1. Organizing
process
JOY P. SOLANA, RL

3. Power
The potential or ability to
influence the behavior of
others.

4. TYPES OF POWER
Legitimate Power
Reward Power
Coercive Power
Expert Power
Referent Power

5. Legitimate Power
power that comes from a formal
management position and is based
upon authority recognized in
accordance with the position in an
organization structure.

6. Reward Power
stems from the power to provide
rewards to people.

7. Coercive Power
power that derives from the
potential to inflict punishment.

8. Expert Power
power derived from expertise of
knowledge.

9. Referent Power
refers to power that derives from
the respect and esteem accorded to
an individual by virtue of personal
attributes that command respect
and admiration.

10. Authority
the legitimate right of the
supervisor to direct subordinates to
take action within the scope of
supervisor’s power.

11. FORMS OF AUTHORITY
Line Authority
Staff Authority
Team Authority

12. Line Authority
direct supervisory authority from superior to
subordinates.
authority flows in a direct chain of command
from the top of the company to the bottom.

13. Staff Authority
more limited authority to advise.
based on expertise usually involves advising
line managers.
the staff members are advisers and
counselors who aid line departments in
making decisions but do not have the
authority to make final decisions.

14. Team Authority
granted to committees or work teams
involved in an organization’s daily operations
.
work teams are groups of operating
employees empowered to plan and
organized their own work and to perform
that work with a minimum of supervision.

15. Responsibilty
According to Haimann, “Responsibility is the
obligation of subordinate to perform the duty
as required by his superior.
According to Mondy, “Responsibilty is an
obligation to perform tasks and to account
for their satisfactory compliance.”
According to McFarland, “Responsibilty is the
duties and activities assigned to a position or
to manager.”

18. Trust
Trust is defined as to have confidence, faith or
hope in someone or something.
(https://www.yourdictionary.com › trust)
According to Stephen Covey, “the first job of
any leader is to inspire trust.”
Trust means that you rely on another person’s
integrity to do what is right and provide a
sense of safety.

19. CHARACTERISTICS VISIBLE IN ORGANIZATIONS WITH
HIGH LEVELS OF TRUST:
 Credibility: employees mean what they say, and believe what they
say is true. They have the confidence that the actions of others will
remain consistent with their words. Management is seen to be
ethical in its business practices.
 Respect: employers support their employees’ professional growth
and offer consideration of their ideas in decision-making processes.
 Fair treatment: employees believe they are treated fairly, regardless
of their position within the organization.
 Interaction: something as simple as a conversation between co-
workers, or a five-minute chat in the break room between managers
and employees, can convey a willingness on the part of one person
to do something that is to the benefit of another person’s health and
well-being.

20. The following mnemonic can be kept in mind when trying
to improve trust in an organization:
T = Teach: Teach everyone in the organization how things
work; make it as transparent as possible.
R = Reward: Make sure reward systems align with
corporate value and goals.
U = Unconditional Support: Encourage innovation. Create
an environment where mistakes are opportunities to learn,
not to punish. Give employees permission to “think outside
the box.
S = Share Information: Communicate clearly and
frequently.
T = Trustworthy: Make commitments and keep them.

21. Delegation
The transfer of authority within
prescribed limits.
Appointing a person to act on one’s
behalf.
Entrusting of authority, power and
responsibility to another.

22. A simple rule is the SMART acronym, or better still,
SMARTER. It's a quick checklist for proper
delegation. These tasks must be:
Specific
Measurable
Agreed
Realistic
Timebound
Ethical
Recorded

23. The steps of successful DELEGATION :
1.Define the task
2. Select the individual or team
3. Assess ability and training needs
4. Explain the reasons
5. State required results
6. Consider resources required
7. Agree deadlines
8. Support and communicate
9. Feedback on results

24. THANK YOU FOR
LISTENING !!!!

25. SOURCES
 https://www.businessballs.com/team-management/delegation-how-to/
 http://inservice.ascd.org/the-importance-of-trust-in-your-organization/
 https://www.yourthoughtpartner.com/blog/bid/59619/leaders-follow-these-6-
steps-to-build-trust-with-employees-improve-how-you-re-perceived
 https://www.yourthoughtpartner.com/blog/bid/59619/leaders-follow-these-6-
steps-to-build-trust-with-employees-improve-how-you-re-perceived
 https://www.ideasforleaders.com/ideas/creating-a-culture-of-trust-in-
organizations
 Salvador,S.M. and Fua-Geronimo,E.C.(2013).Principles and practices of
management and organization.Manila,Bulacan:Allen Adrian Books.