Organisational Organisational Structures Structures

& & RolesRoles

Presented By:Vijayalaxmi Panchal(33)Mandar Pandeshwar(34)

Jayesh Parab(35)Vishal Pasi(36)

Organisational Structure Structure is the establishment pattern of relationship

among the components or parts of an organisation. - F. Kast & S. Rosenweig

A framework through which the organisation operates Pattern of relationships Duties and Positions Existence for purpose Two Dimensions

Horizontal (Departments)Vertical (Hierarchy of authority)

Traditional and Modern Structures

Traditional Traditional OrganisationalOrganisational

StructuresStructures

Line Organisation Structure Simplest and the oldest form of structure Also known as scalar organisation or military type organisation Direct lines of authority Advantages:

SimplicityQuick decision makingBetter co-ordinationEffective supervision

Disadvantages:Autocratic leadership styleOverdependence & pressure on executives

Functional Organisation Structure Introduced by F. W. Taylor in 1900 Number of functions managed by functional experts Functional expert has authority over not only his

subordiantes but also over subordinates in other functional areas

Advantages:Mass productionEffective supervisionGood quality of productionReduced pressure on executives

Disadvantages:ConflictsExpensiveDivided control

Line and Staff Structure Combines the activities of line executives and that of staff Line executives are the doers & the specialist are the

thinkers Advantages:

Democratic ManagementSound decisionsSystematic planning and controlFlexibility

Disadvantages:ConflictsHigh dependence on staffExpensive

Modern Modern Organisational Organisational

StructuresStructures

Project Structure Project refers to a group of activities which are to be

completed within a definite time period and at specified costs Temporary in nature Project manager co-ordinates the activities of the project

staff Project staff is independent of functional departments Advantages:

Encourages creativity and initiativeSuitable for complex projects

Disadvantages:Requires specialized staffNo authority over financial resources

Matrix Structure Developed in the US in early 1960’s to solve management problems

emerging in aerospace industry Matrix in mathematics means any rectangular array of elements

arranged in rows and columns Project managers work in close co-operation with functional heads Matrix members have dual assignments Advantages:

SpecialisationSound decision

Disadvantages:Complex NatureAbsence of Unity of

Command

Free Form Structure Also known as boundaryless structure

Roles, authority and relationships are not clearly defined

Members of organisation jointly exercise authority and are jointly responsible

Suitable for highly sophisticated activities

Virtual Organisation Also known as network or modular organisation Small, core organisation that outsources major business

functions

Highly centralised

Organisational Roles It refers to a set of expected behaviour patterns

attributed to someone occupying a given position in a social unit

Shakespeare said “All the world’s a stage, and all the men and women merely players.”

One of the important tasks in understanding behaviour is grasping the role that a person is currently playing

Organisational Roles Role Identity Attitudes & Actual Behaviours consistent with a role

create role identity.

Role Perception One’s view as to how one is supposed to act in given

situation is a role perception.

Organisational Roles Role Expectation How others believe you should act in a given situation.

Role Conflict When an individual meets with different role

expectations the result is role conflict.

References

Organisation and Management – Michael Vaz

Organisational Behaviour – Stephen Robbins