organisation & staffing unit 4. meaning what are we doing?? is our objective the same?? are we a...

Download Organisation & Staffing UNIT 4. MEANING WHAT ARE WE DOING?? Is our objective the same?? Are we a group of people working together for the same objective??

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Organisation & Staffing UNIT 4 Slide 2 MEANING WHAT ARE WE DOING?? Is our objective the same?? Are we a group of people working together for the same objective?? IF YES Then we are an organisation. Slide 3 Meaning & Definition Organisations are economic and social entities in which a number of persons perform multiple tasks in order to attain common goals. They are also instruments that may help an individual accomplish personal objectives, that a person cannot achieve alone. The goal or purpose may vary from ogranisation to organisation. They set goals in the form of planning and try to achieve these goals by acquiring and allocating the resources. Its a an activity which involves team work of people involved in designing, manufacturing, marketing etc,, Each of these activities become an organisation. Organisations are usually formed to satisfy objectives, that can best be met collectively - Argyris Slide 4 Formal & Informal Organisation In a formal organisation the position, authority, responsibility, accountability of each level are clearly defined. Informal organisation arises from the personal and social relations of the people not established by any formal authority Slide 5 Formal Organisation Prescribed structure of roles and relationships towards a common objective Goals and tasks oriented towards productivity, profitibility, growth etc,, It is hierarchical Superior- subordinate relationship People are rewarded for desired behaviour and punished for their undesirable behaviour. In a formal organisation the position, authority, responsibility, accountability of each level are clearly defined. Slide 6 InFormal Organisation There is no structure of roles and relationships. People generally associate with informal groups beacuse of common interests There is no hierarchy, authority etc,, Sense of belonging Important channel of communication Less supervision Rumors (Grapevine) Slide 7 Importance of Organisation Helps in administration Promotes growth and diversification Easy co-ordination Training and development of personnel Encourages initiatives Better HR Communication Job satisfaction Creative thinking Slide 8 Steps in Organisation The first step in organisation design is analysis of present and future circumstances and environmental factors. It includes the following aspects Extrenal Environment: :Social, Technical, Economic, Political, International & natural Overall aims and purpose of the enterprise: Survival, growth, profit, wealth etc, Activities: Assessment of the work to be done if for achieving objectives Decisions: Horizontal vertical Slide 9 Relationships: View point of communication Organisational Structure: Grouping of activities, span of management, levels Job Structure: Job design, analysis, description, specification etc,, Organisational Climate: Working atomsphere, includes teamwork, co-confidence & trust Management Style: Different kinds of leadership Human Resource: Skill, knowledge, commitment, aptitude, etc Slide 10 Characteristics of Organisation Division of work Co-ordination Common objectives Co-operative relationship Well- defined Authority-responsibility relationships Slide 11 Types of organization Line organizations Functional organizational Line and staff organization Committee form of organisation Slide 12 Line organizations The flow of work in a line organisation: Line organisation Machine shop workers Foreman assembly shop workers Foreman shipping and receiving workers Pure line organisation Production manager Departmental line organisation Slide 13 Features of line organisation Authority flows vertically downwards in unbroken straight line. Simplest and oldest types of organisation Simple to understand and adopt Scalar chain- every person is in charge of all the persons under him and he is accountable to his superior. Unity of command /military type of structure. Authority decreases on moving down. Slide 14 Departmental line organisation General manager Finance manager Production manager Marketing manager Personnel manager Deputy manager Deputy manager supervisor Slide 15 Features of Departmental Line Organisation It divides the organisation into different departments which are convenient for control purposes. Line of authority flows from top to bottom. Different depart are put under control of departmental managers. Every department has its own line of organisation Departmental mangers are equal in status and authority Slide 16 Functional Organisation Board of Directors Chief executive Works manager Production Supervisor Route inspection time disciplinenarian Clerk card clerk clerk Gang boss repair boss speed boss inspector boss Office specialistsShop specialist Slide 17 Features of functional organization Taylor suggested the division of supervisory functions into two groups. Office specialists they are concern with the design, scheduling, recording and planning of work. Route clerk is responsible for planning the route from which work will pass from machine to machine. Instruction card clerk they records instructions for doing every piece of work. Time and cost clerk he lays down the standard time for completing particular work. Disciplinarian he ensures the implementation of various rules and regulation. Slide 18 Shop specialist they guide and supervise the work in the factory Gang boss he should arrange machines and tools at the work. Speed boss he determine the speed at which work should go on. Repair boss the duty of repair boss is to ensure that machine and tools are maintained in proper condition Inspector the inspector ensures that the work is done according to the prescribed standards and qualities. Slide 19 Staff or functional organisation All activities are grouped together according to certain function like production, marketing, finance, personnel etc. are put under charge of a person controlling that particular function. The person in charge is specialist in it and brings out best in himself. Slide 20 Line and staff organisation Board of directors Chief Executive Assistant Personnel manager Finance manager Production managerSales manager Foreman I Foreman II Foreman III Workers Slide 21 Features of line and staff organisation It is a blend of line and staff organisations. Types of staff Specialist staff they are technically qualified persons who provide service to whole organisation. They serve line and other staff in planning, organisation, organizing and co-coordinating their work. Personnel staff personnel staff is attached individual line officers they help their bosses in every possible way General staff this staff consists of persons attached to the key executive. They may be appointed as deputy managers, assistant managers, special assistants. Slide 22 Committee form of organisation A number of person may come together to take decision, decide a course of action, advise line officers on some matters, it is committee forms of organisation. Types of committee Formal and informal committees Advisory committees Line committees Slide 23 Centralization and decentralization It refers to the location of decision making power. If the power to take decisions vests in one person at the top it will be a case of centralization, on the other hand if the decision making power is dispersed among many persons it will a case of decentralization. Slide 24 Centralization It is common practice in small enterprises. It means concentration of decision-making power at the top hierarchy of management. Middle level of management perform operative functions. Lower level of management operate under the direct command, direction and control of the top level management. Thus it reduces the power of the subordinates. It facilitates uniformity of action, policies and practice at all level. Promotes personnel leadership skills of top managers Slide 25 Decentralization It implies the dispersion of decision making power at lower levels of management. Diversification of activities, product expansion make decentralization necessary. It relieves the top managers from excessive workload Improved decision making and helps in developing future executive. Motivates employees and develop sense of competition among different department Lack of co-ordination, difficulty in control and lack of able manager can be the disadvantage Slide 26 Span of control It is also called span of management which refers to the number of subordinates a manger can effectively supervise In the words of Spriegal,span of control means the number of people reporting directly to an authority. Wider span of supervision Narrow Span of supervision Slide 27 Factors determining span of control Ability of superior leadership, decision making ability and communication skill Nature of work repetitive work the span of control can be wider. Ability of the supervisor for well trained,experience, competent, dynamic subordinates span can be wider Levels of management higher management the span can be narrower The degree of decentralization Effectiveness of the System of communication Degree of physical dispersion Assistance of experts Slide 28 Departmentation It is the process of grouping various activities into separate units of departments. A department is a distinct section of the business establishment concerned with a particular group of business activities of like nature. Methods and basis of Departmentation Functional Departmentation Product Departmentation Territorial or geographical Departmentation Customer wise Departmentation Process or equipment wise Departmentation Slide 29 Functional Departmentation Chief Executive Production Purchase Sales Marketing Finance Slide 30 Product wise Departmentation Chief Executive Television Radio Computers Slide 31 Territorial or Geographical Departmentation Chief Executive Manager Manager Manager North Zone South Zone East Zone Slide 32 Customer wise Departmentation Chie


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