Types of Organisational Structure PDF

ORG A N I S A T I ON A L S T R U C T U R E IO NAL S TRU CTU RE PES OF O RGANISAT TY OBJECTIVES STATE THE DIFFERENT TYPES OF ORGANIZATIONAL STRUCTURE ENGAGE IN A DISCUSSION ABOUT THE FEATURES OF EACH TYPE DESCRIBE THREE ADVANTAGES AND THREE DISADVANTAGES OF EACH...

ORG A N I S A T I ON A L S T R U C T U R E IO NAL S TRU CTU RE PES OF O RGANISAT TY OBJECTIVES STATE THE DIFFERENT TYPES OF ORGANIZATIONAL STRUCTURE ENGAGE IN A DISCUSSION ABOUT THE FEATURES OF EACH TYPE DESCRIBE THREE ADVANTAGES AND THREE DISADVANTAGES OF EACH TYPE CONSTRUCT ORGANIZATIONAL CHART IN CLASS, GIVEN THE RELEVANT INFORMATION. TYPES OF ORGANISATIONAL STRUCTURE LINE STRUCTURE LINE AND STAFF STRUCTURE FUNCTIONAL STRUCTURE  LINE STRUCTURE This is the oldest form of organizational structure. Its purpose is to show the direct, vertical, authority and responsibility relationships between jobs and positions at each level, that is, from the top to the bottom, of an organization. It is also called a “Scalar or Military Organizational Structure”. Authority flows from top to bottom, and workers are assigned tasks, activities, or goals to be accomplished by their line supervisor. The supervisor has ultimate responsibility for the various goals, tasks, activities or jobs assigned. The supervisor delegates in order to take advantage of the skills, competencies and creativity of the workers in the effort to make a meaningful contribution toward achieving the goals and mission of the organization. This type of structure is used by small and medium- sized organization such as sole proprietorships or partnerships.  LINE STRUCTURE ADVANTAGES DISADVANTAGES THE LINES OF AUTHORITY ARE CLEARLY DEFINED. IN THE ABSENCE OF SPECIALIST STAFF, IT BE CHALLENGING FOR THE LINE AUTHORITY RELATIONSHIPS FLOW FROM TOP TO BOTTOM. MANAGERS TO HANDLE THEIR ROLES ALONG WITH RELATED AREAS OF THE JOB IT IS VERY SIMPLE AND EASY TO FOLLOW. (EG, QUALITY CONTROL, SAFETY AND SECURITY, RESEARCH ETC) THE CHAIN OF COMMAND WHICH FLOWS FROM THE STRUCTURE CONNECTS THE JOBS AND THE HOLDERS AS THE ORGANIZATION EXPANDS, THE LINE OF SUCH JOBS. MANAGERS WILL FIND IT MORE WORKERS CAN CLEARLY SEE THEIR RELATIONSHIPS CHALLENGING TO HANDLE ASPECTS OF TO OTHERS IN THE ORGANIZATION. THE JOB WITHOUT THE ASSISTANCE OF SPECIALIST TO ADVICE AND COUNSEL INSTRUCTIONS FLOW EASILY UPWARD AND DOWNWARD. THEM.  LINE AND STAFF STRUCTURE This structure combines line and staff. The aim is to show line or maintain relationships and staff or supporting relationships within an organization. It shows the relationship between line managers and specialist staff who work together to meet the goals of the organization. Staff organization: it is created to assist line organization when it is proven that the line organizational arrangement is inadequate to take care of some of the activities of the organization. The organization may find it necessary to create certain divisions/offices/posts to assist in meeting the goals of the organization, hence the need for staff organizational structure as part of the line structure.  LINE AND STAFF ADVANTAGES STRUCTURE DISADVANTAGES LINE MANAGERS RECEIVE ADVICE AND COUNSEL ORGANIZATION RELATIONSHIPS ARE MORE COMPLEX FROM SPECIALIST STAFF. AND THIS CAN LEAD TO CONFLICT AND CONFUSION IN THE COORDINATION, CONTROL AND COMMUNICATION LINE MANAGERS CAN CONCENTRATE ON THEIR PROCESS. EG STAFF WORKER BYPASS THE LINE SUBSTANTIVE TASKS WHILE THE SPECIALIST TAKES MANAGER AND REPORT RESEARCH FINDINGS DIRECTLY RESPONSIBILITY FOR THE RELATED TASKS WHICH TO MANAGEMENT. IMPACT THEIR (LINE MANAGERS) AREAS OF WORK. STAFF WORKERS CAN INFRINGE ON THE WORK OF THE LINE MANAGER IN TERMS OF UNITY OF COMMAND, THUS LEADING TO CONFUSION AS TO WHO TAKES INSTRUCTION FROM WHOM IN SOME SITUATIONS. LINE MANAGERS HAVE TO RESPOND TO THE ADVICE AND COUNSEL OF THE SPECIALIST STAFF WHILE, AT THE SAME TIME, ACTING IN ACCORDANCE WITH DICTATES OF THE LINE AUTHORITY ASSIGNED.  FUNCTIONAL STRUCTURE This structure is designed according areas of a business such as production, marketing and sales, finance and accounting, human resources, among others. In this structure, each functional area is integrated vertically, eg, the staff of the production department report to the production manager. The department head is completely in charge of all activities.  FUNCTIONAL STRUCTURE ADVANTAGES DISADVANTAGES SINCE WORKERS ARE IN THEIR SPECIALIZED AREA OF WORK, SINCE WORKERS ARE ASSIGNED TO PARTICULAR THEY ARE FOCUS ON THE WORK TO WHICH THEY ARE DEPARTMENTS/ UNITS, THEY ARE HARDLY IN TOUCH ASSIGNED THUS MAKING THEM MORE EFFICIENT AND PRODUCTIVE AT WHAT THEY DO. WITH THE WORK OF THE OTHER DEPARTMENTS/UNITS OF THE ORGANIZATION. WORKERS TEND TO BOND IN THEIR EFFORT TO ACHIEVE THE GOALS OF THEIR DEPARTMENT\UNIT. MANAGERS OF PROJECTS HAVE LITTLE OR NO AUTHORITY. DOWN TIME IS CONSIDERABLY REDUCED BECAUSE THE TECHNICAL STAFF IS AT HAND TO TROUBLE-SHOOT AND RECTIFY PROBLEMS THAT MAY ARISE WORKERS TEND TO GIVE MORE ATTENTION TO THE (MACHINE/PROCESS/PROCEDURE). WORK OF THEIR DEPARTMENTS THAN TO THE PROJECTS THEY HAVE BEEN ASSIGNED TO DO. THE TRAINING NEEDS OF STAFF MEMBERS ARE EASILY IDENTIFIED AND DIRECTED TOWARD THE ACHIEVEMENT OF BARRIERS TO COMMUNICATION ARE CREATED AND THE GOALS OF THE DEPARTMENT OR UNIT. THIS WOULD AFFECT THE OVERALL GOALS OF THE DECISION- MAKING IN RELATIONSHIP TO WORK OF THE ORGANIZATION. DEPARTMENT/UNIT IS MORE DIRECT. Classic Circle is owned and operated by the managing director, Mr. Cousins, who recently hired a consultant for business advise. Mr. Cousins oversees the following department heads: a. The one in charge of money management b. The one in charge of creating the products and c. The one in charge of employees’ issues. The following persons are also employed at Classic Circle: (a) Three training clerks (b) A Junior Accountant (c) Two Seamstress. Construct the Organisational Structure for Classic Circle and Identify the Span of Control