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प्रश्न
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.
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उत्तर
(a) The divisional structure is followed by the N-Guiard Company. N-Guard Company decided to appoint different engineers for all the regions. Though all the engineers were appointed to manufacture stabilizers the product differed from region to region. In the divisional structure, activities are grouped on the basis of products or services offered by the business.
(b)
The advantages of a divisional structure are:
(i) Managerial efficiency:
A divisional structure provides numerous opportunities for the development of skills and knowledge of the managers. The head of each division gains experience as he or she deals with a variety of functions simultaneously. This enables the division head to grow professionally and improve proficiency.
(ii) Measurement of performance:
In a divisional structure, the performance of each of the divisions is judged on the basis of its profit and loss during a particular period. This type of assessment of performance is easier and helps in taking appropriate and timely corrective action in case of poor performance.
The limitations of a divisional structure are :
(i) Departmental conflicts:
Sometimes conflicts may arise among different divisions with regard to various decisions and actions of the organisation such as those relating to the allocation of funds and resources.
(ii) Increase in cost:
As there exists a similar functional structure under each division, the same set of functions are performed under each department.
Thus, there is a high probability of overlapping of activities, which results in a rise in cost for the organisation.
संबंधित प्रश्न
Name the organizational structure which helps in increasing managerial and operational efficiency.
Differentiate between formal and informal organisation on the basis of origin.
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.
How does informal organisation support the formal organisation?
What is a divisional structure? Discuss its advantages and limitations.
How is a functional structure different from a divisional structure?
Differentiate between formal and informal organisations on the basis of
- origin,
- authority, and
- flow of communication.
Which organisation structure is based on rules and procedures?
Which of the following is not the disadvantage of the formal organisation?
Span of management refers to
Which of the following points highlight the suitability of functional structure?
______ 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.
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 the 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 a 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.
