1. Organisationstructure NAME- Devashish Mukherjee Hiba Khan Neha Yadav Subeer Bhattacharya Swapnil Singh

2. The nature of organisation structure

The formal pattern of interactions and

coordination designed by management

to link the tasks of individuals and groups

in achieving organisational goals.

3. The nature of organisation structure

The organisation chart

• Line diagram depicting broad outlines of an organisations structure

• The chain of command

• Unbroken line of command ultimately linking each individual with the top organisational position

4. The nature of organisation structure ABC Inc. CEO DIRECTOR HRM DIRECTOR FINANCE DIRECTORSALES MANAGER FINANCE SUBORDINATE 5. Managing diversity: alternative work schedules Balancing work and personal life Flexitime :core hoursto be worked;moreat employeediscretion Job sharing :two ormore peoplesharing a full-time job Compressed work- week :longer hours workedper day; shorterworking week 6. Departmentalisation

Clustering individuals into units, and units into departments and larger units, to achieve organisational goals.

7. Types of departmentalisation

Functional structure

Divisional structure

Matrix structure

Hybrid structure

Emerging structures

8. Functional structure

A structure in which positions are grouped according to their main functional (or specialised) area.

9. Functional structure

A structure in which positions are grouped according to their main functional (or specialised) area.

CEO Manager, Distribution Manager, Administration Manager,Manufacturing 10. Functional structure

Advantages:

In-depth expertise development

Clear career path within function

Efficient use of resources

Possible economies of scale

Ease of coordination within function

Potential technical advantage over competitors

11. Functional structure

Disadvantages:

Slow response to multifunction problems

Decision backlog at top of hierarchy

Bottlenecks due to sequential tasks

Inexact measures of performance

Narrow training of future managers

12. Divisional structure

A structure in which positions are grouped according to similarity of products, services or markets.

13. Divisional structure

Advantages:

Fast response to environmental change

Simplified coordination across functions

Simultaneous emphasis on organisational goals

Strong customer orientation

Accurate measurement of performance

Broad training in management skills

14. Divisional structure

Disadvantages:

Resource duplication in each division

Reduction of in-depth expertise

Competition amongst divisions

Limited sharing of expertise between divisions

Innovation restricted to each division

Neglect of overall goals

15. Hybrid structure

A structure adopting both functional and divisional structures at the same management levels.

16. Hybrid structure

Advantages:

Alignment of corporate and divisional goals

Functional expertise and/or efficiency

Adaptability and flexibility in divisions

17. Hybrid structure

Disadvantages:

Conflicts between corporate departments and divisions

Excessive administration overhead

Slow response to exceptional situations

18. Matrix structure

Matrix structure is the realisation of two-dimensional structure which emanates directly from two dimensions of authority.

Two complementarystructures-Pure project structure & functional structure are merged together two create matrix structure.

Thus, matrix structure not only in employs a multiple command but also related support mechanism and associated organisational culture and behaviour. It shows how many organisational overlaps not only in terms of command system but also in terms of whole organisational processes and behaviour.

19. Matrix structure matrix bosses two-boss employees Manager Production Manager Marketing Manager HRM Manager Finance Manager, Project A Manager, Project B Manager, Project C Manager, Project D Manager, Project E Production,Project A Production,Project B Production,Project C Production,Project D Production,Project E Marketing,Project A Marketing,Project B Marketing,Project C Marketing,Project D Marketing,Project E HRM,Project A HRM,Project C HRM,Project D HRM,Project E Finance,Project A Finance,Project B Finance,Project C Finance,Project D Finance,Project E HRM,Project B 20. Matrix structure

Advantages:

Decentralised decision-making

Strong product coordination

Improved environmental monitoring

Flexible use of human resources

Efficient use of support systems

Fast response to change

21. Matrix structure

Disadvantages:

High administrative costs

Confusion over authority and responsibility (potential)

Excessive focus on internal relations

Overemphasis on group decision-making

Slow response to change (possible)

22. Emerging structures

Process structure

A type of departmentalisation where positions are grouped by a complete flow of work.

Networked structure

A form of organisation where many functions are contracted out to other independent firms and coordinated by use of information technology networks to operate as if they were within a single corporation.

23. Organisation structure ofHindustan Unilever Limited Chairman Director finance Director marketing Director exports Director research Director HR technical Director, legal & secretarial Director beverages Director personal products Director detergent Director ICFD ICFD-Ice cream and frozen deserts 24. THANK YOU