8/8/2019 module/mary ann saberon

1/15

What is this moduleall about?

Good day everyone! I am glad to see you again,

my dear students. I hope and pray that you will find this

module interesting and not boring. This module will give you

an enjoying experience for you. You will encounter special

activities wherein you can fully understand all about

organization and teamwork.

What are you expected

to learn.

In this module, you are expected to:

1. To familiarize the difference betweenorganization and teamwork.

2. To learn the mechanics of teamwork and organization.3. To know and practice the characteristics of organization and teamwork.4. To differentiate the tasks of organization to teamwork.5. To be able to review all about organization.

How would you learn from this module.

Id like you to picture out the differenttasks that organizations do the same with team work. Find

a good time where you can imagine widely about your

topics.

8/8/2019 module/mary ann saberon

2/15

***PRETEST***

Hi! Here we go again. This test will serve as a measurement for your enough knowledge

before we can go to out topic

Directions: Encircle the correct and best answers for you. Good luck.

1. The framework that enables employees to work together productively.

a. Organizational Structure c. Teamwork Structure

b. Organizational Chart d. Teamwork Chart

2. Often a company exhibits the _____ organizational structure on an organizational

chart.

a. Format c. Structure

b. Informal d. Chart

3. A functional groups like Human Resources and consulting that supports all

departments.

a. Line and - staff organization c. Chain of command

b. Line organization d. Accountability

4. This is one clear chain of command with clear line of authority from top to button.

a. Line organization c. line-an-staff organization

b. Chain of command d. Span of management

5. This is an organization normally have very simple organizational chart.

a. Small organization c. Department

b. larger organization d. flat or organization

8/8/2019 module/mary ann saberon

3/15

6. There are few levels of hierarchy and managers have many employees to supervise.

a. Flat organization c. Tall organization

b. Span of management d. none of the above

7. This is an organizational structure that has many layers.

a. Tall organization c. Regions

b. Flat organization d. Departments

8. Another organizational structure that cannot be found on an organizational chart.

a. Information organization c .Departments

b. Vertical organization d. Regions

9. This is a traditional organization hierarchy.

a. Vertical organization c. Division

b. Departmentalization by function d. Matrix

10. This is a group of functional specialist together who share responsibility to achieve a

goal.

a. Departmentalization by matrix c. Departmentalization by function

b. Departmentalization by function d. Virtual organization

8/8/2019 module/mary ann saberon

4/15

The organizational structure

Is the framework that enables employees to work together productively. It allows

adequate management to be provided for each group. Because of the organizational structure,employees know where to report and whom to ask for help. Often a company exhibits a formalorganizational structure on an organizational chart.

The organizational relationships can also be called the Chain of command. This shows

flow of authority, accountability and responsibility. Authority is the power granted by the jobdescription to make decisions, take actions, and allocate resources. Accountability is the duty to

inform and update supervisors. Responsibility is the obligation to perform the job requirementsand meet objectives.

Organizational tasks are broken into separate jobs to this degree. There are two common

chain of command systems: a Line organization. This is the simplest. If there are organizations.

If there are functional groups like Human Resources and consulting that support all departments,

and the non-functional groups have the clear chain command, then this is a line-and- staff

organization.

8/8/2019 module/mary ann saberon

5/15

In a typical chart showing a line organization you will usually see the executive positions

at the top of the organizational chart with span of management responsibility decreasing down

the page. Small organizations normally have very simple organizational chart.

The managers supervisory responsibility is the span of control. If there are view levels

of few hierarchy, and managers have many employees to supervise, then this is a flat

organization. If the organizational has many layers, often including departments, regions, areas

and division, each manager has few employees to supervise and the employees are highly

specialized, this is a tall organization.

There is another organizational structure that cannot be found on an organizational chart.

It is called the informal organization. This is the network of interactions in the company.

Vertical Organizations are traditional organizational hierarchies. Most companies

choose this form of organization. Bureaucracies are typical vertical structures, also called tall

organizations. In vertical organization silos of information often develop.

Departmentalization by function. Is highly centralized and specialized. Accompany

that groups by function will have department like Human resources, accounting and R&D.

8/8/2019 module/mary ann saberon

6/15

TeamworkA team is a collection of individuals organized to accomplish a common purpose, who

are interdependent, and who can be identified by themselves and observers as a team.

Teams exist within a larger organization and interact with other teams and with the

organization. Teams are one way for organizations to gather input from members, and to provideorganization members with a sense of involvement in the pursuit of organizational goals.

Further, teams allow organizations flexibility in assigning members to projects and allow forcross-functional groups to be formed.

8/8/2019 module/mary ann saberon

7/15

TYPES OF TEAMSThere are six major types of teams: informal, traditional, problem solving, leadership,

self-directed, and virtual. Table 1 describes some of the characteristics of these six types ofteams.

INFORMAL TEAMS.

Informal teams are generally formed for socialpurposes. They can help to facilitate employee pursuits

of common concerns, such as improving workconditions. More frequently however, these teams form

out of a set of common concerns and interests, whichmay or may not be the same as the organizations.

Leaders of these teams generally emerge from themembership and are not appointed by anyone in the

organization.

TRADITIONAL TEAMS.

Traditional teams are the organizational

groups commonly thought of as departments orfunctional areas. Leaders or managers of these teams

are appointed by the organization and havelegitimate power in the team. The team is expected to

produce a product, deliver a service, or perform afunction that the organization has assigned.

8/8/2019 module/mary ann saberon

8/15

PROBLEM SOLVING

TEAMS.Problem-solving teams or task forces are

formed when a problem arises that cannot be

solved within the standard organizationalstructure. These teams are generally cross-

functional; that is, the membership comes fromdifferent areas of the organization, and are

charged with finding a solution to the problem.

LEADERSHIP TEAMS.Leadership teams are generally composed of

management brought together to span the boundaries

between different functions in the organization. Inorder for a product to be delivered to market, the

heads of finance, production, and marketing mustinteract and come up with a common strategy for

the product. At top management levels, teams areused in developing goals and a strategic direction

for the firm as a whole.

8/8/2019 module/mary ann saberon

9/15

SELF-DIRECTEDTEAMS.

Self-directed teams are given autonomy

over deciding how a job will be done. Theseteams are provided with a goal by the

organization, and then determine how to achievethat goal. Frequently there is no assigned manager

or leader and very few, if any, status differencesamong the team members.

VIRTUAL TEAMTechnology is impacting how teams meet and

function. Collaborative software andconferencing systems have improved the ability

for employees to meet, conduct business, sharedocuments, and make decisions without ever

being in the same location. While the basicdynamics of other types of teams may still be

relevant, the dynamics and management ofvirtual teams can be very different. Issues can

arise with a lack of facial or auditory clues;participants must be taken at their word, even

when video-conferencing tools are used.

8/8/2019 module/mary ann saberon

10/15

***ACTIVITY***

Instruction: This activity named which is. Group the

class into two groups. This group will dramatize all about

organization and second group will dramatize all about

teamwork, and you will explain what you have done.

Enjoy your dramatization and be participated. I will give

each group have 5 minutes to practice and 3 minutes to perform.

After all we have discussed our topic. I hope you learned something from it. Now, let see

if you really learned a lot.

8/8/2019 module/mary ann saberon

11/15

SELF CHECK

Direction:

Fill in the blank with the correct word or

group of words that will best describe the statement

below.

__________1. This is a group of functional specialist together who share responsibility toachieve a goal.

__________2. This is a traditional organization hierarchy.

__________3. Another organizational structure that cannot be found on an organizational chart.

__________4. This is an organizational structure that has many layers.

__________5. There are few levels of hierarchy and managers have many employees to

supervise.

__________6. This is an organization normally have very simple organizational chart.

__________7. This is one clear chain of command with clear line of authority from top to button.

__________8. A functional groups like Human Resources and consulting that supports all

departments.

__________9. Often a company exhibits the _____ organizational structure on an organizational

chart.

__________10. The framework that enables employees to work together productively

8/8/2019 module/mary ann saberon

12/15

8/8/2019 module/mary ann saberon

13/15

6. There are few levels of hierarchy and managers have many employees to supervise.

a. Flat organization c. Tall organization

b. Span of management d. none of the above

7. This is an organizational structure that has many layers.

a. Tall organization c. Regions

b. Flat organization d. Departments

8. Another organizational structure that cannot be found on an organizational chart.

a. Information organization c .Departments

b. Vertical organization d. Regions

9. This is a traditional organization hierarchy.

a. Vertical organization c. Division

b. Departmentalization by function d. Matrix

10. This is a group of functional specialist together who share responsibility to achieve a

goal.

a. Departmentalization by matrix c. Departmentalization by function

b. Departmentalization by function d. Virtual organization

8/8/2019 module/mary ann saberon

14/15

***AnswerKey***

Pre test / Posttest1. a2. a3. a4. a5. a6. a7. a8. a9. a10.a

Self-check1. Departmentalization by Matrix

2. Vertical Organizations3. Informal Organization

4. Tall Organization5. Flat organization

6. Small Organization7. Line Organization

8. Line-and staff Organization9. Formal

10.Organizational structure

8/8/2019 module/mary ann saberon

15/15

Bibliography

Internet:

http://www.yahoo.com

http://www.google.com

http://www.wikipedia.com

http://wps.prenhall.com/bp_bovee_eib_rev/0,8591,1072010-,00.html