tice worker sees and understand what ie he way an office 2 ene the ed upon to doin the © call due to automation = and aal perceptions of the changes jn ey to the learning of new skills As the office ation of functions. vironment holds the ki inte the work e1 andadaptability Responsibilities Responsibility is@ set of tasks-imposed by one's Occupation. “I moans taking care of one's personal duties and also answering fo; Responsibility is being dependable when one has one’s actions. The changes in information processing and things to do. munication technologies are changing the nature of office com: work. Office workers can expect to take more responsibility as the more routine and repetitive aspects of their duties are automated. As computers become more sophisticated and functions are integrated, office administrative staff may be required to perform tasks previously handled in separate departments ny CHAPTER TWO Definition of an O' eneral Objective: On completion of the module the student should understand the definition ofan office 2.1 Performance Objectives: On completion of the module. the student should be able to define an office: DEFINITION OFAN OFFICE E is not quite easy to define an office precisely D Office is a generic tenn. It connotes a building, a position, and a function. Authors differ in their definitions of what an office is. Some have defined an office in relation to a department or a [Link] of an organisation. Others have defined it in relation to specific buildings or rooms where all kinds of business transactic 1s are carried out. The Offices, Shops and Railway Act 1963 de fines office as “a building or part of a building the sole or principai use is for administrative and clerical work...” Any definition that confines an office to a building orroomis restrictive. Although authors on office administration differ on the precise 12third sour ee e of informatio cts between siaff in the organisatio, Banisation to the office for any transacting aovernment ministries. through personal conta coming i from visitors meetings. i take many forms depending on the . © SOuree he fc 1 sour received in the form of memorand, Information receive and the nature oftransactions involved. From the inter information may be circulars, reports, elephone call or inter-com, ete, From the external source information received may take ¢h 1 Y take the telephone calls, order m, Invoice, form of letters, telegrams. » ewspapers, credit notes inguiries, reports and circulars, tel 5 etc. From personal contact information may be received in form of interview, and information received from callers inguiries ete. 2.1.2 Giving Information: Information received by the office may be supplied to the management to aid decision-making and policy formulation. The office also has the duty to pass on the management policies and instructions to guide the operations of the departments and the managers. The office is the public contact point for the organisation and so gives information to the publicas and when required. The information given by the office may be oral or written, and may take the various forms already mentioned for receiving information i.e, letters, reports, circulars and may include statement of accounts, estimates, [Link] -tatements. 1S Information should be given promptly when required and it should be accurate and complete 24.3 Arranging Information: Arranging information is one of the most important office functions. This is the processing stage of information received, and which may be given out later involves sorting, analyzing, computing and statistical work. It ‘The need for arranging information is that information is received in the form of ‘data’ or ‘facts’ and may not be in the forms that management may readily use them for policy formulation or decision making. The data in its disparate nature may not give comprehensive picture until they are arranged. Therefore, the various information received must be properly arranged, processed and organized before being supplied to the management. For example, it will be meaningless if piles of invoices are stocked without processing them to give details of sales and purchases. Forms of arranging information include preparing diagrams, statistical charts/statements, financial statements, lists, reports or general and specific nature. 2.1.4 Recording Information: The nature and needs of the business determines the sort of records that are maintained. It is the function of the office to keep records of business transactions insucha way as to make for easy retrieval 16and the communication es its © Recording information enhances #6 COMMUN suide of records for future reference presentation of records ine anagement decision pe aintenance 0! Kettes, personnel dai ds must be kept to satisfy le: registered under the frecords in certain b actions and mi ta records and information includes the m: and registers, computer dis! financial accounts. Some recor for instance, 2 company red to keep statutory records. sture use underscores the importance of recorded gal requirements: Companies Decree isrequi Recording information for fu of information retrieval. This refers to accessibility andstored information, Cases of retrieval depend on the methods of storage used. Proper indexing makes for smooth and fast retrieval 1.5 Safeguarding Assets: Assets are important for effective functioning of an organization. Therefore, it is an essential function of the office to arrange for the protection of assets from damage or loss. Assets range from liquid cash, stock, debtors, | office machines to physical structures such as buildings, furniture and fittings. Itis through proper recording of information about assets, taking adequate protective measures and maintaining of constant watch on the affairs of the organisation; highlighting areas of possible dangers and giving early warning signal to management of any deviations that the business assets can be eee For example, in keeping stock records all. reported and all overdue debts must be ‘for remedial action. P siness is also a measy Proper care of the documents of the busin measure guarding of assets. MMARY OF SPECIFIC TASKS IN THE FU! TIONS OF THE OFFICE 1. Receiving and collecting information ‘Atapersonal level by word of mouth b. Bytelephone ¢ By written communication both interna externally. 2. Analyzing content a. Systematically arranging for further processing a distribution 3. Processing and interpreting information: a. Gathering statistics b. Feeding information intoa computer ¢. Interpreting computer printouts. d. Costing and budgeting. 4, Recording information for futurereference: a, Setting upall forms of record b. Maintaining all such systems 5. Communication information presented in the most effective way: a. Verbally ona person-to-person basis 1s6. da Protec! A b. ice d. By telephone paper ie he or visual presentation r Care of finance Care of stock and fixtures and fittings Insurances Statutory obligations ang the business and safeguarding its assets: ting 3.0 Bel Sale|. CHAPTER THREE Organisational Structure Of An Office ORGANISATIONAL STRUCTURE OFAN OFFICE General Objective: On completion of this module the student should know the structure ofan office. Specific Objectives: The student should be able to (a) Define organisation structure (b) State the procedure for organizing office activities. (c) state the principles of good organisation (d) State and explain the five broad types of Organisational structure of an office. (e) State the advantages and disadvantages of each structure in (d) above. Explain the following terms: Span of control Chain of command Span of, Tesponsibility Accountability=== 4 ucture gotivitics of a Meaning ofo ffice functions are pet F individual: worl 3.0.1 Oe number 0: the efforts of individual efficiently channelled towards organisation that rdinated and 00! the cofporate ers can bE achieving ing office functions heads to whom ened; and defining ordinate members objectives Office organisation into units or sub-units; appointin responsibilities, duties and authority 2° assis the relationships between the heads and the Su ofthe units. Basically, organisation structure ofresponsibilities have been defined within an 0 n structure involves dividi unit is the way and manner the lines ganisation. g Office Activities .0.2 Procedure for Organisin| ties the following For effective organization of office activi steps should be followed: Group essential activities of the office a1 into major functional units or departments, select suitable workers for each unit or department, and allocate duties and delegate authority to them according to individual ability; Provide the necessary equipment and machines and a suitable working environment for effective performance of the office functions; Prepare an organization chart taking into consideration the principles and techniques of organisation. A good organisation structure promotes Total Quality Management(TQM)andgoalcongruence. 21 ‘i nd classifying them quate aut! 3.0.3. Principle him, ot! In planning off pis initiative organizational structure to adapt, the office administrator y. viii) Flexi! be guided by the following principles easy adaptat i) Unity of Objective: Efforts at ill levels of the or js importan vtructure mast be coorBarated anaciuected toward achigy,,™ CANOISEN corporate objective ix) Lea should fa ion must be st Efficiency: The office organisa ii) a n managemt such a way that workers perform efficiently and thei z : Aw objectives with minimal costs. Deal iii) Spanof Control: In grouping and allocating duties, soo the possible units the span of control must be appropriate to the quality of ‘ail, from bot variety of work and the capabilities of the supervisor. Spanof a tower! control is the number of subordinates that can be cifectivy qexthig supervised by an executive. This is usually put at six andny xi) ¥ more than 20 and di iv) Scalar Chain of Authority: There should be clearlinesof There, authority from top to bottom in the organisation structure, 5) subordinate should know who is his immediate boss and to all official problems would be referred to for decision y) — Unity of Command: In delegating authority and assign responsibility each person should have only one superior from Ht whom he receives orders. It is always confusing if instruction a are issued by different supervisors. = m vi) Functional Definition: It is important to clearly define the duties and responsibilities allocated to every position and ils relationships with other position. This with a view to avouding any role conflictand overlapping of functions. 22 elve snout nave assigned to ould he frustrated and may lose ual to respo! hority 0 di the subordinate W should be ea! adequate aut yim, otherwise pusinitiatives > the viii) _Flexibiligy: Houle. easy adaptation to the dynam js important in these days © ition technological trends. jischarge nal structure should ensure The organizatio! yusiness environments. This ics of bi f rapid changes in economic and The organisation structure Sthe is Leadershi Facilitation: : sal facilitate the growth of leadership position of din management. j set x) Authori Level for Decision Making: The organisation siructure should ensure that decisions are made at the lowes The decision making process moves en decision cannot be made ai Id be moved upwards (0 the he possible level of authority. from bottom upward. Itis only whe \f alower level of authority that it shoul y nexthigherlevel. : xi) Balance: There ‘should be the righ! and decentralization appropriate to workflow re There should be an even distribution of works. xii) Specialization: The best use of the specialist abilities of cach individual should be made. t degree of centralization quirements. 3.1.1 Types of Organisational Structure of an Office It is difficult to clearly identify types of office organisationa ‘structure. This is because each organisation has to evolve the ' structure that is suitable to its requirements. This may involved mixture of the following broad patterns of which are labeled fo 23 | {convenience as: Line Organisation Functional Organisation Line and Staff Organisation Committee Organisation Staff Organisation 3.1.2 (i) Line Organisation The line type of organisation structure is the oldest as well as the Itis also known most common typé of organisation structure the “Scalar” or “Military type” as it is usually found in the army. Itsmain feature is that the line of authority and responsibility flow vertically from the top executive to the lowest subordinate throughout the entire organisation structure. Authority and responsibility are greates at the top and reduces at each successive lower level of management. Each staff is answerable to the immediate boss and any matter to be communicated is made through the line until it gets to the top. Line Organization Chart: —> Managing Director —> Dept. Manager —> Supervisors —> Workers 24Advantages and is eastlY UMFETStO04 4, ~Itis simple and easy to set UP 9 i) [tis simple a oe Pditi on ry and ne responsibility, authority a i) The scope o} - iat, Each employee knows 1 cut and recognized the RP ohincs and who ise hom he is responsible and who 1s ee ~ fix responsi} at itis easy to fix respor the result that itis easy ae .s action to be taken promptly am : sation. This is because each thus increases iii) Trenable: d the effectiveness of the organ Discipline is easier to-maintatn. . ordinate knows his immediate superior from who he subordina receives instruction -_ ¥) _ Itisastable kind of organisation, There is unified contro} ecutive. asthe final authority rests inthetopexecut \i) It facilitates effective delegation since direct control and inspection can be maintained over the work delegated. Disadvantages : i) Responsibilities tend to be rigid and inflexible. i) In complex organisation, coordination and cooperation between different departments may prove difficult as there is the tendency for line managers to act somewhat differently. iii) There is likely to be autocratic and dictatorial behaviour of the department manager. As heis the sole decision maker, he is free to ignore the views of the subordinate staff down the line. iy) Executive may beover-loaded with duties, 25 specialization as one person take decisigy Vv) Itdoes not toste on different t responsibility vi) The lack of commi give rise to wrong cation from bottom upward at and decision-making or part ler executives. 3.1.3. Staff Organisation The concept of staff organisation has arisen out complexities of modern large scale business and the need fo, cooperative effort. As an organisation grows in size and complexity problems and pressures increase. So staff assistants and specialists are required to help the line managers to perform their duties effectively in attaining the objectives of the organisation The abilities of specialists can be built into organisational framework by applying the concepts of staff structure and authority. Staff position in the organisation is advisory and it exists mainly to bring into the organisation the specialized training that the line managers lack. Staif relationship exists where specialists support line managers as in the line and staffand functional organisations However, there are some characteristics that distinguish the basic staff organisation. i) Astaff position is always related to a line Position whose Occupant has authority over the staff; position, ii) Staffhas authority to make recommendation within its area - of specialization but does not have the authority to impose - these recommendation on the line executives or powers to _ enforce the implementation of the recommendation unless _ Provisions have been made for functional authority. 26Discuss why? Staff authority is best defined as authorit scopeis limited by the absence of the power to direct or ortoenforce the specialist's decision whose mand ecistization in management Fe of line executive by relieving ities which the line executive Stat? position infuses Activities. 1t complements the wo! him of some o: jalized activi iby not be seaman eesti ‘or for which he might not have the time even though hemaay havethe competence. Advantages co |. There is the use of expert services by management Stafffpositions occur in two principal forms: Workload is simplified as there is assistant to line manage: Itis suitable for large size enterprise. : a) Staff assistant, or ‘example a personal assistant to a 2 Managing Director (MD). ‘The personal assistant takes orders directly from the MD. The personal assistant has no authority of his own in relation to the personnel in the organisation; but because he is very close to the MD. he may issue instructions in connection with the MD's functions to Managers or other personnel in the business. 1, The personal assistant’s authority is only representative the authority is exercised on behalf of the MD. If-such instructions are carried out by the personnel in the organisation, itis in recognition of representative capacity of the assistant. The assistant cannol on his own take any There is overlapping of responsibility because directives given by to line executive are carried out. Soan employee rarely responds to more than one superior. Disadvantages Ttis costly to operate. Whether the staff specialists perform ornotthe over-head costs remain the same. 2, It can sometime create confusion because the stat specialist is not responsible for the implementation of his recommendation. [Link] Organization disciplinary action against defaulting personnel without the consent of the MD. He is not a specialist as far the business is concerned and he does not offer technical advise to line executives. (b) The staff specialist: This is a modification of line structure. The function of the staff specialist is to offer Jine manager in order Functional organization is a type of structure that exists when authority is exercised across organisational lines. Functional onganisation exists where the primary objectives of the organization has been determined and specialists in their owr fields are appointed to be responsible for their specislizedline executives in achieving the objective of the line depart ar The function of the specialist staff is mainly to offer advi a the subordinate ina position of making “who is my bos which is against he principle ofunity ofcommand on his experience and expertise, to the line manager i oe : > ger in o ricated and may not be easily make the line manager's work and department effici ead jent and Its operation 1s too COMP understood by subordinates ae Itis difficult to fix responsibility and effective. may give riseto “buck The line manager has direct responsibility for the control of his passing”. 4. The over-specialisation causes confusion. department and can reject the advice of the specialist and bear th 5, _ Itcan weaken discipline in the organisation. consequences, if any, of such rejection. The staff officer cam . 6. _ It interferes with the line manager's authority and leads to force his recommendation or advice on the line manag a e er It is elieved that the line function has the direct responsibility for achieving the major organisational goal and that staff function merely complements the line efforts Note that line and staff are not distinguished by what functio they perform but by their authority relationships. In practi = ‘ween the two, therefore, the specialist staff cannot by-pass the line manager a Itis sometimes difficult to differentiate clearly bet The major difference is that in functional organisation the issue directives to subordinates under the line executive specialist heads a service department by virtue of his i managers ADVANTAGES OF LINE AND STAFF ORGANISATION i) It is more flexible and modifies the over- of control inherent in the line conflict ofauthority. Note that Functional Organisation is sometimes loosely called staff organisation. ‘of experts or specialists, therebycoordination and mental ailability of inter-depart se of the av nsion becal d unity of comm: ep ad is maintained as ¥) Discipline an s not eroded. The with the thority managers a of tal head. the line control the department remains departt DISADVANTAGES OF LINE AND STAFE ORGANISATION advice by specialists may be * zalistic and can lead to int jewed as idealistic « personal conflict i the establishment although the line manager takes full responsibilit dency of shifting th ecialist's advice back ii) for his actions. there is a blame if implementation of sP fires. jine manager is not bound 10 follow th iii) The specialist's advice, thereby rendering such expe advice insignificantanda fruitless exercise. iv) Wherea specialist is powerful and coercive, he ms erode line manager's authority, make him lot incompetentand creates conflicts. vy) Where there is sharp difference of opinion betwe cen adeet oem | can be confusing to the workers 3.1.6 Committee Organisation ‘Acommittee is a body off | 33 (a i persons to whom specific functionste > 4. been assigned to discharge collectively as a gt within the powers conferred upon it b» f pon it appointing bod Commitices organization occurs where manage are made by group inst ad of being mad ¢ neha : Committee members may be appointed, selected or elected according to the regulations of thebody concemed. : ‘Typesof Committees There are standing committees, ad-hoc committees, executh committees, management committees et ‘The Importance of Cow Committees are important because of the mental resources of a number of p representation, to deal de Situations, and for devolution of powers. Committee organisation is hardly found in its pure form because its quite impossible for an organisation to be managed entirely b committe, It is usually found in adaition to a line and staf organisation. So a committe: may exist as part of formal organisation structure or in place of ‘creating on executive post. ed to gain from the ople, to have fair and satisfactorily with Factors for Effective Operation ofa Committes Ortanisation : _ Suitable subject matter clear terms of reference . Well defined duties and authority Chosen membership Acapable chairmantion is suitable for decision on brc The Committee Organis@ we esand policies. review ofa issues like setting objecttv ADVANTAGES OF COMMITTEE ORGANISATION Committee thrives on and promotes co-operative effort among its members s the use of specialists and pooling of It encourag knowledge and experience ges participation and division of labour i) Itencours It leads to more detailed and thorough investig: members and analysis of problems by v) The principle of joint responsibility makes every number to feel commitied to carrying out the assigned duties vi) _ Itimproves communication . vil) It motivates appointed members by their being recognized in the organisation. DISADVANTAGES OF COMMITTEE ORGANISATION i) Theuse of committee may be time wasting as failure to meet deadline for reporting back may cause delays and set-backs ii) It can lead to a weakening of the authority of the Parent body. Delegation to a committee can erode part of the powers of the board. iii) Theuse of committee can be very expensive. iv) Compromising solutions may manager where emerge where members hold di! ffering views. 35 Q: Find out {eliberations may be dominated by 1 v) Commi more vocal members so that committee report heavily reflects their views partisan inter vi) An inefficient board or executive may shift blame forwrong decision to a committee vii) No sit individual is accountable or responsible for the action or decision of a committee advantages and 5 disadvantages of the Committee Organisation’ Structure State 4 factors that make for effective operation of a committee State five disadvantages of Committee Organisation Structure. 3.2.1 Span Of Contre! Also known as span of Management or supervision. Meaning - It refers to the number of subordinates amanager can effectively supervise. The basic principle underlying the concept of span of control is that no one person should be given more responsibility than can be handled by a capable, alert, well- trained individual. Span of control may be narrow or wide as shown below: 36ffecting Span of ‘The proper number of subordina executive ca ‘ol will depend on the follow i) Thekind ofwork and responsibilities involved f : i ii) The degree of complexity and variety of activities involved in the work. Complex work require close supervision. The number to be supervised igreduced by the size of the firm. iii) The personality of the manager and his ability to control others if manager is understanding and patient and has some human insight, he will generate loyalty which reduces supervision problem The skill and experience of both the manager and the workers-well trained and skilled workers need less supervision and thus less = direct controls. “v) ~The degree of clarity of goals and plaris vi) The extent subordinates are ready to assume _. fesponsibility for decision making and the __ independence. Vii) The rate of change within the internal - _ environmentof the business. iv) =a “SUDERSPANOFCONTROL > Chief Executive = . communicating ifthe supervisor can give clear _ instructions and understandable advise, he will : _ beable to handle more people. | ; pe ontrol concept to work properly within the an Organisation structure, there must be proper jority.Fig. iii Chain of Command as shown above indicates the formal authority relationship that runs in a direct line from the top to the bottom of the organization. Chain of command emphasizes the hierarchical channel of, authority relationship in an organisation which ensures unity of command and efficient communication. Chain of command, also known as scalar principle, emphasizes the need for subordinates to communicate upwards through their It ensures that subordination know to whom they are directly answerable and should not be subjected to conilicting instructions from different executives. An employee who js required to take orders from several supervisors is faced with thy problem of determining which one ofthem to obey, Conversely, conflict may arise if managers bypass the management levels immediately below them to give orders to subordinates without channeling such orders through line managers or the subordinates direct supervisors. Bypass the chain of command could create confusion, mistakes and delays as a result of staff taking orders from more than one boss. _ Bypass of the chain of command could lead to such frustrating situations where a staffis instructed to do something by one boss, then mid-way into carrying out the orders itis changed by another senior officer, with or without goodreasons. ‘Managers functioning in a line authority relation to other persons or departments are involved with the direct supervision of subordinates in the chain ofcommand. i oeResponsibility_must always be. rity to direct the activities of si carries the right rodelegete auth itself he delegated. Responsit to the top of the orga" delegation the delegate 1 responsi proper performance o thework delegated Rules at « from the ity flows frome Po ; ture, Areack TeV! of The responsibilities of office supervisor would be ple to the delegater For the Fhe work delegated. ied by the requisite uubordinates in the pursuit of uiding the Assi ent of Respo! bili Functions should be assigned to similarity of activities involved staff on the basis of in order to enhance a) b) ©). d) 3} 2) h) Torun the section ona day to day basis To control the clerical staff inhis section Toadvise, guide and instructstaff To maintain discipline and sanction staff where necessary, bearing in mind the need for good human, relations. To set a good example and lead staff towards achieving the objectives of the section and the concer, To maintain close links with his superior and fellow supervisors To control outputs in terms of quantity and quality of work, and timeliness and cost. To develop effective procedures by ensuring that up- to-date methods, machines and equipment are recommended. To utilize supervisory skills in the most efficient way. To encourage staff and help them in every possible way to improve their performance and to increase _job satisfaction. i323 ‘Accountability is being accountable. required by a specified person (or group © nd justify actions inrelation to speci ©) Tomaintaina effective group ofstaff @ To ensure optimum use of all machines ang equipment } e) To build and maintain efficient organisation f — Towork within the agreed budget =) To utilize all supporting service as and whe "required hy Toattempt the achievement ofall objectives 5) To keep up-to-date on all aspects of offi, management and to make recommendatia accordingly j) To maintain a close Tink with the administratiy manager. ACCOUNTABILITY and justify actions in relation to spectiiee IS It refers to the fact that those responsibility will be judged by authority. Accountability directs the subordinates’ obligations, with respect to a superior effectiveness of performance. It grows out o! must always be accompanied by the requisite the activities of the work delegated. eet agra 43 It means being liable tob people) to report fers. fied matt who are given authority ai the manager who delegated th attention to bi who judges & f responsibility at authority to dire rt onsibility. To By accepting authority, a person accep! require subordinates to submit their perlo te evaluation is to hold them accountable for results, Employe by the superior officer in order to (achieved) from the set objective performance has to be evaluate determine the actual objective Employee performance appraisal can be done by ass sness, versatility, personal igning value to such characteristics as industriou conduct and other traits, and close supervision. Accountability flows upwards towards the individual that assigned the responsibility. Finally, each subordinate should be accountable to only one supervisor. THE IMPORTANCE OF ACCOUNTABILITY ‘Accountability is important because it i OE aa employees performance. med g se mew oe ed within a specific period 3. Creates rooms for criticism i.c. employees area of poor performance is criticized which enables him to overcome mistakes some other time in the course of his work. After all criticism mirrows a person's performance. 4, Helps the management to make decisions on what can be done by the company to improve conditions and achieve the set goal without much difficulties. 5. Helps management to distinguish between actual performance and set objectives. 44STUDY CL hority 1 Write shorenoteson: sation of Authority (B) Authority F bility lecors ent of responsibility ‘our principles of Assignmen' 2. Outline four principle: S The student should be able to @) _Statethe guidelines for preparing organisation chart; = 6) State the purpose, merits and demerits of office organisation chart. ©) Draw and explain the various type of org: anoffice. d) Locate the position of each staffin an organisation chart nisation chart of 4.0.1. Definition An organisation chart is a diagram showing the structure of an Organisation; it shows the major functions and the lines of an Organisation authority relationship among the personnel at a given moment. 4.0.2, Preparing Organization chart the feliowing guidelines should be followed ir. preparing an “ganization chart: x i) Identify the chart Sully by showing the name of the ‘company, the date of preparation and title of person 46or name of the department responsible Zor its preparati Tfthe chasis fora section or division of a company; such information should be included as part of the title. easy communication in the organization. It is ':sed to control staffand ensure the ma" \.enance This is because by constructing an organization chart the executives is forced to think more specifically about organization relationship in. onder tocasure balance. To know the various departments and the of departmental heads ata glance. Study Questions Define office organization chart. State four purposes of organization chart An organisational unit, position or function should be enclosed in rectangular boxes. Sometimes the names of personnel occupying positions are also included in the box. y) Line relationships are shown by a continuous line. The vertical and horizontal solid lines are used to show the direction of lines of authority, and to link the boxes Dotted or broken lines may be used to show the flow of functionel authority relationships. ‘ 4.1 Types Of Organization Chart An organization chart may be drawn in a variety of ways. _ The ollowingareexampl :}) Vertical chart i Horizontal chart amidal chart For ease of reference and analysis it is best to keep charts as simple as possible. The Purpose of Organization Charts Tic purpose of organization charts include: yY b ¢ relationship betwee Jeveis in the organization. It shows the lines of authority and the limits of responsibility. - ee ee ~Zesponsible, and who is responsibie to him. I Ue ona oto aa iy is it) iv) Cirevlarchart \& ¥).... Concentricchant Qos oe () Vertical Chart. The type of orgaer oa A sthechart Below sxample of vertical organizational charts a ORGANIZATION CHART: BENUE BREWERIES LIMITED [Board of Director { " [Monaging Director| Personai Secretary General Manager Personal Secretary Company Seretery Publis Relations Officer ~ [eriet Necounraat tration Manager | | [Senior Accountant] [Production Wanager [Sirkeng Otter [sccountants i il) HORIZONTAL CHART #41 In horizontal chart, the vertical lines are turned to horizontal lines. The horizontal attempt to de-emphasize level of authority fond the psychological effects of feeling too below in the forganisation hierarchy as clearly shown in the vertical chart. ‘The horizontal chart is read from left to right rather than from top tobottom. Below is an example ofa horizontal organization chart ORGANIZATION CHART OF ORIEJI & CO Chief Accountant Finance Director —— o Administration Administration Manager ‘Marketing Manager (Export Sales) [Marketing Manager {Elome Sales): iE RT (it) THE CIRCULARCBART(O! SPI a ig ; vsibiltyflte, « RAMIDALCHART eT and#ar This shows the levels of authority ective sphere of esponsiPy Ef rhe vertical 4b thority teve y level is seen at the apex giving orders down the ow possible Wilt y Pyramid than would b: 4.1 _ Itis us more_clearl orizontal charts. as they feel quite close to the? nd power. Wi theposition thin each circle It tends to boost personnel more!e ofsubordinates centre of organisational authority al there are smalller circles, representing ineach department. —» Shareholders ere Of Directors —> Middle Management —> Lower Management Fig:4: Pyramidal Cher: 4.20) CONCENTRIC CHART E Tathy i - oe concentric chart, the chief executive is nlaced int A - indicating that all tinctions revolveMailing/correspondence services Telephone/teception services Duplicating and filing serv=2es Accounting Services Purchasing Services, ete Data Processing Photocopying 8. Attendance Records | Factors tnat make for centralization of office services: : The following factors account for modem business undertakings adopting the centralization of office services: The increasing size of business organisations 2 Complexity of the business organisation 3. The development of technology and wide-spread use of computers. 4. Conformity to standaidized processes THE MERITS OF CENTRALIZATION OF OFFICE SERVICES () Economy (Personnel and equipment): There iseconomy in the use of personnel and equipment. When office services are § centralized there is no need to have separate departmental managers, supervisors and administrative support staff. Office : machines and equipment are not duplicated. The same staff, ¢ equipment and machines are used to serve all the departments. Staff and equipment are fully utilized thereby justifying the expenditure on them. i (ii) Uniformity: Centralizaiion makes for uniformity and 3 standardization of systems, procedures and methods of office functions. Thus, standard of performance can be set and 4 measured for uniformity throughcut the organisation. It is easier ' ST > be distributed properly to ensure tI } services are decentralized perio i absences can be handle: * worker performs the same toachieve total integration of system and consistent procedures in centralized arrang (iii) Easy Handling of Peak Tasks: Centralization makes for equitable distribution ‘of workload. The total volume of work can hat no member of staff in the xed or underutilized. When office vis of peak tasks may put a lot of pressure on the staff; whereas under a centralized arrangement Work can be scheduled and peak loads easily handled. Staff d conveniently with less effect on the central office is overwor! workload. Centralization helps specialization, Each type of work which makes him to be pecialived and thus increase his competence and efficiency on thojob, Expertmanagementadvise is placed atthe disposal ofall theunits in the system. Centralization can result in the greater (or the same) output of wo er number of workers. Comprehensive training can be arranged and this can make Workers more efficient. @) Administrative Control: Supervision of work is improved when office services are centralized. Supervision of staff and Services is easier and less costly. Staff absence can be easily handled, because there is greater flexibility in the use of Célralized staff and rotation is more easily arranged. Effec administrative control of office functions or services 1s ‘aintained when such services are concentrated in one place taf, The Joyedand (iv) More Efficien! (ri) Racititates the Training aud Recruitment ol S taining of staffis facilitatec because personnel are emp deployed to where their particular skills or services ate most in the organization. z(ii) Sifvalization 1 ) Eo oteation makes the best use of the \ients off _ competent office manager. a : 5.3 Demerits of Centralization of Office Services be lerits of Centralization of Office Services : @ in the ; . : jew of Informati D : pa ‘ion and Document: It does not foster depattmental Centralized th work, at all. the, operating occur as a - Eentcat salisoies o ao departments being served by the S unit or the general office. This can result i ; I -aununication = . Bis can cas a Iny attachanent or Loyalty to-amy E geuumanication How problems and slow response to manageneny Lae ae : ae Staff may become frustrat are out of touch o meee! fe piealites and peculiar natur a jie Corporate objectives sn the work OF the cepattments se ape faenente aay not be appreciated ettalization gives litle for local menagers and supersisots to ties E Thus correspondences or directives from ihe other, yp ise their own initiative.. pike may have to be referred back for clarification ofl (ity antral wears further details. This can cause ¢ d loss of valuable ti {Ui Centralized office sérviceés can lead ¥ office staff and specialization in the tather repetitive, monotonous andunchallenging, Gii) inistration tends to become remote and out of} 4 OF OFFICE SERVICES. ti uc! ith_ working level Under cenualized ngement'S4 pEPCENTRAL!ZATION Meine that each division ot tonacrow specialization Jong Tan makes work administrative decision are taken at a remote centre away fromMéaning: Decentralization means aS ional departments affected by such decisions. | Suet Hcficrment in an organization sin contoloftherunningotalliie et makes tt difficult for the staff to identifyifunétions and of Sh the office services reauired to enable | with the management. Sometimes central administrative operate, Be decisions fail to take into consideration the peculiar condition off other working levels and tiis can affect the morale of the siafforS42 THE MERITS OF DECE TRALIZATION i Whemecrits of decentralization ae = F as casi ah aaa ception of departmental office i Yecause the department, is 4 small unit, Tt Tudhageable in terms of personnel supery ‘not be given to deserving [Link] required > the principle of first-come-first- ather than in order of ceipt cather tian 10apie ii. -Depasinenial” staff are knowledgeable te. icding operation ofthe department and so are in ab position SA snore ane vain their duties faster than centralize. aff, Thit *inerensed ber of workers a © Thif <, different deggariment saves time. ng -achines required by the Fpl be noted t complete centrali ‘ion o: decentralization fAffice services not quite possible -r desirable. Rather Greateyeombination of thi two arrangements at will best serve the ‘ ies organi should be adopter That is to say thai each iment shouldife given staff and eq... ment to perform those ise services Wygch cannot be cent alized, while routine ay Office workers in a particular department get with the nature and peculiar activities of and so can perform the function more efficie» efficiency results in greater productivity. iii, iv, There is greater opportunity-of maintain’. businest® secrois if a department does not want to di ose ie parson all eee eee secrets. , the increasing s has i centrelization 0° any operations with serving ‘standardization, v. Departmental loyalty is fostered especially ink onal members of staff. They develop attachme intcrest in the general prospects of the departnc: 4.4.2. THE DEMERITS OF DECENTRALIZATi« The demerits of Decentralization of office services arc i The total work load of the business is unevenly. iributed, among the workers of the various departm: s, Tae, problem of peak loads may wear down one + while other department staff are idle or doing mi tess. fi, Functions, personnel; machines and equip st art) duplicated throughout the organization. iti, Standardization of methods, procedures and s- persie as the needs of the various departmer: coincide, iv 1 inereases the cost of management bece 61 62iti) When the facilities in the original loc adequate to accommodate further expa: iv) When moving the entire business lo place orstate to another. ation from one FACTORS GUIDING THE LOCATION OFAN OFFICE The proper location of an office building is determined entially by the peculiar needs and requirements of the business concerned, including the following factors CHAPTER SIX. Hj an Yo noite “togatien of an'orne 2 aia General Objectives jups bne fie 03442 ad bisede inpernieaab Gn completion OF this iiadaile tHe" Studstt Shdutd kro 5 ‘ id, | ‘reasons for the jodation’ OFan 6 ffic mor : tc gavewoH bos Closeness to banks and Post Oifice S230 assrou : ' Performan @bieetivege soiiesilstase oft wove or bob: Convenience for customers and business contact Availability of suitably qualified siaff Cn completion of this sect ihesbiiden® SHOUTA HE ADE tC explain the following factors guiding the Locaticn of an office. i) Closeness of Bank and Post Office Convenience for customers and business contact iil) Availability of suitably qualified staff iv) Accessibility to roads. Accessibility to roads ‘Neamess to related trader and business centers Proximity to other units of the Enterprise Suitability ofthe neighbourhood Prestige Cost. PPI ABWReEN 6.01. Location ofan Office i Location of an office means the position, place or site of thes. Closewess to Banks and Post Officer in locating an bulding choven tor office aevommodation. Tue proper location office its closeness to Banks and Post Office facilities must be general Bec Sie because it is closely linked with the: considered, What is important is the convenience of reaching ae ea eee aa eee ie aie Mere tenet fon thcOtine Sade staifmembers TEN ice and a ae LOS ~ to open bank accounts and to deliver or receive mails from the customers, Bee the staff me Post office and to require other telecommunicat'on services. 9 hese should be easily accessible to the office aud the staff in ai toss of time and the cost of obtaming then: ae nasa ID Saisqnd depots is necessary fore In that case a centralized le ii) Convenience for eu Dp We aim of establishing an office will not be :-alised, if its primarygam A customers find its location inconvenient to reach. For example’ fer q an office locaied in a heavy-traffic area where parking spaces are’ Bg he Neighbourhood hia : ci aenaa els tbaiecs Toit ae ol Mi) eee ee area in order not to h | non existent will lose some customers to competitors and may i feared in a heallny noise and pollution free area in 0 4 have less chances of attracting new ones. An office located in a FF “ phe ne : *F gitecthe efficiency ofthe staff mote area may make customers feel reluctantto go there. 4 rion selected must be convenient to customers and'> ) Prestige Prestige and publicity contacts for effective transaction of business and sale of € ° qcrations in the choice of office locati .ess the oflice cor iforded are important 1. Of course, @ lot ered is camtying Lat SM depend on the nature of busin n oh For example, Allen Avenue and Broad S ali are 2} prestigious business street Many business offices such Sire ry of the right kiml of office staff is } nourance and Law firms have made the two stress essential for the effective performance of the office functions. In} fyeation, this era of hi-tech office efinment, the importance of the right caliber siaff with specialized skill being available cannot be } jy ste rent payrble, cost of lind or rates payable for Gvesstressed. An office which is located inan area lackivg the | the area become important when itis compared ih Wt essential infrastnicture is not likely to attract high caliber of ¥ opiainable in otheravailable places forthe Location oran tice specialist staff. iii) Availabs i i | 4.9, LOCA JON OF DEPART JENT OFFICES iy) Accessibility fo Roads An office should be located § 2 ae : the wext rent office rooms of where there is good access ruads and ease of communication. For £ When the office premises or building has been I theconvenience of office staff, customers and the ease ofbusiness * important consideration is how to_locate the diffe operations, accessibility to roads is important in location of an * departments inside the premises. The nature of th S | office. | Yuilding willtoa large extent determine whether int vidual office 4 should honsavided or open-plan offices should be arranged vy) Nearness ty reiutea trades/Ba Centres {t may be & rag beneficial to locate an office near othe: offices in the same inte of * Pattors io Consider The following factors should be business so as to take advantage of auxiliary services. The same © inthe ion of the different office departments gces for locating an office in the centre of business activities ; available office premises generally. 5 : con! vi) Proximity to other Units of the Enterprise The location ps of the office should be such that makes for easy contact with within the ase utah OO DLL) Later-departsyeutel relationship: Departments wtih | QUESTION have functions that are closely related ‘o each other oe be ast ASotfice manager enumerate five conditions that bring about the near as possibleto facilitate communication and contact betWeen } — >ryhlemg of location and five condition: that would guide you in the stat: ; _ ‘Mchoice of oflice location. ii) Depactments dealmg with outsiders such as customers or the public should be located as near the entrance as possible for easy and direct access to visitors ui) Departments which operate noisy machines such as | ‘ypewriters, duplicators and adding machine should be located j away fiom other departments and shut out by noise proof walls/partitions, \ ¥)__ Departments which provide central services such as typing e Pool, mail room and reprographics should be centrally located to. i make it easy for the departments which Tequire the services to fl make use of them. a conference, and interview fooms should be located as far away from raise as possible . Tho back of the building and away from the main road 1s geteraly considered suitable. z vi) Proximity of toilets, cloakroom and other personal 7onveniences to those who have touse them. vii) Office using heavy machies ch eround floer ‘ole for case of inctallatic; and separated rom offices wh require high conceniation. i 4 wed as nearthe 5