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प्रश्न
State any two advantages of Formal Organisation
State any Four advantages of Formal Organisation
State any one advantage of Formal Organisation.
State any three advantages of Formal Organisation.
Explain the advantages and limitations of formal organisation.
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उत्तर १
Advantages of a formal organisation:
- In a formal organisation, responsibility can be easily fixed as job roles are clearly defined.
- A formal organisation avoids duplication and wastage of resources in the sense that there is no confusion among employees regarding assigned duties
- The superior-subordinate relationship is clearly defined in the formal organisation. Thus, the unity of command is maintained.
- All the departments in the formal organisation work together so as to achieve the organisational goal. In this way, it results in coordinating the activities of various departments.
उत्तर २
Formal organisation offers the following advantages:
- Clarity: Each member's function and responsibilities are clear. This prevents effort from being duplicated.
- Responsibility: It is easy to fix responsibility because mutual relationships are clearly defined.
- Unity of command: Every member of the chain of command is answerable to a single superior.
- Stability: Formal organisation gives the business stability. Employees are guided by certain rules. As a result, it is reasonable to forecast their actions.
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संबंधित प्रश्न
'Steelo Ltd.' decided to set-up its steel manufacturing factory in the backward area of Orissa where very less job opportunities were available. People of that area welcomed this effort of 'Steelo Ltd.' To attract people to work in its factory it also decided to provide many other facilities like school. hospital. market etc. in the factory premises. 'Steelo Ltd.' started earning huge profits. Another competing company asked its production manager 'Aslam' to investigate the reasons of earning huge profits by 'Steelo Ltd.' Aslam found that in both the companies there was systematic coordination among the various activities to achieve organisational goals. Every employee knew who was responsible and accountable to whom. The only difference was that in his organisation communication took place only through the scalar chain whereas 'Steelo Ltd.' was allowing flow of communication in all the directions as per the requirement which lead to faster spread of information as well as quick feedback.
a. Identify the type of organisation which permits 'Steelo Ltd.' the flow of communication in all the directions.
b. State another advantage of the type of organisation identified in (a) above.
c. State any two values which 'Steelo Ltd.' wanted to communicate to the society
Differentiate between formal and informal organisations on the basis of authority
State its any two advantages of the divisional structure
Differentiate between formal and informal organization on the basis of the following:
Meaning
Differentiate between formal and informal organization on the basis of the following:
Origin
What does the term ‘Span of management’ refer to?
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?
What is a divisional structure? Discuss its advantages and limitations.
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.
Which organisation structure is consciously or deliberately established?
A network of social relationships that arises spontaneously due to interaction at work is called:
It is defined as the framework within which managerial and operating tasks are performed.
It refers to the number of subordinates that can be effectively managed by a superior:
'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 ______.
Which of the following does not follow the scalar chain?
Which of the following factors are of informal organisation that support the working of formal organization?
Which type of organisational structures is the most suitable for those business enterprises where a large variety of products are manufactured?
| 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.
Recession is an 'inherent constraint' in almost all manufacturing organisations.
