Organisation

organisation : 

organisation

Mechanistic V/s organic Structure : 

Mechanistic V/s organic Structure Mechanistic Organic Taller Many rules and regulations Formal channels of communication Fixed duties Rigid and stable structure Centralisation of authority Emphasis on specialisation Flatter Few rules and regulations Informal channels of communication Duties flexible Flexible structure Dcentralisation of authority Emphasis on generalisation 2

Line organisation : 

Line organisation 3

Line and staff : 

Line and staff

Tall v/s flat organisational structure : 

Tall v/s flat organisational structure

Committee structure : 

Committee structure 7

Matrix organisation structure : 

Matrix organisation structure

Authoriity : 

The right to take final decisions, to act or to command action off others.. It moves in a downward direction Authoriity

Functions of authority : 

Functions of authority Enforces obedience to norms Secures expertise in making decisions Permits centralisation of decision – making and co-ordination of activity

Types of autthority : 

Types of autthority Ultimate authority.. Legal authority.. Technical authority.. Operational authority..

Line and staff authority : 

Line and staff authority Line authority – exercises direct command over a subordinate Staff authority – advisory in nature

Levels of authority of staff man : 

Levels of authority of staff man Highest Lowest Functional Authority Concurring Authority Compulsory Consultation Voluntary Consultation

Line and staff conflict : 

Line and staff conflict Line department complains Staff people encroach on their authority Advice is academic in nature Credit of project – staff failure of project – line Fail to see entire picture and operate in limited objectives Staff department complains Line people are bull-headed, resist new ideas distrust, are non-cooperative and sabotage line plans Lack of authority Line departments receive preferential treatment w.r.t to payments

Span of Conttrol : 

Span of Conttrol Number of subordinates that can be adequately supervised by one supervisor.

Dimensions of span of controll• : 

Dimensions of span of controll• Narrow span of control. Wide span of control..

Narrow span of controll.. : 

Narrow span of controll..

Narrow span of controll.. : 

Narrow span of controll.. Advantages: Close supervision. Close control. Fast communication between subordinates and superiors. Disadvantages: Superiors tend to get too involved in subordinates’ work. Many levels of management. High costs due to many levels.

Wide span of control : 

Wide span of control Advantages: Superiors are forced to delegate. Clear policies must be made. Subordinates must be carefully selected. Disadvantages: Tendency of overload superiors to take most or all decisions. Danger of superior’s loss of control. Requires exceptional quality of managers.

Factors determining the span of control : 

Factors determining the span of control The competence of both the supervisor and the subordinate. The degree of interaction between the units or personnel being supervised. Other duties of the top manager. Lower-level managers have a wider range of span than top-level manager. The similarity or dissimilarity of activities being supervised.

Slide 23: 

The incidence of new problems in the unit. Availability of plans of work, policies and standardized procedures. The degree of physical distribution. The nature of work (stability, complexity,, etc…).

Co-ordination : 

Co-ordination