This document discusses different types of organization structures, including simple, functional, divisional, and matrix structures. Simple structures have advantages like simplicity and quick decision making but disadvantages like overload on top executives. Functional structures utilize specialists but have issues with discipline and number of executives. Divisional structures divide organizations along product, geographic, or market lines. Matrix structures are more flexible than traditional functional structures but violate unity of command and are difficult to coordinate.

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