Present Org Structure

8/7/2019 Present Org Structure

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Organisational StructureOrganisational Structure

Jyothiraj B.G.Jyothiraj B.G.


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OrganisationOrganisation

A Formalized Intentional Structure of Roles orA Formalized Intentional Structure of Roles orPositionsPositions

Can be Considered as a System comprises ofCan be Considered as a System comprises of IndividualIndividual

Formal OrganisationFormal Organisation

Informal OrganisationInformal Organisation

Status & RolesStatus & Roles

Physical Setting/EnvironmentPhysical Setting/Environment


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Principles of OrganisationPrinciples of Organisation

Consideration of ObjectivesConsideration of Objectives

Relationship of Basic Components of theRelationship of Basic Components of theOrganisationOrganisation

Responsibility and AuthorityResponsibility and Authority Span of ControlSpan of Control

Dividing and Grouping WorkDividing and Grouping Work

Effective DelegationEffective Delegation

CommunicationCommunication

Line and Staff RelationshipsLine and Staff Relationships

Balance, Stability and FlexibilityBalance, Stability and Flexibility


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Types of OrganisationTypes of Organisation

Types depends onTypes depends on

Size of the OrganisationSize of the Organisation

Nature of ProductsNature of Products

Complexity of the ProblemsComplexity of the Problems

Line/Military/Scalar OrganisationLine/Military/Scalar Organisation Functional OrganisationFunctional Organisation

Line and Staff OrganisationLine and Staff Organisation


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Line/Military/Scalar OrganisationLine/Military/Scalar Organisation

WM

Supdt -1 Supdt -2

FM FM

WorkersWorkers


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Line Organisation (contd)Line Organisation (contd)

Simplest Form of Organisation StructureSimplest Form of Organisation Structure

Based on Relative Authority & ResponsibilityBased on Relative Authority & Responsibility

Authority Flows Directly from the Top to BottomAuthority Flows Directly from the Top to Bottom

Immediate Superior gives Orders to theImmediate Superior gives Orders to theSubordinatesSubordinates


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AdvantagesAdvantages

Simple & Easy to UnderstandSimple & Easy to Understand

Clear Division of AuthorityClear Division of Authority Clear Channel of CommunicationClear Channel of Communication

Fixes Responsibility on IndividualsFixes Responsibility on Individuals

Developing AllDeveloping All--Round ExecutivesRound Executives


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LimitationsLimitations

Avoids SpecialisationAvoids Specialisation

Overloads a few Key ActivitiesOverloads a few Key Activities

Requires High type of Supervisory PersonnelRequires High type of Supervisory Personnel

Limited to Small ConcernsLimited to Small Concerns

Encourages Dictatorial way of WorkingEncourages Dictatorial way of Working


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Functional OrganisationFunctional Organisation

Supdt.

Office Shop

Section1 Section 3

Workers

Section 2 Section1 Section 3Section 2


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Functional Organisation (contd)Functional Organisation (contd)


Specialisation is PossibleSpecialisation is Possible

Reduces Man, Machine and Material WastageReduces Man, Machine and Material Wastage

Better Quality of WorkBetter Quality of Work

No need of AllNo need of All--Round ExecutivesRound Executives


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Functional Organisation (contd)Functional Organisation (contd) LimitationsLimitations

Coordination Becomes DifficultCoordination Becomes Difficult

Difficult to Fix up the ResponsibilityDifficult to Fix up the Responsibility Confusion Regarding the AuthorityConfusion Regarding the Authority

Makes Industrial Relationships ComplexMakes Industrial Relationships Complex

Lack of Development of AllLack of Development of All--Round ExecutivesRound Executives


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Line & Staff OrganisationLine & Staff Organisation

WM

Supdt -1 Supdt -2

FM FM

WorkersWorkers

BOD

GM

Legal AdvisorSecretary

Sales Mgr Purchase Mgr Accts Officer Personal Mgr

Design Engr. Stores Officer


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Line & Staff Organisation (contd)Line & Staff Organisation (contd)


Expert Advice from Staff ExecutivesExpert Advice from Staff Executives

Line Executives can give more AttentionLine Executives can give more Attentiontowards Productiontowards Production

Less wastage of Men, Material & MachineLess wastage of Men, Material & Machine

Improved Quality of ProductionImproved Quality of Production


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Line & Staff Organisation (contd)Line & Staff Organisation (contd)

LimitationsLimitations

Increase in Product costIncrease in Product cost

Confusion in Functions of Line & StaffConfusion in Functions of Line & StaffExecutivesExecutives

Development of Friction or Jealousies b/wDevelopment of Friction or Jealousies b/w

Line and Staff ExecutivesLine and Staff Executives Too Much Dependence on Staff ExecutivesToo Much Dependence on Staff Executives


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Organisational StructureOrganisational Structure

Systematic Arrangement of the WorkersSystematic Arrangement of the Workers

Concerned with Establishment of Positions andConcerned with Establishment of Positions and

the Relationships between Positionsthe Relationships between Positions Framework for Authority and ResponsibilityFramework for Authority and Responsibility

Has two DimensionsHas two Dimensions

HorizontalHorizontal

VerticalVertical


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Organisational Structure (contd..)Organisational Structure (contd..)

HorizontalHorizontal

Basic DepartmentationBasic Departmentation

VerticalVertical

Creation of Hierarchy of Superiors &Creation of Hierarchy of Superiors &SubordinatesSubordinates


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Organisational Structure (contd..)Organisational Structure (contd..)

NeedNeed

Achieve Specific GoalsAchieve Specific Goals

Fixing the Responsibility & AuthorityFixing the Responsibility & Authority

Timely Completion of WorkTimely Completion of Work

Achieve Desired Level of CoordinationAchieve Desired Level of Coordination

Promoting Division of WorkPromoting Division of Work Facilitates flow of InformationFacilitates flow of Information


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Steps Involved in Organisational DesignSteps Involved in Organisational Design

Formulate the Objectives/Goals of the OrganisationFormulate the Objectives/Goals of the Organisation

Determine the Functions to Achieve the ObjectivesDetermine the Functions to Achieve the Objectives

Group together Related FunctionsGroup together Related Functions Outline Various Positions to be Filled upOutline Various Positions to be Filled up

Prepare Job Descriptions, Duties & ResponsibilitiesPrepare Job Descriptions, Duties & Responsibilities

Fill up the PositionsFill up the Positions


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Organisation ChartOrganisation Chart

Graphical Representation of the StructuralGraphical Representation of the StructuralRelationshipRelationship

ShowsShows Relative Position of Each Dept.Relative Position of Each Dept.

Lines of CommandLines of Command

Kinds of Managerial RelationshipKinds of Managerial Relationship Illogical Grouping of Functions, if anyIllogical Grouping of Functions, if any

Pinpoints Omission of a Particular FunctionPinpoints Omission of a Particular Function


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Advantages of Organisation ChartAdvantages of Organisation Chart

Tells Quickly who is Responsible for a ParticularTells Quickly who is Responsible for a ParticularFunctionFunction

Shows the Weakness of the OrganisationShows the Weakness of the Organisation

Serve as Tool in Planning for ExpansionServe as Tool in Planning for Expansion

Shows the Nature of the OrganisationShows the Nature of the Organisation


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Limitations of Organisation ChartLimitations of Organisation Chart

Needs Frequent UpdatingNeeds Frequent Updating

Shows only the Static PictureShows only the Static Picture

Induces Structural RigidityInduces Structural Rigidity

Difficult to Portray Human Relationships on anDifficult to Portray Human Relationships on anOrganisation ChartOrganisation Chart


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Thank YouThank You

Present Org Structure

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