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organization structure

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  • thank you very much
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  • thankx its soo helpful
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  • Njce! Thanks for sharing.
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organization structure

  1. 1. Organisation structure NAME- Devashish Mukherjee Hiba Khan Neha Yadav Subeer Bhattacharya Swapnil Singh
  2. 2. The nature of organisation structure <ul><li>The formal pattern of interactions and </li></ul><ul><li>coordination designed by management </li></ul><ul><li>to link the tasks of individuals and groups </li></ul><ul><li>in achieving organisational goals. </li></ul>
  3. 3. The nature of organisation structure <ul><li>The organisation chart </li></ul><ul><ul><li>Line diagram depicting broad outlines of an organisation’s structure </li></ul></ul><ul><ul><li>The chain of command </li></ul></ul><ul><ul><li>Unbroken line of command ultimately linking each individual with the top organisational position </li></ul></ul>
  4. 4. The nature of organisation structure ABC Inc. CEO DIRECTOR HRM DIRECTOR FINANCE DIRECTOR SALES MANAGER FINANCE SUBORDINATE
  5. 5. Managing diversity: alternative work schedules Balancing work and personal life Flexitime : core hours to be worked; more at employee discretion Job sharing : two or more people sharing a full-time job Compressed work- week : longer hours worked per day; shorter working week
  6. 6. Departmentalisation <ul><li>Clustering individuals into units, and units into departments and larger units, to achieve organisational goals. </li></ul>
  7. 7. Types of departmentalisation <ul><li>Functional structure </li></ul><ul><li>Divisional structure </li></ul><ul><li>Matrix structure </li></ul><ul><li>Hybrid structure </li></ul><ul><li>Emerging structures </li></ul>
  8. 8. Functional structure <ul><li>A structure in which positions are grouped according to their main functional (or specialised) area. </li></ul>
  9. 9. Functional structure <ul><li>A structure in which positions are grouped according to their main functional (or specialised) area. </li></ul>CEO Manager, Distribution Manager, Administration Manager, Manufacturing
  10. 10. Functional structure <ul><li>Advantages: </li></ul><ul><li>In-depth expertise development </li></ul><ul><li>Clear career path within function </li></ul><ul><li>Efficient use of resources </li></ul><ul><li>Possible economies of scale </li></ul><ul><li>Ease of coordination within function </li></ul><ul><li>Potential technical advantage over competitors </li></ul>
  11. 11. Functional structure <ul><li>Disadvantages: </li></ul><ul><li>Slow response to multifunction problems </li></ul><ul><li>Decision backlog at top of hierarchy </li></ul><ul><li>Bottlenecks due to sequential tasks </li></ul><ul><li>Inexact measures of performance </li></ul><ul><li>Narrow training of future managers </li></ul>
  12. 12. Divisional structure <ul><li>A structure in which positions are grouped according to similarity of products, services or markets. </li></ul>
  13. 13. Divisional structure <ul><li>Advantages: </li></ul><ul><li>Fast response to environmental change </li></ul><ul><li>Simplified coordination across functions </li></ul><ul><li>Simultaneous emphasis on organisational goals </li></ul><ul><li>Strong customer orientation </li></ul><ul><li>Accurate measurement of performance </li></ul><ul><li>Broad training in management skills </li></ul>
  14. 14. Divisional structure <ul><li>Disadvantages: </li></ul><ul><li>Resource duplication in each division </li></ul><ul><li>Reduction of in-depth expertise </li></ul><ul><li>Competition amongst divisions </li></ul><ul><li>Limited sharing of expertise between divisions </li></ul><ul><li>Innovation restricted to each division </li></ul><ul><li>Neglect of overall goals </li></ul>
  15. 15. Hybrid structure <ul><li>A structure adopting both functional and divisional structures at the same management levels. </li></ul>
  16. 16. Hybrid structure <ul><li>Advantages: </li></ul><ul><li>Alignment of corporate and divisional goals </li></ul><ul><li>Functional expertise and/or efficiency </li></ul><ul><li>Adaptability and flexibility in divisions </li></ul>
  17. 17. Hybrid structure <ul><li>Disadvantages: </li></ul><ul><li>Conflicts between corporate departments and divisions </li></ul><ul><li>Excessive administration overhead </li></ul><ul><li>Slow response to exceptional situations </li></ul>
  18. 18. Matrix structure <ul><li>Matrix structure is the realisation of two-dimensional structure which emanates directly from two dimensions of authority. </li></ul><ul><li>Two complementary structures-Pure project structure & functional structure –are merged together two create matrix structure. </li></ul><ul><li>Thus, matrix structure not only in employs a multiple command but also related support mechanism and associated organisational culture and behaviour. It shows how many organisational overlaps not only in terms of command system but also in terms of whole organisational processes and behaviour. </li></ul>
  19. 19. Matrix structure matrix bosses two-boss employees Manager Production Manager Marketing Manager HRM Manager Finance Manager, Project A Manager, Project B Manager, Project C Manager, Project D Manager, Project E Production, Project A Production, Project B Production, Project C Production, Project D Production, Project E Marketing, Project A Marketing, Project B Marketing, Project C Marketing, Project D Marketing, Project E HRM, Project A HRM, Project C HRM, Project D HRM, Project E Finance, Project A Finance, Project B Finance, Project C Finance, Project D Finance, Project E HRM, Project B
  20. 20. Matrix structure <ul><li>Advantages: </li></ul><ul><li>Decentralised decision-making </li></ul><ul><li>Strong product coordination </li></ul><ul><li>Improved environmental monitoring </li></ul><ul><li>Flexible use of human resources </li></ul><ul><li>Efficient use of support systems </li></ul><ul><li>Fast response to change </li></ul>
  21. 21. Matrix structure <ul><li>Disadvantages: </li></ul><ul><li>High administrative costs </li></ul><ul><li>Confusion over authority and responsibility (potential) </li></ul><ul><li>Excessive focus on internal relations </li></ul><ul><li>Overemphasis on group decision-making </li></ul><ul><li>Slow response to change (possible) </li></ul>
  22. 22. Emerging structures <ul><li>Process structure </li></ul><ul><li>A type of departmentalisation where positions are grouped by a complete flow of work. </li></ul><ul><li>Networked structure </li></ul><ul><li>A form of organisation where many functions are contracted out to other independent firms and coordinated by use of information technology networks to operate as if they were within a single corporation. </li></ul>
  23. 23. Organisation structure of Hindustan Unilever Limited Chairman Director finance Director marketing Director exports Director research Director HR technical Director, legal & secretarial Director beverages Director personal products Director detergent Director ICFD ICFD-Ice cream and frozen deserts
  24. 24. THANK YOU

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