The document discusses organizational structure and the delegation of authority, defining organizational structure as a system that directs activities to achieve goals. It highlights various types of structures (functional, divisional, matrix, and network) and factors influencing them, along with the importance of delegation, barriers to effective delegation, and its principles. Ultimately, it emphasizes how proper structure and delegation foster efficiency, clear communication, and employee development within organizations.

1. T O P I C : - O R G A N I Z A T I O N A L S T R U C T U R E A N D
D E L E G A T I O N O F A U T H O R I T Y .
P R E S E N T E D B Y : - A N U R A G K A S H Y A P
A N U R A G S H A R M A
C H E T N A R A N A
D E V G U P T A
G A U R A V K U M A R
DR. BHIMRAO AMBEDKAR UNIVERSITY

2. INTRODUCTION
WHAT IS AN ORGANIZATIONAL
STRUCTURE?
 An organizational structure is a system that outlines
how certain activities are directed in order to achieve
the goals of an organization.
 These activities can include rules, roles and
responsibilities.

3. IMPORTANCE OF ORGANIZATIONAL
STRUCTURE
 Efficient coordination: It ensures tasks are
distributed, roles are defined, and resources are
allocated effectively.
 Clear communication: A well-defined structure
facilitates communication flow, both vertically and
horizontally.
 Decision-making: It is the process of making choice
between two or more options.
 Adaptability: It allows organizations to adapt to
changes in the environment more effectively.

4. TYPES OF ORGANIZATIONAL STRUCTURE
1.Functional Structure
 Organized by specific functions or departments (e.g., marketing, finance, operations).
 Promotes specialization and efficiency within each function.
 Suitable for small to medium-sized organizations with a narrow product line.
2.Divisional Structure
 Organized by divisions, each responsible for a distinct product, service, or geographic area.
 Allows for greater flexibility and responsiveness to local needs.
 Common in larger organizations with diverse product lines or geographic spread.
3.Matrix Structure
 Combines elements of both functional and divisional structures.
 Employees report to both functional managers and project managers simultaneously.
 Enhances coordination and expertise sharing but can lead to power struggles and role
ambiguity.
4.Network Structure
 Emphasizes collaboration with external partners, outsourcing non-core activities.
 Focuses on core competencies while leveraging external expertise and resources.
 Particularly suitable for knowledge-based industries and virtual organizations.

5. FACTORS INFLUENCING ORGANIZATIONAL
STRUCTURE
 Size of the organization: Larger organizations tend to
adopt more complex structures to manage diverse
operations.
 Strategy: Different strategies require different
structures (e.g., innovation-focused organizations
may prefer flatter structures).
 Environment: Organizations operating in dynamic
environments may opt for more flexible structures.
 Technology: Advanced technologies may necessitate
flatter structures to facilitate quick decision-making
and innovation.

7.  DEFINITION:- Delegation of authority is the process
of assigning responsibilities and authority to another
person to carry out specific tasks or make decisions
on behalf of a manager or leader.

8. IMPORTANCE OF DELEGATION
 Empowers employees: Delegation gives individuals
autonomy and fosters a sense of ownership over their
work.
 Develops skills: Delegating tasks provides
opportunities for learning and skill development.
 Increases efficiency: Allows leaders to focus on high-
priority tasks while distributing workload effectively.
 Builds trust: Delegating demonstrates trust in team
members' abilities, enhancing morale and
motivation.

9. BARRIERS TO EFFECTIVE DELEGATION
 Fear of losing control: Leaders may hesitate to
delegate due to concerns about losing control over
tasks or outcomes.
 Lack of trust: Inadequate trust in team members'
capabilities can hinder delegation efforts.
 Perfectionism: Some leaders may struggle to
delegate as they feel only they can complete tasks to
their standards.
 Time constraints: Busy schedules may lead to
reluctance to invest time in training others or
monitoring delegated tasks.

10. PRINCIPLES OF DELEGATION
 Reduces manager’s workload:- Delegating task allows
managers to focus on higher-level responsibilities.
 Fosters employee development:- Delegation provides
opportunities for employees to learn skills, gain
experience and grow professionally.
 Increases efficiency and productivity:- Distributing tasks
among team members ensures that work is completed in
a timely manner.
 Encourage teamwork:- Delegation promotes
collaboration among team members, leading to better
problem-solving.