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प्रश्न
A company manufacturing sewing machines set up in 1945 by the British promoters follows formal organisation culture in totality. It is facing lot of problems in delays in decision making. As the result it is not able to adapt to changing business environment. The work force is also not motivated since they cannot vent their grievances except through formal channels, which involve red tape. Employee turnover is high. Its market share is also declining due to changed circumstances and business environment. You are to advise the company with regard to change it should bring about in its organisation structure to overcome the problems faced by it. Give reasons in terms of benefits it will derive from the changes suggested by you.
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उत्तर
- Beyond the restrictions of formal structure, management should encourage employees to engage and socialise with one another through gatherings and outings. This allows everyone to interact and brings like-minded people closer together, resulting in a more delighted staff.
- Management should also develop staff recommendation systems to implement and recognise good ideas. Communication lines should be kept open in order to promote a sense of belonging within the firm.
- Management should attempt to distribute the organisational structure.
- Textile machinery, such as embroidery, sequencing, and buttoning machines, is indicated as an area for business diversification.
The company will benefit from the following changes:
If informal connections are encouraged, employee's social needs will be met more effectively. This will increase their job satisfaction and offer them a sense of belonging within the business. Quick decision-making will also occur since prescribed lines of communication will not be followed, and faster dissemination of information will provide prompt feedback. Implementing employee suggestion systems will enhance motivation for employees who offer good proposals. This will also help reduce workforce turnover. Implementing decentralisation will also help.
All of the preceding will aid in achieving organisational goals and eliminating the shortcomings of formal structure.
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संबंधित प्रश्न
'Himalaya Ltd', is engaged in manufacturing of washing machines. The target of the organisation is to manufacture 500 washing machines a day. There is an occupational specialisation in the organisation which promotes the efficiency of employees. There is no duplication of efforts in such type of organisation structure.
Identify the type of organisation structure described above
State any three features of 'Informal Organisation'.
Differentiate between formal and informal organization on the basis of the following:
Nature
Define organization as a structure.
Identify the network of social relationships which arises spontaneously due to interaction at work.
State any two circumstances under which the functional structure will prove to be an appropriate choice.
What is a divisional structure? Discuss its advantages and limitations.
Differentiate between formal and informal organisations on the basis of
- origin,
- authority, and
- flow of communication.
A tall structure has a ____________.
Identify the type of organisational structure which facilitates occupational specialisation.
'Saarthi', the name has been associated with the manufacturing and sale of Fashion products since 1960, when Kapil Saarthi opened his first retail fashion clothing outlet in Ahmedabad. Sarthi Cosmetics was incorporated in India in 1940, and became a member of the S & M family of companies in 1959. Sarthi Perfumes began operations in Gujarat in an existing administrative S&M facility in 1985. An important difference between S&M and most other companies is that instead of operating as one large corporation it operates as 180 smaller companies each focused on a specific product and area, implying selective dispersal of authority, recognising the decision makers need four autonomy, as decision making authority is pushed down the chain of command. It enables the company to maintain short lines of communication with customers and employees, and accelerate the development of talent.
As “The decision making authority is pushed down the chain of command” at S&M enterprises, it provides the benefit of quick decision making to the organisation because ______.
What are the benefits of divisional structure?
______ is suitable for multi-product companies focusing on 'differentiated products'.
Which type of organisational structures is the most suitable for those business enterprises where a large variety of products are manufactured?
Which of the following gives shape to the organisation structure?
Which type of organisational structure is the most suitable when the size of the organisation is large and is producing one line of product?
Read the following text and answer the questions given below:
'Pappu Sweets Makers' is a sweets making company which has turnover in crores. In order to manage the work in the organisation, the departments have been created on the basis of functions. Examine the following situations of this organisation and give answers accordingly :
Situation 1: It is expected that employees who are performing similar tasks work under the same department. So the company now has HR, Marketing and Finance departments. The division is based on specific functions.
Situation 2: There are similarities in the tasks performed within the same department.
Situation 3: The profit is increasing month by month due to the success of this structure of the organisation.
Situation 4: There has been minimum duplication of efforts as the same department is taking care of single function.
Which type of organisation structure is discussed in the above case?
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- Identify and state the type of organisation formed by the employees of 'taty Software Ltd.
- Also, state any two advantages and two limitations of the type of organisation identified in (i) above.
|
Diligent developers, a website design company in Bangalore is a startup initiative of Mr. Maniraj which aims at achieving a profit margin of 10% in its first year. Mr. Maniraj appointed Mr. Advait as the Digital marketing Head, Mr. Kiyansh as the head of Backend department and Mr. Nirved headed the Graphics Designing Department. Since each head was specialised in specific skills, it resulted in increased efficiency and better coordination. However, problems arose when Mr. Advait started considering group objectives superior to organisational objectives and stopped exchanging information with Mr. Kiyansh and Mr. Nirved. The company had to bear the brunt of lack of coordination and was unable to achieve its objectives. |
- Identify and state the organisational structure adopted by the company.
- State two benefits and two limitations of the identified structure highlighted in the above case.
