Syed Abdullah Ali Shah

17010

NAME: SYED ABDULLAH ALI

SHAH

STUDENT ID: 17010

DEPARTMENT: ADP SPRING (A)

COURSE NAME: FUNDAMENTAL

OF MANAGEMENT

TEACHER: SIR ABDULLAH KHAN

ASSIGNMENT NUMBER: 02

1|Page
 Syed Abdullah Ali Shah
17010

QUESTION NO : 01

traditional and contemporary views six key elements of organizational

design.

Traditional organization:

If a standard structure were delineated with a chart, it might seem like a pyramid. At the highest

of that pyramid the chief operating officer, president and senior management. With in the middle

of the pyramid middle managers and lower-level managers, and at the broad base workers.

during this structure, the highest level of the chart makes all the main choices, that

communicated to mid-level and low-level management. These managers should then implement

the selections among the rank-and-file staff. very little to no input is needed or invited from

workers, and supreme authority rests within the hands of these at the highest of the chart

Contemporary Organizational:

In a contemporary structure, the rigid top-down model of the normal structure is removed in

favor of groups that job on comes along. rather than looking forward to senior management to

drive the work method, the modern structure style is all concerning empowering staff to form

selections and implement changes with no need the approval of supervisors. during this kind of

structure, staff area unit given the necessities, milestones and productivity goals of major comes,

and should confirm the foremost economical thanks to meet those goals. This structure

eliminates the vertical style of a standard company and offers staff possession of the work they

perform

2|Page
 Syed Abdullah Ali Shah
17010

traditional and contemporary views:

The key parts in structure style square measure work specialization chain of command, span of

management, departmentalization, centralization- decentralization, and rationalization.

Historically, work specialization was viewed as some way to divide work activities into separate

job tasks. It makes economical use of the variety of skills that staff have. In most organizations,

some tasks need extremely developed abilitys others may be performed by staff with lower skill

levels. If all staff were engaged altogether the steps of say ,a manufacturing method, all would

wish the abilities necessary to perform each the foremost stringent and therefore the least

stringent job

For Example:

McDonald’s uses high work specialization to urge its product created and delivered to customers

with efficiency and quickly that’s why it’s known as aliment One person takes orders at the

drive- through window, others cook and assemble the ham burger, another works the pullet,

another gets the drinks, another luggage orders, then forth.

six key elements of organizational design.

1) Work Specialization:

Work specialization is that the 1st of the weather of organization structure. Business leaders

should contemplate the task tasks and specific duties related to given positions. Dividing work

tasks among totally different jobs and assignment them to definite levels, is that the role of labor

specialization components.

3|Page
 Syed Abdullah Ali Shah
17010

For Example:

The first person within the production line the work of golf stroke the primary 3 elements along.

The person within the production line would possibly then place the decals on the merchandise,

and therefore the third would place the item within the box.

2) Departmentalization and Compartments

Departmentalization and compartments are 2 alternative elements of structure style. Departments

are typically a gaggle of staff with identical overall functions. They are typically dampened by

broad classes like useful, product, geographical, method and client. Common departments

embody accounting, producing, client service and sales.

Compartments may need groups with totally different department members that are place along

for potency. for instance, a corporation delivering IT services to alternative businesses may need

groups appointed to every company. every team may need a project manager, a graphic designer,

a cryptography specialist, a security specialist, a shopper rep and repair supplier.

3) Chain of Command:

The chain of command is what the structure chart usually illustrates. It shows United Nations

agency reports to United Nations agency within the company's human resources structure. Some

firms have additional ancient hierarchy with terribly clear department leaders and executives

responsible. Alternative firms use Additional fluid chain of command and structure wherever

additional folks are thought of a part of a similar level of command on a cross-functional team.

There are execs and cons to any model. What's vital is that workers apprehend what's expected of

them and the way they get data to flow to the correct channels. If associate worker is not positive

4|Page
 Syed Abdullah Ali Shah
17010

United Nations agency his direct supervisor is because of associate unclear chain of command,

he won't properly relay the proper data to the proper party

4) Span of Control:

The span of control is that the structure style part that considers the capability of any manager.

There Area unit limits to the amount of individuals one person will supervise and supervise. The

span of management addresses this style part. If a manager has too many folks to supervise, he

may lose his effectiveness and not acknowledge issues or successes. A span of 4 means for each

four managers, sixteen workers are often effectively managed. Different industries may use a

span of eight or another variety that describes however the human resources administrators have

to be compelled to pay out managers

5) Centralization and Decentralization:

Centralization and decentralization area unit structure style components deciding the degree that

decision-making is formed at one central level or at numerous levels by workers. For instance,

all major budget choices would filter to the chief military officer and chief money dealer during a

centralized fashion. Client service choices may be redistributed giving those interacting with

client directions on the way to handle problems however the authority to create sure choices.

6) Formalization of Elements:

Smaller organizations tend to possess informal components wherever giant organizations

formalize roles additional specifically. The explanation smaller organizations use less formal

standards is that staff could serve multiple roles as necessary. Larger organizations have to be

compelled to formalize components to make sure the correct stuff gets done on time and

properly.

5|Page
 Syed Abdullah Ali Shah
17010

Formalization may additionally be seen with specific job duties. As an example, there could also

be awfully specific method that payroll is finished to make sure that everybody gets paid on

time, with the right withholding. The sales division won't be terribly formalized, and would

possibly permit every representative to seek out his biological process in order that he could

succeed.

6|Page
 Syed Abdullah Ali Shah
17010

QUESTION NO: 02

ANSWER:

1) An Organization’s Structure Be Changed Quickly:

No, associate organization’s structure cannot be modified quickly. Structure defines the chain of

command or however totally different roles and responsibilities area unit presupposed to be

dispensed to attain the firm’s goals. Since staff usually get hooked up to their tasks and duties,

they have time to regulate to a replacement structure.

2) WHY OR WHY NOT AN ORGANIZATION’S STRUCTURE BE

CHANGED:

An organization should modification its structure if it desires to stay competitive. Modification

helps the firm adapt to new technology and operational trends. Within the twentieth century,

most organizations used a data structure as a result of it absolutely was convenient and

straightforward to know. Everybody knew that high management selected the direction of the

business, and every one that they had to try and do was follow directions. Quick forward to 2019,

and you may notice most organizations have a additional team-based structure. Individuals from

totally different departments work along on comes and exchange ideas. Even previous

organizations like Coca-Cola and Unilever have had to vary their structure to suit the

requirements.

7|Page
 Syed Abdullah Ali Shah
17010

3) Should it be changed quickly:

An structure will be modified nightlong supported the stress of management and therefore the

stakeholders. I actually have an admirer UN agency is in sales UN agency recently visited work

and that they told him that everything had modified and here are the new rules for in operation

your business customers. Associate in nursing structure culture on the opposite hand is another

matter. It takes concerning 2 to four years to vary the culture of a company as a result of

individuals get comfy doing things during a sure approach. If the culture of a company is relaxed

and everybody doesn’t see the necessity to follow the foundations and meet deadlines then that

will be a awfully arduous culture to change

8|Page
 Syed Abdullah Ali Shah
17010

QUESTION NO: 03

ANSWER:

For the foremost half, mechanistic organization is applied to most all business structures

however is predominant in producing whereas organic organization is best applied to businesses

that apply additional open business structure like on-line business platforms

MECHANISTIC ORGANIZATION:

Mechanistic organization is “the organization is hierarchical and functionary. It's Mechanistic

organization is comparatively easier and easier to arrange, however fast modification is

incredibly difficult.

9|Page
 Syed Abdullah Ali Shah
17010

 Highly centralized authority

 Formalized procedures and practices,

 Specialized functions.

CHARACTERISTICS:

Employees are found to figure individually and on their own assigned tasks. There's an explicit

chain of command and selections are unbroken as high the chain as doable. Communication

could be a method between managers and supervisors up to executives, there's very little daily

interaction if any. There are strict company policies or operative standards with AN abundance

of documentation. This structure is taken into account the additional stable of the 2 structures

STRUCTURE:

Companies in a very mechanistic organization structure generally hold management, over

processes and employees; with control thus to talk. Rules are enforced and infrequently deviated

from whereas there's conjointly awfully clear chain of command to delegate responsibilities and

power throughout the organization. Again it producing firms that are accepted for this kind of

structure however there are alternative teams that have the benefit of mechanistic organization;

like universities

ORGANIC ORGANIZATION:

organic organization is characterised by knowledgeresides where it's most helpful and muckle of

formal and informal participation in higher cognitive process.

 communications and interactions are horizontal

 Low specialization

10 | P a g e
 Syed Abdullah Ali Shah
17010

 Decentralization

CHARACTERISTICS:

Employees are usually found operating in teams and share input on tasks. There are typically

groups that handle one task. Communication is open between workers, managers and executives

although they're generally simply referred to as ‘the owner’. There's a larger scale of verbal

communication between parties. There's conjointly additional face-to-face time inside the

hierarchy of power.

STRUCTURE:

Companies in associate degree organic organization structure usually have additional open

communication and contribution to tasks at hand. The structure of the business is additional

labile and versatile to changes. The atmosphere is unpredictable however thanks to the liberty

afforded the workers and management it's higher maintained. Sensible samples of this sort of

structure would be Google and therefore the in demand positions that lie at intervals the

Facebook Corporation. Organic organizations have quickly completed that a cheerful work

makes for a cheerful worker

11 | P a g e
 Syed Abdullah Ali Shah
17010

QUESTION NO: 04

ANSWER:

Would you rather work in a mechanistic or an organic organization?

I have ne'er detected those terms hitherto however the organic organization has the potential to

be rather more effective and would be rather more gratifying, in my opinion.

From what I hunted, a philosopher organization simply sounds like a hierarchy and people area

unit slow to form choices and area unit vulnerable to politics and paperwork.

There is rather more freedom within the organic organizations as you decision them. Since the

roles area unit less outlined, you have got the chance to figure on a broader set of tasks that helps

you to know the worth of your job a lot of and to try to things a lot of effectively and a lot of

12 | P a g e
 Syed Abdullah Ali Shah
17010

expeditiously. I favor to travel quick and have diversity in my daily activities therefore organic

would be my selection as expected.

Question no: 05

Answer:

5 Contingency Factors Affecting Organizational Design:

Managers in charge of organizational design research the contingency factors that influence

organizational design and then design a structure to accommodate these contingency factors.

 Strategy:

 Environment:

 Size of the organization:

 Age of the organization:

 Technology:

Strategy:

Structure logically follows strategy because organisational structures are designed to achieve

goals by implementing strategies. Structures must change when strategy shifts. Corporate

strategies are developed in accordance with the company's mission and strategic goals or

objectives.

Environment:

Environment has an impression on deciding – specifically the issue of constructing selections in

associate unsure or unpredictable surroundings. Similarly, the steadiness and sure thing of the

13 | P a g e
 Syed Abdullah Ali Shah
17010

surroundings have an on the spot touching on the flexibility of the organization to operate

effectively. Associate unstable surroundings that changes chop-chop and is a smaller amount

predictable has 2 requirements:

i. The organization should be ready to adapt to alter, that it has to be versatile and responsive.

ii. The organization desires larger coordination among departments

Size of the organization:

The number of employers employed by a company indicates its size. Large organizations differ

structurally from small ones in terms of labour division, rules and regulations, performance

appraisal, and budgeting procedures.

Age of the organization:

With age; associate organization incorporates Standardised systems, procedures and rules. Like

individuals, organizations evolve through stage of life cycle – birth, youth, midlife and maturity.

Within the birth stage, the organization created by the enterpriser is informal, with no rules and

rules. higher cognitive process is centralised with the owner and tasks aren't specialised.

In the youth stage, the organization is growing – it expands and hires additional workers. It

incorporates division of labour and formal rules and policies. Higher cognitive process continues

to be with the owner though it's shared by few persons near to the owner.

In the midlife stage, the corporate has become quite giant. It currently has in depth sets of rules,

rules, policies and systems to guide the staff. Management systems are used, professionals are

14 | P a g e
 Syed Abdullah Ali Shah
17010

employed, tasks are localized and authority is delegated to purposeful departments. Within the

maturity stage, rules, rules, Specialised staffs, budgets, a refined division of labour and

management systems are in situ.

 Technology:

In every organization, some form of technology is used to convert resources into outputs.

Technology consists of the knowledge, machinery, work procedures, and materials used to

convert inputs into outputs. The type of organization for the production system is determined by

the technology used to manufacture the products.

15 | P a g e
 Syed Abdullah Ali Shah
17010

QUESTION NO: 06

ANSWER:

Traditional Organizational Designs:

Simple structure, functional structure, and divisional structure are examples of traditional

designs. Team structure, matrix structure, project structure, boundarless organization, and

learning organization are examples of modern designs.

Three Traditional Organizational Designs:

 Functional organizational structure

 Divisional organizational structure

 Matrix organizational structure

1) Functional organizational structure:

The organization categorises its employees based on their roles or specialties. For example, an

organization using this structure might have a finance department, a marketing department, and a

research and development department, each with specialty groups reporting to the department

manager.

Divisional Organizational Structure:

This type of structure, which divides employees into teams based on specific products, projects,

or locations, benefits larger organizations. A bank, for example, may have retail banking,

investment banking, and private banking divisions.

16 | P a g e
 Syed Abdullah Ali Shah
17010

Matrix Organizational Structure:

Following this structure, the organization maintains departments but creates project groups

comprised of employees from various departments. Employees in this structure may report to

two managers: a project manager and a functional or department manager. A company launching

a new product, for example, may form a project team comprised of members of the research and

development departments. Marketing and finance departments.

17 | P a g e
 Syed Abdullah Ali Shah
17010

QUESTION NO: 07

ANSWER:

Availability Of Advanced Information Technology That Allows An

Organization’s:

Let Pine Tree State begin with Uber's case in China. Uber hires solely three workers after they

enter a replacement market (city level) in China. One for IT, one for selling and therefore the

different one for operation. Typically for second level town wherever Uber doesn't have offices,

they work on home.

One morning this Gregorian calendar month, serious rain in Shanghai. The rain is therefore

serious that downtown space is nearly flooded like city. Within the workplace, we tend to jok

around: we tend to don't would like a cab back home, we'd like a ship.

Meanwhile, at an equivalent time, around nine am (when most firms begin working), once we

use Uber, we discover Uber modification all automobile icon into boat icon (I fail to transfer to

Quora somehow).

Even uber workers in all probability don't find within the same workplace, even they in all

probability haven't started operating nonetheless, they manage to make a good selling content in

terribly short time.

18 | P a g e
 Syed Abdullah Ali Shah
17010

This is organization skills I think, it's not regarding once or wherever you and your colleague

works, it's regarding cooperation. Today, company win not solely as a result of they need

abilities, as a result of they need abilities WHO work well with one another.

Make sure your folks join forces with the correct folks or organization (internally or externally)

could be a reasonably organization talent.

Moreover, versatile work possibility could be a sensible profit for workers, however it's still

controversal whether or not it improve productivity. We tend to do notice Gaint firms like Apple

and Google still choose to have a large and nice geographical point and find their abilities within

the geographical point to reinforce plan exchange and cooperation.

QUESTION NO:08

ANSWER:

Researchers are now saying that efforts to simplify work tasks actually

have negative results for both companies and their employees. Do you

agree? Why or why not?

The provided statement within the state of affairs is totally true becausesimplifying work tasks

manufacture negative results for each the organizations further as their workers. That

additionally adversely affects the staff and structure output in terms of everything. additionally,

the simplified jobs and work tasks has additionallyresulted with lower morale of the staff and

their output that also reduces the structure development, the statement of the researchers is true

19 | P a g e
 Syed Abdullah Ali Shah
17010

and it reflects on organizations profits, output {and the|and therefore the|and additionally the}

development that's additionally not on an individual basis however also to the staff within the

organization in terms of output. the rationale I trust this and assume researchers area unit fully

right is as a result of works gets repetitive and workers work tougher for identical that ends up in

loss of interest for the sort of labor and creates ennui of the work. This mechanically ends up in

manufacture too little and inefficient work that ends up in negative structure output. Additionally

it will have results on worker attitudes and work procedures to complete the task. Simplifying

work simply explains into dividing the complete works into completely different comes, usually

leader recruits workers to complete the project when the project completion workers might leave

the organization. Researchers area unit very on purpose with what they're oral communication as

a result of it's true and has several concepts to support it.

20 | P a g e