Overview of organisational process

Overview of organisational process : 

Overview of organisational process Project by : Rahul Sharad Swati Subject teacher : Snehal madam

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What is organisational structure ? An organisational structure is the established pattern of relationship among various components or parts of organisation . Let us consider a few definitions of organisational structure . According to robbins ,”An organisational structure defines how job tasks are formally divided, grouped, and coordinated.” Thus, organisation stucture means the way in which the job holders positions, Their duties or roles. And the lines of authority in the system are configured so as to attain organisational goals

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The 6 elements of organisation structure DIVISION OF LABOUR DEPARTMENTALIZATION SPAN OF CONTROL DELEGATION OF AUTHORITY CENTRALIZATION AND DECENTRALIZATION FORMALIZATION

DIVISION OF LABOUR : 

DIVISION OF LABOUR The term ‘division of labour’ refers to the process of dividing the task of an organisation or unit into successively smaller jobs. Another term related to the division of labour is ‘job- specialisation’ We have a deal---she catches the food and I do the dishes

DEPARTMENTALIZATION : 

DEPARTMENTALIZATION Once the jobs are divided into specialized parts, these now need to be grouped together so that common tasks are coordinated. The basis by which jobs are grouped together is called ‘departmentalization’ Eg; in business organisations, such terms as department, division, and section are used.

SPAN OF CONTROL : 

SPAN OF CONTROL The term ‘span of control’ is also known as ‘span of management ‘or ‘span of authority’. In simple words span of control refers to the number of subordinates/individuals a manager can effectively supervise. Knowing span of control is necessary because managers/executives have limited both time and ability

DELEGATION OF AUTHORITY : 

DELEGATION OF AUTHORITY It can be defined as the entrustment of a part of the work, or responsibility and authority to another, and creation of accountability for performance. Responsibility ? Authority ? Accountability? Involves 3 elements . 1) Entrustment of work to another for performance. 2) Grant of power, right or authority to be exercised to perform the work 3) Creation of an obligation on the part of the person accepting delegation.

CENTALISATION AND DECTRALISATION : 

CENTALISATION AND DECTRALISATION In simple words centralisation is the reservation or withholding of authority by individual managers within themselves. And decentralisation is the systematic effort to delegate authority to the lower levels of organisation.

FORMALISATION : 

FORMALISATION Formalisation refers to the degree which jobs within the organisation are standardized. It helps the jobs incumbant know what is to be done. When it is to be done and how he or she should do. It is done through written policies, rules and regulations. POLICIES ? RULES ? PROCEDURES ?

Approaches : 

Approaches Systems approach Contingency approach Systems ? It is a set of interdependent parts forming an organised unit or entity. Features ? A set or group of interrelated and interdependent but separate identifiable element or parts. All the elements must be an orderly manner. A proper communication system must be there to facilitate interactions between the elements. This interactions should lead to achieve a common goal set by the organisation Contingency ? It is also called situational approach. It focuses on the following 2 aspects 1) It emphasizes attention on specific situational factors that influence the appropriateness of one managerial strategy over another. 2) it highlights the importance of developing skills or managers in situational analysis.

Organisational culture : 

Organisational culture The individual personality has its effect on his behaviour. Just as individuals have personality so does an organisation. The organisational personalities are called organisational culture. Definition – “ As per Turnstall a general constellation of beliefs, morals, value system, behavioural norms, and ways of doing business that are unique to each corporation “.

Characteristics of organisational culture : 

Characteristics of organisational culture Observed behavioural regularities Norms Dominant values Philosophy Rules Organisational climate

Managing organisation culture : 

Managing organisation culture Managing Organization Culture Understand the current culture to understand whether to maintain or change it. Articulate the culture through slogans, ceremonies, and shared experiences. Reward and promote people whose behaviors are consistent with desired cultural values.

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Changing Organization Culture Develop a clear idea of what kind of culture you want to create. Bring in outsiders to important managerial positions. Adopt new slogans, stories, ceremonies, and purposely break with tradition

Slide 15: 

THANK YOU!!!!!!!!!!