Ques1

1. Management is the coordination and organization of assignments to accomplish

an objective. Such organization exercises incorporate setting the association's
methodology and planning the endeavors of staff to achieve these targets through the
use of accessible assets. The executives can likewise allude to the position structure of
staff individuals inside an association. The executives includes distinguishing the
strategic, strategies, rules and control of the human capital of an endeavor to add to the
accomplishment of the undertaking. This suggests compelling correspondence: an
endeavor domain (instead of a physical or mechanical component) infers human
inspiration and infers a type of fruitful advancement or framework result.

2. Management is characterized by some well-known administration scholars as

follows:
Terry and Franklin: "The board is an unmistakable procedure comprising of exercises
arranging, sorting out, activating and controlling, performed to decide and achieve
expressed destinations with the utilization of individuals and different assets."
Koontz and Weihrich: "The board is the way toward structuring and keeping up a
domain in which people, cooperating in gatherings, productively achieve chosen points."
F. W. Taylor: "The executives is a craft of comprehending what can anyone does see that
it is done in the most ideal way."
Henry Fayol-"The executives is to gauge, to design, to sort out, to order, to co-ordinate
and control exercises of others."
Each association, at each level, needs the board, be it an association as little as a family,
sanctuary or church or large associations, for example, Schools, Colleges, Universities,
business houses or even the Government. It is significant for both benefit and non-
benefit associations and furthermore for assembling and administration associations.
The executives is the craft of completing things through others. It is a movement which
co-ordinates the human and non-HR (men, material, machines and so forth.) for
accomplishing the ideal outcomes. Albeit various perspectives are given on the
elements of the board, the most generally acknowledged capacities are arranging;
sorting out; staffing; driving and controlling.

3. Henry Fayol and the Theory of Modern Management

Henry Fayol is viewed as a French pioneer, an industrialist scholar who overwhelmed
the world with his administration speculations. All through the twentieth century and
right up 'til the present time, his thoughts and speculations are still notable and are
utilized by the board content creators and educators who endeavor to keep the legacy
of the executives alive. They utilize his hypotheses and continue showing a similar
business ethics and information that was initially instructed by Fayol and numerous
others, however in overhauled ways so it fits in with current day circumstances and
situations. Fayol is known as the Father of Modern Management. Fayol's "14 Principles"
was perhaps the soonest hypothesis of the executives to be made, and stays one of the
most thorough. He is viewed as among the most compelling supporters of the advanced
idea of the executives. His hypothesis is managerial in nature.

Fayol's commitment to the executives can be examined under the accompanying heads:

4. Division of Industrial Activities: Fayol watched the authoritative working from

administrator's perspective. He found that all exercises of the mechanical venture could
be separated into six gatherings:
(I) Technical (identifying with creation);
(ii) Commercial (purchasing, selling and trade);
(iii) Financial (look for capital and its ideal use) ;
(iv) Security (insurance of property and people);
(v) Accounting (Preparation of different articulations, accounts, returns and so forth.)
and
(vi) Managerial (arranging, association, order, co-appointment and control)

He brought up that these exercises exist in each endeavor. He further said that the
initial five exercises are notable to a director and thus committed the greater part of his
book to investigate administrative exercises.
5. Qualities of an Effective Manager: Henry Fayol was the primary individual to
perceive the various characteristics for chief. As indicated by him these characteristics
are:
(I) Physical (wellbeing, force, and address);
(ii) Mental (capacity to comprehend and learn, judgment, mental force, and versatility) ;
(iii) Moral (vitality, solidness, readiness to acknowledge obligation, activity, dedication,
class and nobility);(iv) Educational (colleague with issues identified with general
working) ;
(v) Technical (impossible to miss to the capacities being performed); and
(vi)Experience (emerging from the work).
6. Functions of Management: Fayol ordered the components of the executives into
five and every such component were considered by him as the elements of the
executives. As per him following are the elements of the executives:

(I) Planning:
Choosing ahead of time what must be finished. It includes thought and choice
identifying with a future strategy.
(ii) Organizing:
Giving everything that is valuable to a business undertaking for its activity i.e., men,
materials, machines and cash and so forth.
(iii) Commanding:
Keeping up action among work force (lead the staff in a superior way).
(iv) Co-ordinating:
The channelization of collective endeavors toward accomplishing the ideal goal of the
undertaking (restricting together-bringing together and blending all action).
(v) Controlling:
Seeing that everything is being done by the arrangement which has been embraced, the
requests which have been given, and the standards which have been set down. Its item
is to bring up botches all together that they might be redressed and kept from
happening once more.
Fayol saw that these standards apply not exclusively to business endeavor, yet in
addition to political, strict, generous or different endeavors.
7. Principles of Management:
Henry Fayol developed 14 rules that can be applied in all administration circumstances
independent of the kinds of association. He named Division of work (Specialization),
Parity among Authority and Responsibility, Discipline, Unity of Command, Unity of
Direction, Subordination of Individual Interest to General Interest, Fair Remuneration to
laborers.
Successful Centralisation, Scalar Chain, Order, Equity, Stability in the residency of staff,
Initiative and Esprit de Corps (Union is Strength) standards which he himself utilized on
most events. Fayol made qualification between the executives standards and the
executives components.
The administration guideline is a key truth and sets up cause-impact relationship while
the executives component gives the capacities performed by a director. (These have just
been clarified in a different part The Management Process). These standards impacted
as well as commanded the board suspected.
Fayol's standards are recorded beneath:
8. Division of Work
By and by, representatives are had practical experience in various territories and they
have various abilities. Various degrees of skill can be recognized inside the information
zones (from generalist to authority). Individual and expert advancements bolster this. As
indicated by Henry Fayol specialization advances proficiency of the workforce and builds
efficiency. What's more, the specialization of the workforce expands their exactness and
speed. This administration rule of the 14 standards of the board is material to both
specialized and administrative exercises.
9. Authority and Responsibility
So as to complete things in an association, the executives has the power to provide
requests to the workers. Obviously with this power comes obligation. As per Henry
Fayol, the going with force or authority gives the administration the option to provide
requests to the subordinates. The obligation can be followed back from execution and it
is in this manner important to settle on understandings about this. As such, authority
and obligation go together and they are two of a kind.
10. Discipline
This third rule of the 14 standards of the executives is about dutifulness. It is frequently
a piece of the basic beliefs of a statement of purpose and vision as great lead and aware
collaborations. This administration standard is fundamental and is viewed as the oil to
make the motor of an association run easily.
11. Unity of Command
The administration standard 'Solidarity of order' implies that an individual worker ought
to get orders from one director and that the representative is liable to that chief. On the
off chance that undertakings and related obligations are given to the worker by more
than one chief, this may prompt disarray which may prompt potential clashes for
representatives. By utilizing this guideline, the duty regarding slip-ups can be built up
more without any problem.
12. Unity of Direction
This administration standard of the 14 standards of the executives is about
concentration and solidarity. All representatives convey similar exercises that can be
connected to similar goals. All exercises must be completed by one gathering that
frames a group. These exercises must be depicted in a game plan. The administrator is
eventually answerable for this arrangement and he screens the advancement of the
characterized and arranged exercises. Center territories are the endeavors made by the
representatives and coordination.
13. Subordination of Individual Interest
There are in every case a wide range of interests in an association. So as to have an
association work well, Henry Fayol showed that individual interests are subordinate to
the interests of the association (morals). The essential spotlight is on the authoritative
goals and not on those of the person. This applies to all degrees of the whole
association, including the directors.
14. Remuneration
Inspiration and profitability are near each other to the extent the smooth running of an
association is concerned. This administration standard of the 14 standards of the
executives contends that the compensation ought to be adequate to keep
representatives roused and beneficial. There are two sorts of compensation to be
specific non-fiscal (a commendation, more obligations, credits) and money related
(remuneration, reward or other budgetary pay). Eventually, it is tied in with
remunerating the endeavors that have been made.

15. The Degree of Centralization

The executives and authority for dynamic procedure must be appropriately adjusted in
an association. This relies upon the volume and size of an association including its
progressive system. Centralization suggests the grouping of dynamic authority at the top
administration (official board). Sharing of experts for the dynamic procedure with lower
levels (center and lower the executives), is alluded to as decentralization by Henry Fayol.
Henry Fayol demonstrated that an association ought to make progress toward a decent
parity in this.
16. Scalar Chain
Pecking order introduces itself in some random association. This shifts from senior
administration (official board) to the most reduced levels in the association. Henry
Fayol's "chain of command" the executives guideline expresses that there ought to be
an away from in the territory of power (start to finish and all directors at all levels). This
can be viewed as a kind of the board structure. Every representative can contact a
director or an unrivaled in a crisis circumstance without testing the chain of importance.
Particularly, when it concerns reports about cataclysms to the prompt directors/bosses.

17. Order
As per this rule of the 14 standards of the executives, workers in an association must
have the correct assets available to them with the goal that they can work appropriately
in an association. Notwithstanding social request (duty of the directors) the workplace
must be sheltered, spotless and clean.
18. Equity
The administration guideline of value frequently happens in the fundamental beliefs of
an association. As indicated by Henry Fayol, workers must be dealt with sympathetic
and similarly. Workers must be in the opportune spot in the association to do things
right. Chiefs ought to manage and screen this procedure and they should treat workers
decently and fair-mindedly.
19. Stability of Tenure of Personnel
This administration guideline of the 14 standards of the board speaks to sending and
overseeing of work force and this ought to be in offset with the administration that is
given from the association. The executives endeavors to limit worker turnover and to
have the correct staff in the ideal spot. Center regions, for example, visit change of
position and adequate advancement must be overseen well.
20. Initiative
Henry Fayol contended that with this administration standard workers ought to be
permitted to communicate new thoughts. This empowers intrigue and contribution and
makes included an incentive for the organization. Representative activities are a
wellspring of solidarity for the association as indicated by Henry Fayol. This urges the
workers to be included and intrigued.
21. Esprit de Corps
The administration standard 'esprit de corps' of the 14 standards of the executives
represents making progress toward the contribution and solidarity of the workers.
Chiefs are answerable for the improvement of resolve in the working environment;
exclusively and in the region of correspondence. Esprit de corps adds to the
advancement of the way of life and makes an environment of shared trust and
comprehension.
Pertinence of Fayol's hypothesis in Present Context:
22. The 14 standards of the board can be utilized to oversee associations and are
helpful devices for guaging, arranging, process the board, association the executives,
dynamic, coordination and control. The business universe of today involves numerous
components that directors need to consider before venturing capable of running a
division, or an association has an entirety. These elements control how well an
association runs and works, and after some time supervisors create aptitudes and
information dependent on crafted by scholars, for example, Max Weber and Abraham
Maslow who were sparks and pioneers of the executives standards in the nineteenth
century. Among these scholars you will likewise discover Henry Fayol, a specialist who
was liable for the corporate turnaround and who established the six elements of the
board and 14 principals of the board. He was instrumental in exhibiting new ways for
troughs to direct their representatives towards being increasingly proficient in
accomplishing objectives. These hypotheses are as yet utilized today in contemporary
administration all around the globe. Despite the fact that throughout the years changes
have been made to the speculations thus today we see unique six elements of the board
have been altered to turn into the five elements of the executives. The great
speculations have been adjusted to suit the new class of laborers and their needs in the
working environment. The investigations of the board dependent on Henry Fayol's
hypotheses are as yet significant in the present society, and are apparent in pretty much
every association. In pretty much every occupation there is a business who agents
undertakings and a worker to finish them. Fayol's standards are applicable to the
manner by which these assignments are finished and the specialized techniques used to
designate them. In present time, supervisors have gotten less definitive and are moving
towards a more up to date style of the executives that depends on progressively two-
way, collective impart to representatives. As of late workers are permitted to make a
greater commitment to how undertakings are finished and are even permitted to settle
on choices for the administration. This move is an aftereffect of adaption and change of
the executives styles over the long haul. In spite of the fact that changes have
happened, Fayol's lessons despite everything have huge pertinence in the work place
today.
23. Frederick Taylor and Scientific Management
Aside from Fayol, Frederick Taylor's logical administration hypothesis can be seen in
about all cutting edge fabricating firms and numerous different sorts of organizations.
His engraving can be found underway arranging, creation control, process plan, quality
control, cost bookkeeping, and even ergonomics. In the event that you comprehend the
standards of logical administration, you will have the option to see how makers produce
their merchandise and deal with their representatives. You will likewise comprehend
the significance of quantitative investigation, or the examination of information and
numbers to improve creation viability and productivity.
24. In expansive terms, logical administration hypothesis is the utilization of
mechanical building standards to make a framework where waste is stayed away from,
the procedure and technique for creation is improved, and merchandise are genuinely
circulated. These enhancements serve the interests of bosses, representatives, and
society when all is said in done. Taylor's hypothesis can be separated into four general
standards for the executives:
1. Actively assembling, breaking down, and changing over data to laws, governs, or
even numerical equations for finishing undertakings.
2. Utilizing a logical methodology in the choice and preparing of laborers.
3. Bringing together the science and the laborer so the laborers apply the
deductively evolved strategies for the undertaking.
4. Applying the work similarly among laborers and supervisors where the executives
apply logical methods to arranging and the laborers play out the errands in accordance
with the plans.
Standards of Scientific Management
25. Science, Not a Rule of Thumb:
So as to increment authoritative effectiveness, the 'Dependable guideline' technique
ought to be subbed by the strategies created through logical examination of work.
General guideline implies choices taken by chief according to their own decisions. As per
Taylor, even a little creation movement like stacking iron sheets into freight cars can be
experimentally arranged. This will help in sparing time just as human vitality. Choices
ought to be founded on logical enquiry with circumstances and logical results
connections. This rule is worried about choosing the most ideal method of playing out a
vocation through the utilization of logical investigation and not by instinct or hit and
preliminary strategies.
The work appointed to any representative ought to be watched and examined as for
every component or part thereof and the time included in that to choose the most ideal
method of playing out that the work and to decide the standard yield for same.

26. Harmony, Not Discord:

Taylor accentuated that there ought to be finished congruity between the laborers and
the administration since if there is any contention between the two, it won't be gainful
either for the laborers or the administration. Both the administration and the laborers
ought to understand the significance of one another. So as to accomplish this state,
Taylor recommended total mental upheaval with respect to both administration and
laborers. It implies that there ought to be finished change in the mentality and
standpoint of laborers and the board towards one another. It ought to consistently be
remembered that success for a business can't exist for quite a while except if it is joined
by the flourishing of the workers of that association and the other way around.
It gets conceivable by
(an) offering a piece of surplus to laborers
(b) preparing of workers,
(c) division of work
(d) camaraderie
(e) uplifting mentality
(f) feeling of order
(g) earnestness and so on.
The board ought to consistently be prepared to impart the increases of the organization
to the laborers and the last ought to give their full participation and difficult work for
accomplishing authoritative objectives. Gathering activity with shared trust and
comprehension ought to be impeccable understanding the focal point of working.
27. Mental Revolution:
The procedure of Mental Revolution includes an adjustment in the demeanor of
laborers and the board towards one another. Both ought to understand the significance
of one another and should work with full collaboration. The board just as the laborers
should expect to expand the benefits of the association.
For this the laborers should invest in their best amounts of energy so the organization
makes benefit and then again the executives should impart some portion of benefits to
the laborers. Along these lines, mental transformation requires a total change in the
viewpoint of both administration and laborers. There ought to be a feeling of fellowship
among laborers and the executives.
28. Cooperation, Not Individualism:
This rule is an augmentation of standard of 'Congruity, not disagreement' and lays
weight on common collaboration among laborers and the administration. Collaboration,
common certainty, feeling of generosity ought to win among both, administrators just
as laborers. The aim is to supplant inward rivalry with participation.
Both 'Administration' and 'Laborers' ought to understand the significance of one
another. Laborers ought to be considered as a feature of the executives and ought to be
permitted to partake in dynamic procedure of the administration. The board should
consistently invite their recommendations and ought to likewise remunerate them if
their proposals end up being valuable for the association viz. decrease of expenses or
increment underway and so on.
Simultaneously, laborers ought to likewise oppose from taking to the streets or setting
pointless expectations from the board. Laborers ought to be treated as fundamental
piece of association and exceedingly significant choices ought to be taken after due
counsel with laborers. Them two ought to envision themselves as two columns whose
adequacy alone can guarantee accomplishment of shared objectives of the association.
Taylor likewise proposed that there ought to be appropriate division of work and duty
between the two. The executives ought to consistently direct, energize and help the
laborers.
29. Development of every single individual to their most prominent proficiency and
success:
Effectiveness of any association likewise relies upon the abilities and capacities of its
representatives as it were. In this manner, giving preparing to the laborers was viewed
as basic so as to become familiar with the best strategy created using logical
methodology. To achieve the proficiency, steps ought to be taken right from the
procedure of determination of representatives. Workers ought to be experimentally
chosen.
The work doled out to every representative should suit his/her physical, mental and
scholarly capacities. Effective workers produce more to procure more. This at last assists
with achieving proficiency and flourishing for both association and the representatives.
30. Relevance of Principles of Scientific Management in this day and age:
It very well may be reasoned that as for the commitments of a logical way to deal with
the executives and the strategies of time and movement study, normalization, objective
setting in addition to work estimation and input, cash as a help, the board's duty
regarding preparing, logical choice, the abbreviated work week, and rest stops, Taylor's
perspectives not exclusively were basically right yet they have been all around
acknowledged by the board. As for the commitments of the board work relations and
individualized work, Taylor most likely was just halfway right, and he has been just
somewhat acknowledged. Pretty much the entirety of his standards are being used
today. This is the situation could be that he was first in truly considering work in an
intensive and logical manner, and what he discovered was helpful to such an extent that
we despite everything stick to it. He kept spotlight on improving efficiency in a manner
that would suit both administration and work, carry it to a success win circumstance.
The workers are presently viewed as people and he centers around their undertakings.
 Ques 2
SWOT analysis is a very accessible and powerful strategy for knowing the strong and weak points of your
business and determining the opportunities both by facing risks. SWOT analysis is so effective that it can
help you find new business opportunities and you can use them well. Also, by understanding the weak
points of your company, you can handle these risks without idle and resolve them.

Strength

 What is your company's USP?

 How much has your company benefited?
 What can you do better than anyone else?
 What does "get the sale" in your view mean?
 What is the specialty of people in your area?
 Which sources of special or minimum cost can attract you, while others cannot?

Think from an internal point of view and from the point of view of your customers, as well as the strong
points of the people in your industry. Looking at the power of your business, think of your opponents. For
example, if all your adversaries are providing top quality products and services, then the best
manufacturing process is not the strength but the urgency.

Weaknesses

 What causes your sales to decline?

 What weaknesses are you seeing in your area?
 What can you improve?
 What should you avoid?

Again, think about the inner and outer base:, which you cannot see, are other people understanding these
weak points? Do your opponents outperform you? For this the best is to be practical now, and face any
hard facts as soon as possible.

Opportunities

 What kind of profit opportunities can you see in business?

 Are you aware of the risks of new business?
 New business opportunities may include changes in technology and markets, changes in
government policy, and social paradigms, population descriptions, lifestyle changes.

Looking at business opportunities, a powerful strategy is to look at your specialty and think for yourself
where the possibilities are. On the other hand, identify your weak points and find possibilities to
overcome these deficiencies.

Threat
  What are your competitors doing?
 What obstacles are you facing?
 Do you have a debt or cash problem?
 With the advancement of technology do you expect your situation to deteriorate?

When you look at opportunities and apprehensions, previous information can help you ensure that you do
not ignore external aspects, such as new government regulations, or technological changes in the market.

SWOT - Analysis of 'strength, weakness, opportunity, apprehension (SWOT) by strategic planning. In

other words, SWOT analysis is done to formulate - mission, vision, goals, objectives and policies.

The purpose of SWOT is to conduct an internal assessment of the organization in relation to its assets,
resources, people, culture, systems, suppliers. Management can assess the strength and weakness of the
organization.

S- means- Strength - It shows the things on which the organization is really smooth. The power may
actually be the same in such cases as high quality products, market leaders, customer satisfaction, etc., or
highly skilled workers, credit, superior leadership, etc.

W-means- Weakness - Weakness includes all the things that hinder the organization and work on all the
activities that the organization can improve itself. This activity is done internally and can be controlled by
management.

Examples: Weaknesses include obsolete technical hurdles, poor leadership, lack of skilled workers.

External evaluation of the organization such as competitive analysis, comparison of technological

development, changes in government regulation, changes in policies etc. Management can assess
organization opportunities and threats.

O- means - Opportunities - There is an inherent development of potential areas of the organization. It may
have opportunities due to new policies / acts formulated by the government. There is always a possibility
of doing something new or doing something new by bringing a new wave to an organization, because it
has always seen growth in the near future, and deciding some type of PF (provident fund) will make the
organization better future. Can be beneficial for.

T-means - Threat - Apprehension means challenges that organizations may face in the near future. The
reasons for this change from external causes of the organization. Such as changes in consumer
preferences, changes in government regulations, media coverage, etc.

It is important for management to identify the apprehension and take the necessary actions to make
improvements at the appropriate time.

STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS OF ANY ORGANIZATION

POSED DUE TO COVID 19.

SWOT analysis is two components of the organizational environment: the strengths and weaknesses of
the organization. A SWOT analysis (analyzing the strengths and weaknesses of the organization and the
opportunities and threats in the environment), is therefore the first step in the strategic management
process.
The SWOT analysis framework is a simple and powerful tool for strategy development. Fully market
research and accurate information systems are essential for SWOT analysis to identify critical issues in
the environment.

SWOT is specifically used to describe specific strengths, weaknesses, opportunities, and threats, which
are strategic factors for a specific company. A SWOT analysis should not only identify a firm's core
competencies, but also identify opportunities that the firm is currently not able to take advantage of due to
lack of appropriate resources. To perform this analysis we need to follow certain steps.

Step-1: Assess Your Market

• What are the things happening externally and internally that will affect our company?

• Who are our customers?

• What are the strengths and weaknesses of each contestant?

• What are the driving forces behind sales trends?

• What are important and potentially important markets?

• What is happening in the world that can affect our company?

• What is the strength of the company to compete successfully?

Step 2: Assess Your Company

• What do we do best?

• What are our company's resources - assets, intellectual property, and people?

• What are our company capabilities?

Step 3: Assess your competition

• How are we different from competitors?

• What is the general market situation of our business?

• What are the requirements for our products and services?

• What are the customer-market-technology opportunities?

• What are the customer problems and complaints with existing products and services in the industry?

• What "if only…." Does a customer?

Step 4: Opportunities This is an area of "need" in which a company can perform profitably.

Step-5: Identify the threats that arise from an unfavorable trend or growth challenge that will lead to a
decline in profits / sales (in the absence of a defensive marketing action). An evaluation needs to be
completed, drawing conclusions about how opportunities and threats can impact the firm.
Step 6: Internal Analysis Competitive Analysis: Here we have explored the options as well as the actual
competitors.

• Assess rivals' objectives, strategies, strengths and weaknesses and response patterns

• choose which competitors to attack or escape

Internal analysis of strengths and weaknesses focuses on internal factors that can give an organization
some advantages and disadvantages in meeting the needs of its target market. Strengths refer to core
competencies that give the firm an advantage in meeting the needs of its target market. Any analysis of a
company's strengths should be market-oriented / customer-centric because strengths are only meaningful
while helping the firm meet the needs of customers. Weaknesses refer to any limitation of a company to
develop or implement a strategy Are weaknesses

It should also be investigated from a customer's perspective as customers often experience weaknesses
that the company cannot see. Being focused on the market while analyzing strengths and weaknesses does
not mean that non-market oriented strengths and weaknesses should be forgotten. Rather, it suggests that
all firms should tie their strengths and weaknesses to customer requirements. Only those strengths
satisfying customer needs should be considered true core competencies.

The following field analysis is used to look at all internal factors affecting the company:

• Resources: Profitability, Sales, Product Quality Brand Associations, Existing Composite Brands,
Relative Costs of this New Product, Employee Efficiency, Product Portfolio Analysis

• Capabilities: Goals: To identify internal strategic strengths, weaknesses, problems, obstacles and
uncertainties

Step 7: External Analysis External analysis examines the opportunities and threats present in the
environment. Both opportunities and threats exist independently of the firm. The way to distinguish
between strength or weakness from an opportunity or threat is to ask: Does this problem exist if the
company does not exist? If the answer is yes, then it should be considered external to the firm.
Opportunities refer to environmentally friendly conditions that can provide rewards for the organization if
worked properly. Conditions of opportunity exist, but must be dealt with if the firm is to take advantage
of them. Threats refer to conditions or constraints that may prevent firms from reaching their objectives.
 Ques 3
ORGANIZATION STRUCTURE MEANING

An appropriate structure is established in the organization to achieve pre-determined objectives.

An organization's structure is used to display who reports to whom, usually shown on an
Organizational Chart or Job-Task Pyramid. The rights and responsibilities relationships are
presented between different positions in the organization. It is necessary to clarify here that the
organization structure is directly related to the organizational objectives. For example, if an
institution is in the product range, then the manufacturing element in its organizational chart will
be important. An organizational structure articulates the rights and responsibilities relationship
between different positions in the organization, clarifying 'who reports to whom'. It is a set of
planned relationships between allied functions and reveals the affiliation between personnel and
physical components required to achieve organizational objectives. The organization has a
network of rights and responsibilities relations. Different positions are created and specific tasks
are assigned to them. Adequate rights are delegated to each position to complete the tasks.
Through the organization, the relationship of authority and accountability should be clearly
defined so that coordination can be brought to an end by eliminating conflicts between
individuals and departments. The organizational structure contributes to the effective functioning
of the organization in the following ways:
1. The organizational structure allocates authority and accountability. It specifies who will direct
whom? (Who is to Direct Whom?) And for what results, who will be accountable? (Who is
Accountable for What Results?). The organizational structure helps the members of the
organization to know what its role is and how it is related to other roles.
2. The organizational structure provides a pattern of communication and coordination. By forming a
group of activities and individuals, the structure enables communication between people centered
on their work activities. Individuals who have joint problems to solve feel the need to share
information frequently.
3. The organizational structure determines the decision making position in the organization. For
example, a departmental store may follow a structure that leaves price, sales promotion, and other
topics largely to individual departments to ensure that diverse departmental situations are
observed. Conversely, an oil refinery can concentrate production, programming and maintenance
decisions at other levels to ensure that interdependencies are well observed with the flow of work.
4. Organizational structure pays more attention to proper balance of activities and pressure.
Activities that are essential to the success of the venture may receive relatively more attention in
the organization.
For example, research in a pharmaceuticals company can be done separately to report to the
company's general manager or managing director. Activities of comparable importance can
generally be kept at the same level in the structure so that equal emphasis can be placed on them.
5. Confirming organizational structure by arranging the well-defined patterns of the superstition
generates creative thinking, initiative spirit among the members of the organization. Everyone is
familiar with the area in which he has specialization and where his efforts will be praised.
6. An organizational structure provides the framework in which the enterprise functions. If it is
flexible, it will help in meeting the challenges and creating opportunities for development. A
healthy organizational structure paves the way for the development of the enterprise by increasing
its capacity to handle increasing levels of activity.
7. A healthy organizational structure that is committed to change can make the best possible use of
the latest technology. It will revise the existing structure of superintendence-responsibility
relations in the backdrop of technology reforms. In short, the existence of a good organizational
structure is a key condition of good management. A duly designed organization can improve
teamwork and productivity by arranging a framework in which employees can work more
effectively together. While creating an organizational structure, it is necessary that people are
connected to the design. The organizational structure that has the impact of the latest technology
can be completely meaningless for practical purposes as it is not suitable for the needs of the
people. Therefore, the organizational structure should be developed to suit the needs of the
organization.
DETERMINATION OF ORGANIZATION STRUCTURE
Organization structure is as important in a business as blood is in the human body. According to
William H. Newman - Organization structure relates to the entire organization system of a
business and when determining it, managers have to consider many things like benefits of
specialization, range of functional rights, problem of communication, qualifications of available
people and cost of organization. Things should be taken care of.
1. Organization is not the objective of an organization but the organization is merely a means of
achieving the objectives of the organization. R. According to C. Davis - "The purpose of the
institution is the deciding element of the organization structure." In this regard, Peter F.
Drucker also believes that the organization structure should be such that an organization can
easily achieve its objectives in the near future. To achieve the objective, the organization has
to do many tasks and make many decisions.
2. The size of the organization is also the deciding element of the organization structure as the
central system in small organizations and decentralization system proves more beneficial in
large organizations.
3. While determining the organization structure, the social and human needs of the employees
and officers working in the organization should be taken full care of, for this it is necessary
that all people should have good relations.
4. High management system should be justifiable, especially in companies. High management
system has special importance because the company is an invisible, intangible and artificial
person created by legislation, which is managed by natural persons.
5. The entire functions of the organization are divided into departments and sub-departments to
make them responsible centers and then the tasks are divided into convenient units so that all
the tasks can be run systematically. Special attention should be paid to cooperation,
coordination, uniformity in functions, expansion of control, etc. while determining the
convenient units.
6. The principle of continuity in the organization structure should be adopted so that all the
short term and long term objectives can be achieved.
7. High management capabilities and capabilities also have to be taken special care while
determining the organization structure. Qualified and efficient management can manage the
largest organization well in the line organization, but if there is no special ability in the higher
management, then the organization has to take the support of the line and employee
organization because it includes the line officers in all departments - Also there is the facility
of appointment of experts.
 8. Organization structure is also influenced by management policies. Therefore, while building
the organization structure one has to keep in mind that the higher management is in favor of
the policy of centralization or wants to adopt a policy of decentralization.
9. Regardless of the departmental organization of the organization, each has its own distinct
impact on the organization structure.

DEVELOPING ORGANIZATION STRUCTURE

There are actually two types of structural variables - basic structure and operating mechanism.
The design of the basic structure includes such important topics as how the work of the
organization will be divided among different positions, classes, departments, branches, etc., and
necessary coordination will be brought to achieve the organizational objectives. But on the other
hand, the functional system includes components of the information system, control procedures,
rules and regulations, rewards and punishments, etc. Two dimensions are described by the design
of organization structure - the tasks to be done and the nature of the structure. The first dimension
requires the determination of the activities that the organization needs for the division of
activities, given the degree of specialization. The second dimension, from the structure, requires
extensive study and application of organizational principles and practices. Organizational
structure establishes formal relationships between different positions in the enterprise.
Formal relationships can be classified into the following categories:
(1) Relationships between the Senior and Subordinates and Vice Versa;

(2) Relationship between the Specialist Positions and the Line Positions;

(3) Staff Relations and

(4) Lateral Relations.

Formal relationships in an organization arise from such arrangements of responsibilities that are
formed by management. They are stable in nature but provide the framework for dynamic
activity. As soon as managerial action starts, formal relationships in the organization are absorbed
by the personal trends and behavior of individuals. Such relationships are commonly called
'informal relationships'. Such relationships should also be kept in mind while developing the
organizational structure. If formal relations are rigid and require a lengthy process of
communication and chains, individuals can develop some 'shortcuts' to discharge their obligations
in a good way.
Differentiation and Integration of Activities:
Differentiation of activities and integration and empowerment are considered to be very
important ideas in organizational design. Differentiation can be defined as differences in
cognitive and affective identities between managers in different implementation departments, and
differences in the important formal structure of these departments.
On the other hand, integration refers to the quality of the state of coordination that is required to
achieve unity of effort. System Approach suggests that since different departments are important
parts of the entire system. Therefore, they should not be seen as separate from each other.
But each department comes in contact with the environment in a different way, so different
departments will probably develop some degree of differentiation depending on the nature of the
environment. Thus the design of the structure of one department may be different from the
structure of another department.
 But the overall objective of the organizational design should be the integration of activities and
the existing superintendence roles and relationships in different departments.

The purpose and importance of organization structure

The main objective of the organization structure is to inculcate the spirit of cooperation and cooperation
among the employees so that the work of the managers can run smoothly. Organization structure has a
special importance in large organizations as compared to small organizations because in small
organizations everyone knows what they have to work for, who is their senior officer and who they are
responsible for their work, but large organizations Work cannot run without a well-planned organization
structure. Although it does not have special significance in small organizations, yet some form of
organization has to be fixed for the smooth functioning of the work. In Breech’s words - "If a systematic
path is to be adopted to build the organization structure then some accepted principles should be kept in
mind."

Organization structure has special importance in business for the following reasons:

1. In the organization structure, the rights of all employees and officers are fixed, so that the
employees of the organization have a clear knowledge of who their officers are, to whom they are
responsible for their work and what their own rights are and Who are the people responsible to
them for their work, that is, who they are entitled to.
2. In a well-organized organization structure, there is a clear explanation of the responsibility of all
departments and the employees working in them, so that no employee has any kind of confusion
about his responsibility.
3. The division of work in organization structure is done in such a way that the responsibility of the
employees related to it is fixed at every point of work and no person who is related to a particular
task can escape his responsibility.
4. In the organization structure, the responsibilities and functions of all departments and employees
working in them are fixed, so that they get to know what their own and their department is in the
organization.
5. In the organization structure, each employee's work is fixed and his / her work is clearly
explained. Special qualified persons are appointed at all work points and thus the benefits of
specialization can be availed by the institution.
6. In the organization structure, various stages of a task and their order are clearly mentioned and a
clear explanation is given as to which person will observe the work at which stage so that all
actions are easily coordinated.
7. In a well-organized organization structure, tasks are interpreted in such a way that there is no
possibility of doubling of work and diversity of order. Not only this, the organization structure
also has the complete facility of effective communication and control, so that all daily work is
carried out methodically and systematically.

ELEMENTS AFFECTING ORGANIZATION STRUCTURE

Creating the structure of any organization is not an easy task as many elements have an influence on the
organization structure. These elements can be mainly divided into four parts - environment, size,
technology and person.

A brief description of how these elements affect an organization's structure is as follows:

1. Environment: Organization is a system that acts as an organ in the environment. In the
environment we can include all conditions, situations and other elements. These elements can be
social, economic, legal, political, technical etc. These elements have a great influence on the
organization structure. Take economic elements for example. If an industry is not successful on a
small scale, then for that we will have to structure a large scale organization. Various laws made
by the government also affect the organization structure. There are many types of variations and
complexities in the environment as well, based on these, an organization is constructed in such a
way that they can work effectively in all those situations. The most important element of all this
is change. Changes in the environment have an impact on the operations of the organization.
Numerous research studies have been conducted, which have made it clear that the environment
does have an impact on the organization structure.
2. Technology: Technology refers to the fixed method of performing any task, so that we can also
take recourse to the latest machines etc. The present era is technically called the modern era. As
technology changes, so does our organization structure. He cannot survive if he does not change
himself along with technological change. For example, earlier most-production was done by
manual labor, requiring more supervision. In this view, the scope of supervision was very less,
but in present times goods are produced using new technology through trained staff. Hence a
manager can look after the work of many employees. If we look carefully, in practice many such
examples can be found.
3. Size of the Organization: Organization size is another element affecting organization structure.
Although it does not have as much influence in the organization structure as it does in
environment and technology. Size refers to the number of employees, scale of production,
quantity of capital, etc. Various research done in this context suggests that the larger the
organization, the greater the need for specialization, standardization, departmentalization, etc., but
some people say that any type in the size and organization structure of the organization There is
no relation. But this statement is not completely correct.
4. Human Beings: An organization is a group of individuals. The organization structure expresses
their position, their function and responsibilities and mutual relationships. Thus the views of the
members of the organization affect the organization structure. When the organization structure is
built, it has a wide impact on the personality of high management, their evaluation and
accountability. Apart from this, the organizational structure also depends on what leadership
techniques are adopted by the managers.