadvantages that are manifested:
The struggle for the prestige according to the question who is responsible for
praise and glory can increase.
Employees may have to report to two managers, which adds confusion and may
cause conflict.
Transferring resources from project to project with the need to satisfy different
term plans of every project can specially increase conflicts between project
managers.
The universal management principle of unity command is violated by the
matrix form.
Decision making becomes a slow process when various functional departments
and project groups have come to an agreement.
Project considerations

1. Size of project
2. Strategic importance
3. Novelty and need for innovation
4. Need for integration
5. Environmental complexity
6. Budget and time constraints
7. Stability of resource requirements
 Legal Aspects
of
Recruitment & Selection
Sex Discrimination Act 1975

The Equality Act 2010 makes it unlawful for

an employer to discriminate against
employees because of their gender. There
are four types of Sex discrimination.

1. Direct Discrimination

2. Indirect Discrimination

3. Harassment

4. Victimisation
Race Relations Act 1992

established by the Parliament of the United

Kingdom to prevent discrimination on the
grounds of race.

It is unlawful for anyone to be discriminated

against on the grounds of race, colour,
nationality, ethnic origin or national origin.
Equal Pay Act 1970

Employers must give men and women equal treatment in the terms and
conditions of their employment contract if they are employed to do:
'like work' - work that is the same or broadly similar
work rated as equivalent
work found to be of equal value in terms of effort, skill or decision making.
 The equal terms can cover all aspects of pay and benefits, including:
basic pay
overtime rates
performance related benefits
hours of work
access to pension schemes
non monetary terms
annual leave entitlements.
Disability Discrimination Acts 1995 and
2005

The Disability Discrimination Act (DDA) 1995 aims to end the

discrimination that faces many people with disabilities.
Gives people with disabilities rights in the areas of:
1. employment
2. education
3. access to goods, facilities and services
4. buying or renting land or property, including making it easier
for people with disabilities to rent property and for tenants to
make disability-related adaptations
PERSONAL SPECIFICATIONS
Many small companies do not prepare formal specifications, but, if
carrying out recruitment,one must have views on the type of person
that is being sought.

Things to be considered:
1. QUALIFICATIONS
2. SKILLS
3. EXPERIENCE
4. ATTRIBUTES
ADVERTISING
- ADVERTIISING is the process of communicating the vacancy to
potential applicants.

What should be stated/written on advertisements:

1. Details about the job
2. Limitations on applicants
3. Application procedure
4. Something about the company
5. Closing date for applications
APPLICATION FORMS
- APPLICATION FORMS are effective way of ensuring that you get the right information
from applicants and that is an easy to analyze form.

Basic information of what organizations want to know:

1. The job the person is applying for
2. Where the person found out about the job ( this gives feedback on the effectiveness of different
recruitment methods)
3. Name and contact address
4. Qualification and experience
5. Health and any disabilities
6. Age
7. Interests outside work
Termination of Employment
How can we terminate employees?

Notice
Dismissal
NOTICE
Defined in the contract of employment
Employment Protection Act 1978
Employer to employee Employee to employer
- 4 weeks to 2 years = 1 week - 1 week
notice
- Plus 1 year = plus 1 week
notice
- Max of 12 weeks
Notice can be written or oral
DISMISSAL

Conduct
Capability
Redundancy
Legal Prohibition
CONDUCT Examples are THEFT,
VIOLENCE, DRUNKNESS, or
OTHER UNACCEPTABLE
BEHAVIOR.
CAPABILITY
Health
 Reduction of workforce
REDUNDANCY
Last in, First out
Minimum Redundancy Pay

Calculated based on:

- Age
- Years of Service
- Wage received
LEGAL PROHIBITION
Not legally allowed
A series of warnings should be given
except act of misconduct.
Ifemployee worked for 6 months,
employer is required to give a
written reason of dismissal.
If employees believe that dismissal
was unfair, it should be taken to an
industrial tribunal within 3 months
after dismissal
Selection Process
Selection Process

Shortlisting

- First round of
selection.
Selection Process

Interviews

Tests

References
Interviews

The aim of the

company is to
determine
which
candidate from
the shortlist
best meets the
requirements
of the job.
Test
References

Requirement from
previous employers,
colleague lecturers, or
people who have known
the candidate for a
significant period of time
are usually required.
Factors that affect
leadership style
What is Leadership Style?

Leaders styles encompass how they relate to others within and outside the
organization, how they view themselves and their position, andto a large
extentwhether or not they are successful as leaders.
Factors That Affect Leadership Style

The Leader
The Subordinates
The Situation
Factors That Affect Leadership Style

The Leader

The habits and behaviour patterns of the leader in working with people.
The leaders confidence in his followers.
The attitude of the leader toward participation, sharing the decision-making
process, and group-decision making.
The leaders need for certainty and predictability.
Factors That Affect Leadership Style

The Subordinates

Their level of knowledge and experience.

Their desire to do independent work.
Their ability to assume responsibility.
Their interest in the problem of the overall program.
How well others are trained and how well the leader knows the task.
Factors That Affect Leadership Style

The Situation

How much time is available?

The values, traditions and policies of the organization.
The unity, cohesiveness, and spirit of the group.
The nature of the problem itself.
M O T I VAT I O N
/
LEADERSHIP
ENGINEERING MANAGEMENT
 CONTENTS
M O T I VAT I O N
1. M a s l o w s T h e o r y
2. H e r z b e r g s T h e o r y
3. H u n t y s T h e o r y
4. P r a c t i c e

LEADERSHIP
5. L e a d e r s h i p S t y l e s
6. Fa c t o r s A ff e c t i n g
Leadership Styles
MOTIVATION
 M O T I VAT I O N

Para kanino
ka
bumabango
n?
 M O T I VAT I O N

psychological processes that stimulate excitement and persistence

o f V O L U N TA RY A C T I O N S a i m e d a t s o m e g o a l
businessdictionary.com
M ASLOW S
H E I RA RC H A L
THEORY OF NEE DS
K E R S T E I N K Y L L E D E S P I
 Maslows
Theory

Maslow's (1943,
1954) hierarchy of
needs is a
motivational theory in
psychology
c o m p r i s i n g a fi v e t i e r
model of human
needs, often depicted
as hierarchical levels
within a pyramid.
 Maslows
Theory

P H Y S I O LO G I C A L
NEEDS
required for human survival
 Maslows
Theory

SAFETY NEEDS
provide a person
with a sense of
security and well-
being
 Maslows
Theory

SOCIAL NEEDS
provide a sense of
belonging and
acceptance
 Maslows
Theory

ESTEEM NEEDS
p r o v i d e s e l f- e s t e e m
and respect, with
s e l f- r e s p e c t b e i n g
slightly more
important than
gaining respect and
admiration from
 Maslows
Theory

SE LF-
A C T U A L I Z AT I O N
NEEDS
need to reach his or
her full potential
M ASLOW S
H E I RA RC H A L
THEORY OF NEE DS
K E R S T E I N K Y L L E D E S P I
MOTIVATION IN
PRACTICE
By Johannes de Guzman
The engineer who manages has to be prepared to
compromise and develop strategies that form the
best overall solution for a number of people,
including themselves.
MOTIVATION IS.

The reason why employees want to work

hard and work effectively for the business
Jos Abad Santos

Vicente Lim

Josefa Llanes Escoda

Is there more to motivating an employee
than just .
 Chance to be
Fringe benefits holidays Recognition and creative
A reasonable prestige
level of pay

A clean and safe Chance to take

work environment
Motivating factors that responsibility
influence job satisfaction and
Job security work productivity
Chance for
promotion

Tasks that provide a sense of

Working with friendly achievement (challenge)
colleagues
Interesting and Independence at
stimulating tasks work
 Ways to acquire information on what motivates people:

Selection Stage

Behavior without constraints

Appraisal interviews

1. Review of performance
2. Discussion of Improvements
3. Discussion of potential
4. Objective Setting
Motivation theory by
Herzberg
Report By: Michelle Yvone J. Pasquil
Fredrick Herzberg

TWO-FACTOR THEORY

Hygiene Factors

Motivators
HYGIENE FACTORS

Company policies
Relationship with supervisor and peers
Work conditions
Salary
Status
Security
MOTIVATORS

Achievement
Recognition
The work itself
Responsibility
Growth
ApplyingHERZBERGS TWO-FACTOR
THEORY
Tip 1:

Different Strokes for Different Folks"

Tip 2:

Help your employees to develop

Motivation
Roy Rollo Cudias
John W. Hunt

Wrote the book Managing People at Work: A

Manager's Guide to Behaviour in Organizations
Peoples behavior can be predicted through
their personal goals
Create and environment where personal and
organizational goals are met.
Categories of Comfort

1. Relationships
2. Recognition
3. Status
4. Power
5. Autonomy
6. Creativity
7. Growth
Importance of Motivation

Impacts mental and physical human reactions

Gets the job done efficiently and effectively
Less motivated staff works slower
Goals and Motivation are related
No goals will result in no motivation
Goals cant be attained if motivation is low
THE APPRAISAL INTERVIEW

By: Fernandez, Joseph Val Karl V.

Should Have:

Defined agenda

Actual performance

Improvements
Basic Agenda

Review of performance

Discussion of improvements

Discussion of potential

Objective setting
Basic Agenda

Review of performance
targets set previously and problems

Discussion of potential

Discussion of improvements Possible for the appraisee to

develop
improvements or changes

Objective setting

Prediction that will exist at the end

of an activity.
Linking Appraisal
Interview
to Pay Review
By: Paquibulan, jason s.
ADVANTAGES
Companies Salary Budget
Imployees Motivation
COMPANIES SALARY BUDGET

PERFORMANCE
IMPLOYEES MOTIVATION

SALARY INCREASE
DISADVANTAGES
Defensive Behavior
Destruction of Relationships
DEFENSIVE BEHAVIOR

IRRESPONSIBI
LITY
DESTRUCTION OF RELATIONSHIPS

CONFLICT
Thanks for Listening!
APPRAISAL OF EMPLOYEES
section 9.5.1,9.5.2
By: Daryl D. Epe
Appraisal
Is the feedback loop used to access the performance of
employees
Judgment of an employees performance in their job
Can also be defined as an objective assessment of
employees performance against objectives
Appraisal often involves:

1. A review of actual performance over the period covered by the appraisal,

and a discussion of improvements required in the performance if
appropriate.
2. A statement of the present skills and abilities of the appraisee.
3. A statement of the objectives and goals for the next period, including
criteria by which performance will be measured.
4. Identification of the best way to develop from the existing level of skill and
experience to one likely to prove more desirable in view of the objectives
set.
Questions

What should I be doing?

How am I getting on?
What will my next career step be?
How can I achieve my goals?
9.5.2 Formal appraisal schemes

Same appraisal forms throughout the company

Anyone performing an appraisal should be
trained in both counseling and appraisal
interviewing.
Annual or six-monthly appraisal
Notice
Appraisal interview
9.5.3 The Appraisal
Form
John Linwell C. Pasok
Appraisal Form

Anannual review of an employee's overall

contributions to the company by his/her
manager
The purpose of the appraisal form is to
provide an agenda for the subsequent
interview
Performance Appraisal

Is the method of evaluating the behaviour

of the employees in the workplace,
including both quantitative and qualitative
aspect of the job
 How the employee is performing

How the employee can develop

What the superior can do to make it happen

How the job is going

THE IMPLICATIONS
OF AN APPRAISAL
SYSTEM
By: Jake Floyd G. Fabian
Advantages

Objective assessment of individual performance

Database of information
Identify potential problems
Improve personnel performance
Disadvantages

Cost
Applicability
Critique
Training and Development

- Eu Christian dale l. olorvida

Training and development

Training Development
Objectives of training and development

Efficiency
Quality Improvement
Human Relations
Versatility in operations
Employees Stability
Role of the employee

takes initiative to assess skills and interests

works with you to identify learning and

development objectives
Different categories of employee
training and development programs

Management Development
Career Development
Basic Skills
Professional Skills
Technical Training
Supervisory Skills
Tuition Reduction
Your support of Training and development creates a
"win" for the employee and for your workplace.

You will have:

Employees with upgraded skills, working to their
full potential and equipped to deal with the
changing demands of the workplace
Employees with higher morale, career
satisfaction, creativity, and motivation
Increasedproductivity and responsiveness in
meeting departmental objectives
 Training and
Development

By: Alfred C. Macalam

Training:

It is the act of increasing the knowledge and skill of an

employee for doing a particular job.
Training:

It is the act of increasing the knowledge and skill of an

employee for doing a particular job.

Is a short-term educational process and utilizing a

systematic and organized procedure by which employees
learn technical knowledge and skills for a definite
purpose.
Objectives of Training:
To prepare the employee both and new to meet the present as well the changing
requirements of the job and the organization.

To impart the new entrants the basic knowledge and skill they need for an intelligent
performance of definite job.

To prepare employees for higher level task.

To ensure smooth and efficient working department.

To ensure economical output of required quality.

To promote individual and collective morale, a sense of responsibility, cooperative

attitudes and good relationships.
Areas of Training:

Company policies and procedures

Specific skills

Human relations

Problem solving
Munsayac, Dannah Patricia M.
MANAGEMENT DEVELOPMENT

- is the overall concept that describes

the many ways in which organizations
help employees develop their personal
and organizational skills, either as
managers in a management job or
with an eventual management job in
mind.
MANAGEMENT DEVELOPMENT

This involves the following:

Employees daily work

Skill stretching assignments
Leadership roles played
Mentoring by a manager
Cross-training
Other development on-the-job
MANAGEMENT DEVELOPMENT

MANAGERS EMPLOYEE
S
MIDDLE COMPANY DIRECTION
GOALS
MANAGERS VISION
MANAGEMENT DEVELOPMENT

Managers are the single most

important factor in:

EMPLOYEE ENGAGEMENT

EMPLOYEE MOTIVATION

BUILDING A PRODUCTIVE
WORKPLACE
MANAGEMENT DEVELOPMENT

INTERNAL MANAGEMENT
DEVELOPMENT
Internal Management Development

Employees training
Employee career paths
Coaching
Mentoring
Job rotation
Promotions

Performance management and development

Succession planning
MANAGEMENT DEVELOPMENT

MANAGEMENT DEVELOPMENT ACTIVITIES CAN:

Encourage growth and career development of employees
Improve skills and knowledge that can be immediately applied at
work
Increase motivation and job satisfaction
Create a network of colleagues for problem-solving and support
Promote communication and planning throughout campus and
department networks
Stages of Career
Development
Five Stages

Self-Assessment
Research
Decision-Making
Networks and Contacts
Work
Stage 1: Self-Assessment

Personality
Values
Skills
Career interests
John L. Holland

Psychologist
Career choice and satisfaction
Vocational personality types
Self-Directed Search
http://www.self-directed-search.com/index.html
www.careerkey.org
Hollands Model
Stage 2: Research

Career trends
Information interviews
Gaining experience
Stage 3: Decision-Making

Career objectives
Personal objectives
Goal setting
Stage 4: Networks & Contacts

Work search
Resumes and letters
Interviews
Stage 5: Work

Offersand acceptance
Success at work
Workplace Illiteracy
Prepared by: Ian Ray P. Genebraldo
 Ten Clues to an Employee's Literacy

Does your employee ask you to fill out forms or try to do it and make many
mistakes?
Does the employee take forms home to complete?
Does the employee ask a friend or coworker to help with forms?
Does the employee frequently ask you to explain what he has just read?
Does the employee frequently fail to respond to written memoranda, etc.?
 Ten Clues to an Employee's Literacy

Does the employee ask you to call rather than mail information to him?
Does the employee consistently forget appointments?
Has the employee turned down promotions or educational opportunities that
require reading?
Does the employee make excuses for not reading written information he has
received? Some excuses may include: I have had a headache; I didn't have
time; My glasses are broken.
Do the employee's eyes move from left to right when reading?
Job Design And Payment
Methods
Group 6
Lasa, Enrico
Lim, Darwin
Ling, Spencer
Lobitaa, Francis
Sesbreo, Jose II
Job Design
Enrico L. Lasa
Employment

Relationshipbetween an organization and

an individual.
Individual Receives:

Payment of some form

Job Satisfaction
Significance of Learning Job Design and
Payment Methods
As engineers we may be called upon to
assist or even take responsibility for the
creation of new jobs.

As engineers we should have an

understanding of what the process involves.
Job Design

Deals with the increase of job satisfaction

Aspects of Job Design

Ergonomics
Work Study
Consistency
Job Specification
Ergonomics

Studyof the interface between humans and

machines
Aim: make the interface efficient
Musthave a thorough understanding of the human
bodys capabilities.
Work Study

Studying the work

Aim: produce the optimal methods of performing
a given job.
Areas of Work Study

Method Study
Motion Study
Time Measurement
Job Design and Payment
Systems
By: Lim, Darwin B.
Topics to be discussed

1.3 Consistency

1.4 Job Specification

1.4.1 Job Description and Contract of Employees
 Consistency
Considerations:
Appearance of Organization
Increased Levels of Comfort
Higher Levels of Productivity
Increased Employee Understanding
 Job Specification
It describes the:
Knowledge
Skills
Education
Experiences
Abilities
 Job Description and Contract of
Employment

Job Description

- It indicates what all a job involves.

 Contract of Employment

is an agreement on the employment conditions made between an employer and an employee.

The ordinance involved:

Information on Conditions and services

Duration of Employment Contract

Wage and Employment Records

Thank You
Factors That Define
Any Given Job
Ling, Spencer L.
Job Specification
- Standard Codes of Practice for the Organization
- Law
- Organizational Culture
Standard Codes of Practice for the
Organization
Safety Codes
Company Meetings
Regular Departmental Awaydays
Law
Non-discriminatory way of employment
Academic Degree
Certifications
Organizational Culture
Employer-Employee Relations
Work Times
Dress Code
PAYMENT SYSTEMS
BY: FRANCIS LOBITANA
CONTENT :

RENUMERATION

EXTERNAL COMPARISON

JOB RANKING
REMUNERATION
- Package of benefits that an
employee gains from their
work.
REMUNERATION

BENEFITS:
PRODUCTIVITY BONUSES COMPANY PETROL

PERSONAL INSURANCE PENSIONS

HEALTH CARE COVER BOOK ALLOWANCES

PAID HOLIDAY ENTITLEMENT REDUCED PRICE ON COMPANY GOODS

SUBSIDIZED MEALS FREE SPONSORSHIP TICKETS

SUBSIDIZED SOCIAL CLUB SPORTS FACILITIES

COMPANY CAR
PAYMENT SYSTEM
- Define the way in which the employees of an organization will be
remunerated.

BASED ON
SAME WAGE CONTRIBUTION
HOW MUCH??
PAYMENT SYSTEM

WAYS:

EXTERNAL COMPARISON

JOB RANKING

JOB ASSESSMENT
EXTERNAL COMPARISON
- A comparison is made with other jobs available
in other organizations.
JOB RANKING
- For a payment system to be fair, the relative
value of each job in an organization must be
known.
PAYMENT SYSTEMS

BY: FRANCIS LOBITANA

JOB ASSESSMENT

Jose Roel B. Sesbreno II

Job assessment
a comparison is made of the content of all the jobs and their specifications within the company against
the people who fill the posts.
Personnel Assessment
 Graded Systems
&
Free Position Systems
Graded Systems

the jobs are divided into grades and within each grade there are various points.
Each grade corresponds to a given level of seniority and there is a considerable
difference in the job description.
Changes in salary are often brought about by three separate means:

Annual increase of the number of associated with every point

individual may be moved up the points ladder within the grade in response
to good work
Promotion
Free Position system

individuals are permitted to take on any salary level the organization sees fit.
 Advantage
permits people with quite similar jobs to be paid very different salaries if their
performance merits it.

Disadvantage
employees can feel that the organization is paying the least it can away with in
each case.
Employing People
Carlo Alison A. Adraincem
Employing People

In this topic we will examine the legal and contractual issues associated
with employing people
 Recruitment

is the process of attracting potential employees to the company so that

the selection process can be carried out.
Manpower Planning

Highest level being the overall company requirements to meet corporate

objectives

Lower level where the line managers in each department would have to
plan in detail
Job descriptions

A job description documents the main tasks and objectives associate with a
job.

The job description is equally useful for both the employer and the employee.
 The form of a job description

Job description normally includes the ff:

1.Job title and grade
2.To whom you report
3.What authority you have
4.Definition of those for whom are responsible
5.Your main objectives
6.Key responsibilities and tasks
7.Reporting methods and requirements
Example of a job description