Organizational Structure and roles
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Transcript of Organizational Structure and roles
Organisational Organisational Structures Structures
& & RolesRoles
Presented By:Vijayalaxmi Panchal(33)Mandar Pandeshwar(34)
Jayesh Parab(35)Vishal Pasi(36)
Organisational Structure Structure is the establishment pattern of relationship
among the components or parts of an organisation. - F. Kast & S. Rosenweig
A framework through which the organisation operates Pattern of relationships Duties and Positions Existence for purpose Two Dimensions
Horizontal (Departments)Vertical (Hierarchy of authority)
Traditional and Modern Structures
Traditional Traditional OrganisationalOrganisational
StructuresStructures
Line Organisation Structure Simplest and the oldest form of structure Also known as scalar organisation or military type organisation Direct lines of authority Advantages:
SimplicityQuick decision makingBetter co-ordinationEffective supervision
Disadvantages:Autocratic leadership styleOverdependence & pressure on executives
Functional Organisation Structure Introduced by F. W. Taylor in 1900 Number of functions managed by functional experts Functional expert has authority over not only his
subordiantes but also over subordinates in other functional areas
Advantages:Mass productionEffective supervisionGood quality of productionReduced pressure on executives
Disadvantages:ConflictsExpensiveDivided control
Line and Staff Structure Combines the activities of line executives and that of staff Line executives are the doers & the specialist are the
thinkers Advantages:
Democratic ManagementSound decisionsSystematic planning and controlFlexibility
Disadvantages:ConflictsHigh dependence on staffExpensive
Modern Modern Organisational Organisational
StructuresStructures
Project Structure Project refers to a group of activities which are to be
completed within a definite time period and at specified costs Temporary in nature Project manager co-ordinates the activities of the project
staff Project staff is independent of functional departments Advantages:
Encourages creativity and initiativeSuitable for complex projects
Disadvantages:Requires specialized staffNo authority over financial resources
Matrix Structure Developed in the US in early 1960’s to solve management problems
emerging in aerospace industry Matrix in mathematics means any rectangular array of elements
arranged in rows and columns Project managers work in close co-operation with functional heads Matrix members have dual assignments Advantages:
SpecialisationSound decision
Disadvantages:Complex NatureAbsence of Unity of
Command
Free Form Structure Also known as boundaryless structure
Roles, authority and relationships are not clearly defined
Members of organisation jointly exercise authority and are jointly responsible
Suitable for highly sophisticated activities
Virtual Organisation Also known as network or modular organisation Small, core organisation that outsources major business
functions
Highly centralised
Organisational Roles It refers to a set of expected behaviour patterns
attributed to someone occupying a given position in a social unit
Shakespeare said “All the world’s a stage, and all the men and women merely players.”
One of the important tasks in understanding behaviour is grasping the role that a person is currently playing
Organisational Roles Role Identity Attitudes & Actual Behaviours consistent with a role
create role identity.
Role Perception One’s view as to how one is supposed to act in given
situation is a role perception.
Organisational Roles Role Expectation How others believe you should act in a given situation.
Role Conflict When an individual meets with different role
expectations the result is role conflict.
References
Organisation and Management – Michael Vaz
Organisational Behaviour – Stephen Robbins