Organization PPT

4. The structural
required of personnel in performing various functions with a
view to achieve its business goals.

5. Intentional Structure - roles that
people fill should be intentionally
designed to make sure that
required activities are done, and
objectives are smoothly achieved.

8. • Business Process
• Duties and
Responsibilities
• Scope and Limitations

45. Advantages Disadvantages
• Decision- making is often
quicker.
• Decision are taken for the
benefit of the whole business.
• Greater use of specialist staff
improves decision-making.
• Slower communication.
• Unable to respond quickly to
changes in local markets.
• May reduce employee
motivation.

46. Advantages Disadvantages
• Decisions are made based on
local needs.
• Can be used to train junior
managers.
• Delegation helps to improve
employee motivation.
• Decisions taken might not be
in the interests of the whole
business.
• Poor decisions might be made
because managers lack skills
and experience.

50. Advantages Disadvantages
• Efficient Mastery
• Quicker Training
• Productivity
• Efficient Allocation of Workers
• Cheaper Products
• Higher Wages
• Innovation
• Boredom from Repetition
• Interdependence
• Lack of Responsibility

55. The term “Levels of Management’ refers to a
line of demarcation between various
managerial positions in an organization.
The number of levels in management
increases when the size of the business and
work force increases and vice versa.

56. The level of management determines a chain
of command, the amount of authority &
status enjoyed by any managerial position.

57. Supervisors Supervisors Supervisors
Supervisors Supervisors Supervisors Supervisors Supervisors Supervisors
Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor

58. The levels of management can be
classified in three broad categories:
1. Top level / Administrative level
2. Middle level / Executory
3. Low level / Supervisory / Operative /
First-line managers

59. Top Level of Management
It consists of board of directors, chief
executive or managing director.

60. The top management is the ultimate
source of authority and it manages
goals and policies for an enterprise.
It devotes more time on planning and
coordinating functions.

61. Middle Level of Management
The branch managers and departmental
managers constitute middle level.

62. They are responsible t o t h e t o p
management for the functioning of
their department.

63. Lower Level of Management
Lower level is also known as supervisory
/ operative level of management.

64. It consists of supervisors, foreman,
section officers, superintendent etc.

66. oNumber of employees that a manager can
manage effectively
oIncreased over the last several years

67. “there is a limit to the number of
s u b o r d i n a t e s a m a n a g e r c a n
effectively supervise..”

69. There are two (2) types of span, It could be
NARROW or WIDE.

70. It leads to a tall structure. Has many reporting
levels.
Can also be referred to as the Tall Structure.

72. Here number of supervisors will be less making the
structure wide.
Here the number of levels in the supervision is less,
leading to better communication & coordination.

75. Advantages Disadvantages
• Close supervision
• Close control
• Fast communication between
superiors and subordinates
• Superiors are too involved in
subordinate’s work
• Many levels resulting in high
costs
• Excessive distance between
lowest level and top level

76. Advantages Disadvantages
• Subordinates – carefully
selected
• Danger of superior loss of
control
• Requires exceptional
quality of managers

77. What is the effective span…?
The exact number depends on underlying factors:
• getting along well with people
• commanding loyalty and respect

79. Refers to the rights inherent in a managerial position to
give orders and expect the orders to be obeyed.

80. It is delegated down-wards to the lower-level managers,
giving them certain rights, but within certain prescribed
limits.

81. It is therefore related to a person’s position rather than
his/her personal characteristics.

82. When managers delegate authority, they must also give
responsibility.

83. This means that when employees are given certain rights,
they have to assume a corresponding obligation to
perform.

84. There should be no authority without responsibility and
vice versa.
No one should be held responsible towards which he/she
has no authority.

87. • Line Authority
• Staff Authority

88. Line refers to managers whose organizational
functions contributes DIRECTLY to the
achievement of organizational objectives.

89. Line Authority entitles a manager to direct the
work of an employee.

90. It is the employer-employee relationship that
moves from the top to the bottom of the chain
of command.

91. As a link in the chain of command, a manager
with line authority has the right to direct the
work of employees and make decisions.

92. Positions that are created to support, assist,
and advise the holders of line authority.

93. As organizations become larger and more
complex, line managers realize that they do not
have the time, or expertise to get their jobs
done effectively.

94. In response to this problem, they create staff
authority functions to support, advise, assist
a n d g e n e r a l l y r e d u c e s o m e o f t h e i r
informational burdens.

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102. 1. Defining the project (limits and scope).
2. Determining the vision for the redesign.
3. Creating a plan or model for the redesign.
4. Completing a cost-benefit analysis .
5. Developing a detailed plan for implementation.
6. Establishing performance measures for evaluation.

103. • Is your organization willing and able to endure the pain
that BPR can cause?
• Is your top management team personally involved and
committed to completing the project? The costs of
stopping the process in the middle are high, so make sure
you know what you're starting.

104. • Are you prepared to lose staff who simply cannot handle
the change?

105. • BPR has had negative results – massive layoffs, difficulty
for staff adjusting to radical changes to corporate culture,
and only mediocre success.

106. • Many BPR projects have failed to produce the results
expected because of unrealistic expectations, inadequate
resources, loss of management commitment (because
they took too long), and resistance to change.

107. 1. Setting enterprise Objectives
2. Supporting objectives, plans and policies
3. Identification and classification of required activities
4. Grouping the activities in the light of resources and
situations
5. Delegation of authority
6. STAFFING
7. LEADING
8. CONTROLLING