Advertisements
Advertisements
प्रश्न
State any three limitations of divisional structure of an organisation.
State any two disadvantages of divisional structure
Discuss the disadvantages of Divisional Structure.
State any three disadvantages of divisional structure of organization.
Advertisements
उत्तर १
Limitations of divisional structure:
- Departmental Conflicts: With simultaneous functioning of multiple departments, it may happen that a conflict arises between departments with regard to decisions such as allocation of funds and resources. For example, a conflict may arise with regard to the division of workforce among departments
- Increase in Cost: As each division functions separately, several activities which are common to the organisation are performed for each division separately. In other words, there is the duplication of activities. This leads to an increase in the overall cost for the organisation
- Ignorance of Overall Objectives: It may happen that in achieving the divisional goals, the overall organisational goals take a backseat. In other words, while focusing on divisional objectives, divisional managers ignore the overall organisational objectives.
उत्तर २
The disadvantages of divisional structure are as follows:
- Duplication: Every section handles its own marketing, production, and other tasks. Duplication of effort like this raises expenses.
- Conflicts: Divisions may clash on how to divide up the money. At the expense of other divisions, a certain division may aim to optimise its own profits.
- Misuse of autonomy: Every division chief is in charge of all division-related operations. He might rise to prominence and try to establish his independence at the expense of the organization's interests.
उत्तर ३
- Ignore Organisational Interest: Money has control over a division; in order to demonstrate his independence, he may ignore organisational interests.
- Conflict: Conflicts may emerge among departments over resource allocation.
- Higher Costs: Maintaining many divisions raises administrative and operational costs by duplicating tasks and giving each division its own set of identical functions.
APPEARS IN
संबंधित प्रश्न
Name the type of organisational structure which promotes flexibility and initiative.
Differentiate between formal and informal organisations on the basis of origin
State it's any two advantages of the functional structure
State any two disadvantage functional structure of an organisation
A differential between 'Functional and 'Divisional' structure of organising on the basis of the following:
Managerial development
A differential between 'Functional and 'Divisional' structure of organising on the basis of the following:
Cost involved
Identify the network of social relationships which arises spontaneously due to interaction at work.
Neha runs a factory wherein she manufactures shoes. The business has been doing well and she intends to expand by diversifying into leather bags as well as western formal wear thereby making her company a complete provider of corporate wear. This will enable her to market her business unit as the one stop for working women. Which type of structure would you recommend for her expanded organisation and why?
Write a short note on: 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 organisation structure is based on rules and procedures?
In which organisation structure do we find “group norms”?
A network of social relationships that arises spontaneously due to interaction at work is called:
Which type of organisational structure will you suggest for a firm which has diversified activities and operations requiring a high degree of specialisation?
Which of the following points highlight the suitability of functional structure?
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.
Why do you think the profit is increasing as given in Situation 3?
Aarohan Ltd. is a company manufacturing automobiles where division of work into key areas includes production, purchase, marketing, accounts and personnel. Which of the following is a disadvantage of the organization structure of Aarohan Ltd.?
|
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.
What is the outcome of the organising process?
What can a wrong structure do to business performance?
