industrial management

1. Name - Anshika Das
Roll no- 14400121029
Subject- Introduction to Industrial Management
Subject code- HSMC-501
Sem-5th
College- Neotia Institute of Technology
Management and Science

2. Division of labour

3. Objectives
🠶 Define the term ‘division of labour’
🠶 Outline the advantages and disadvantages of the division of labour

4. Advantages

5. 1. A worker who performs the same task
repeatedly will improve skills
🠶 A worker will become competent when practicing the same task over time

6. 2. Time saving
🠶 Since workers will not have to switch between tasks, time will be saved.

7. 3. Workers can choose the task for which
they have the greatest ability
🠶 This means that there is greater efficiency in the allocation of human resources

8. 4. The use of machinery becomes possible
which can be utilized for a limited ranges of
tasks
Panel cutting machine at an American
football factory

9. 5. Output will increase over time

10. Disadvantages

11. 1. Work becomes monotonous
🠶 Repeating the same task over time can become boring

12. 2. Workers find it difficult to find other jobs
which do not require the skill that they currently
possess
🠶 Since workers concentrate on a limited range of tasks, it becomes harder to find
other jobs.

13. 3. The worker loses pride in the finished product
since he/she is just a part of the process
What is the
point of me
doing this?

14. 4. The interdependence of the process implies
that if one task is delayed bottlenecks could be
created
🠶If a machine breaks down at a particular task, the output of
the task prior to that will not be further processed
🠶Other subsequent tasks will be delayed.

15. Scalar Process:
A scalar process refers to a process or operation
that involves scalar quantities. Scalars are
quantities that have magnitude but no direction.
They are represented by single numerical values,
such as temperature, mass, time, distance, or
any other quantity that can be described with a
single real number. Scalar processes involve
arithmetic operations like addition, subtraction,
multiplication, and division of scalar quantities.
These processes do not consider direction or
orientation.
Temperature change is a scalar process. If
you have two temperatures, say 20 degrees
Celsius and 30 degrees Celsius, and you want
to find the temperature difference, you
simply subtract the two values: 30°C - 20°C =
10°C. The result is a scalar value (10 degrees
Celsius) without any direction
A functional process refers to a process or
operation that involves functions. Functions are
mathematical relationships that assign an
output value to each input value. These
processes focus on operations that manipulate
functions or transform them in some way.
Functional processes are common in calculus
and other areas of mathematics, as well as in
computer science and signal processing.
In calculus, one common functional process is
differentiation. If you have a function that
describes the position of an object over time
(e.g., f(t) = 5t^2), the derivative of this function
with respect to time (df/dt) will give you the
object's velocity at any given time. The
derivative itself is a new function that
represents the rate of change of the original
function with respect to the input variable.
Example:
Functional Process:
Example:

16. ⦿ What is the Span of Control?
› The number of people who report to one manager
in a hierarchy
› The more people under the control of one manager
- the wider the span of control
› Less means a narrower span of control
⦿Example below shows a span of control of 4 for the Marketing
Manager
Marketing
Manager
Market
Researcher
Telesales
Supervisor
Customer Care
Assistant
Marketing
Assistant

17. ⦿CAPACITY OF SUPERIOR.
⦿CAPACITY OF SUBORDINATE.
⦿NATURE OF WORK.
⦿ DEGREE OF DECENTRALIZATION.
⦿DEGREE OF PLANNING.
⦿COMMUNICATION TECHNIQUE.
⦿USE OF STAFF ASSISTANCE.
⦿SUPERVISION FROM OTHERS.

18. ⦿NARROW SPAN OF MANAGEMANT:- THIS MEANS A
SINGLE MANAGERS OR SUPERVISOR OVERSEES FEW
SUBORDINATES. THIS GIVES A RISE TO A TALL
ORGANIZATIONAL STRUCTURE.
⦿WIDE SPAN OF MANAGEMENT:- THIS MEANS A SINGLE
MANAGERS OR SUPERVISOR OVERSEES A LARGE
NUMBER OF SUBORDINATES. THIS GIVES A RISE TO A
FLAT STRUCTURE.

19. BOXES DEFINE THE LABEL OF MANAGERS
OR SUBORDINATES

21. DELEGATION OF AUTHORITY:
 Delegation is the process of granting authority or right to
decision making in certain defined areas and charging the
subordinate with responsibility for carrying through
assigned task.
 It is common knowledge that there is a limit to the number
of subordinates a superior can effectively manage,
however talented he may be.
 Once a man’s job grows beyond his personal ability, he
succeeds
when he delegates his authority

23. Process of Delegation:
1. Sizing up the work:
 Superior has to assess his/her workload in terms of activities and task to be
assigned to him/her and result expected of him.
 He/she should analyze which part of work has to be
delegated.
2. Assignment of duties to subordinates:
 S ubordinates must explained about the limitation of authority,
target expected.
3. Granting of authority to perform duty:
In this process official authority will be given to the subordinate.
 Work force below the delegate will be instructed to follow the
commands of delegate.

24. Advantages of Delegation:
 Reduction of executive burden.
 Facility of expansion /multiplicity of skill.
 Efficient running of branch organizations.
 Identification of talents.
Disadvantages of delegation:
 Dependence on managers.
 Failure in completion of duty, due to lack of
skill.
 Conflict among workers.

25. Forces for (de)centralisation
• Complexity  size, diversity
• Desire for empowerment
Decentralisation
• Organisational crisis
• Management desire for control
• Increase consistency, reduce costs
Centralisation

26. Advantages of Centralization:
 Facilitates greater uniformity.
 Lowers operating cost.
 Enhances coordination.
Disadvantages of Centralization:
 Individual initiative destroyed.
 Overburden with routine functions.
 Communication gap with lower units.
 Keeps the customer away.

27. DECENTRALIZATION vs DELEGATION:
1. Definition:
 Delegation is entrustment of authority from one to another.
 Decentralization is organization wide delegation between top
managements and departments.
2. Essentiality:
 Delegation is mandatory for an organization.
 Decentralization is optional.
3. Range of control:
 In delegation of authority, top authority will expose maximum
control over delegates in delegation.
 In decentralization, top authority may exercise min imu m
control.

28. Thank You!