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ORGANISATION STRUCTURE

ORGANISATION STRUCTURE. ORGANISING. What is organizing? “ organizing in a general sense means systematic arrangement of activities” Organizing follows “planning”. ORGANISING IN MANAGEMENT.

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ORGANISATION STRUCTURE

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  1. ORGANISATION STRUCTURE

  2. ORGANISING What is organizing? “organizing in a general sense means systematic arrangement of activities” Organizing follows “planning”

  3. ORGANISING IN MANAGEMENT Organising in management refers to the relationship between people,work and resources used to achieve the common objectives

  4. “Organization is a social unit of people.” -It has a structure i.e. tasks and responsibilities and authority are defined -It has certain objectives. -It follows certain methods or processes to achieve its objectives. -Organizations have a culture.

  5. DEFINITION ORGANIZATION STRUCTURE EXPLAINS THE POSITION AND OFFICIAL RELATIONSHIP BETWEEN VARIOUS INDIVIDUALS IN THE ORGANIZATION.

  6. ORGANISATION CHART:-It is a diagrammatic representation of organization structure show names designation functions of personnel in a organization.

  7. NATURE OF ORGANISING Learning objectives Identifying the task Grouping the activities Delegation of authority Coordination

  8. NATURE Perform an analysis about the work Identify the work Organisation structure The grouping of activities necessary for attaining objectives(division of labor) Assignment of work(communication) Delegation of authority(authority structure) Coordination

  9. PURPOSE OF ORGANISING Aids to management It facilitates growth, creativity It ensures optimum use resources Establishes relationship among individual groups Clusters job into units Coordinates.

  10. FORMAL AND INFORMAL GROUPS FORMAL GROUP- A formal group is a structured group, which has a plan and positions each job’s objective and functions

  11. CHARACTERISTIOC OF FORMAL GROUPS Formal means something systematic. It is in an official structure It provides official relationship between individual. It is objective oriented It abides with rules and regulations

  12. ADVANTAGES: The line of communication is very clear It is accuracy of the information. systematic It is objective oriented. It has a heirarchial pattern

  13. INFORMAL GROUPS It is the outcome of personal ,social and friendly relationship and it develops spontaneously. It arises naturally on the basis of friendship or some common interest which may or may not be related with work

  14. CHARACTERISTICS OF INFORMAL GROUP Informal group is created by the member of the organization for their social and psychological satisfaction Informal groups are unstable in nature ,it is not permanent Informal groups are greater in numbers than the formal groups Free interaction

  15. What is Centralization & Decentralization • Centralized organization: the authority to make important decisions is retained by top level managers • Decentralized organization: the authority to make important decisions is delegated to managers at all levels in the hierarchy

  16. Forces for(de)centralisation Centralisation • Organisationalcrisis • Management desire for control • Increaseconsistency, reducecosts • Complexity size,diversity • Desire forempowerment Decentralisation

  17. Delegation ofAuthority • Reasons to Decentralize Authority:- • It encourages the development of professional managers. • Managers are able to exercise more autonomy but it can lead to a competitive climate.

  18. Delegation of Authoritycont.. Reasons to Centralize Authority:- When the managers are not skilled enough and would need further training which can be expensive. When there are new administrative costs because new divisions need to be formed. Decentralization can mean duplication of functions.

  19. Arguments forCentralization • Centralization can facilitate coordination. • Centralization can help ensure that decisions are consistent with organizational objectives. • Centralization can avoid duplication of activities by various subunits within the organization. • By concentrating power and authority in one individual or a management team, centralization can give top-level managers the means to bring about needed major organizational changes.

  20. Arguments forDecentralization • Top management can become overburdened when decision-making authority is centralized. • Motivational research favors decentralization. • Decentralization permits greater flexibility—more rapid response to environmental changes. • Decentralization can result in better decisions. • Decentralization can increase control.

  21. Limitations ofCentralization • Development of low level managers are hampered . Opportunity given to exercise initiative and judgment is negligible . • It is a costly affair and delays decision making . • It creates problems of effective communication • No scope of specialization as a person may have to look into many things

  22. Limitations ofDecentralization • It creates problems in coordination between different units of the organization. • May result in higher administrative expenses as qualified managers a needed for different divisions • Due to different policies and procedures of each unit in a decentralized organization inconsistencies may arise in organizational activities

  23. Examples of Centralizedorganisations • Dictatorship: Dictatorships are usually ruled by a single powerful figure, the easy-to-spot sign of a centralized organization. If you can stop the leader, you can destroy the entire group. • Military: Traditionally, the military has been the classic example of top-down or hierarchical management. The General orders the Captain who orders the Lieutenant who orders the…

  24. Cntd. • Government: Governments are classic top-down structures lead by the President or Prime Minister, followed by Senators or Ministers who each have a team below them. Right at the bottom are the voters who get to have their say with a single vote every couple of years. • Television: TV shows are created by centralized organizations that decide what we watch and when we watch it. And, if think literally about it, one message is sent down the airwaves for us to watch at the other end.

  25. Examples of Decentralized Organisations • Open Source Software: There are two decentralized organization examples in the computing world. The first • is Open Source Software. Think Linux. It’s freely available, thousands of volunteers update it and nobody owns it. • Peer to Peer Software: Peer to Peer software is uses bits of information contributed by many people. For example, Bit Torrent downloads a part of the overall file from numerous computers spread across the globe.

  26. Cntd. • Terrorist Cells: Terrorist cells represent the best military decentralized organization example. And, this explains the difficulty the west has had in coming to terms with Al Qaeda, finding Osama Bin Laden and the war in Afghanistan. It’s the centralized versus the decentralized. • The Internet: This is the classic decentralized organization example of our time. It was deliberately created to overcome the limits of a centralized military command and the threat of missile attack. This decentralized structure is built upon the humble hyperlink that connects all the separate pages, websites and networks.

  27. SPAN OFMANAGEMENT

  28. Introduction • Span of management can also named as Span of control, span of authority, span of responsibility or span of supervision • A sound organization depends upon the effective performance of work by executives 3

  29. Meaning • Span of management means the number of people managed efficiently by a single officer in an organization • It implies that a single executive should not be expected to give guidance to move people • The limit of number of members for span of control may be increased or decreased 4

  30. Definition • The Span of Management refers to the number of subordinates who can be managed efficiently by a superior. Simply, the manager having the group of subordinates who report him directly is called as the span of management.

  31. The Span of Management has two implications: • Influences the complexities of the individual manager’s job • Determine the shape or configuration of the Organization

  32. Factors Affecting the Span of Management • Character of supervision work • The span of control may be increased whenever the work is performed and standardized • Leadership Qualities • The personal ability and capacity of a supervisor can influence the span of management 34

  33. Factors Affecting the Span of Management • Qualities of subordinate • If the subordinates have enough talent to perform the work assigned to them, the manager can control more number of subordinates • Time available to supervisor • Most of the executives spend a lot of time for operating the work and administrative duties, hence they can control lesser number of subordinates hat the person who spends full time for their supervision 35

  34. Factors Affecting the Span of Management • Nature of work • In case of the repetitive natured work or the work the does not require extra ordinary talent, the supervisor can control a large number of subordinates • Level of supervision • The degree of span of control can be increased at the bottom level management and decreased at top level management 36

  35. Factors Affecting the Span of Management • Delegation of authority • If the authority delegates the powers of decision making, planning and execution to the subordinates, the span of control may be increased • Fixation of responsibility • The subordinate need not contact the supervisor if his responsibilities are clearly defined. 37

  36. Factors Affecting the Span of Management • Using of standards • Standards are used in an organization to detect the errors or faults in the performance of work • Methods of communication • One of the factors determining the span of control is Methods of Communication which is divided in to two Oral and Written

  37. SPAN OF MANAGEMENT

  38. SPAN OFCONTROL OTHER NAMES OF SPAN OFMANAGEMENT SPAN OFSUPERVISE SPAN OFRESPONSIBILITY

  39. What is Organizational Effectiveness? • By definition, organization effectiveness is the efficiency an organization, group, or company can meet its goals. How an organization produces its set quota of products, how much waste it produces, or how efficient its processes fall under organizational effectiveness

  40. The Six Steps of Organization Effectiveness • Leadership • The first step in organization effectiveness is ‘Leadership’. In this step, management and project leaders set forth the overall vision of the organization. What goals they hope to accomplish with this project, how to carry them out, and what results they must strive for are in Leadership.

  41. Cont.. • Communication • Of course, Leadership is only as effective as the group’s overall communication. In the second step, Communication focuses on evenly spreading the goals, guidelines, and aspirations that derive in Leadership. Furthermore, project managers must focus on strategic communication, relation information in the forms that other project members need to complete their tasks.

  42. Cont.. • Accountability • In the third step, Accountability, project managers and leaders must uphold other employees to their tasks and responsibilities. Typically, project team members receive awards or consequences, based on their performance. As a result, Accountability greatly determines how smoothly and effectively a project performs.

  43. Cont.. • Delivery • Your products and services are only successful if customers can receive them. At the next step, Delivery focuses on ensuring an effective delivery system is in place. When your organization has long, complex delivery process, errors will occur and efficiency is at risk. With smaller, more concise processes, your end products can be delivered on time to the right people. • Performance • As a project manager, you must hire the right people for the correct jobs. Of course, not everyone fits in the same position. At the ‘Performance’ step, the goal is to hire, train, and retain the perfect applicants for the processes and tasks you have.

  44. Cont.. • Measurement • A business process is only effective if you can measure it. At the final stage of organizational effectiveness, you must measure and analyze your project, process, or other systems. Likewise, you must measure your organization with the correct metrics. Failing to do so will result in accurate or non-usable data.

  45. Organizational LifeCycle • Organizations go through predictable patterns of growth and development. • As an organization grows, its personality (culture) changes. Its focus, priorities, problems, concerns and complexity also change. It has been said that this life cycle is but a series of phases of evolutionary growth followed by crisis which necessitates revolutionary growth of the organization and/or its people, followed by another period of evolutionary growth, etc., etc.

  46. Theorganizationallifecycleisthelifecycleofanorganizationfromitscreationtoitstermination.Theorganizationallifecycleisthelifecycleofanorganizationfromitscreationtoitstermination. • Therearefourlevel/stagesinanyorganization. • Birth • Growth • Decline • Death

  47. Stage of LifeCycle

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