brief

2. TYPES OF ORGANISATION STRUCTURES

3. GROUP MEMBERS
 BINCY JOY
 DEEPU ABRAHAM
 DIESH D
 RIBU JACOB MATHEW

4. DIFFERENT TYPES OF
ÒRGANISATION STRUCTURES
 SIMPLE ORGANISATION
 FUNCTIONAL ORGANISATION
 DIVISIONAL ORGANISATION
 MATRIX ORGANISATION

5. SIMPLE ORGANISATION

6. ADVANTAGES DISADVANTAGES
 SIMPLICITY  OVERALL LOAD ON TOP
 CLEAR DIVISION OF EXECUTIVES IS MORE
AUTHORITY&  LIMITED TO VERY SMALL
RESPONSIBILITY CONCERNS
 CLEAR CHANNEL OF  NEGLECTS SPECIALISTS
COMMUNICATION  INDIVIDUAL EXECUTIVES
 FLEXIBLE ARE SUPPOSED TO DO
 QUICK DECISIONS & DIFFERENT DUTIES
SPEEDY ACTION  DICTATORIAL WAY OF
WORKING

7. FUNCTIONAL ORGANISATION

8. ADVANTAGES DISADVANTAGES
 USE SPECIALISTS  DIFFICULT TO MAINTAIN
 QUALITY OF WORK IS DISCIPLINE
IMPROVED  NUMBER OF EXECUTIVES
 WASTAGES CAN BE OF SAME RANK
REDUCED  CO-ORDINATION IS
 RELIEVES PRESSURE OF DIFFICULT
TOP EXECUTIVES  HIGH SALARY TO EXPERTS

9. DIVISIONAL
ORGANISATION
 PRODUCT
 GEOGRAPHIC
 MARKET

10. 1) PRODUCT STRUCTURE
• Allows functional managers to specialize
in one product area
• Division managers become experts in their
area
• Removes need for direct supervision of
division by corporate managers
• Divisional management improves the use
of resources

11. 2) GEOGRAPHIC STRUCTURE
 Divisions are broken down by geographic
location
 Managers locate different divisions in
each of the world regions where the
organization operates.
 Generally, occurs when managers are
pursuing a multi-domestic strategy

12. 3) MARKET STRUCTURE
 Groups divisions according to the
particular kinds of customers they serve
 Allows managers to be responsive to the
needs of their customers and act flexibly
in making decisions in response to
customers’ changing needs

13. MATRIX ORGANISATION

14. ADVANTAGES DISADVANTAGES
 MORE FLEXIBLE THAN  VIOLATES UNITY OF
TRADITIONAL COMMAND
FUNCTIONAL  CO-ORDINATION IS VERY
ORGANISATION DIFFICULT
 MORE STRESS IS GIVEN TO  PROJECT MANAGER
AUTHORITY OF DOESN`T HAVE LINE OF
KNOWLEDGE THAN RANK AUTHORITY