Good and well

1. Organisation
structure
NAME- Muhammad Zubair Hassan
Rabia Riaz
Asmat ulallah
Aamar Babu
Aamer Saeed
Faraz Khan
Ali Raza

2. The nature of organisationThe nature of organisation
structurestructure
 The formal pattern of interactions andThe formal pattern of interactions and
coordination designed by managementcoordination designed by management
to link the tasks of individuals and groupsto link the tasks of individuals and groups
in achieving organisational goals.in achieving organisational goals.

3. The nature of organisationThe nature of organisation
structurestructure
The organisation chartThe organisation chart
• Line diagram depicting broad outlines of anLine diagram depicting broad outlines of an
organisation’s structureorganisation’s structure
The chain of commandThe chain of command
• Unbroken line of command ultimately linkingUnbroken line of command ultimately linking
each individual with the top organisationaleach individual with the top organisational
positionposition

4. The nature of organisationThe nature of organisation
structurestructure
CEO
DIRECTOR
HRM
DIRECTOR
FINANCE
DIRECTOR
SALES
MANAGER
FINANCE
SUBORDINATE
ABC Inc.

5. Managing diversity:Managing diversity:
alternative work schedulesalternative work schedules
Balancing work and personal lifeBalancing work and personal life
Flexitime:
core hours
to be worked;
more
at employee
discretion
Flexitime:
core hours
to be worked;
more
at employee
discretion
Job sharing:
two or
more people
sharing
a full-time job
Job sharing:
two or
more people
sharing
a full-time job
Compressed work-
week:
longer hours worked
per day; shorter
working week
Compressed work-
week:
longer hours worked
per day; shorter
working week

6. DepartmentalisationDepartmentalisation
Clustering individuals into units, andClustering individuals into units, and
units into departments and largerunits into departments and larger
units, to achieve organisationalunits, to achieve organisational
goals.goals.

7. Types of departmentalisationTypes of departmentalisation
 Functional structure
 Divisional structure
 Matrix structure
 Hybrid structure
 Emerging structures
 Functional structure
 Divisional structure
 Matrix structure
 Hybrid structure
 Emerging structures

8. Functional structureFunctional structure
A structure in which positions areA structure in which positions are
grouped according to their maingrouped according to their main
functional (or specialised) area.functional (or specialised) area.

9. Functional structureFunctional structure
A structure in which positionsA structure in which positions
are grouped according to theirare grouped according to their
main functional (or specialised)main functional (or specialised)
area.area.
CEO
Manager,
Distribution
Manager,
Administration
Manager,
Manufacturing

10. Functional structureFunctional structure
Advantages:Advantages:
 In-depth expertise developmentIn-depth expertise development
 Clear career path within functionClear career path within function
 Efficient use of resourcesEfficient use of resources
 Possible economies of scalePossible economies of scale
 Ease of coordination within functionEase of coordination within function
 Potential technical advantage overPotential technical advantage over
competitorscompetitors

11. Functional structureFunctional structure
Disadvantages:Disadvantages:
 Slow response to multifunctionSlow response to multifunction
problemsproblems
 Decision backlog at top of hierarchyDecision backlog at top of hierarchy
 Bottlenecks due to sequential tasksBottlenecks due to sequential tasks
 Inexact measures of performanceInexact measures of performance
 Narrow training of future managersNarrow training of future managers

12. Divisional structureDivisional structure
 A structure in which positions areA structure in which positions are
grouped according to similarity ofgrouped according to similarity of
products, services or markets.products, services or markets.

13. Divisional structureDivisional structure
Advantages:Advantages:
 Fast response to environmental changeFast response to environmental change
 Simplified coordination across functionsSimplified coordination across functions
 Simultaneous emphasis on organisationalSimultaneous emphasis on organisational
goalsgoals
 Strong customer orientationStrong customer orientation
 Accurate measurement of performanceAccurate measurement of performance
 Broad training in management skillsBroad training in management skills

14. Divisional structureDivisional structure
Disadvantages:Disadvantages:
 Resource duplication in each divisionResource duplication in each division
 Reduction of in-depth expertiseReduction of in-depth expertise
 Competition amongst divisionsCompetition amongst divisions
 Limited sharing of expertise betweenLimited sharing of expertise between
divisionsdivisions
 Innovation restricted to each divisionInnovation restricted to each division
 Neglect of overall goalsNeglect of overall goals

15. Hybrid structureHybrid structure
A structure adopting both functionalA structure adopting both functional
and divisional structures at the sameand divisional structures at the same
management levels.management levels.

16. Hybrid structureHybrid structure
Advantages:Advantages:
 Alignment of corporate and divisionalAlignment of corporate and divisional
goalsgoals
 Functional expertise and/or efficiencyFunctional expertise and/or efficiency
 Adaptability and flexibility inAdaptability and flexibility in
divisionsdivisions

17. Hybrid structureHybrid structure
Disadvantages:Disadvantages:
 Conflicts between corporateConflicts between corporate
departments and divisionsdepartments and divisions
 Excessive administration overheadExcessive administration overhead
 Slow response to exceptionalSlow response to exceptional
situationssituations

18. Matrix structureMatrix structure
Matrix structure is the realisation of two-Matrix structure is the realisation of two-
dimensional structure which emanates directlydimensional structure which emanates directly
from two dimensions of authority.from two dimensions of authority.
Two complementary structures-Pure projectTwo complementary structures-Pure project
structure & functional structure –are mergedstructure & functional structure –are merged
together two create matrix structure.together two create matrix structure.
Thus, matrix structure not only in employs aThus, matrix structure not only in employs a
multiple command but also related supportmultiple command but also related support
mechanism and associated organisational culturemechanism and associated organisational culture
and behaviour. It shows how many organisationaland behaviour. It shows how many organisational
overlaps not only in terms of command systemoverlaps not only in terms of command system
but also in terms of whole organisationalbut also in terms of whole organisational
processes and behaviour.processes and behaviour.

19. Matrix structureMatrix structure
Manager
Production
Manager
Marketing
Manager
HRM
Manager
Finance
Manager,
Project A
Manager,
Project B
Manager,
Project C
Manager,
Project D
Manager,
Project E
Production,
Project A
Production,
Project B
Production,
Project C
Production,
Project D
Production,
Project E
Marketing,
Project A
Marketing,
Project B
Marketing,
Project C
Marketing,
Project D
Marketing,
Project E
HRM,
Project A
HRM,
Project C
HRM,
Project D
HRM,
Project E
Finance,
Project A
Finance,
Project B
Finance,
Project C
Finance,
Project D
Finance,
Project E
HRM,
Project B
matrix
bosses
two-boss employees

20. Matrix structureMatrix structure
Advantages:Advantages:
 Decentralised decision-makingDecentralised decision-making
 Strong product coordinationStrong product coordination
 Improved environmental monitoringImproved environmental monitoring
 Flexible use of human resourcesFlexible use of human resources
 Efficient use of support systemsEfficient use of support systems
 Fast response to changeFast response to change

21. Matrix structureMatrix structure
Disadvantages:Disadvantages:
 High administrative costsHigh administrative costs
 Confusion over authority andConfusion over authority and
responsibility (potential)responsibility (potential)
 Excessive focus on internal relationsExcessive focus on internal relations
 Overemphasis on group decision-Overemphasis on group decision-
makingmaking
 Slow response to change (possible)Slow response to change (possible)

22. Emerging structuresEmerging structures
 Process structureProcess structure
A type of departmentalisation whereA type of departmentalisation where
positions are grouped by a complete flowpositions are grouped by a complete flow
of work.of work.
 Networked structureNetworked structure
A form of organisation where manyA form of organisation where many
functions are contracted out to otherfunctions are contracted out to other
independent firms and coordinated by useindependent firms and coordinated by use
of information technology networks toof information technology networks to
operate as if they were within a singleoperate as if they were within a single
corporation.corporation.

23. Organisation structure of Abc IncOrganisation structure of Abc Inc
Chairman
Director
finance
Director
marketing
Director
exports
Director
research
Director HR
technical
Director, legal
& secretarial
Director
beverages
Director
personal
products
Director
detergent
Director
ICFD