Organisation Design & Structures

UNIT-II
DESIGNING ORGANISATIONAL STRUCTURES ===================================================== INTRODUCTION: Management is a process involving planning, organizing, directing and controlling human efforts to state of objectives in an organization. The second phase of management process is organizing, which basically involves analysis of activities to be performed for achieving organizational objectives, grouping these activities into various division, departments and sections so that these can be assigned to various individuals and delegating them appropriate authority so that they are able to carry on their work effectively. CONCEPT OF ORGANISATION AND ORGANISING: n management literature, sometimes the term organisation and organizing are used inter changeably because the term organisation is used in many ways. !ut it is not correct organisation is different from organising. "rganising is one of the functions of management where as organisation refers to the institution where in the functions of management is performed. "rganising is a process of # $etermining, grouping and structuring the activities. %reating rules for effective performance at work. &llocation necessary authority and responsibility. $etermining detailed procedures and systems for different problems areas such as coordination, communication motivation etc. The ultimate result of organising is organisation. n other words, organising function ends with creating a structure of relationships. FORMAL AND INFORMAL ORGANISATION: 'ormal organisation refers to the structure of well(defined jobs, each bearing a definite authority, responsibility and accountability. CHARACTERISTICS: ). "rganisation structure is designed by the top management to fulfill certain re*uirements. +. %oordination among members and their control are well specified through process, procedures rules etc. ,. "rganisation concentrates more on the performance of jobs and not on the individuals performing the jobs. nformal organisation refers to the natural grouping of people on the basis of some similarity in an organisation. t refers to people in group associations at work, but these associations are not specified in the blue print of the formal organisation, the informal organisation means natural grouping of people in the work situations. CHARACTERISTICS: nformal organisation is a natural out come at the work place. nformal organisation is created on the basis of some similarity among its members. The basis of similarity may be age, place of origin, caste, religion, liking-disliking etc.
2age ) of 3 .&%/T # 01

Organisation Design & Structures

Membership is an informal organisation is voluntary. !ehavior of members of the informal organisation is coordinated and controlled by group norms and not by the norms of formal organisation.

BASIC CONCEPTS RELATED TO ORGANISATION: AUTHORITY AND RESPONSIBILITY: &uthority may be defined as the power to make decisions which guide the actions of another. t is a relationship between two individuals, one superior, other subordinate. The superior frames and transmits decisions with the e4pectation that these will be accepted by the subordinate. 0esponsibility is defined as that obligation of an individual to carry out assigned activities to the best of his ability. t is not merely duty that is assigned but an obligation that the duty is performed. PARITY OF AUTHORITY AND RESPONSIBILITY: 2rinciple of authority and responsibility suggests that authority of a person should match his responsibility. "therwise, the performance of the managers goes unchecked where the authority e4ceeds the responsibility. t may lead to miss(utilization of authority and vice( versa. DELEGATION OF AUTHORITY: $elegation of authority is one of the important factors in the process of organising. t is essential to the e4istence of a formal organisation. $elegation means conferring authority from one manager to another in order to accomplish particular assignments. CENTRALISATION AND DECENTRALISATION: &nother highly important issue in organising is the e4tent to which authority is centralized, or decentralized, in a formal organisation structure. n management centralization refers to concentration of authority and decentralization refers to dispersion of authority. SPAN OF MANAGEMENT: t refers to the number of subordinates that should be placed under single superior. The number of subordinates who report to superior has two important implications. t determines the comple4ity of individual manager job. t determines the shape or configuration of the organisation. The classical writers suggest that between , to 3 subordinates as ideal depending up on the level of management. 5.&.6racuna a 'rench management consultant has suggested a mathematical formula to fi4 the number of subordinates. 7e classified superior and subordinate relationship into the following8 $irect single relation ship. $irect group relation ship. %ross relation ships. Direct sing e re !ti"ns#i$8( $irect single relationships arise from the direct individual contacts of the superior with his subordinates. /48( &,!,% are subordinates to 9 7ere three single relation ships. Direct gr"%$ re !ti"n s#i$s8($irect group relationships arise between the superior and subordinates in all possible combinations. Thus the superior may consult his subordinates with one or more combinations. /48(& with !,! with %,& with %, etc..
2age + of 3 .&%/T # 01

Organisation Design & Structures

Cr"ss re !ti"ns#i$s8( %ross relationships arise because of mutual interaction of subordinates working under the common superior , such as & and !,! and %,& and %,% and & etc.. The relationship is *uite different between & and ! than ! and & from management point of view because the type of interaction will be different in both cases. 6racuna has given formula to find various relationships with varying number of subordinates. :umber of subordinates ; n, $irect single relationship $irect group relationship %ross relationship Total relationship ; ; ; ; <or= ; :o. of sub ordinates ) + , @ A ? 3 )B . . . . . . . . n<+n() >n()=. :o. of relationships ) ? )3 @@ )BB +++ )B3B A+)B n, n<+n()()= n<n()=, n<+n-+>n()=

6racuna suggest that most ideal span for a manager is ? subordinates with +++ relationships. F!ct"rs effecting span of management8( ). %apacity of superior +. %apacity of subordinate ,. :ature of work @. $egree of decentralization A. $egree of planning ?. %ommunication techni*ue C. Dse of staff assistance 3. .upervision from others

2age , of 3

.&%/T # 01

Organisation Design & Structures

CONCEPT OF ORGANISATION STRUCTURE: "rganisation structure is the pattern of relationships among various components or parts of the organisation. This prescribes the relationships among various activities and positions. .ince these positions are held by various persons, the structure is the relationships among people in the organisation DEPARTMENTATION: The first task in designing an organisation structure is the identification of activities and to group them properly. The process of grouping the activities is known as $epartmentation. LINE ORGANISATION STRUCTURE t is also known as scalar, military, or vertical organisation and perhaps is the oldest form. n this form of organisation managers have direct responsibility for the resultsE line organisation can be designed in two ways. &' PURE LINE ORGANISATION: Dnder this form, similar activities are performed at a particular level. /ach group of activities is self # contained unit and is able to perform the assigned activities without the assistance of others

2roduction Manager F GGGGGGGGGGGGGGGGGGGGGGGGGGGGGG FGGGGGGGGGGGGGGGGGGGGGGGGGGGG F F F 'oreman(& 'oreman(! 'oreman(% F F F Horker Horker Horker (' DEPARTMENTAL LINE ORGANISATION: Dnder this form, entire activities are divided into different departments on the basis of similarity of activities. The basic objective of this form is to have uniform control, authority and responsibility. 2roduction Manager F GGGGGGGGGGGGGGGGGGGGGGGGGGGGGG FGGGGGGGGGGGGGGGGGGGGGGGGGGGG F F F 'oreman(& 'oreman(! 'oreman(% <!ody Moulding= <.eating= <'inishing= F F F Horker Horker Horker Merits )= t is simple to understand += /asy supervision I control ,= Juick decisions @= t sets clearly the direct lines of authority and responsibility of a line manager De)erits Kack of specialization Kow # Morale &utocratic approach "verburden to manager

)= += ,= @=

S%it!*i it+8( t is suitable to small # scale organizations where the number of subordinates is *uite small

2age @ of 3

.&%/T # 01

Organisation Design & Structures

LINE AND STAFF ORGANISATION: t refers to a pattern in which staff specialists advise line managers to perform their duties. Hhen the work of an e4ecutive increases its performance re*uires the services of specialists which he himself can not provide because of his limited capabilities on these matters. .uch advise is provided to line managers by staff personal who are generally specialists in their fields. The staff people have the right to recommend, but have no authority to enforce their preference on other departments.

FEATURES: This origin structure clearly distinguishes between two aspects of administration viz., planning and e4ecution. .taff officers provide advice only to the line officersE they do not have any power of command over them. The staff supplements the line members. MERITS &' t enhances the *uality of decision (' 6reater scope for advancement ,' t relieves the line managers. -' 0eduction of burden. DEMERITS ). t may create more friction or %onflict between line and staff +. t is e4pensive ,. t creates confusion

SUITABILITY: ( t can be followed in large organizations where specialization of activities is re*uired, because it offers ample opportunities for specialization. FUNCTIONAL ORGANISATION STRUCTURE:t is the most widely used organization structure in the medium and large scale organizations having limited number of products. This structure emerges from the idea that the organization must perform certain functions in order to carry on its operations. 'unctional structure is created by grouping the activities on the basis of functions re*uired for the achievement of organizational objectives. 'or this purpose, all the functions re*uired are classified into basic, secondary and supporting functions according to their nature I importance.

2age A of 3

.&%/T # 01

Organisation Design & Structures

FEATURES: )= The whole activities of an organisation are divided into various functions += /ach functional area is put under the charge of one e4ecutive ,= 'or any decision, one has to consult the functional specialist MERITS )= 2lanned specialization += 'acilitates large scale production ,= $isciplinary controls are well defined @= "ffers clear career paths DEMERITS calls for more coordination no clear line of authority slow decision making lack of responsibility

)= += ,= @=

COMMITTEE ORGANISATION: & committee does not represent a separate type of organization like line and staff, or functional. t is rather a device which is used as supplementary to or in addition to any of the above types of organizations. & committee may be defined as a group of people performing some aspects of Managerial functions. Thus, a committee is a body of persons appointed or elected for the %onsideration of specific matters brought before it.

2age ? of 3

.&%/T # 01

Organisation Design & Structures

MATRI. ORGANISATION t is also called project organization. t is a combination of all relationships in the organization, vertical, horizontal and diagonal. t is a mostly used in comple4 projects. The main objective of Matri4 organisation is to secure a higher degree of co(ordination than what is possible from the conventional, organizational structures such as line and staff. n matri4 organization structure, a project manager is appointed to co(ordinate the activities of the project. Dnder this system a subordinate will get instructions from two or more bosses, 5iz., administrative head and his project manager. Merits ). +. ,. @. t t t t offers operational freedom I fle4ibility focuses on end results. maintenance professional dentity. holds an employee responsible for management of resources.

De)erits:). t calls for greater degree of coordination, +. t violates unity of command. ,. $ifficult to define authority I responsibility. @. /mployee may be de motivated.

General Manager

Production

Personnel

Finance

Marketing

Project B Manager Project B Manager

Project C Manager

S%it!*i it+:t can be applicable where there is a pressure for dual focus, pressure for high in formation processing, and pressure for shred resources. /48( &erospace, chemicals, !anking, !rokerage, &dvertising etc..,

2age C of 3

.&%/T # 01

Organisation Design & Structures

B"%n/!r+ Less Org!ni0!ti"n:Pr"* e)s with traditional organizational structures8( ). Kack of fle4ibility to changing mission needs-rapidly changing world. ). .low-poor in responding customer re*uirement. +. 'ailure to get things to done. ,. %ustomer-vendor has a hard time dealing with the organization. 1#!t !re t#e *"%n/!ries2 3ertic! : !oundaries between layers within an organization. H"ri0"nt! : !oundaries which e4ist b-w organizational departments. E4tern! : !arriers between the organization and the out side world. <%ustomers, suppliers other govt. committees=. Ge"gr!$#ic: !arriers among organization units located in different countries. Pr"* e):-isolation of innovative practices I ideas. Hhat is boundary less "rganisationL t may be defined as an organisation structure that can avoid all the barriers <vertical, horizontal, e4ternal, geographic= much more permeable than they are nowE !oundary less organisation allows free flow of ides-information - resources throughout the organisation and into others. & boundary less organisation is the opposite of a bureaucracy with numerous barriers and division. n contrast, the organisation with out boundaries offers interaction and networking among professionals inside and outside the organisation. The organisation model is fluid and highly adaptive, much like an open system in biology. Mack Helch, former %/" of 6eneral /lectric, stated his vision for the company as a boundaryless company. !y this he meant an open, anti(parochial environment, friendly toward the seeking and sharing of new ideas, regardless of their origin. The purpose of this initiative was to remove barriers between the various departments as well as between domestic and international operations. To reward people for adopting the integration model, bonuses were awarded to those who not only generated new ideas but also shared them with others.

2age 3 of 3

.&%/T # 01