The document discusses different types of organizational structures. It begins by explaining line or military organization, where each department is self-contained and headed by someone with full control. It then explains functional organization, where work is divided by specialized functions. Next, it covers line and staff organization, where line officers make decisions and are advised by staff specialists. It provides advantages and disadvantages of each type of organization.
Construction project management involves coordinating people, materials, equipment, and money to complete construction projects on time and within budget. The construction project manager is responsible for overseeing all aspects of construction projects from design through completion. Key responsibilities include coordinating with contractors and other stakeholders, managing budgets and schedules, ensuring regulatory compliance, and resolving any issues that arise during construction. The construction project manager must have strong organizational, communication, and problem-solving skills to successfully coordinate all parties and elements involved in construction projects.
This document provides an overview of different types of organizational structures, including:
- Line (or military) organization, where authority flows vertically from top to bottom. Departments are self-contained units under a single head.
- Functional organization, where work is divided according to specialized functions. Authority is given to specialists over their functional areas.
- Line and staff organization, where line officers maintain authority over decision-making but receive advice and assistance from specialized staff officers.
- Committee organization, where groups are appointed or elected to consider assigned matters and provide reports and recommendations.
It also briefly discusses project organization, where professionals are grouped for specific projects, and matrix organization, which combines functional and project
The document discusses different types and levels of organization. There are four main types of organization structures discussed: line organization, functional organization, line and staff organization, and committee organization. It also describes three levels of management in organizations: top level management which oversees strategic planning, middle level management which executes plans and oversees departments, and lower level management which oversees workers and operations. The document provides details on the characteristics, advantages, and disadvantages of each type of organization structure.
To achieve early objective good managers supervise their workers. Top management supervises the work of management and management members supervise the work of non-management members.
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This document discusses delegation of authority and decentralization. It defines delegation as assigning work to others with adequate decision-making authority. Delegation provides advantages like saving time and developing subordinates. Effective delegation requires determining what to delegate, clear communication, and accountability. Decentralization means different sections perform activities independently within a department, providing benefits like efficiency but risks like duplicate work. Both delegation and decentralization involve distributing authority throughout an organization.
The document summarizes several types of organizational structures:
Line or scalar organization is the simplest type with direct vertical relationships and authority flowing from top to bottom. Functional organization divides work by specialized functions with functional authority throughout lines. Line and staff organization combines line officers who make decisions with staff officers who advise. Committee organization uses groups to consider assigned matters. Project organization structures around temporary projects. Matrix organization employs a multiple command structure with related support mechanisms.
Management is the art of getting things done from various people by effectively utilizing the available resources.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
The document discusses coordination in management. It defines coordination as balancing teams' work to ensure tasks are allocated appropriately and performed harmoniously. Coordination is important for achieving unity of action and common objectives without wasted time and resources. It discusses techniques like clearly defined objectives, effective communication, and sound organizational structure to facilitate coordination within and outside an organization. The document also covers types of coordination like internal, vertical, horizontal and external coordination.
Construction project management involves coordinating people, materials, equipment, and money to complete construction projects on time and within budget. The construction project manager is responsible for overseeing all aspects of construction projects from design through completion. Key responsibilities include coordinating with contractors and other stakeholders, managing budgets and schedules, ensuring regulatory compliance, and resolving any issues that arise during construction. The construction project manager must have strong organizational, communication, and problem-solving skills to successfully coordinate all parties and elements involved in construction projects.
This document provides an overview of different types of organizational structures, including:
- Line (or military) organization, where authority flows vertically from top to bottom. Departments are self-contained units under a single head.
- Functional organization, where work is divided according to specialized functions. Authority is given to specialists over their functional areas.
- Line and staff organization, where line officers maintain authority over decision-making but receive advice and assistance from specialized staff officers.
- Committee organization, where groups are appointed or elected to consider assigned matters and provide reports and recommendations.
It also briefly discusses project organization, where professionals are grouped for specific projects, and matrix organization, which combines functional and project
The document discusses different types and levels of organization. There are four main types of organization structures discussed: line organization, functional organization, line and staff organization, and committee organization. It also describes three levels of management in organizations: top level management which oversees strategic planning, middle level management which executes plans and oversees departments, and lower level management which oversees workers and operations. The document provides details on the characteristics, advantages, and disadvantages of each type of organization structure.
To achieve early objective good managers supervise their workers. Top management supervises the work of management and management members supervise the work of non-management members.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
This document discusses delegation of authority and decentralization. It defines delegation as assigning work to others with adequate decision-making authority. Delegation provides advantages like saving time and developing subordinates. Effective delegation requires determining what to delegate, clear communication, and accountability. Decentralization means different sections perform activities independently within a department, providing benefits like efficiency but risks like duplicate work. Both delegation and decentralization involve distributing authority throughout an organization.
The document summarizes several types of organizational structures:
Line or scalar organization is the simplest type with direct vertical relationships and authority flowing from top to bottom. Functional organization divides work by specialized functions with functional authority throughout lines. Line and staff organization combines line officers who make decisions with staff officers who advise. Committee organization uses groups to consider assigned matters. Project organization structures around temporary projects. Matrix organization employs a multiple command structure with related support mechanisms.
Management is the art of getting things done from various people by effectively utilizing the available resources.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
The document discusses coordination in management. It defines coordination as balancing teams' work to ensure tasks are allocated appropriately and performed harmoniously. Coordination is important for achieving unity of action and common objectives without wasted time and resources. It discusses techniques like clearly defined objectives, effective communication, and sound organizational structure to facilitate coordination within and outside an organization. The document also covers types of coordination like internal, vertical, horizontal and external coordination.
This document discusses organizational structure and design. It begins by defining organizational structure as the formal framework that divides work into jobs, groups, and departments. There are six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures discussed include functional, divisional, team-based, project-based, and matrix structures. Contemporary designs like boundaryless organizations and learning organizations are also introduced. The document provides examples of different structures and discusses their strengths and weaknesses. It concludes by assigning further reading and preparation for an upcoming class discussion.
Direction is a function followed by the top management Direction involves the process of ensuring that certain operations are carried out as originally planned.
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Organizing involves identifying activities, grouping activities, assigning managers, and coordinating activities. The document discusses various ways to organize, including by function, territory, customer group, and product. It also compares the advantages and disadvantages of different organizational structures and departmental approaches. Effective organizing requires determining management spans, frameworks for departmentalization, authority relationships, and adapting structures to situations.
Leadership is the ability to influence people with your thoughts and ideas. It helps attain the goals of an organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
This document discusses different types of organizational structures including line, line and staff, functional, and committee structures. It provides details on the key characteristics of each structure type, how information and authority flow within each, and their relative merits and demerits. The line structure is described as the simplest with authority flowing top-down, while line and staff and functional structures involve greater specialization and coordination challenges. Committees are used to address specific issues but can also lead to slower decision making.
The document provides information on different types of organizational structures and business organizations. It discusses the key aspects of line organization, line and staff organization, and functional organization, including their merits and demerits. It also covers different types of departmentation based on functions, products, processes etc. Finally, it summarizes various forms of business organizations from public sector undertakings to sole proprietorship, partnership, joint stock companies etc. highlighting their main characteristics.
This document discusses key concepts related to organization and organizing. It defines organization as the process of identifying and grouping work to be performed in an effective manner. There are several types of organizational structures discussed such as line, line and staff, functional, committee, project, and matrix structures.
The principles of organizing discussed include chain of command, work specialization, authority, delegation of authority, span of management, and unity of command. Chain of command refers to the hierarchical order of authority within an organization. Work specialization involves dividing tasks into separate jobs completed by different individuals. Authority is the right to command and is delegated from superiors to subordinates. Delegation involves assigning responsibility, authority, and accountability to subordinates.
The document discusses various aspects of staffing such as recruitment, selection, and promotion. It defines staffing as the process of identifying, assessing, and directing individuals at work. It notes that the key elements of staffing include effective recruitment and selection, proper classification and compensation of personnel, adequate training for development, and sound management-worker relations. The document also describes the different sources of recruitment, stages of selection, types of interviews, and qualities of a good promotion policy.
1. There are three main types of organizational structures: line, functional, and line and staff.
2. The line structure has a vertical hierarchy with authority flowing from top to bottom. It allows for quick decisions but lacks specialization.
3. The functional structure groups employees by specialized skills and expertise. This allows for maximum specialization but can weaken responsibility and decision making.
4. The line and staff structure combines elements of both, aiming to gain the advantages of specialization while maintaining authority and responsibility through vertical lines. It is considered the most advanced type.
Organization structure is important for businesses to function properly. It defines responsibilities and roles to allow for coordination between departments and workers. There are different types of organization structures such as line, line and staff, and functional, each with their own advantages and disadvantages. Financing is also crucial for businesses, as most problems stem from insufficient capital. Capital can come from owners or lenders, and businesses often use a combination of both to meet their fixed, working, and expansion capital needs. Proper organization structure and financing are essential for business success.
This document provides an overview of organizational management concepts. It defines an organization and lists its key characteristics. It describes the common types of organizational structures including line, functional, line and staff, and project-based structures. It also covers organizational principles such as authority and responsibility, span of control, effective delegation, balance/stability/flexibility, communication, and centralization vs decentralization. Finally, it discusses factors that influence the selection of an organizational ownership model.
This document discusses different types of organizational structures. Line and staff organization combines elements of a line organization, where authority flows vertically from top to bottom, and a staff organization, where specialists provide advice and services. In a line and staff organization, line officers have authority to make decisions and direct workers, while staff officers are experts who advise line officers. There can be conflicts as line officers are responsible for results but may neglect staff advice, while staff focus only on their departments instead of organization-wide goals.
There is a wide range of specific skills needed to undertake one-to-one coaching, team building, facilitating, counseling, besides being an interventionist and change agent, explained here is the Skills of an Effective Trainer, as a part of lesson “Effective Hr training and Development Strategy”, brought to you by Welingkar’s Distance Learning Division.
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It implies the number of people who are directly managed by a single individual. Span of management is also known as span of control, span of responsibility and span of authority.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Line organization is the oldest and simplest type of administrative organization where authority flows from top to bottom in a scalar chain of command. There are two main types: pure line organization where all individuals at a given level perform the same work, and departmental line organization where the unit is divided into departments for control purposes. Key advantages include simplicity, fixed responsibility, unity of control, and prompt decision making. Disadvantages include a lack of specialization, potential for excess work or favoritism, and limited communication. Functional organization is based on specialization by function or role and allows for decentralized decision making through specialized units or persons.
Unit 2 Business Etiquettes and Tourism Entrepreneurshipsathyabamavathytm
The document discusses different forms of organization for businesses:
- Line organization has a clear hierarchy and chain of command with authority flowing down from top management. It is suitable for small, routine businesses.
- Functional organization groups employees by specialized functions. It allows for division of labor but can lack clear responsibility and coordination.
- Line and staff organization combines the hierarchy of line organization with expert staff advisors. It is suitable for large companies.
- Committee organization uses groups to advise on decisions but can be slow and compromise efficiency. Different forms are suitable depending on a business's size, processes, and needs.
This will help in organizing and managing the libraries.
you may visit some links:
FACEBOOK: http://www.facebook.com/highschoollibrary
YOUTUBE: http://www.youtube.com/channel/UCJbJMveoGw6TxlkJpvcnwkQ
BLOG: http://library998.wordpress.com
SLIDESHARE: www.slideshare.net/cristelcaisio/organizing-and-managing-libraries?related=1
TWITTER: https://twitter.com/HSlibrary07
Organisation charts and manuals are used to describe the organisation structure. It is a tool for management control and gives full information pertaining to the organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Work study involves systematically examining work methods to improve efficiency through establishing performance standards. It includes method study, work measurement, and ergonomics. Method study analyzes each step of a process to develop more effective methods. Work measurement sets time standards for tasks. Ergonomics applies human factors knowledge to tool, workstation, and equipment design to promote productivity and well-being. The goal of work study is to reduce costs and improve economy, safety, and comfort through analyzing and optimizing how work is carried out.
This document discusses ergonomics and preventing repetitive strain injuries. It defines ergonomics as studying human capabilities in relation to work demands. Static work and force are two elements that can cause musculoskeletal problems if tasks require maintaining positions for long periods. The main ergonomic principles are adopting multiple postures, using large muscle groups, and keeping joints in mid-range of motion. Common injuries from overuse include nerve entrapments like carpal tunnel syndrome. Proper posture, taking breaks, modifying tasks, and correct lifting techniques can help prevent repetitive strain injuries.
This document discusses organizational structure and design. It begins by defining organizational structure as the formal framework that divides work into jobs, groups, and departments. There are six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures discussed include functional, divisional, team-based, project-based, and matrix structures. Contemporary designs like boundaryless organizations and learning organizations are also introduced. The document provides examples of different structures and discusses their strengths and weaknesses. It concludes by assigning further reading and preparation for an upcoming class discussion.
Direction is a function followed by the top management Direction involves the process of ensuring that certain operations are carried out as originally planned.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Organizing involves identifying activities, grouping activities, assigning managers, and coordinating activities. The document discusses various ways to organize, including by function, territory, customer group, and product. It also compares the advantages and disadvantages of different organizational structures and departmental approaches. Effective organizing requires determining management spans, frameworks for departmentalization, authority relationships, and adapting structures to situations.
Leadership is the ability to influence people with your thoughts and ideas. It helps attain the goals of an organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
This document discusses different types of organizational structures including line, line and staff, functional, and committee structures. It provides details on the key characteristics of each structure type, how information and authority flow within each, and their relative merits and demerits. The line structure is described as the simplest with authority flowing top-down, while line and staff and functional structures involve greater specialization and coordination challenges. Committees are used to address specific issues but can also lead to slower decision making.
The document provides information on different types of organizational structures and business organizations. It discusses the key aspects of line organization, line and staff organization, and functional organization, including their merits and demerits. It also covers different types of departmentation based on functions, products, processes etc. Finally, it summarizes various forms of business organizations from public sector undertakings to sole proprietorship, partnership, joint stock companies etc. highlighting their main characteristics.
This document discusses key concepts related to organization and organizing. It defines organization as the process of identifying and grouping work to be performed in an effective manner. There are several types of organizational structures discussed such as line, line and staff, functional, committee, project, and matrix structures.
The principles of organizing discussed include chain of command, work specialization, authority, delegation of authority, span of management, and unity of command. Chain of command refers to the hierarchical order of authority within an organization. Work specialization involves dividing tasks into separate jobs completed by different individuals. Authority is the right to command and is delegated from superiors to subordinates. Delegation involves assigning responsibility, authority, and accountability to subordinates.
The document discusses various aspects of staffing such as recruitment, selection, and promotion. It defines staffing as the process of identifying, assessing, and directing individuals at work. It notes that the key elements of staffing include effective recruitment and selection, proper classification and compensation of personnel, adequate training for development, and sound management-worker relations. The document also describes the different sources of recruitment, stages of selection, types of interviews, and qualities of a good promotion policy.
1. There are three main types of organizational structures: line, functional, and line and staff.
2. The line structure has a vertical hierarchy with authority flowing from top to bottom. It allows for quick decisions but lacks specialization.
3. The functional structure groups employees by specialized skills and expertise. This allows for maximum specialization but can weaken responsibility and decision making.
4. The line and staff structure combines elements of both, aiming to gain the advantages of specialization while maintaining authority and responsibility through vertical lines. It is considered the most advanced type.
Organization structure is important for businesses to function properly. It defines responsibilities and roles to allow for coordination between departments and workers. There are different types of organization structures such as line, line and staff, and functional, each with their own advantages and disadvantages. Financing is also crucial for businesses, as most problems stem from insufficient capital. Capital can come from owners or lenders, and businesses often use a combination of both to meet their fixed, working, and expansion capital needs. Proper organization structure and financing are essential for business success.
This document provides an overview of organizational management concepts. It defines an organization and lists its key characteristics. It describes the common types of organizational structures including line, functional, line and staff, and project-based structures. It also covers organizational principles such as authority and responsibility, span of control, effective delegation, balance/stability/flexibility, communication, and centralization vs decentralization. Finally, it discusses factors that influence the selection of an organizational ownership model.
This document discusses different types of organizational structures. Line and staff organization combines elements of a line organization, where authority flows vertically from top to bottom, and a staff organization, where specialists provide advice and services. In a line and staff organization, line officers have authority to make decisions and direct workers, while staff officers are experts who advise line officers. There can be conflicts as line officers are responsible for results but may neglect staff advice, while staff focus only on their departments instead of organization-wide goals.
There is a wide range of specific skills needed to undertake one-to-one coaching, team building, facilitating, counseling, besides being an interventionist and change agent, explained here is the Skills of an Effective Trainer, as a part of lesson “Effective Hr training and Development Strategy”, brought to you by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
It implies the number of people who are directly managed by a single individual. Span of management is also known as span of control, span of responsibility and span of authority.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Line organization is the oldest and simplest type of administrative organization where authority flows from top to bottom in a scalar chain of command. There are two main types: pure line organization where all individuals at a given level perform the same work, and departmental line organization where the unit is divided into departments for control purposes. Key advantages include simplicity, fixed responsibility, unity of control, and prompt decision making. Disadvantages include a lack of specialization, potential for excess work or favoritism, and limited communication. Functional organization is based on specialization by function or role and allows for decentralized decision making through specialized units or persons.
Unit 2 Business Etiquettes and Tourism Entrepreneurshipsathyabamavathytm
The document discusses different forms of organization for businesses:
- Line organization has a clear hierarchy and chain of command with authority flowing down from top management. It is suitable for small, routine businesses.
- Functional organization groups employees by specialized functions. It allows for division of labor but can lack clear responsibility and coordination.
- Line and staff organization combines the hierarchy of line organization with expert staff advisors. It is suitable for large companies.
- Committee organization uses groups to advise on decisions but can be slow and compromise efficiency. Different forms are suitable depending on a business's size, processes, and needs.
This will help in organizing and managing the libraries.
you may visit some links:
FACEBOOK: http://www.facebook.com/highschoollibrary
YOUTUBE: http://www.youtube.com/channel/UCJbJMveoGw6TxlkJpvcnwkQ
BLOG: http://library998.wordpress.com
SLIDESHARE: www.slideshare.net/cristelcaisio/organizing-and-managing-libraries?related=1
TWITTER: https://twitter.com/HSlibrary07
Organisation charts and manuals are used to describe the organisation structure. It is a tool for management control and gives full information pertaining to the organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Work study involves systematically examining work methods to improve efficiency through establishing performance standards. It includes method study, work measurement, and ergonomics. Method study analyzes each step of a process to develop more effective methods. Work measurement sets time standards for tasks. Ergonomics applies human factors knowledge to tool, workstation, and equipment design to promote productivity and well-being. The goal of work study is to reduce costs and improve economy, safety, and comfort through analyzing and optimizing how work is carried out.
This document discusses ergonomics and preventing repetitive strain injuries. It defines ergonomics as studying human capabilities in relation to work demands. Static work and force are two elements that can cause musculoskeletal problems if tasks require maintaining positions for long periods. The main ergonomic principles are adopting multiple postures, using large muscle groups, and keeping joints in mid-range of motion. Common injuries from overuse include nerve entrapments like carpal tunnel syndrome. Proper posture, taking breaks, modifying tasks, and correct lifting techniques can help prevent repetitive strain injuries.
The document discusses statistical quality control (SQC) and process capability. It defines key terms like the normal distribution curve, process capability, and acceptance quality limits. The benefits of SQC are outlined as ensuring efficient inspection, reducing scrap, detecting faults early, and improving productivity through adhering to specifications and eliminating bottlenecks. Process capability is defined as the minimum variation needed to include 99.7% of measurements from a given process. Key aspects of process capability curves like the ideal OC curve and points representing different probability levels and risks are also summarized.
The document discusses process engineering and provides examples of processes from ordering food to medical procedures. It introduces process mapping as a way to visually represent processes to allow for examination and improvement. As a homework assignment, students are asked to analyze the operations of a fast food restaurant by visiting a location and mapping its processes. Taco Bell is presented as a case study of a restaurant that centralized food preparation to reduce costs and improve quality. The key processes of Taco Bell involve handling product variety through standardized ingredients prepared off-site, reducing wait times through optimized assembly-line ordering, and using both push and pull approaches to meet demand fluctuations.
This document provides an overview of supply chain management concepts. It defines a supply chain and supply chain management. Key points include:
- A supply chain involves the flow of goods from raw materials to end customers, including various stakeholders.
- Supply chain management aims to efficiently integrate suppliers, manufacturers, warehouses and stores to minimize costs while meeting service requirements.
- There are many uncertainties and risks that make matching supply and demand challenging.
- Effective supply chain management can significantly reduce costs across industries.
This document provides an overview of statistical quality control. It defines quality as satisfying customer needs and discusses how quality is planned, achieved, controlled, and continuously improved. It describes distinguishing quality of design from quality of conformance. Quality control techniques are used to manage all production steps to achieve desired quality. Control charts in particular help monitor processes for assignable causes of variation and ensure processes are in a state of statistical control. The document outlines principles of statistical process control like variability, measurement, normal distribution, and how assignable causes distort patterns. Histograms provide snapshots of process performance while control charts continuously monitor processes.
This document discusses work measurement and time study techniques. It defines work measurement as establishing the time required for qualified workers to perform jobs at a defined performance level. Time study is described as a work measurement technique that records and analyzes the times of job elements to obtain standard times. The key steps of time study are: 1) breaking jobs into distinct elements, 2) measuring the time to perform each element, and 3) determining standard times including allowances. Cumulative time recording, where the watch runs continuously, is preferred over flyback timing for time studies.
Computer aided drafting involves using computer software to create engineering drawings. Drawings of machine components, building plans, and other engineering designs can be created digitally. Some benefits of computer aided drafting include improved productivity and accuracy, easier modifications, and better organization of documentation compared to manual drafting. However, it requires investment in hardware, software, and training to learn the skills needed.
This course covers accident and injury prevention. It is supported by a grant from the Occupational Safety and Health Administration. The course introduces key concepts like hazards, risks, safety, and types of accidents. It discusses accident statistics for workplaces in the US and Washington state. The document outlines factors that can cause accidents, including management systems, environmental conditions, equipment design, and human behavior. It focuses on how consequences influence human behavior and the importance of positive reinforcement for safety behaviors. The summary discusses approaches to change behaviors through awareness, attention to safety, and developing personal safety practices.
This document discusses linear and angular measurements used in engineering. It covers the evolution and classification of linear measuring instruments like limit gauges as well as angular measuring instruments such as bevel protractors, clinometers, angle gauges, and spirit levels. The document also mentions sine bars, angle alignment telescopes, and autocollimators. It describes terminology, procedures, interchangeability concepts, and applications of these measurement tools.
Metrology is the science of measurement. Dimensional metrology deals with measuring dimensions like lengths and angles of parts. Accurate dimensional measurements are key to ensuring a product matches its design intent. Dimensional metrology involves measuring linear dimensions, angles, geometric forms like roundness and flatness, geometric relationships, surface texture, and more. Geometric Dimensioning and Tolerancing (GDT) uses standard symbols on drawings to specify dimensional requirements.
The document identifies common materials used for various automotive component parts, including:
- Axles and shafts are typically made from medium to high carbon steels alloyed with chromium, nickel, and cobalt.
- Nut bolt assemblies and gudgeon pins are often low to medium carbon steel or low alloy steel.
- Crankshafts are commonly high alloy steel with cobalt, nickel, vanadium, or chromium. Connecting rods can be cast steel or stellites.
- Gray cast iron or wrought iron are utilized for water tanks and manhole covers. High carbon steel or alloy steel are used for shear blades. Milling cutters often employ high speed steel or tung
The document discusses orthographic projections, which is a method of representing 3D objects in 2D views by projecting them onto planes. It defines key terms like front view, top view, and side view which are projections onto the vertical, horizontal, and profile planes respectively. It also explains the first angle and third angle methods of orthographic projections, where the object is placed in different quadrants relative to the planes and observer. The document provides examples of drawing orthographic projections of different objects using the first angle method.
This document discusses metrology basics including the selection and use of measuring instruments. It describes different types of measurement standards including line standards, end standards, and wavelength standards. It also discusses slip gauges and accessories used with them. Various types of comparators are described such as mechanical, pneumatic, optical, electrical, and electronic comparators. Dial gauge indicators and sigma comparators are explained in detail. Finally, advantages and disadvantages of different comparators are compared.
The document discusses different types of comparators used to measure small dimensional differences between a workpiece and a standard. Comparators magnify small movements using mechanical, optical, or electronic systems. Key types discussed include dial indicators, Johansson Mikrokators, Reed-type comparators, and Sigma comparators. Mechanical comparators have moving parts that can introduce errors, while mechanical-optical comparators combine mechanical amplification with optical systems to further magnify measurements with higher precision.
Comparators are precision measuring instruments used for (1) inspecting components at high rates during mass production, (2) setting working gauges based on laboratory standards, and (3) inspecting newly purchased gauges. There are several types of comparators including mechanical, pneumatic, optical, electrical, fluid displacement, and projection comparators. Some common comparators are dial indicators, Johansson 'Mikrokator', and Sigma comparators. Optical comparators use magnification and have advantages such as not requiring direct contact, allowing high magnification, and separating indicating and measuring functions, but are sensitive to temperature and humidity changes.
This document discusses Vernier scales and how they are used to increase the precision of measurements in physics labs. It explains that Vernier scales use a primary scale for the base measurement and a secondary Vernier scale to add one or two additional significant figures. Three common devices that use Vernier scales in physics labs are calipers, torsion lathes, and spectrometers. Examples are given of how to take measurements using the Vernier scales on each of these devices.
The document discusses different forms of business organizations including sole proprietorship, partnership, joint stock company, cooperative society, and government sector. It provides details on their characteristics, advantages, disadvantages, types and examples. Sole proprietorship is owned and controlled by one individual while partnership consists of two or more individuals. A joint stock company is formed by registering under the Companies Act and has shareholders with limited liability. A cooperative society is formed voluntarily for economic or social goals. Public sector enterprises are owned and managed by the government.
This document discusses materials management in a hospital setting. It covers the key functions and processes involved, including purchase policies, receiving goods, inventory processes, distribution, and equipment management. Maintaining proper materials management is important to prevent issues like shortages, expiries, wastage, and pilferage. The main functions outlined are materials planning, purchasing, inventory control, storekeeping, standardization, transportation, quality control, and cost reduction. Purchase principles focus on obtaining the right quality, quantity, price, source and timing. Inventory control systems indicate when and how much to order to maintain optimum stock levels. Distribution involves moving materials from storage to end users as needed.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
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12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
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2. Welingkar’s Distance Learning Division
Introduction
o Organisation is designed on the basic of principles of
labour and span of management. The success of the
organisation depends upon the experience and
competence of the officers of the organisation.
Nature, scale and size of the business are the normal
factors which determine forms of internal
organisation. The following common types of
organisation find a place in the structure of internal
organisation.
We Learn – A Continuous Learning Forum
3. Welingkar’s Distance Learning Division
Introduction
o Line, Military or scalar organisation
o Functional organisation
o Line and staff organisation
o Committee organisation
o Project organisation
o Matrix organisation
o Freeform organisation
We Learn – A Continuous Learning Forum
5. Welingkar’s Distance Learning Division
Line Organisation
o Line organisation is the simple and oldest type
of organisation followed in an organisation.
Under line organisation, each department is
generally a complete self-contained unit.
o A separate person will look after the activities
of the department and he has full control over
the department.
We Learn – A Continuous Learning Forum
6. Welingkar’s Distance Learning Division
Line Organisation
o The same level executives do not give or receive orders
amongst themselves. But they receive orders from their
immediate boss and give orders to their subordinates.
Hence, all the heads are responsible to the general
manager, the general manager, in turn, is responsible to
the shareholders who are the owners.
o This type of organisation is followed in the army on the
same pattern. So, it is called military organisation. Under
type of organisation, the line of authority flows from the
top to bottom vertically. So it is called line organisation.
We Learn – A Continuous Learning Forum
7. Welingkar’s Distance Learning Division
Characteristics of line organisation
o It consists of direct vertical relationships.
o Authority flows from top-level to level to
bottom level.
o Departmental heads are given full freedom to
control their departments.
o Each member knows from whom he would
get orders and to whom he should give his
orders.
We Learn – A Continuous Learning Forum
8. Welingkar’s Distance Learning Division
Characteristics of line organisation
o A senior member has direst command over
his subordinates.
o Operation of this system is very easy.
o Existence of direct relationship between
superiors and subordinates.
o The superior takes decisions within the scope
of his authority
We Learn – A Continuous Learning Forum
9. Welingkar’s Distance Learning Division
Advantages and Disadvantages of
Line Organisation
We Learn – A Continuous Learning Forum
Advantages of line organisation Disadvantages of line organisation
1. Simplicity 1. Lack of specification
2. Division of authority and responsibility 2. Over loading
3. Unity of control 3. Lack of initiative
4. Speedy action 4. Scope for favoritism
5. Discipline 5. Dictatorial
6. Economical 6. Limited communication
7. Co-ordination 7. United administration
8. Direct communication 8. Subjective approach
9. Flexibility 9. Instability
10. Lack of co-ordination
10. Welingkar’s Distance Learning Division
Suitability
o This type of organisation is suitable to small size
business units.
o Where the activities are of routine nature or
machine based.
o If the business activities are service mined.
o Where the number of persons working is small
o The business operation is simple in nature.
o A business unit which has straight methods of
operations.
We Learn – A Continuous Learning Forum
11. Welingkar’s Distance Learning Division
Functional organisation
o Under line organisation, a single person is in
charge of all the activities of the concerned
department. The person in charge finds it
difficult to supervise all the activities
efficiently.
We Learn – A Continuous Learning Forum
12. Welingkar’s Distance Learning Division
Functional organisation
o The reason is that the person does not have
enough capacity and required training. Under
functional organisation, various specialists are for
various functions performed in an organisation.
These specialists will attend to the work which is
common to different functions of various
departments. Workers, under functional
organisation, receive instructions from various
specialists.
We Learn – A Continuous Learning Forum
13. Welingkar’s Distance Learning Division
Functional organisation
o The need for functional organisation arises
out of:
o The complexity of modern and large-scale
organisation
o A desire to use the specialization in full and;
o To avoid the work-load of line managers with
complex problems and decision-making
We Learn – A Continuous Learning Forum
14. Welingkar’s Distance Learning Division
Characteristics of functional organisation
o The work is divided according to specified
functions.
o Authority is given to a specialist to give orders
and instructions in relation to specific
function.
o Functional authority has right and power to
give command throughout the line with
reference to his specified area.
We Learn – A Continuous Learning Forum
15. Welingkar’s Distance Learning Division
Characteristics of functional organisation
o The decision is taken only after making consultations with the functional
authority relating to his specialized area.
o The executives and supervisors discharge the responsibility of functional
authority.
- Route clerk
- instruction card clerk
- time and cost clerk
- Gang boss
- Speed boss
- Inspector
- Repair boss
- Disciplinarian
We Learn – A Continuous Learning Forum
16. Welingkar’s Distance Learning Division
Advantages and Disadvantages of
Functional Organisation
We Learn – A Continuous Learning Forum
Advantages of functional
organisation
Disadvantages of functional
organisation
o Benefit of specialization
o Application of expert knowledge
o Reducing the work load
o Efficiency
o Adequate supervision
o Relief to line executive
o Co-operation
o Economy
o Flexibility
o Mass production
o Complex relationship
o Discipline
o Over specialization
o Ineffective co-ordination
o Speed of action
o Centralization
o Lack of responsibility
o Increasing the overhead expenses
o Poor administration
o Suitability of functional
organisation
17. Welingkar’s Distance Learning Division
Line and staff organisation
o The line officers have authority to take
decisions and implement them to achieve the
objectives of the organisation.
o The line officers may be assisted by the staff
officers while framing the policies and plans
and taking decisions organisation.
We Learn – A Continuous Learning Forum
18. Welingkar’s Distance Learning Division
Line and staff organisation
o The authority flows from top level to the lower
level of the organisation through the line officers
while the staff officers attached to the various
departments advise the departments. The staff
officers are not in a position to compel the line
officers to follow the advice by them. Each
department is headed by a line officer who
exercises full authority regarding the planning.
We Learn – A Continuous Learning Forum
19. Welingkar’s Distance Learning Division
Types of staff
o Personal staff
o Specialized staff
o General staff assistant
We Learn – A Continuous Learning Forum
20. Welingkar’s Distance Learning Division
Functions of staff officers
o The staff officers assist the line officers in the
planning of business activity.
o The board of directors frames the policies of the
business on the basis of recommendations given by
the staff officers.
o The managers can get the advice from the staff
officers regarding the selection. ‘training’ placement
and remuneration fixation the personnel
We Learn – A Continuous Learning Forum
21. Welingkar’s Distance Learning Division
Functions of staff officers
o The staff officers give regarding the method of improving
the product, the technique of reducing the cost of
production, increasing the profits of the concern.
o The staff officers prescribe the procedures to be followed
by the line officers in the execution of policies and
programs.
o Staff officers of a department help the manager in the
preparation of budget of the department.
o the staff officers may be called to solve the
administrative problems encountered by the line officers
in general.
We Learn – A Continuous Learning Forum
22. Welingkar’s Distance Learning Division
Arguments of staff officers against line
officers
o The staff officers have only theoretical academic
knowledge but not practical knowledge.
o The staff officers go beyond their sphere of activity
and assume that they have line officer’s authority.
o Much of the advice given by the staff officers is
impractical
o Since the staff officers unnecessary increases the
paperwork of the line officers.
We Learn – A Continuous Learning Forum
23. Welingkar’s Distance Learning Division
Arguments of staff officers against line
officers
o The staffs give advice without considering the
nature of business as a whole.
o Staff officers are very much interested in
becoming line officers of the organisation
rather than impairing advice to them.
We Learn – A Continuous Learning Forum
24. Welingkar’s Distance Learning Division
Solution to the conflict between line officers
and staff officers
o Both line officers and staff officers should clearly
understand the nature of relationship prevailing between
them.
o A separate staff member should be appointed to bring
about co-operation between the line officers and staff
officers.
o The line officers should be encouraged to use the advice
of staff officers.
o Only qualified persons should be selected and placed as
staff officers.
We Learn – A Continuous Learning Forum
25. Welingkar’s Distance Learning Division
Solution to the conflict between line officers
and staff officers
o The staff officers should be convinced by the line
officers if their advice is not accepted
o The responsibility for results could be fixed on both
line officers and staff officers
o Only experienced persons alone should be promoted
as line executives..
o Remove the fear of the line officers and staff officers
whether the new ideas of advice would be properly
put into use or not.
We Learn – A Continuous Learning Forum
26. Welingkar’s Distance Learning Division
We Learn – A Continuous Learning Forum
Advantages of line and staff organisation Disadvantages of line and staff organisation
Facilitates to work faster and better If powers are not defined then get confusion
Specialization is attained Line officers may reject advice without any
reason for their action
Enables to utilize experience and advice Staff officers are not responsible if favorable
results are not obtained.
Officers can take sound advice Difference between line and staff officers will
defeat the very purpose of specialization
New technology or procedure can be
introduced without any dislocation
Line officers blame staff officers for
unfavorable results and want to get rewards for
favorable results
Promotes efficient functioning of line officers
Very good opportunity is made available to
young person to get training
27. Welingkar’s Distance Learning Division
Project organisation
o The project organisation idea was developed
after the second war.
o A project organisation can also be the
beginning of an organisation cycle. The
project may become a long term or
permanent effort that eventually becomes a
program or branch organisation
We Learn – A Continuous Learning Forum
28. Welingkar’s Distance Learning Division
Features of project organisation
o The Success of the project organisation
depends upon the co-ordination of activities
o There is a grouping of a activities for each
project. It leads to the introduction of a new
line of a authority.
We Learn – A Continuous Learning Forum
29. Welingkar’s Distance Learning Division
Drawbacks of Project Organisation
o The professionals are deputed for the project. But there
is an assurance of continuous work for the professional
in a project organisation.
o The decision is taken in the project organisation under
pressure of the top controls the staff in an organisation.
o The top management does not extend its full co-
operation for the effective functioning of the project
organisation. Some hindrance may be caused by the top
management.
We Learn – A Continuous Learning Forum