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Organization Structures and Emerging Concepts
1.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Principles of Management, 6e P C Tripathi & P N Reddy Chapter 7 Organization 1
2.
Copyright © 2017
by McGraw Hill Education (India) Private Limited 2 Learning Objectives Examine the meaning, characteristics and typology of organizations Learn the principles and process of organizing Understand the meaning and significance of the span of management and the factors governing it Describe the advantages and disadvantages of different bases of departmentalization Analyse the advantages and disadvantages of two broad categories of organisation structures Present the newly emerging organisation concepts and the international organization structures
3.
Copyright © 2017
by McGraw Hill Education (India) Private Limited What is an Organization? Characteristics of an Organization - Every organization has: a purpose, goal or goals clear concept of the major duties or activities classification of activities into jobs establishment of relationships between these jobs Typology of Organizations Organizations which benefit their owners Organizations which benefit their members Organizations which benefit their clients Organizations which benefit the whole society 3
4.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Process of Organizing Consideration of Objectives Deciding Organisational Boundaries Grouping of Activities into Departments Deciding which Departments will be Key Departments Determining Levels at which Various Types of Decisions are to be Made Determining the Span of Management Setting up a Coordination Mechanism 4
5.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Principals of Organizing 5 Objectives Specialization Span of Control Management by Exception Principle Scalar Principle Unity of Command Delegation Responsibility Authority Efficiency Simplicity Flexibility Balance Unity of Direction Personal Ability Acceptability
6.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Span of Management Meaning and Importance Decreasing the span of management increases the number of levels 6
7.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Span of Management What is an Appropriate Span? Direct one-to-one relationships Direct group relationships Cross-relationships Graicunas’ formula: It ignores the frequency and importance of relationships The actual span of management is determined by a number of factors which have not been taken into consideration while framing the formula 7
8.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Span of Management Factors Governing the Span of Management (Contingency Approach) Ability of the Manager Ability of the Employees Type of Work Well-defined Authority and Responsibility Geographic Location Sophisticated Information and Control System Level of Management Economic Considerations 8
9.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Departmentalization 9 Process Departmentalization Simple form of grouping activities Promotes excellence in performance Promotes economies of scale Fosters sub-goal loyalties Not a good training ground Unsuitable for large organizations Evoke conflicting interpretations Organizational arthritis “common pot” accounting Efficient use of costly equipment Follows the principle of specialization Suitable for organizations with many processes Feeling less responsible Not a good training ground Sequential technology Difficult to compare Devote extra attention Business or Organizational Function Technology
10.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Departmentalization Purpose Departmentalization 10 Products Customers Regions, Territory or Location Division Time Combined Base Choice of a Suitable Base Specialization Coordination Economy Whole Task
11.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Departmentalization 11 President Tractor Department Appliance Department Eastern Plant Southern Plant Western Plant Generator Department Finance Production Sales A Combined Base Organization
12.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Departmentalization 12 A Typical Matrix Organization
13.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Departmentalization 13 Parallel Departmentalization When the organization of several retail outlets, branches and plants doing similar work as the parent company use the same departmental set-up as that of the parent company it is called parallel departmentalization.
14.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Organization Structure Organization Chart Organization Manuals Mechanistic and Organic Structures 14 Tall organization Flat Organization
15.
Copyright © 2017
by McGraw Hill Education (India) Private Limited What Type of structure is Best (Contingency View) 15 Collateral Organizations: This concept says that a manager should develop a collateral mode of functioning to which he should shift, to operate in tandem with the problem without displacing the existing classical or behavioural formal structure. Environment Culture and history Task Technology Strategy Span of Control Form Availability of Finance and Personnel Managerial Characteristics Employee Characteristics
16.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Emerging Organization Structure Network Organizations Involves the blurring of boundaries Coordination between various firms Decision rights are pushed Control is exercised by market mechanisms Virtual Organizations Technology Opportunism No borders Trust Excellence 16
17.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Committees A committee is a group of people who have been formally assigned some task or some problem for their decision and/or implementation. Suggestions for Making Committees Effective: Number of members should not be very large Authority should be carefully spelled out Approximately equal formal status The linking pin Precedence to organizational interests Chairman should plan and conduct the meeting with firmness and fairness Periodic review 17
18.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Teams A team is a small group of people with different backgrounds, skills and knowledge, who are drawn from different functional areas of the organisation, to work together on a specific and defined task. Characteristics of a Team Skill Diversity A clear and sharply defined objective Leadership is task oriented As a whole is responsible for the task 18
19.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Teams 19 Receptive to experimentation Best means available for overcoming functional insulation and parochialism Assumes responsibility of the whole task No communication overload on the top executives Accomplishes more than the sum total of what members are capable of accomplishing individually Demands continuous attention to its management Social loafing Sucker effect
20.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Teams Difference between Traditional Formal Work Groups and Teams 20 Formal Work Group Team Is on the basis of hierarchy of superior subordinate relationship and random skills Is on the basis of complementarities of skill Leadership and composition are more or less permanent Leadership and composition change as per the situation Management is by direction and control Management is by integration and self discipline Communication is up and down between superior and his subordinate Communication is lateral Members vie for each other for power, prestige, recognition and personal autonomy Members collaborate with each other since rewards are dependant on team effort Decision are taken on the basis of simple majority Decisions are taken unanimously Purpose is same as the organization Purpose is specific
21.
Copyright © 2017
by McGraw Hill Education (India) Private Limited Teams Types of Teams Project Teams Problem-solving Teams Permanent Work Teams Four-corners of the superordinate goal. Establishes the quantity and the quality of its output. The team makes its own internal distribution of tasks. Decides its own membership. Makes its own decision. Decides how the work operations should be performed. 21
22.
Copyright © 2017
by McGraw Hill Education (India) Private Limited International Organizational Structures Important factors affecting an MNE’s choice of structure: Strategy Home and host country environments Nature and size of its business Nature and size of its business The human resources available Many companies, which had earlier established their footholds in the host countries by creating subsidiaries, later on shifting to international division structures to look after their foreign operations, international division structures shifting to global functional structures, global functional structures to global geographic structures, global geographic structures to global product structures and global product structures to matrix structures. 22
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