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This document discusses organizational structure and its key elements. It defines an organization as a social unit of people systematically structured to meet needs or pursue goals. An organizational structure determines relationships between functions and positions and divides roles, responsibilities, and authority. The key elements of organizational structure discussed are work specialization, departmentalization, chain of command, span of control, and centralization vs decentralization. Work specialization refers to dividing tasks into jobs, while departmentalization groups jobs in an area. The chain of command clarifies reporting relationships and span of control refers to the number of subordinates a manager can oversee.
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The document discusses key concepts related to organizational structure including bureaucracy, centralization, decentralization, and span of control. It provides definitions and comparisons of centralization versus decentralization. Centralization refers to concentration of decision-making at top levels while decentralization disperses it more widely down the organization. Examples given are a centralized structure at Tata Teleservices and decentralized at Infosys.
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Centralization & decentralization of authority
Centralization refers to reserving authority at central points in an organization, such as reserving decision-making power and operating authority at top levels of management. Decentralization is the systematic delegation of authority to all levels of management. While centralization allows for focused vision and fast execution, it places a heavy burden on top executives. Decentralization empowers employees, relieves this burden, enables more efficient localized decision-making, and makes expansion easier, though coordination can be more difficult to maintain across divisions. Organizations must consider the tradeoffs between these approaches to structuring authority.
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Organization: Meaning and Types; Delegation of Authority & Span of control
Meaning
Importance
Principles
Departmentalization
Span of control
Types of organization
Authority
Delegation of authority
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This document summarizes a student project on authority relationships. It defines authority, responsibility, and accountability and explains how they are interrelated. It describes three types of authority: line authority, staff authority, and functional authority. It also discusses decentralization of authority, delegation of authority, and recentralization of authority. Examples of authority relationships at the Ritz-Carlton hotel are provided to illustrate empowering employees through delegation.
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The document provides an overview of the nature of organizations and management. It discusses key topics such as:
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2. The different forms an organization can take such as private, public, or cooperative enterprises.
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3. Delegating appropriately allows for multi-tasking, faster decision-making, better coordination, and developing managerial skills, while also increasing employee morale and enabling business expansion.
Centralisation and Decentralisation
This slide is very helpful for those who are searching for detailed explanation about Centralisation and Decentralisation. If you need any help can contact on mentioned E- Mail Id.
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This document discusses organizational structure and design. It defines key concepts like organizing, organizational structure, organizational charts, and purposes of organizing like dividing work and coordinating tasks. It also outlines six elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures like simple, bureaucracy, and matrix are explained. Factors that influence centralization and ways to create a positive organizational culture are provided.
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This document discusses key concepts for organizing work in organizations, including work specialization, chain of command, authority, and delegation. It explains that work specialization involves dividing tasks into specialized jobs to increase efficiency, though some argue this can isolate employees and limit skills. The chain of command establishes a clear line of reporting relationships from top to bottom based on unity of command and scalar principles. Authority defines a manager's right to make decisions and give orders, and comes in three types: line, staff, and functional. Delegation involves transferring authority from managers to subordinates to empower employees and improve flexibility and performance. For delegation to succeed, managers must specifically assign tasks, provide appropriate authority, ensure acceptance of responsibility, and create accountability.
Empowerment Process
1. The document discusses various empowerment processes such as delegation, decentralization, job enrichment, leadership styles, management by objectives, and team building.
2. It explains the differences between delegation and decentralization, with delegation retaining responsibility with the superior while decentralization transfers responsibility to subordinates.
3. Leadership styles discussed include Likert's four systems of management, the Tannenbaum and Schmidt leadership continuum, and Blake and Mouton's managerial grid model. Management by objectives is introduced as a five-step process of setting goals and evaluating progress.
Nature of organization & management
The document provides an overview of the nature of organizations and management. It discusses key topics such as:
1. What constitutes an organization and the formal and informal structures within organizations. It also outlines principles of organization like division of labor, unity of command, and span of control.
2. The different forms an organization can take such as private, public, or cooperative enterprises.
3. Core concepts in management like the definition of management, goals of management in increasing productivity and effectiveness, and the key functions of planning, organizing, staffing, leading, and controlling.
4. Additional management topics like types of managers based on hierarchy and function, necessary managerial skills, and roles and responsibilities of managers
Centralization and decentralization
The document discusses centralization and decentralization in organizational structure. It provides examples of each and lists their advantages and disadvantages. Centralization involves authority being concentrated at the top level, while decentralization involves dispersing authority throughout different levels of management. A trucking company is given as an example of centralization, while a fast food franchise is provided as an example of decentralization. Some key advantages and disadvantages of each approach are also outlined.
factors affecting centralisation and decentralisation.ppt
Meaning of centralisation.
Advantages of centralisation.
Meaning of decentralisation.
Advantages of decentralisation.
Factors affecting centralisation and decentralisation.
Delegation, Decentralization and centrlization
to know what is delegation decentralization and centralization and their advantages and disadvantages
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The document discusses the importance and types of organizational structure in nursing services. An organizational structure establishes relationships between functions and positions, delegates roles and responsibilities, and determines communication lines and the allocation of duties. It enables workers to understand their responsibilities, coordinates tasks to avoid duplication or conflict, and establishes authority relationships between individuals, groups, and departments. There are two main types of structures: tall/centralized structures with many management levels and narrow spans of control, and flat/decentralized structures with fewer levels and broader spans of control that empower employees.
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This document discusses span of control and organizational structures. It defines span of control as the number of people reporting to a single manager. A narrow span of control means fewer subordinates per manager, creating a taller organizational structure with more management levels, while a wide span of control creates a flatter structure. Tall structures allow for close supervision but slower decision-making, while flat structures are less costly, allow faster communication and decisions, but with potentially looser control over subordinates. Wider spans of control are generally more cost-effective due to requiring fewer managers.
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The document discusses the concepts of authority, responsibility, accountability, and organizing as they relate to delegation of authority within an organization. It defines authority as the power to make decisions, responsibility as the obligation to perform assigned duties, and accountability as being answerable to superiors for work performed. It notes that authority can be delegated to subordinates, but accountability remains with the delegator. The document also outlines factors important for effective delegation of authority and potential obstacles.
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Centralization and decentralization refer to how decision making authority is distributed within an organization. A centralized structure concentrates authority among top executives, while a decentralized structure delegates more decision making authority throughout lower and regional levels. Centralization minimizes duplication and allows for specialized expertise but heavily involves top managers, while decentralization lightens the load on top management and promotes local relationships and efficiency at the cost of some duplication.
Organizational Structure
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
Delegation and decentralization
This document discusses delegation of authority and decentralization. It defines delegation as the subdivision and sub-allocation of powers to subordinates to achieve effective results. There are three key elements to delegation: authority, responsibility, and accountability. While authority and responsibility can be delegated, accountability cannot. Delegation allows for multi-tasking, speedier decision-making, better coordination, and increased employee morale. However, there are also limitations to delegation from both the supervisor and subordinate perspectives. The principles of delegation and advantages and disadvantages of decentralization are also outlined.
Delegation and decentralization
1. Delegation of authority involves dividing tasks and responsibilities downward within an organization so managers can focus on more important duties while ensuring work gets done.
2. Key aspects of delegation include defining authority, responsibility, and accountability so tasks are properly assigned and oversight remains.
3. Delegating appropriately allows for multi-tasking, faster decision-making, better coordination, and developing managerial skills, while also increasing employee morale and enabling business expansion.
Centralisation and Decentralisation
This slide is very helpful for those who are searching for detailed explanation about Centralisation and Decentralisation. If you need any help can contact on mentioned E- Mail Id.
Presentation (organizational structure)
This document discusses organizational structure and design. It defines key concepts like organizing, organizational structure, organizational charts, and purposes of organizing like dividing work and coordinating tasks. It also outlines six elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures like simple, bureaucracy, and matrix are explained. Factors that influence centralization and ways to create a positive organizational culture are provided.
Decentralization and delegation
Decentralization is an organizational structure where daily operations and decision-making responsibilities are delegated to middle and lower-level managers, allowing top management to focus on major decisions. Delegation means dividing authority and powers downwards to subordinates and entrusting parts of one's job to others. For successful delegation, managers should select the right person, delegate all authority and responsibility, set clear goals, and provide regular reviews and credit. Delegation involves transferring authority from one individual to another on an individual basis, while decentralization is a wider process that involves sharing decision-making responsibilities across multiple levels of management.
Difference between delegation and decentralization
Delegation involves entrusting responsibility and authority from an individual to another on a limited, individual basis, where the overall responsibility remains with the superior. Decentralization is a systematic delegation of authority across an entire organizational structure, establishing semi-autonomous units where executives are relieved of responsibility and subordinates become accountable. The document compares delegation and decentralization in terms of their meaning, nature, scope, responsibility, effectiveness, and relationship implications.
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Disclaimer: All the information here are not mine but were collected for class requirement. Discussed in here is "Organizing" as one of the management functions in a Library organization.
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Organization is the backbone of management. Sound organization contributes greatly towards continuity & success of the organization.
Organizing is the process of integrating the physical, financial & human resources & establishing the productive relationship across them to accomplish the pre-determined goals.
It is concerned with the building up a stable framework or structure of various inter-related parts of the enterprise; each part having its own function & being centrally regulated.
Basic principles of organizing: Achievement of Goal
Division of work
Well defined jobs & Authority
Discipline
Co-ordination
Security & support
Better Human Relation
Adaptability
Formal organization consists of pre defined goal & well defined structure of the jobs having clear cut authority & responsibility.
It is based on basic rules, regulations, principles & practices where employees accomplish their task & achieve the goal of the organization.
In formal organization each & every employee is responsible for his/her own task & performance.
Examples: Production house & Service sectors
Informal organization values both personal & social relationship which is spontaneously established within the formal set up.
There is not any strict rules & regulations, but there is high scope of liberty & feelings.
The relationships are voluntary based on emotional set up. Therefore, no conscious effort is required to hold the relations.
Examples: friendship group.
Both formal & informal organizations play very vital role in organizational set up. Formal organizations work independently & informal organizations depend upon formal organizations.
Line organization is the most oldest & simplest form of administrative organization.
Line organization is also known as scalar organization as authority flows from top to bottom.
There is the line officer who has unified control and independent decision making power in their field.
Specialized or supportive services do not take place in line organizations.
There is also inadequate communication & some times lack of proper co-ordination due to one way communication.
Example: President, Vice President, Supervisor & Employees.
Line & Staff organization is a modification of the line organization & it is more complex than the pure line organization.
In this kind of organization, line officers & staff officers (Generalists & Specialists) work together. Line officers plan & execute the work whereas staff officers play advisory role.
Power of command remains with the line executives & staff serves only as counselors who reduce the burden of the line managers & help to take quick decision.
Centralization refers to the process in which organizations take decisions & plan. The decision making power is retained in the hand of the head of the organization & all other employees have to obey this.
Decentralization is just the opposite of centralization. It refers to delegation of decision making authority through out an organization.
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
For more videos, contact us on Whatsapp: 002-01226354671
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
For more videos, contact us on Whatsapp: 002-01226354671
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
* Click the QR code to watch the video
* For more videos, contact us on Whatsapp: 002-01226354671
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m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Corporate innovation with Startups made simple with Pitchworks VC Studio
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
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Relevance for customers
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competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
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Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
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m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
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Ob presentation
- 1. Name : Chandrika Bhattacharya Student id. 46d3990aeffd11e9b731133065b761f5 Course name: Academic Writing BANARAS HINDU UNIVERSITY
- 3. WHAT IS AN ORGANIZATION ? A social unit of people systematically structured and managed to meet a need or to pursue collective goals. ORGANIZATION
- 4. WHY DO WE NEED AN ORGANIZATIONAL STRUCTURE ? All organization have a management struture that determines the relationship between functions and positions and subdivides roles , responsibilities and authority to carry defined tasks.
- 5. ORGANIZATIONAL STRUCTURE It is a framework within which an organization arrenges its line of authorities and communications and allocate rights as well as duties. 6 key elements of organizational structure : • WORK SPECIALIZATION • DEPARTMENTALIZATION • CHAIN OF COMMAND • SPAN OF CONTROL • CENTRALIZATION VS DECENTRALIZATION
- 6. WORK SPECIALIZATION Work specialization , sometimes called the division of labour, refers to the degree to an organization divides individual tasks into seperate jobs. Work specialization helps the employees to be expert in their specific tasks, which in turn increases the productivity.
- 7. DEPARTMENTALIZATION Departmentalization is the grouping of jobs in one area in an organizational. The types of departmentalization : • Function departmentalization • Product departmentalization • Customer departmentalization • Geographic departmentalization • Process departmentalization
- 8. Function departmentalization : Arrenging the business according to what each department does. Product departmentalization : Organizing according to the different types of products produced. Customer departmentalization : While different customer groups have different needs. Geographic departmentalization : It is based on the geographical or regional structure. Process departmentalization : When the products have to go through the staged as they are made.
- 9. CHAIN OF COMMAND It is the unbroken line of authority from topto bottom, clarifying who reports to whom. The number of employees who can be effectively and efficiently supervised by a manager.
- 10. SPAN OF CONTROL Number of subordinates a manager can efficiently and effectively direct.
- 11. NARROW SPAN OF CONROL : Each employees holding a position of authority is responsible for at least two others. WIDE SPAN OF CONTROL : Each employees holding position of authority is responsible for at least five others. Two types of span of control are :
- 12. CENTRALIZATION VS DECENTRALIZATION : The degree to which decision making is concentrated at a single point is centralization. Factors affecting centralization : • Environment is stable • Company is large • Decisions are relatively minor • Low level managers are not capable of taking decisions as upper level managers CENTRALIZATION
- 13. DECENTRALIZATION Organization in which decision making is is pushed down to the managers who are closest to the action. Factors affecting centralization : • Environment is complex and uncertain • Lower level managers are capable and experienced at taking decisions • Lower level managers want a voice in decisions.
- 14. FORMALIZATION The degree to which jobs within an organization is standardized. Through formalization, employee behaviour is guided on the basis of rules and procedures.
- 15. Chandrika Bhattacharya MA part ll T h a n k y o u . .