SlideShare a Scribd company logo
STRUCTURAL
IMPLEMENTATION
BY AJEESH MOOSAKUTTY
STRUCTURE
Arrangement of tasks and sub tasks required to implement a strategy.
Diagrammatic representation could be organizational chart but administrative
mechanism provides ‘Flesh and Blood’ to an organization.
 organizational strategy has 3 key components
1. Identifies Formal Relationships, including span of control, no of levels in hierarchy.
2. It specifies grouping of individuals in departments.
3. Design of system to ensure effectiveness, coordination and integration of efforts
across Departments.
KINDS OF STRUCTURE
Vertical Structure
Horizontal Structure
VERTICAL STRUCTURE
Process of Differentiation
Involves Division of Labor and Specialization.
Dominates:
1. SPECIALISED TASKS
2. HIERACHY OF AUTHORITY
3. RULES AND REGULATION
4. VERTICAL COMMUNICATION
5. CENTRALISED DECISION MAKING
6. EMPHASIS ON EFFICIENCY
-continue
 Also called as Tall structure.
Best suited for standardized products and services in large volumes.
Established technologies, wide market, seeking customer on
undifferentiated items.
HORIZONTAL STRUCTURE
Process of Integration among members in an organization, cross
functional systems and teamwork.
Dominates:
1. SHARED TASKS.
2. FLEXIBLE RULES AND REGULATION.
3. HORIZONTIAL COMMUNICATION.
4. DECENTRAILISATION DECISION MAKING.
5. EMPHASIS ON LEARNING.
-continue
Its also called lean and mean organization or flat structure.
Liberal exchange of information among different layers and across
departments.
On Negative side, such structure has loss of control and high cost in
coordination.
STRUCTURE AND STRATEGY
Research conducted by Chandler proposes structure follows strategy
for economic efficiency.
There is a 2 way relationship among the strategy and structure.
Strategy determines how the organization structure has to be formed.
And structure influences present strategy implemented and in future
STRATEGY STRUCTURE
DETERMINES
AFFECTS
STAGES OF DEVELOPMENT OF
ORGANISATION
STAGE I:
Organization owned by Small scale enterprise
CHARACTESTICS:-
1. Single Owner
2. Simplicity In Objective, Operations and Management.
3. Termed as Entrepreneurial
4. Strategy is generally Expansion type.
-continue
STAGE II:
Organization bigger than Stage I
CHARACTERSTICS:-
1. Functional Specialization or Process Oriented.
2. Strategy ranges from stability to expansion
-continue
STAGE III:
Organization is Large and widely scattered
CHARACTERSTICS:-
1. Units or Plants at different places.
2. Each units is linked to its Headquarters but functionally Independent.
3. Divisions on functional forms for particular needs.
4. Strategy is much the same stability or expansion.
-continue
STAGE IV:
Organization are most complex.
CHARACTERSTICS:
1. Generally Large, Multi-Plant, Multi-Product organization.
2. Cooperate Headquarters provided strategic directions and policies
3. Division formulate business level strategies.
TYPES OF ORGANISATIONAL
STRUCTURES
1. ENTREPRENEURIAL STRUCTURE:
 Elementary form of structure.
 Organization owned and managed by one person.
 Typically organization serving single business, product, or serve local
markets.
 Owner looks after all decisions, day to operations of strategic nature.
Owner- manager
Employees
-continue
ADVANTAGES OF ENTERPRENEURIAL STRUCTURE
1. Quick Decision- Making
2. Timely response to environmental changes.
3. Informal and simple organization systems.
DISADVANATGES OF ENTERPRENEURIAL STRUCTURE
1. Excessive Reliance
2. Many divert attention.
3. Increasing Inadequate for future requirement if business expands.
-continue
2. FUNCTIONAL STRUCTURE:
Functional structure seeks to distribute decision making and operational
authority towards each
CEO
Public Relation Legal
Finance HRM Production
-continue
BENEFITS OF FUNCTIONAL STRUCTURE
1. Efficient Distribution of work through Specialization.
2. Delegation of day to day operational functions.
3. Provides time for top management to focus on strategic decisions.
DISADVATAGES OF FUNCTIONAL STRUCTURE
1. Creates difficulty in Coordination –Functions
2. Create only narrow specialization.
3. Leads to conflicts among Line, functional and staff.
3. DIVISIONAL STRUCTRUE
In divisional structure work is divided on basis of product lines, type of customers
served and geographical area covered.
Each separate divisions or units are created and placed under divisional-level
management under which functional structure may still operate.
ADVANTAGES OF DIVISIONAL STRUCTURE
1. Enables grouping of Functions.
2. Generate Quick Response
3. Enable top management to focus on strategic matters.
-continue
DISADVANTAGES OF DIVISIONAL STRUCTURE
1. Problems in allocation of resource
2. Inconsistency arising from sharing of authority between cooperate and
divisional level
CEO
Cooperate LegalCooperate Finance
General Manager
Div B
General Manager
Div A
HRMMarketing HRMMarketing
4. SBU Structure
Strategic Business Unit
Defined as “any part of a business organization which is treated separately for
strategic management purpose”.
SBU created due to difficulty in top management to exercise strategic control over a
division.
ADVANTAGES OF SBU STRUCTURE
1. Establishes coordination between divisions.
2. Facilitates strategic management and control of large, diverse organization.
3. Fixes accountability at level of distinct business units.
DISADVANTAGES OF SBU STRUCTURE
1. There are too many different SBUs to handle effectively.
2. Difficulty in assigning responsibility.
3. Addition of another layer after cooperate and divisional management.
CEO
GROUP
HEAD
GROUP
HEAD
DIV BDIV A DIV A DIV B
5. MATRIX STRUCTURE
In large organization, there will handling more than one project.
For each project or product will be strategically significant.
Such kind of structure is created by assigning functional specialists to special projects
or new product or service.
During the duration of project specialists from different areas form group or team
reporting to a team leader.
These specialists will be working under there project and in their parent department
simultaneously
ADVANTAGE OF MATRIX STRUCTURE
1. Allows individual specialists to be assigned; in accordance on their talent.
2. Foster creativity on diverse talents.
3. Provides good exposure to specialists in general management.
DISADVAVANTAGE OF MATRIX STRUCTURE
1. Dual accountability creates confusion among employees.
2. Requires a high level of vertical and horizontal contribution.
3. Shared authority may create communication problems.
6. NETWORK STRUCTURE
Its is also called as ‘ Spider Web Structure’ or ‘Virtual organization’
Network structure is ‘composed of a series of project groups or collaboration
linked by constantly changing non-hierarchical, cobweb like network.’
Structure is highly decentralized and organized around customer groups or
geographical regions.
Core organization is only shell a shell with one small headquarter acting as
‘broker’ for integrating suppliers and specialized functions performed by
autonomous teams or workforce.
Applicable for organization facing continues changes in environment, require
quick response, high level of adaptability and strong innovation skill
ADVANTAGES OF NETWORK STRUCTURE
1. High Level of Flexibility
2. Permits Concentration on core competencies of firm.
3. Adaptability to cope with the changes in environment.
DISADVANTAGE OF NETWORK STRUCTURE
1. Loss of Control and lack of coordination as there are several partners.
2. Risks of Overspecialization.
3. High cost of duplication of resources could exist.
OTHER TYPES OF STRUCTURE
1. PRODUCT BASED STRUCTURE
2. COSNSUMER BASED STRUCTURE
3. GEOGRAPHICAL STRUCTURE
4. INTRAPRENURIAL STRUCTURE
PRODUCT BASED STRUCTURE
Grouping of activities on basis of product or product lines.
Such a need arises when the strategy adopted requires exclusive attention to a
group of products or product.
Benefits includes optimum use of specialized skills and equipment's, increase
coordination and enables fixation of responsibility for profit making and usages
of resource
Product based structure can only classified if sales of product line is so large
enough to create an optimum use of resource and skills.
CUSTOMER BASED STRUCTURE
Created on the basis of customer groups served; separate and distinct
customer groups
Advantages includes employment of marketing orientation to serve customers,
better use of skills, especially in marketing and quick response to changing
customer needs.
Its applicable only if volume of individual customer group justifies separate
divisions.
GEOGRAPHICAL STRUCTURE
This type of structure evolves in expansion and diversification.
Multi plant or Multi unit organization dispersed geographically in such type of structure
Advantages includes:
1. Decentralization to a local level
2. Use of local available resource and raw materials.
Such kind of organization applicable only if there is high coordination among different units
with corporate deparememnt.
INTRAPRENEURIAL STRUCTURE
Combination of 2 words internal and entrepreneur.
In contrast to entrepreneur, here the inside the boundary of an organization the employee is
paid to involve new ideas, products or services for evoking entrepreneurial capabilities.
Resources are allotted for further developments of innovation in developing new venture.
Advantages includes motivating for highly qualified individuals, to bring creativity and
innovation
Major disadvantage would be position to risk time and resource if projects are not successful.

More Related Content

What's hot

Strategists and role of strategists in strategic management
Strategists and role of strategists in strategic managementStrategists and role of strategists in strategic management
Strategists and role of strategists in strategic management
yerramaddudevendrare
 
Functional strategies
Functional strategiesFunctional strategies
Functional strategies
NARENDRA KUMAR
 
Different levels of strategy
Different levels of strategyDifferent levels of strategy
Different levels of strategy
BIRLA VISVAKARMA MAHAVIDHIYALAYA
 
Environmental Threat Opportunity Profile (ETOP)
Environmental Threat Opportunity Profile (ETOP)Environmental Threat Opportunity Profile (ETOP)
Environmental Threat Opportunity Profile (ETOP)
Arun Gupta
 
Ge matrix
Ge matrixGe matrix
Ge matrix
Sunil Chichra
 
Techniques of Strategic Evaluation & Strategic
Techniques of Strategic Evaluation & Strategic Techniques of Strategic Evaluation & Strategic
Techniques of Strategic Evaluation & Strategic
Manik Kudyar
 
Nature and importance of business policy
Nature and importance of business policyNature and importance of business policy
Nature and importance of business policy
Dialight
 
Strategic Choice
Strategic ChoiceStrategic Choice
Strategic Choice
Achla Tyagi
 
12A Strategic Product Management - Shell's Directional Policy Matrix
12A Strategic Product Management - Shell's Directional Policy Matrix12A Strategic Product Management - Shell's Directional Policy Matrix
12A Strategic Product Management - Shell's Directional Policy Matrix
Rajesh Satpathy, Regional College of Management (RCM), Bhubaneswar
 
Diversification strategies
Diversification strategiesDiversification strategies
Diversification strategies
VTU,Belgaum
 
Strategic decision making
Strategic decision makingStrategic decision making
Strategic decision making
ganpules
 
Strategic intent
Strategic intentStrategic intent
Strategic intent
Jaswinder Singh
 
Strategic managemnet process ppt
Strategic managemnet process pptStrategic managemnet process ppt
Strategic managemnet process ppt
MUHAMMAD HASRATH
 
Process of strategic choice
Process of strategic choiceProcess of strategic choice
Process of strategic choice
Pranav Kumar Ojha
 
corporate level strategies
corporate level strategiescorporate level strategies
corporate level strategies
Mohammed shebeer VP
 
Functional Strategies
Functional StrategiesFunctional Strategies
Functional Strategies
Suresh Singh
 
Ge9 final ppt
Ge9 final pptGe9 final ppt
Ge9 final ppt
Ravin Gandhi
 
Strategic formulation in Strategic management
Strategic formulation in Strategic managementStrategic formulation in Strategic management
Strategic formulation in Strategic management
Yamini Kahaliya
 
Strategic control
Strategic controlStrategic control
Strategic control
nitinsoni02
 
Factors That Shape a Company's Strategies-SM-MBA
Factors That Shape a Company's Strategies-SM-MBAFactors That Shape a Company's Strategies-SM-MBA
Factors That Shape a Company's Strategies-SM-MBA
Chandra Shekar Immani
 

What's hot (20)

Strategists and role of strategists in strategic management
Strategists and role of strategists in strategic managementStrategists and role of strategists in strategic management
Strategists and role of strategists in strategic management
 
Functional strategies
Functional strategiesFunctional strategies
Functional strategies
 
Different levels of strategy
Different levels of strategyDifferent levels of strategy
Different levels of strategy
 
Environmental Threat Opportunity Profile (ETOP)
Environmental Threat Opportunity Profile (ETOP)Environmental Threat Opportunity Profile (ETOP)
Environmental Threat Opportunity Profile (ETOP)
 
Ge matrix
Ge matrixGe matrix
Ge matrix
 
Techniques of Strategic Evaluation & Strategic
Techniques of Strategic Evaluation & Strategic Techniques of Strategic Evaluation & Strategic
Techniques of Strategic Evaluation & Strategic
 
Nature and importance of business policy
Nature and importance of business policyNature and importance of business policy
Nature and importance of business policy
 
Strategic Choice
Strategic ChoiceStrategic Choice
Strategic Choice
 
12A Strategic Product Management - Shell's Directional Policy Matrix
12A Strategic Product Management - Shell's Directional Policy Matrix12A Strategic Product Management - Shell's Directional Policy Matrix
12A Strategic Product Management - Shell's Directional Policy Matrix
 
Diversification strategies
Diversification strategiesDiversification strategies
Diversification strategies
 
Strategic decision making
Strategic decision makingStrategic decision making
Strategic decision making
 
Strategic intent
Strategic intentStrategic intent
Strategic intent
 
Strategic managemnet process ppt
Strategic managemnet process pptStrategic managemnet process ppt
Strategic managemnet process ppt
 
Process of strategic choice
Process of strategic choiceProcess of strategic choice
Process of strategic choice
 
corporate level strategies
corporate level strategiescorporate level strategies
corporate level strategies
 
Functional Strategies
Functional StrategiesFunctional Strategies
Functional Strategies
 
Ge9 final ppt
Ge9 final pptGe9 final ppt
Ge9 final ppt
 
Strategic formulation in Strategic management
Strategic formulation in Strategic managementStrategic formulation in Strategic management
Strategic formulation in Strategic management
 
Strategic control
Strategic controlStrategic control
Strategic control
 
Factors That Shape a Company's Strategies-SM-MBA
Factors That Shape a Company's Strategies-SM-MBAFactors That Shape a Company's Strategies-SM-MBA
Factors That Shape a Company's Strategies-SM-MBA
 

Viewers also liked

Behavioural implementation
Behavioural implementationBehavioural implementation
Behavioural implementation
Pranav Kumar Ojha
 
Strategy Implementation and Control
Strategy Implementation and ControlStrategy Implementation and Control
Strategy Implementation and Control
Prashant Mehta
 
Chapter 7 strategic management
Chapter 7 strategic management Chapter 7 strategic management
Chapter 7 strategic management
Kalsoom Fatima
 
Strategic evaluation and control
Strategic evaluation and controlStrategic evaluation and control
Strategic evaluation and control
Radhey Shyam Yadav
 
53944628 behavioral-implementation
53944628 behavioral-implementation53944628 behavioral-implementation
53944628 behavioral-implementation
Pranav Kumar Ojha
 
Strategy implementation
Strategy implementationStrategy implementation
Strategy implementation
Karpagam Alagappan
 
Bop marketing
Bop marketingBop marketing
Bop marketing
Vikas Saini
 
Strategy implementation
Strategy implementationStrategy implementation
Strategy implementation
Carmel EM High School Chebrole
 
Present status of advertising industry in india
Present status of advertising industry in indiaPresent status of advertising industry in india
Present status of advertising industry in india
Meenal Kapoor
 
12.1.3 Patch Baseline and Strategy
12.1.3 Patch Baseline and Strategy12.1.3 Patch Baseline and Strategy
12.1.3 Patch Baseline and Strategy
David Kelly
 
Chapter 1 P P T
Chapter 1  P P TChapter 1  P P T
Chapter 1 P P T
intro
 
Strategic management & entrepreneurship[ppt]
Strategic management & entrepreneurship[ppt]Strategic management & entrepreneurship[ppt]
Strategic management & entrepreneurship[ppt]
sush008
 
ADVERTISEMENT AND BRAND MANAGEMENT
ADVERTISEMENT AND BRAND MANAGEMENTADVERTISEMENT AND BRAND MANAGEMENT
ADVERTISEMENT AND BRAND MANAGEMENT
RITESH KUMAR SINGH
 
Csac17[1].p
Csac17[1].pCsac17[1].p
Csac17[1].p
Kinshook Chaturvedi
 
Dagmar
DagmarDagmar
Dagmar
snehateddy
 
Advertising in india
Advertising in indiaAdvertising in india
Advertising in india
DAIPAYAN DUTTA
 
Corporate Governance and Corporate Social Responsibility Synergies and Interr...
Corporate Governance and Corporate Social Responsibility Synergies and Interr...Corporate Governance and Corporate Social Responsibility Synergies and Interr...
Corporate Governance and Corporate Social Responsibility Synergies and Interr...
Faizan Anjum
 
Psychology of Advertising
Psychology of AdvertisingPsychology of Advertising
Psychology of Advertising
Dominic Portain
 
Advertising strategy and planning
Advertising strategy and planningAdvertising strategy and planning
Advertising strategy and planning
Punjab University Lahore
 
corporate governance and role in strategic management
corporate governance and role in strategic managementcorporate governance and role in strategic management
corporate governance and role in strategic management
zeba khan
 

Viewers also liked (20)

Behavioural implementation
Behavioural implementationBehavioural implementation
Behavioural implementation
 
Strategy Implementation and Control
Strategy Implementation and ControlStrategy Implementation and Control
Strategy Implementation and Control
 
Chapter 7 strategic management
Chapter 7 strategic management Chapter 7 strategic management
Chapter 7 strategic management
 
Strategic evaluation and control
Strategic evaluation and controlStrategic evaluation and control
Strategic evaluation and control
 
53944628 behavioral-implementation
53944628 behavioral-implementation53944628 behavioral-implementation
53944628 behavioral-implementation
 
Strategy implementation
Strategy implementationStrategy implementation
Strategy implementation
 
Bop marketing
Bop marketingBop marketing
Bop marketing
 
Strategy implementation
Strategy implementationStrategy implementation
Strategy implementation
 
Present status of advertising industry in india
Present status of advertising industry in indiaPresent status of advertising industry in india
Present status of advertising industry in india
 
12.1.3 Patch Baseline and Strategy
12.1.3 Patch Baseline and Strategy12.1.3 Patch Baseline and Strategy
12.1.3 Patch Baseline and Strategy
 
Chapter 1 P P T
Chapter 1  P P TChapter 1  P P T
Chapter 1 P P T
 
Strategic management & entrepreneurship[ppt]
Strategic management & entrepreneurship[ppt]Strategic management & entrepreneurship[ppt]
Strategic management & entrepreneurship[ppt]
 
ADVERTISEMENT AND BRAND MANAGEMENT
ADVERTISEMENT AND BRAND MANAGEMENTADVERTISEMENT AND BRAND MANAGEMENT
ADVERTISEMENT AND BRAND MANAGEMENT
 
Csac17[1].p
Csac17[1].pCsac17[1].p
Csac17[1].p
 
Dagmar
DagmarDagmar
Dagmar
 
Advertising in india
Advertising in indiaAdvertising in india
Advertising in india
 
Corporate Governance and Corporate Social Responsibility Synergies and Interr...
Corporate Governance and Corporate Social Responsibility Synergies and Interr...Corporate Governance and Corporate Social Responsibility Synergies and Interr...
Corporate Governance and Corporate Social Responsibility Synergies and Interr...
 
Psychology of Advertising
Psychology of AdvertisingPsychology of Advertising
Psychology of Advertising
 
Advertising strategy and planning
Advertising strategy and planningAdvertising strategy and planning
Advertising strategy and planning
 
corporate governance and role in strategic management
corporate governance and role in strategic managementcorporate governance and role in strategic management
corporate governance and role in strategic management
 

Similar to STRUCTURAL IMPLEMENTATION

Organizational and Production structure of a Firm
Organizational and Production structure of a FirmOrganizational and Production structure of a Firm
Organizational and Production structure of a Firm
Ruhull
 
Organizational structures
Organizational structuresOrganizational structures
Organizational structures
Kirimi Mwobobia II
 
Mib organisation structure
Mib organisation structureMib organisation structure
Mib organisation structure
StudsPlanet.com
 
Mib organisation structure
Mib organisation structureMib organisation structure
Mib organisation structure
StudsPlanet.com
 
Organitional sturcture
Organitional sturctureOrganitional sturcture
Organitional sturcture
umeedshah
 
strategy implementation
strategy implementationstrategy implementation
strategy implementation
Arun Kumar
 
Bpsm final ppt
Bpsm final  pptBpsm final  ppt
Bpsm final ppt
bprince9729507
 
Ibm ppts m 4
Ibm ppts m 4Ibm ppts m 4
Ibm ppts m 4
afeef mk
 
Departmentation
DepartmentationDepartmentation
Departmentation
sreeni ak
 
Strategy Implementation
Strategy ImplementationStrategy Implementation
Strategy Implementation
Swagat Vyas
 
Organizational structure and communication behaviour
Organizational structure and communication behaviourOrganizational structure and communication behaviour
Organizational structure and communication behaviour
bp singh
 
Organizing
OrganizingOrganizing
Organizing
Knight1040
 
Styles of management
Styles of managementStyles of management
Styles of management
Kirimi Mwobobia II
 
Organizing
OrganizingOrganizing
Organizing
Knight1040
 
OB Ppt Organization Behaviour in 1st sem mBA
OB Ppt Organization Behaviour in 1st sem mBAOB Ppt Organization Behaviour in 1st sem mBA
OB Ppt Organization Behaviour in 1st sem mBA
SoujanyaLk1
 
Organising for success
Organising for successOrganising for success
Organising for success
himanshu5star
 
Organising
OrganisingOrganising
Organising
Ujjwal 'Shanu'
 
Organising
OrganisingOrganising
Organising
Ujjwal 'Shanu'
 
Structural types
Structural typesStructural types
Structural types
Amit Fogla
 
Organization structures
Organization structuresOrganization structures
Organization structures
Peter Muchiri
 

Similar to STRUCTURAL IMPLEMENTATION (20)

Organizational and Production structure of a Firm
Organizational and Production structure of a FirmOrganizational and Production structure of a Firm
Organizational and Production structure of a Firm
 
Organizational structures
Organizational structuresOrganizational structures
Organizational structures
 
Mib organisation structure
Mib organisation structureMib organisation structure
Mib organisation structure
 
Mib organisation structure
Mib organisation structureMib organisation structure
Mib organisation structure
 
Organitional sturcture
Organitional sturctureOrganitional sturcture
Organitional sturcture
 
strategy implementation
strategy implementationstrategy implementation
strategy implementation
 
Bpsm final ppt
Bpsm final  pptBpsm final  ppt
Bpsm final ppt
 
Ibm ppts m 4
Ibm ppts m 4Ibm ppts m 4
Ibm ppts m 4
 
Departmentation
DepartmentationDepartmentation
Departmentation
 
Strategy Implementation
Strategy ImplementationStrategy Implementation
Strategy Implementation
 
Organizational structure and communication behaviour
Organizational structure and communication behaviourOrganizational structure and communication behaviour
Organizational structure and communication behaviour
 
Organizing
OrganizingOrganizing
Organizing
 
Styles of management
Styles of managementStyles of management
Styles of management
 
Organizing
OrganizingOrganizing
Organizing
 
OB Ppt Organization Behaviour in 1st sem mBA
OB Ppt Organization Behaviour in 1st sem mBAOB Ppt Organization Behaviour in 1st sem mBA
OB Ppt Organization Behaviour in 1st sem mBA
 
Organising for success
Organising for successOrganising for success
Organising for success
 
Organising
OrganisingOrganising
Organising
 
Organising
OrganisingOrganising
Organising
 
Structural types
Structural typesStructural types
Structural types
 
Organization structures
Organization structuresOrganization structures
Organization structures
 

More from Ajeesh Mk

Indian Financial System
Indian Financial SystemIndian Financial System
Indian Financial System
Ajeesh Mk
 
International Finan
International FinanInternational Finan
International Finan
Ajeesh Mk
 
Transperancy international india (tii)
Transperancy international india (tii)Transperancy international india (tii)
Transperancy international india (tii)
Ajeesh Mk
 
CHANDHUBHAI VIRANI- Owner of Balaji Wafer
CHANDHUBHAI VIRANI- Owner of Balaji WaferCHANDHUBHAI VIRANI- Owner of Balaji Wafer
CHANDHUBHAI VIRANI- Owner of Balaji Wafer
Ajeesh Mk
 
WHISTLE-BLOWING
WHISTLE-BLOWINGWHISTLE-BLOWING
WHISTLE-BLOWING
Ajeesh Mk
 
Globalisation
GlobalisationGlobalisation
Globalisation
Ajeesh Mk
 
Major 8 MNC's from different sector (Brief)
Major 8 MNC's from different sector (Brief)Major 8 MNC's from different sector (Brief)
Major 8 MNC's from different sector (Brief)
Ajeesh Mk
 
PROJECT REPORT ON EMPLOYEE SATISFACTION (sample)
PROJECT REPORT ON EMPLOYEE SATISFACTION (sample)PROJECT REPORT ON EMPLOYEE SATISFACTION (sample)
PROJECT REPORT ON EMPLOYEE SATISFACTION (sample)
Ajeesh Mk
 
PROJECT SCHEDULE
PROJECT SCHEDULEPROJECT SCHEDULE
PROJECT SCHEDULE
Ajeesh Mk
 
CROSS BORDER M&A AND COPERATE RESTRUCTURING
CROSS BORDER M&A AND COPERATE RESTRUCTURINGCROSS BORDER M&A AND COPERATE RESTRUCTURING
CROSS BORDER M&A AND COPERATE RESTRUCTURING
Ajeesh Mk
 
MANAGING RESISTANCE TO CHANGE
MANAGING RESISTANCE TO CHANGEMANAGING RESISTANCE TO CHANGE
MANAGING RESISTANCE TO CHANGE
Ajeesh Mk
 
COPYWRITING STYLES IN ADVERTISING (5)
COPYWRITING STYLES IN ADVERTISING (5)COPYWRITING STYLES IN ADVERTISING (5)
COPYWRITING STYLES IN ADVERTISING (5)
Ajeesh Mk
 
PRIMARY MARKET
PRIMARY MARKETPRIMARY MARKET
PRIMARY MARKET
Ajeesh Mk
 
WAREHOUSING AND STORAGE IN SUPPLY CHAIN MANAGEMENT
WAREHOUSING AND STORAGE IN SUPPLY CHAIN MANAGEMENTWAREHOUSING AND STORAGE IN SUPPLY CHAIN MANAGEMENT
WAREHOUSING AND STORAGE IN SUPPLY CHAIN MANAGEMENT
Ajeesh Mk
 
Balance Of Payment
Balance Of Payment Balance Of Payment
Balance Of Payment
Ajeesh Mk
 

More from Ajeesh Mk (15)

Indian Financial System
Indian Financial SystemIndian Financial System
Indian Financial System
 
International Finan
International FinanInternational Finan
International Finan
 
Transperancy international india (tii)
Transperancy international india (tii)Transperancy international india (tii)
Transperancy international india (tii)
 
CHANDHUBHAI VIRANI- Owner of Balaji Wafer
CHANDHUBHAI VIRANI- Owner of Balaji WaferCHANDHUBHAI VIRANI- Owner of Balaji Wafer
CHANDHUBHAI VIRANI- Owner of Balaji Wafer
 
WHISTLE-BLOWING
WHISTLE-BLOWINGWHISTLE-BLOWING
WHISTLE-BLOWING
 
Globalisation
GlobalisationGlobalisation
Globalisation
 
Major 8 MNC's from different sector (Brief)
Major 8 MNC's from different sector (Brief)Major 8 MNC's from different sector (Brief)
Major 8 MNC's from different sector (Brief)
 
PROJECT REPORT ON EMPLOYEE SATISFACTION (sample)
PROJECT REPORT ON EMPLOYEE SATISFACTION (sample)PROJECT REPORT ON EMPLOYEE SATISFACTION (sample)
PROJECT REPORT ON EMPLOYEE SATISFACTION (sample)
 
PROJECT SCHEDULE
PROJECT SCHEDULEPROJECT SCHEDULE
PROJECT SCHEDULE
 
CROSS BORDER M&A AND COPERATE RESTRUCTURING
CROSS BORDER M&A AND COPERATE RESTRUCTURINGCROSS BORDER M&A AND COPERATE RESTRUCTURING
CROSS BORDER M&A AND COPERATE RESTRUCTURING
 
MANAGING RESISTANCE TO CHANGE
MANAGING RESISTANCE TO CHANGEMANAGING RESISTANCE TO CHANGE
MANAGING RESISTANCE TO CHANGE
 
COPYWRITING STYLES IN ADVERTISING (5)
COPYWRITING STYLES IN ADVERTISING (5)COPYWRITING STYLES IN ADVERTISING (5)
COPYWRITING STYLES IN ADVERTISING (5)
 
PRIMARY MARKET
PRIMARY MARKETPRIMARY MARKET
PRIMARY MARKET
 
WAREHOUSING AND STORAGE IN SUPPLY CHAIN MANAGEMENT
WAREHOUSING AND STORAGE IN SUPPLY CHAIN MANAGEMENTWAREHOUSING AND STORAGE IN SUPPLY CHAIN MANAGEMENT
WAREHOUSING AND STORAGE IN SUPPLY CHAIN MANAGEMENT
 
Balance Of Payment
Balance Of Payment Balance Of Payment
Balance Of Payment
 

Recently uploaded

TechnoXander Confirmation of Payee Product Pack 1.pdf
TechnoXander Confirmation of Payee Product Pack 1.pdfTechnoXander Confirmation of Payee Product Pack 1.pdf
TechnoXander Confirmation of Payee Product Pack 1.pdf
richardwellington119
 
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
bresciafarid233
 
The Rise and Fall of Ponzi Schemes in America.pptx
The Rise and Fall of Ponzi Schemes in America.pptxThe Rise and Fall of Ponzi Schemes in America.pptx
The Rise and Fall of Ponzi Schemes in America.pptx
Diana Rose
 
South Dakota State University degree offer diploma Transcript
South Dakota State University degree offer diploma TranscriptSouth Dakota State University degree offer diploma Transcript
South Dakota State University degree offer diploma Transcript
ynfqplhm
 
International Sustainability Standards Board
International Sustainability Standards BoardInternational Sustainability Standards Board
International Sustainability Standards Board
Kumar Ramaiah
 
Economic Risk Factor Update: June 2024 [SlideShare]
Economic Risk Factor Update: June 2024 [SlideShare]Economic Risk Factor Update: June 2024 [SlideShare]
Economic Risk Factor Update: June 2024 [SlideShare]
Commonwealth
 
Power point analisis laporan keuangan chapter 7 subramanyam
Power point analisis laporan keuangan chapter 7 subramanyamPower point analisis laporan keuangan chapter 7 subramanyam
Power point analisis laporan keuangan chapter 7 subramanyam
FarhanRafifSidqi
 
The Impact of Generative AI and 4th Industrial Revolution
The Impact of Generative AI and 4th Industrial RevolutionThe Impact of Generative AI and 4th Industrial Revolution
The Impact of Generative AI and 4th Industrial Revolution
Paolo Maresca
 
一比一原版(cwu毕业证书)美国中央华盛顿大学毕业证如何办理
一比一原版(cwu毕业证书)美国中央华盛顿大学毕业证如何办理一比一原版(cwu毕业证书)美国中央华盛顿大学毕业证如何办理
一比一原版(cwu毕业证书)美国中央华盛顿大学毕业证如何办理
asukqco
 
Using Online job postings and survey data to understand labour market trends
Using Online job postings and survey data to understand labour market trendsUsing Online job postings and survey data to understand labour market trends
Using Online job postings and survey data to understand labour market trends
Labour Market Information Council | Conseil de l’information sur le marché du travail
 
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...
Donc Test
 
一比一原版(RMIT毕业证)皇家墨尔本理工大学毕业证如何办理
一比一原版(RMIT毕业证)皇家墨尔本理工大学毕业证如何办理一比一原版(RMIT毕业证)皇家墨尔本理工大学毕业证如何办理
一比一原版(RMIT毕业证)皇家墨尔本理工大学毕业证如何办理
k4ncd0z
 
Dr. Alyce Su Cover Story - China's Investment Leader
Dr. Alyce Su Cover Story - China's Investment LeaderDr. Alyce Su Cover Story - China's Investment Leader
Dr. Alyce Su Cover Story - China's Investment Leader
msthrill
 
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
AntoniaOwensDetwiler
 
FCCS Basic Accounts Outline and Hierarchy.pptx
FCCS Basic Accounts Outline and Hierarchy.pptxFCCS Basic Accounts Outline and Hierarchy.pptx
FCCS Basic Accounts Outline and Hierarchy.pptx
nalamynandan
 
What's a worker’s market? Job quality and labour market tightness
What's a worker’s market? Job quality and labour market tightnessWhat's a worker’s market? Job quality and labour market tightness
What's a worker’s market? Job quality and labour market tightness
Labour Market Information Council | Conseil de l’information sur le marché du travail
 
Bridging the gap: Online job postings, survey data and the assessment of job ...
Bridging the gap: Online job postings, survey data and the assessment of job ...Bridging the gap: Online job postings, survey data and the assessment of job ...
Bridging the gap: Online job postings, survey data and the assessment of job ...
Labour Market Information Council | Conseil de l’information sur le marché du travail
 
Independent Study - College of Wooster Research (2023-2024)
Independent Study - College of Wooster Research (2023-2024)Independent Study - College of Wooster Research (2023-2024)
Independent Study - College of Wooster Research (2023-2024)
AntoniaOwensDetwiler
 
Initial Public Offering (IPO) Process.ppt
Initial Public Offering (IPO) Process.pptInitial Public Offering (IPO) Process.ppt
Initial Public Offering (IPO) Process.ppt
ribhi87
 
快速办理(RWTH毕业证书)德国亚琛工业大学毕业证录取通知书一模一样
快速办理(RWTH毕业证书)德国亚琛工业大学毕业证录取通知书一模一样快速办理(RWTH毕业证书)德国亚琛工业大学毕业证录取通知书一模一样
快速办理(RWTH毕业证书)德国亚琛工业大学毕业证录取通知书一模一样
yeuwffu
 

Recently uploaded (20)

TechnoXander Confirmation of Payee Product Pack 1.pdf
TechnoXander Confirmation of Payee Product Pack 1.pdfTechnoXander Confirmation of Payee Product Pack 1.pdf
TechnoXander Confirmation of Payee Product Pack 1.pdf
 
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
 
The Rise and Fall of Ponzi Schemes in America.pptx
The Rise and Fall of Ponzi Schemes in America.pptxThe Rise and Fall of Ponzi Schemes in America.pptx
The Rise and Fall of Ponzi Schemes in America.pptx
 
South Dakota State University degree offer diploma Transcript
South Dakota State University degree offer diploma TranscriptSouth Dakota State University degree offer diploma Transcript
South Dakota State University degree offer diploma Transcript
 
International Sustainability Standards Board
International Sustainability Standards BoardInternational Sustainability Standards Board
International Sustainability Standards Board
 
Economic Risk Factor Update: June 2024 [SlideShare]
Economic Risk Factor Update: June 2024 [SlideShare]Economic Risk Factor Update: June 2024 [SlideShare]
Economic Risk Factor Update: June 2024 [SlideShare]
 
Power point analisis laporan keuangan chapter 7 subramanyam
Power point analisis laporan keuangan chapter 7 subramanyamPower point analisis laporan keuangan chapter 7 subramanyam
Power point analisis laporan keuangan chapter 7 subramanyam
 
The Impact of Generative AI and 4th Industrial Revolution
The Impact of Generative AI and 4th Industrial RevolutionThe Impact of Generative AI and 4th Industrial Revolution
The Impact of Generative AI and 4th Industrial Revolution
 
一比一原版(cwu毕业证书)美国中央华盛顿大学毕业证如何办理
一比一原版(cwu毕业证书)美国中央华盛顿大学毕业证如何办理一比一原版(cwu毕业证书)美国中央华盛顿大学毕业证如何办理
一比一原版(cwu毕业证书)美国中央华盛顿大学毕业证如何办理
 
Using Online job postings and survey data to understand labour market trends
Using Online job postings and survey data to understand labour market trendsUsing Online job postings and survey data to understand labour market trends
Using Online job postings and survey data to understand labour market trends
 
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...
 
一比一原版(RMIT毕业证)皇家墨尔本理工大学毕业证如何办理
一比一原版(RMIT毕业证)皇家墨尔本理工大学毕业证如何办理一比一原版(RMIT毕业证)皇家墨尔本理工大学毕业证如何办理
一比一原版(RMIT毕业证)皇家墨尔本理工大学毕业证如何办理
 
Dr. Alyce Su Cover Story - China's Investment Leader
Dr. Alyce Su Cover Story - China's Investment LeaderDr. Alyce Su Cover Story - China's Investment Leader
Dr. Alyce Su Cover Story - China's Investment Leader
 
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
 
FCCS Basic Accounts Outline and Hierarchy.pptx
FCCS Basic Accounts Outline and Hierarchy.pptxFCCS Basic Accounts Outline and Hierarchy.pptx
FCCS Basic Accounts Outline and Hierarchy.pptx
 
What's a worker’s market? Job quality and labour market tightness
What's a worker’s market? Job quality and labour market tightnessWhat's a worker’s market? Job quality and labour market tightness
What's a worker’s market? Job quality and labour market tightness
 
Bridging the gap: Online job postings, survey data and the assessment of job ...
Bridging the gap: Online job postings, survey data and the assessment of job ...Bridging the gap: Online job postings, survey data and the assessment of job ...
Bridging the gap: Online job postings, survey data and the assessment of job ...
 
Independent Study - College of Wooster Research (2023-2024)
Independent Study - College of Wooster Research (2023-2024)Independent Study - College of Wooster Research (2023-2024)
Independent Study - College of Wooster Research (2023-2024)
 
Initial Public Offering (IPO) Process.ppt
Initial Public Offering (IPO) Process.pptInitial Public Offering (IPO) Process.ppt
Initial Public Offering (IPO) Process.ppt
 
快速办理(RWTH毕业证书)德国亚琛工业大学毕业证录取通知书一模一样
快速办理(RWTH毕业证书)德国亚琛工业大学毕业证录取通知书一模一样快速办理(RWTH毕业证书)德国亚琛工业大学毕业证录取通知书一模一样
快速办理(RWTH毕业证书)德国亚琛工业大学毕业证录取通知书一模一样
 

STRUCTURAL IMPLEMENTATION

  • 2. STRUCTURE Arrangement of tasks and sub tasks required to implement a strategy. Diagrammatic representation could be organizational chart but administrative mechanism provides ‘Flesh and Blood’ to an organization.  organizational strategy has 3 key components 1. Identifies Formal Relationships, including span of control, no of levels in hierarchy. 2. It specifies grouping of individuals in departments. 3. Design of system to ensure effectiveness, coordination and integration of efforts across Departments.
  • 3. KINDS OF STRUCTURE Vertical Structure Horizontal Structure
  • 4. VERTICAL STRUCTURE Process of Differentiation Involves Division of Labor and Specialization. Dominates: 1. SPECIALISED TASKS 2. HIERACHY OF AUTHORITY 3. RULES AND REGULATION 4. VERTICAL COMMUNICATION 5. CENTRALISED DECISION MAKING 6. EMPHASIS ON EFFICIENCY
  • 5. -continue  Also called as Tall structure. Best suited for standardized products and services in large volumes. Established technologies, wide market, seeking customer on undifferentiated items.
  • 6. HORIZONTAL STRUCTURE Process of Integration among members in an organization, cross functional systems and teamwork. Dominates: 1. SHARED TASKS. 2. FLEXIBLE RULES AND REGULATION. 3. HORIZONTIAL COMMUNICATION. 4. DECENTRAILISATION DECISION MAKING. 5. EMPHASIS ON LEARNING.
  • 7. -continue Its also called lean and mean organization or flat structure. Liberal exchange of information among different layers and across departments. On Negative side, such structure has loss of control and high cost in coordination.
  • 8. STRUCTURE AND STRATEGY Research conducted by Chandler proposes structure follows strategy for economic efficiency. There is a 2 way relationship among the strategy and structure. Strategy determines how the organization structure has to be formed. And structure influences present strategy implemented and in future STRATEGY STRUCTURE DETERMINES AFFECTS
  • 9. STAGES OF DEVELOPMENT OF ORGANISATION STAGE I: Organization owned by Small scale enterprise CHARACTESTICS:- 1. Single Owner 2. Simplicity In Objective, Operations and Management. 3. Termed as Entrepreneurial 4. Strategy is generally Expansion type.
  • 10. -continue STAGE II: Organization bigger than Stage I CHARACTERSTICS:- 1. Functional Specialization or Process Oriented. 2. Strategy ranges from stability to expansion
  • 11. -continue STAGE III: Organization is Large and widely scattered CHARACTERSTICS:- 1. Units or Plants at different places. 2. Each units is linked to its Headquarters but functionally Independent. 3. Divisions on functional forms for particular needs. 4. Strategy is much the same stability or expansion.
  • 12. -continue STAGE IV: Organization are most complex. CHARACTERSTICS: 1. Generally Large, Multi-Plant, Multi-Product organization. 2. Cooperate Headquarters provided strategic directions and policies 3. Division formulate business level strategies.
  • 13. TYPES OF ORGANISATIONAL STRUCTURES 1. ENTREPRENEURIAL STRUCTURE:  Elementary form of structure.  Organization owned and managed by one person.  Typically organization serving single business, product, or serve local markets.  Owner looks after all decisions, day to operations of strategic nature. Owner- manager Employees
  • 14. -continue ADVANTAGES OF ENTERPRENEURIAL STRUCTURE 1. Quick Decision- Making 2. Timely response to environmental changes. 3. Informal and simple organization systems. DISADVANATGES OF ENTERPRENEURIAL STRUCTURE 1. Excessive Reliance 2. Many divert attention. 3. Increasing Inadequate for future requirement if business expands.
  • 15. -continue 2. FUNCTIONAL STRUCTURE: Functional structure seeks to distribute decision making and operational authority towards each CEO Public Relation Legal Finance HRM Production
  • 16. -continue BENEFITS OF FUNCTIONAL STRUCTURE 1. Efficient Distribution of work through Specialization. 2. Delegation of day to day operational functions. 3. Provides time for top management to focus on strategic decisions. DISADVATAGES OF FUNCTIONAL STRUCTURE 1. Creates difficulty in Coordination –Functions 2. Create only narrow specialization. 3. Leads to conflicts among Line, functional and staff.
  • 17. 3. DIVISIONAL STRUCTRUE In divisional structure work is divided on basis of product lines, type of customers served and geographical area covered. Each separate divisions or units are created and placed under divisional-level management under which functional structure may still operate. ADVANTAGES OF DIVISIONAL STRUCTURE 1. Enables grouping of Functions. 2. Generate Quick Response 3. Enable top management to focus on strategic matters.
  • 18. -continue DISADVANTAGES OF DIVISIONAL STRUCTURE 1. Problems in allocation of resource 2. Inconsistency arising from sharing of authority between cooperate and divisional level CEO Cooperate LegalCooperate Finance General Manager Div B General Manager Div A HRMMarketing HRMMarketing
  • 19. 4. SBU Structure Strategic Business Unit Defined as “any part of a business organization which is treated separately for strategic management purpose”. SBU created due to difficulty in top management to exercise strategic control over a division. ADVANTAGES OF SBU STRUCTURE 1. Establishes coordination between divisions. 2. Facilitates strategic management and control of large, diverse organization. 3. Fixes accountability at level of distinct business units.
  • 20. DISADVANTAGES OF SBU STRUCTURE 1. There are too many different SBUs to handle effectively. 2. Difficulty in assigning responsibility. 3. Addition of another layer after cooperate and divisional management. CEO GROUP HEAD GROUP HEAD DIV BDIV A DIV A DIV B
  • 21. 5. MATRIX STRUCTURE In large organization, there will handling more than one project. For each project or product will be strategically significant. Such kind of structure is created by assigning functional specialists to special projects or new product or service. During the duration of project specialists from different areas form group or team reporting to a team leader. These specialists will be working under there project and in their parent department simultaneously
  • 22. ADVANTAGE OF MATRIX STRUCTURE 1. Allows individual specialists to be assigned; in accordance on their talent. 2. Foster creativity on diverse talents. 3. Provides good exposure to specialists in general management. DISADVAVANTAGE OF MATRIX STRUCTURE 1. Dual accountability creates confusion among employees. 2. Requires a high level of vertical and horizontal contribution. 3. Shared authority may create communication problems.
  • 23. 6. NETWORK STRUCTURE Its is also called as ‘ Spider Web Structure’ or ‘Virtual organization’ Network structure is ‘composed of a series of project groups or collaboration linked by constantly changing non-hierarchical, cobweb like network.’ Structure is highly decentralized and organized around customer groups or geographical regions. Core organization is only shell a shell with one small headquarter acting as ‘broker’ for integrating suppliers and specialized functions performed by autonomous teams or workforce. Applicable for organization facing continues changes in environment, require quick response, high level of adaptability and strong innovation skill
  • 24. ADVANTAGES OF NETWORK STRUCTURE 1. High Level of Flexibility 2. Permits Concentration on core competencies of firm. 3. Adaptability to cope with the changes in environment. DISADVANTAGE OF NETWORK STRUCTURE 1. Loss of Control and lack of coordination as there are several partners. 2. Risks of Overspecialization. 3. High cost of duplication of resources could exist.
  • 25. OTHER TYPES OF STRUCTURE 1. PRODUCT BASED STRUCTURE 2. COSNSUMER BASED STRUCTURE 3. GEOGRAPHICAL STRUCTURE 4. INTRAPRENURIAL STRUCTURE
  • 26. PRODUCT BASED STRUCTURE Grouping of activities on basis of product or product lines. Such a need arises when the strategy adopted requires exclusive attention to a group of products or product. Benefits includes optimum use of specialized skills and equipment's, increase coordination and enables fixation of responsibility for profit making and usages of resource Product based structure can only classified if sales of product line is so large enough to create an optimum use of resource and skills.
  • 27. CUSTOMER BASED STRUCTURE Created on the basis of customer groups served; separate and distinct customer groups Advantages includes employment of marketing orientation to serve customers, better use of skills, especially in marketing and quick response to changing customer needs. Its applicable only if volume of individual customer group justifies separate divisions.
  • 28. GEOGRAPHICAL STRUCTURE This type of structure evolves in expansion and diversification. Multi plant or Multi unit organization dispersed geographically in such type of structure Advantages includes: 1. Decentralization to a local level 2. Use of local available resource and raw materials. Such kind of organization applicable only if there is high coordination among different units with corporate deparememnt.
  • 29. INTRAPRENEURIAL STRUCTURE Combination of 2 words internal and entrepreneur. In contrast to entrepreneur, here the inside the boundary of an organization the employee is paid to involve new ideas, products or services for evoking entrepreneurial capabilities. Resources are allotted for further developments of innovation in developing new venture. Advantages includes motivating for highly qualified individuals, to bring creativity and innovation Major disadvantage would be position to risk time and resource if projects are not successful.