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प्रश्न
| Due to spread of COVID-19 pandemic, employees of almost all the companies were working online from their homes. In 2022 when most of the companies called them back to their office and started working offline, ‘Taty Software Ltd.’ still asked their employees to work from home. Because of this, employees of “Taty Software Ltd.” were feeling bored, hence for recreation they formed a cricket-club. They started meeting every Saturday and Sunday on a ground near their office building. |
- 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.
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उत्तर
The employees of Taty Software Ltd. have formed an informal organization. An informal organization does not exist purposefully but arises from shared interests, tastes, and religious and communal ties. Interaction among coworkers creates a 'network of social interactions among employees' known as the informal organization. The primary goal of this organization and structure is to provide psychological fulfilment to employees who have common interests. For example, employees with comparable interests in sports, entertainment, religion, and so on may organize their own informal organizations.
The following are the advantages of informal organisation:
- Faster Communication: Because there is no prescribed official route, informal organizations use an independent communication channel. It results in more immediate information dissemination and faster feedback. Management may also employ such communication to convey information that the formal system cannot convey.
- Fulfil social needs: Informal organizations meet the members' social requirements, which formal organizations do not meet. This increases their job satisfaction by giving them a sense of belonging.
- Help in achieving organisational objectives: It contributes to fulfilling organizational goals by compensating for deficiencies in the formal organization. Informal organizations provide feedback on their work experiences by discussing their perspectives and suggestions with superiors.
The following are the disadvantages of informal organisation:
- Resistance to change: Because informal organizations are tied by custom and culture, they resist change. Such opposition may cause the organization's expansion to be slowed or halted.
- Spread of rumours: When an informal organization spreads rumours, it becomes an opposing force that works against the official organization's interests.
- The pressure of group norms: People in informal organizations are pressured to follow group norms, even if such standards are detrimental to the formal organization's interests.
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संबंधित प्रश्न
Name the type of 'organisational structure' which promotes efficiency in utilisation of manpower.
Answer the following question:
Aradhana and Gandharv are heads of two different departments in 'Yumco Ltd.' 'They are efficient managers and are able to motivate the employee of their respective departments to improve performance. However, their drive to excel in their own sphere of activity instead of giving emphasis on objectives of the enterprise has hindered the interaction between the departments that Aradhana and Gandharv are heading. Often there are inter-departmental conflicts and they have become incompatible. This has proved to be harmful in the fulfillment of the organisational objectives. The situation has deteriorated to such an extent that the CEO of 'Yumco Ltd.' has hired a consultant, Rashmi, to resolve the problem. After studying the situation closely, Rashmi found that the problem has arisen due to inflexibility and a narrow perspective on the part of both Aradhana and Gandharv. She is of the view that this situation is a result of the type of organisational structure 'Yumco Ltd.’ has adopted.
From the above information, identify the organisational structure adopted by ‘Yumco Ltd.’ and state any three advantages of the structure so identified.
What is meant by the divisional structure of an organisation?
State any three limitations of divisional structure of an organisation.
Differentiate between formal and informal organization on the basis of the following:
Authority
Differentiate between formal and informal organization on the basis of the following:
Nature
A differential between 'Functional and 'Divisional' structure of organising on the basis of the following:
Managerial development
State any two circumstances under which the functional structure will prove to be an appropriate choice.
How does informal organisation support the formal organisation?
Answer the following question.
Voltage fluctuations have been common and quite high in India. They harm our electrical appliances like televisions, refrigerators, and air conditioners, often leaving them in a permanently damaged condition. N-Guard Company decided to manufacture stabilizers for North India where the voltage fluctuation ranges from 220 V to 230 V. Once the demand for North India was taken care of, they decided to launch stabilizers of varying voltages from 90 V – 260 V for meeting the requirements of voltage fluctuations in other regions of India also. Three engineers were appointed for South, West and East regions of India, as the voltage was different in all the three regions.
Though all the engineers were appointed to manufacture stabilizers but the product differed from region to region.
(a) Identify the organisational structure of the N-Guard Company.
(b) State any two advantages and two limitations of the structure identified in the above para.
Which structure of organisation is helpful in locating the inefficient employees?
Span of management refers to ____________.
As the span of management increases in an organisation, the number of levels of management in the organisation:
'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 ______.
Grouping of activities on the basis of product lines is a part of
______ ensures that the heads of separate business units in the organisation are responsible for profit or loss of their unit and have authority over it.
Which of the following gives shape to the organisation structure?
Identify the type of organization structure depicted in the above diagram:
______ organisations are formed spontaneously as a result of social interaction among employees in an organisation.
