l oranise a bls is t» provide ik w'th eveyung

4seu its lamekiong Jawmatrnials ,macknes,

tals, Capital persenne.
07nising-Potess
denticahion division o
Smaller unis Tobs
-Division t o t a l wo unto
beauje Jobs aye ass'gned
-
Leads speialis alon
to the qualicahon
individuals according
Capabilibes
leads to Systematie uwang
one persorm accept Cash One pedon
In banks
ussue echequa book.

deportmendalisation
e) Groupin Jobs gehey put
-Similar Jobs e Duped

1 dep
Teo daa
(a) funchonal ederastmenta.hion

to Common unchon
ar ped
xelated
-
pbs
i n 4 dapt. dept
elaked srbs rd
prdn Sals dapt
8ales elad Jobs
6) Diuisiona depaytnmentelisaon

where more
than 1 p e Prod
Preerred
proluced

to 1 ro duct 1 dept
aeated
Tob
Notebook, pen
aanisahom

degt 1 dept .
 Hse'apment oJobs Cduhitsi)
-Sn dividuas ar
assianed Tobs |wo
acc
to themathing skill&
qualeakom
92stahliehya Jeporting elahenship
-

matching athonty aL. to

duty
peom duhiu a4igne
Ttrtates Superior -
Supordinake velahomsh
higher
Quhei authoib
Se u elears , the wilt
report t hom
 Tmptance _oqarusin
)Benetsnspeciadu sahion to
Totaloozk Divide Small unts assigned
Individuads ac. to Ahetv skills
one
when indvielu al peroym
Baings Speciausation
Tob 1e peade d

(a) Role cla cleaq dene whnd eac

assign Jobs
manager
has to do.
employee
woyking elakons
hp
( CR aaly un much auHhoty Js enjoyd
-cdeaxly elejined how
wrom
3
f indin du als who wl 7eport Jo whom

knows
ve one
order.
he can ave
resourc
(optmum uliGa ation wok becau se manane

07
duelcaton doment
No ovey Sappinq in Tob destnpton
cle ayy deine Tobs 07 mor@ ind.d
Same
wok pevoFmed
No cha nce s o
adminusirahion
Co-ovdination
4_eecive
( um 4 dePt
- Sim a Tohs ane g7ouped blw duH. depts
administer easi
orcinade ?
Co Con

(e) Adoption to change

4 dept
simlar Jobs
>

unchon in thaB ciept

-organising
has o bingi nchange
exe»nal Env.
So manager
Tust
by change
whueh w alet
4 Grout deparments
( Eponsion work & chie
Prper
diuision o bings ejiaeney
secialisation e s o u c e s

I 4 e a d s
to uduaakion o
administrakm
optmum

This a helps
Reduce
peorm Jobs
evelopmen opesmnel

(8 auhony tr
managers
deegate thair dult potential
xealise
time
wovk
mone
get
Roa dCyealive wrk
 0rganiSecional suctun

which tnak
-

frame uoe i h in managemal an

p*te
- orSBu deimes ob poct4tons Jesponslnlia o eP
alakionskip
delegaion auhon Suerior-S4ordiinak

oorganisaHonal
strueture
m portoance
all the operatons b s
(0) oanse proptTA to check xesponsitily
c e a r Strueture easy
(
Cach pat o b s a
abbo
ouukt he
idea
lear
gemenF

(3) 2ives heevels mm

aag
n
m
) eavly defmes
stuche
gjwisadion sk
tacles
speciy
elearly
must be t o e pe
) Tob deslgha c i w H s hare

w
dhea
int e +Hhe Contenis
Jo
To
raudts o
expecked umder
dpt.
2rouped should

) Depankmerdtaim Tohs rtlated ohs

Jobs, aa
dinde s Similar
T o i n g Speciaisadibn)

Nok enk
mind
dapt
-
keep in under
1
gouped
be mgr Subordi'nate

oauhon sha

Sharung
aion
Peleqa auho 1 Some

|(3) mg
pa
done
Jo Suboreltnater

amo
eader

d ec i d s h e
hur eapons

Ts sAan
spam man4tment
- houw many
suborimoades Can be ecively managt
manaT
responsi&ty stelattrs)
- while estahlishing autho ty- Condol.
i n mind the span o
gr m ust Keep
indeligenk> daxge Span
managers Smat,
emp: twt

mployees toained, professionad Cneed moYe

Smal span
unskilled
3uwda nce)

arge Span
Nature o ob [ Roukine Tob] Smal span
Tob) >
chalengh
 OTgansoHonal stneuree

tunchional Division
stuu Stuetur

funetiona stncu
-
when Tobs a 9oped ace. to u unetHn
Sty A Jobs elated to purthae purchaue epaament
Anchse
Raw makia
naehinen Pchne
AU Tebs elated t poduchian preduehan dyrd
uay apair
Phocessi moaunten ance

Acua ndaes dunehtnal sinchure

Speuialisaction
-

o bs 2ouping 4 elated actin 4 dupt

Peom imlr at. , ojessiona expers Can be dive d-s
*bU% ueny spedalisnion
( EasSyeruS
Sasy to Suptuse auids emploers pedesn
ackuies.
Sila
Easy -rdinatim
() vthr
a intevdependent
on e ach
Dep
4)Increue marajeiel en
pom Bame une aa
Mnagt dyt drt
An
Speeialise
mpmvea n
makes ham
Tus

(5) cive ive tainny np. have + p

twing
gi
in 4 pt
Same unehon
Ch
 Disadvantagu -dunehi tnuehue

uLa on
9 i u a o i t u n g o r a - 8

awn

ciaused
in h e
be come Spe
Popech l e

depts see dapts

Paids to
orlinatm
Soe bent
Deoveaje in
(2) +hink
in
other
dpantmens

- Depls mtert
Does mt sho

Depaat menctal headt Aiul

Dept heads hinks only
-
about hair nwn
dpt
da t Cntiek becauë daes not Consiclar othe
dep

- All dpb ane mker- rulated

aceoutable 1 dept
to Tmake a
ve diCult
net achieuna 3
(5) Ilaitli
Cmp at tamn
on
unein h u r dapt. s-
ainlt to sit other apt.
 Divisional stuekue
Suitable prdueng ma than 1 tpe o proluek
- a t elated t o i pmduc 1 Aspt:
pen Arpt
peneil Pemdl dpt
books Nokbuok lept
Helvawtaata_o iuisionalstruetur

( Poduek Bpeciabsashi 1 apt

pe a4 rooucl ih unehona
Act etated to
n ih &pt 4
- Each dpt ut Jomw
binga Speualisahion

(a) o4t decisim makiydepend on othar dept

uu%
oher

No dept disuu
amyting

So no nee
dapt
aads t o a t decisjn

3Aceountable
No inderdependevt n deparkrunk
Can be hod uponaibl
So easiy
ornan- actompishment o

makina dapt
-fut decision does mot eeek en
oher
Aspt
decsin ame
b n g s Roibi
other
(5) 2xparsiem _goumsthh whout Sistvrbina
added
-kJew dpts Car

deparbmens
 sadvawtgea iuisional struekue

HeSouMes Jequisu
Jndependent unil
( Mov
ABUM
each dapt aguirs
all

Each yt
dud on
Paro ductfoeuu dlpt h u pro G m * ,

Po us part o
(2 Cach dapt hemsa
See
not
dos
R u o u t e

allocaion
() C b e
 Dierence between fanchiomal 4 divrGiomal stnuture
functiona DivISiOnal
Strueur
Stuctu
on he basis of product
Basis o on he basis unchow
tomaciom
Dept: Jnde pendent
-

9nterdependent
Actounta- - Dep asy to fix accountabilty
to make acCenaby.
ble lilt Not ve Sconomical

Tt is ¬Conomical axe nequre

Econe -

A
in d
Hesources

depts.
Development dess chances more chances

managers are Spec- monagen paromulhjunch-

o m a n a g e r s -becoa
falised in 4 änehon onky
Specialsaor=
rings dunchiom akl
Bings Produek
Specialisahom Spedalis ahon
a act- are
thoan
eter be Cause
dess ^ T more
xelated to 1 produck
o-Odinat-
iom Pro duct
more
dess auonomy ochions
Autonomy
operai h i c h is pwoucing
f
oorethan d produck.
Suitable
 toma organisaion
Feadrts
nated intentionally to athieve Ayste make working
pupose- achieve ment o oransatbnal goal.
s) each indivicdual is
assiqned sgeeilie Jpb a
() Pireed auhovby tevey ndividual
lle scalav
chain o Covmmunication.
Acvantog fom oronisahion
() Syste madie 1Smo oth funckioning
Helps in aehieving
No overlapping work divided among vaioui' depts
wok is Systemahicaly
and empleyees
work than interpersonak
ays mere emphasis on

relkions
Cveakon odchain o mmand
Supenior- Subardinale selakonship
cdeary deies who report to
whom.
everyone knaws u
Disadvantnqes tomal ojanisadíon
Delay in achon Scalar chaun ? chain oCommand
-
Becawe it follow
nredy
Ooes not gm importange t Pschaogical Soda
) Reasd tu demotivalion
- which may

ive- i gimeorta nce wok onty Cealivty tlont ete

te nelations
noreu human

Torma amganisadkion

feskuu mnager
wthou fforts
amy
1) Cead ed automaheally sekistahn.
tomed empou gek eyngieal
) mot -fUow fxeo ph o
Commumieafom

3) Dos Caik be Fheun

Sounc olormaton
) eson Can Cmnmunicate

-on fmal
exlstence depend
n

Advantay rformn oryaisakion

() a t (ommunicahm sealar chan
Dbes mot folow
Commun'catt

) Soul neuds Sodal need.

t Psyehako9ical
ve inptance

) Cowect felback Cam nero ae edbaul=

Top
Revel mamag em
vaius plams p
emkoye
 Nndvtg rma agmi'sah y
ptad Kamou)
stuetum Spread hch
-

inoma umous
w
miandth em
(2) t a i c wafklrg
doa mot m a smekun f smootune
3MA_bzing Neaahe esulls
m a oT Ppses he elans o r chamye
beomes veny diiat o
Gives impkement the
me
mpovt amte Satislachm
Cmpoand to thodvielual
nisaioal tenst
 Diference betuween formal 4 iormel oryankod
sahio
omanisatim Irma oranisahon
fomal Chaed automahcallwhe
Formahion r med intenional pdanningy apd
manaa eY

mie To aat Psyehado gital sAksfock

fpoae T sedal ad
achieve o 3o
No Gntrol omamasament

Behavio peciceo manaer in** bnngs

eae taulh
amplye stmek
-well dalined stnatue -
No weu
we daaned
Sulednak rela
Stnuctu rdeton No Supeior
-Supeior Subordmak
e d path
in pass ough
Stalor
No
omone Cam
Cowm u u ' c a k
yw -AU
chain ud o
amg
iten channe?
aT Per
-

auhonity ?
xelakn bho amhonity o deRatian H
eaderskie -Direct Readership
4 aadeysldp leader
- highest ounthonty>leadey - dowest auhonty
Not stasle Souial
stable and elurable
-

hur
Stobiiyo -mt
employees changs
3phenvevy +hey desie
e re desie
darahlilq-exst tiu Surviva o am
haveto jolle No ules
mem bers o
Rules emp stdey inomal
oansakion
the Aules equlakons
Regulelins ormal organai.
stnee Depend o
Tnter de B Tn dependent Sakonoul S t m c u r

rclence
in amy oltrechion
bo-ttom
Can lous
from Top to
auhon
 Delegation utho y
do 8ubandinate 4
- ranser es ponsibiliky 4 authonty
makmg hem aeounabe.

a wo alon]
ej oLook CCark perom
Manager wh
suordinades » Divids umk
esponsi0tiu
Shave
(acto thuir qualicaen

to take
Power
Then share Some, o his auho deisio
done
t at u o k
Cmake S u b o r d n a t
to make
reata accountability
answerable gar ron
Sure that un is done
accoplishment
eve }ien

ximcipde absalukenesi o a c t e u n t a l i y
Accountab &t,
oabdictiom
a process
J s mot
Dele aion or
odelegated.
never be passed
Can
(oo Sell
Sell
> 8oo ni onmot
ies w h manager
aceou
ntabilk
huis
Case
Tn
get ud acentabllity

whether the
to ime
me
Superv ise Tom
he must or not
So divechon
on uht
wo is Jong ackon

not
take timely
 mrovbance oelegion fulhasu tya
0 Employes dlevelopment
Gecause delegaion Subovdimakes ge expeuenee
managers' (higher evel) Tobs
task
develop skills 8y perdorming Complex
Cseates them future manage *sS

mo-tiva-tion mplyees
nesponsibili*2 auhoity
manageT Share
4 trust
Suboroinatesdeveloe, fetling o belngingness
So 9ets metivadted

facilitates organn'sahioma 70wt

auth. Reeping mind
cp. 3
manageTS pass
quaicaion and CapabiQitter empkoyee
deads to division eoot bing specialisa
(4) Redute tha oork Joad manages
mamga pass hus
Hes ponsi bil C7ouhine work)
t suborduinates.
I t educe ther wotload.

eter Corondinartior
manager systemakcall&hareas esp. 2 auth.

systemaie divisin Emptoyees et clear pthne owas

No duplicakim o o , dazity in dutes ssigned,
evayone Enows who w rep ort to whom

Impro ves SwperiorSubordinate gielahionskip

mandger aYe tesponstbit& auhority
- Suodiata
t s t i n mangers

a echve management
TouHne uoor Jo Subordu nates
manager tIF
important maters
Secome }ree t Concertrate on
iuena
is done echvady
Sur that wo
make
by Subordinates.
 frocess lemtnts of delegakion Acc o u t a b i l t y

Authoty
Responsibiy
ky
i n d i v i d u a l

respons1bia
an
R e s p o m s i b i l y

to is
Novk
assigned some o
pas
manager

Delegakon start subordinates.

wort) to
features_respomsibility 4f to thers]
assgra4
perdorm
olelegate4 Jo
Can be o s u b o r d i n a t e s

i s o h l i g a t i o n

o Supenbr
T+ xesponsible

work
aswaua
upward
ds
() flows Subordinate

he
ther

Authority
dectsion
(wonk)
take
ddone o m
xesponeibiy
to wozk

power
share
* o
ge
mamag9er
uthority
shoud be transfered
share

u i l l

3wbardinatesJ. Authonty

matehinm
keep in
9 i n dtoresponsrbility.
 eaures Huheitj
R'ght t» take decisiom becoa o y o r managenal
Posiiom subordiinade
3xelations hip
Determnes superdor

low s downuw ard

(a) Greatest ot o p evel
owar level
dowast at

Respomsibiluty
Autho ity =

acomAkah-
Acco untaiity be ansuwerable for non-

S u b o r d i n a t e s
wll
nent o ask.
Cdelegad ed)
-
Cant be passed

uts

800 wnits Selu

200
authoty 4 JAesponsibility,

a c c o m p u s k m e n s

Even a t e r deleaaing aceourrtable

dr
non

be
wl
manag
otaae.
Feaures Acceundtabii y
oukpu

a n s w e r
ab le for i n
m a k e
delegatd or p a s e d .
C Cont be accaniae
are
more
uthony
fRows upuard m o e

agers
-man
 Relatiom sip b/w_ Responsi bili4, Authorit Accountabily
Acco utabilAy
Respensibi ty fruhosity
eanin obgaton or duty Power to take decisian make individual ansuar-
ahle oT non- accomplish
an indiviclual to ment o t u k .
ferom a task
Cannot be dully Coun be olelegoted Can never be deegatad
eleaein
(Respom si b =
Athenty ies wih both Supezor
delegated and Subordi'nade

Kouw ofAows upusoye Plows downwerd -Plows pw ad

irechon C Suboydi nake Js a Som Supen'or t
managers u* more
sponsible o mor
authon+) auhonty m o e acaunta
Supenr) Subrdinate ble
(les uthority)
-less auhonity hesr
accourhable
Aises rm Supeir r i s be cause e Aise m responsibiy
»gin
Subordinate seahionfor ma poattion

ship
 Centralisadion
Js in ew
Concentration power a authoity
hands i.e. Top ev

Dacentrlisakion
4 auhauity at evey
osibuion powe
Even

Jevel manaaement
oCentralisaton
Companteollos mixed policy
Nosty
decentxalis ation Pinanial deusioa
decisions foe.
anfidentil
Important
Ceatalised poicg evel managers
decision should
be taken by Top
Every
 ommon decis ions elated to opeaH onal as
ecentalised po Cbecaue t betem veN difk
tor Top evel managers manage wey thing hamselve

oecentralisakion
Oiferen ce between Centralisation
Oecentralisakion
Centralisakion
is
Heaninga Dea'sion making power is Deeision makinq Power
in the hands of Top Reve shared by £veny employee
manageYS on wovking a dift Jevel m
men
Authoy Top Level max. auhoiy Ahery is Systemakcaiy
mt ddte howan level dinded at eve leve.
vey lous outhoity
for Large Scale org
Swtabily tor Small Scale ora

managers have Jess Nore freedom o acho

readom achom
achien edom of
 DHHerence between Delegatton 2 DecentoralusdHon

Delegaion Decentrab'sation

d i s t a b u t i o n ofower
naie
-T sponsibilty 4 Syste
auh at eve ay evel oman
Atho ty to Subordimades.
Top ke vel
ment
Superior
e14)
Subondinate
wide in Scope
Scope/ imited Scope invoved
almost all emp
becaom.ly 2 partias invoved
-

farties auh.
passes
ínvolved 4 s -Top Jevel
Supeaior Cmg evey managera Seve

immediate Subordinoete

morereedom eacHon
C3) - Aessreedom
freedom authoity
distzibue - omiy
cion Afte passing resp.taukh9- ro

Periodical apfraisal
c n t i u s Supervision thous ContuOuS Sup@rViSion
Subdinetes ave perorm
more Sianticont
Routne funeion Czmp], Js one tme deasion

Signikarse - beco3
betog manager e v e y y Top level
S h a r e i sr e s p . cuuth. Centralisaton decentralisaton

dutiant to
wh subordundtes -once
taken vey
changei
e-sa4ential
- essetial fart bu not

Essertie or
large)-iP
No og.
Csmall
-Smell o*g
Can work without
i
Can work wíthout Can t u k e
all deas on
i - mqr.
-

manaaer
Cant peor essentfal Cvery
a t done
So share Ais arge o*
-

evey#hin
gese.2 auth.
wh Subodre auLult to manage
level).
alone by Top

evel
oiven by Tp
J's ven by -

Ganto ' Hah immediateS°nY

autho nb
()
To ole of eubordinate
To educe
burden o ma ving them more, autbnom
fupose
 optional
Nare Compu sony tek
level mngT Can h
becoa no individual an Top
all task om his take alU deci'sion.
perorm
Own

(9)
Comtro
In the
hands Superior Tn the hands oTop devel

0eleqadtom JS nece ssay inve ovg but dec ent

alisaionis optional
S,8

Decentalis eton
Systematie dietibuhion auhor at eve de
Mnagmint levd.
Tp Leves

mpotomee oDecewbaliaukim
Oevelopmanagenal talert_fofukt
exfeience wa igher leve
Emp et decisiom
eayn he ar akina
empbeemes uune mamatY
ke Are misdle ) dowtr level]
Vacant To [T ded]
( Quek decision making
Top Reve lieiaion making poe eveevel am
eads to fast deusion becog mi dlle [Aow
odos et hav to auk evey
Rvd mamagtn
fom Top e vel manag em.
 LietooPevel mamaqers auth.)
resp
Top evel pass 8ome thir
bnden
mak
even level. on imp
Concenkrde

to
So hey becomeR 7ee

Pactate rouoh aubromy4rredom

more

Detent ralisetion evel

take achtn to every uwth
one

Compete
to
Eve evel dept
p o v e
3*
t h e m u e l b e t t e r .
uhv1 wh.

amothev Peomce qual

hensl: %, *he
() Bettey ontoo hir own
ded'sim

acto untable
enp. take
pesonally

becomme blame othen

Camt
belter Gmtall
jn
Tu's helps
PromorteJaitiaive Creaiu
a liu

beter
() autna theml
ep. auhon J n i t i a t u e
to tauk
proy
Top leved.
ake d e e i a i e n

Peo
S o emp also
Cam tak,
hat h them
aeakve

pe
ma appoval
and
uthou

iedeekion in e middel
dpwer-
mpn motiationdim Sad au
ALsp
Shae, hemn
Top leve
tt auh in hak
Tshows
thai k
bleome
moHuak
nthem hey
ep.
S
So

vd shn
showi")h
AA
Top
at mere Satiugied