Scribd
Upload
93 views

Human Resource Management at Work

The document discusses organizational design and structure. It covers topics like formal and informal organizations, tall and flat structures, responsibility, authority and accountability, line and staff functions, Woodward's classification of organizational structures, Burns and Stalker's mechanistic and organic structures, span of control, and the roles of line and staff functions.

Uploaded by

Kalpesh Panchal
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
93 views

Human Resource Management at Work

The document discusses organizational design and structure. It covers topics like formal and informal organizations, tall and flat structures, responsibility, authority and accountability, line and staff functions, Woodward's classification of organizational structures, Burns and Stalker's mechanistic and organic structures, span of control, and the roles of line and staff functions.

Uploaded by

Kalpesh Panchal
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 24

Formal & Informal Organisation Tall & Flat Organisation structure Responsibility , Authority and Accountability Line &

Staff Functions

Organisational Design : The determination of organisational structure that is appropriate for the strategy, people, technology and task of the organisation.
Organisational Structures : The way in which an organisations activities are divided, organised and coordinated.

1.

The Classical Approach Fredrick Taylor- (1911) One Best Way to Accomplish the task

Henry Fayol Principles of Management Max Weber- Bureaucracy

Woodwards Research: Classified org. based on mode of technology


1.
2. 3.

Unit Mass Process

1.

Unit:
Manufactures custom made products Tailor made suit, turbine or Avanti cars

2.

Mass:

Manufactures would make large-batch or mass produced products Refrigerator, TV, Fans Ford Motors

3.

Process production:

Heavily Automated Continuous process providers Oils & Chemical refiners Reliance petrochemicals

AL JUBAIL PETROCHEMICAL PLANT, SAUDI ARABIA


8

Burns and Stalker Studied 20 org. to determine how their org. structure & managerial practices might differ based on different environmental conditions.

They found org. structure in dynamic environment is very different from org. structure found in static environment.

Mechanistic structures - a form of organization that seeks to maximize internal efficiency They performed routine task Slow in responding to unfamiliar Organic structure an organization form that emphasizes flexibility & adaptiveness

people work more as teammates than as subordinates Influence based on knowledge than authority Loosely defined responsibilities Emphasis on exchanging information than giving directions

10

Characteristics
Task Definition

Mechanist
Rigid

Organic
Flexible

Communication Formalization
Influence Control

Vertical High
Authority Centralized

Lateral Low
Expertise Diverse
11

1.

Formal Organisation:
Set-up of roles for the achievement of organisation goals Reporting channels and job description is rigid Accountability and responsibility are fixed

2.

Informal Organizations
Formation is ad-hoc and follows no structure They generally share same interest, ideas or information. They donot contribute directly to organisations goals.

12

Span of Control

Defines the number of people that one person will supervise. There may be a narrow span or a wide span of control.
1 4 16 64 8 64 Span 512 4096 4096 1

Span of Control of 4:256 Total employees = 4096 1024 Managers at levels 1-6 = 1365

of Control of 8: Total employees = 4096 Managers at levels 1-4 = 585

Difference in managers equals 780.

13

1 4 16

Members at each level

Span of 8

1 8 64

Span of 4

64
256 1024 4096

512
4096

Managers = 585

Managers = 1365
14

15

Workers or worker groups contribute to multiple organizational tasks Work groups are reconfigured when the tasks change Relationships among groups are governed by the requirements of the task

16

Responsibility: Ones obligation to perform the function assigned to the best of ones ability in accordance with directions received. Key principles to be considered :

Delegation should improve org. working No two employees should be assigned the same responsibility The boundaries of the responsibility should be fixed. Org. cannot afford gap in the delegation chain.
17

Authority: It refers to the right to give orders and the power to exact obedience from others in the process of discharging duties It enables managers to act, exert influence and make decisions in carrying out their responsibilities.

Line Authority

The right to issue orders to other managers or employees Superior-Subordinate Relationship

Staff Authority

Right to advise other managers or employees Advisory Relationship

18

An employees answerability on using the authority in discharging a responsibility is termed as accountability.

19

Line function: The department or employees of the firm that performs core activity that contributes to its business directly. Staff Functions: The department or employees of the firm that performs a support function that contributes to its business indirectly.

20

1.

2.
3. 1. 2.

Expectations & complaints from line : HR staff don't see the whole picture HR Staff try to steal the lime light HR doesnt provide the right support.

3.

Expectations & complaints from staff: Line function is prejudiced & biased Doesnt understand importance of developing the employees Doesnt value contribution of HRD

21

Facilitator

Specialist

HRD

Change Agent

Controller

22

Production

Products

HRM

Marketing

Technology

23

To build value, performance and leadership into ABB, responsibility, respect and determination are key

Assuming responsibility, and acting with respect and determination makes it possible to nurture ABBs traditional strengths our technology leadership, our pioneering spirit and our ability to be at home everywhere. That is our legacy, and our future. 3S (System, Speed, Spirit) Management Philosophy at ABB India. Caf HR part of SAP HR module, serves as an employee self service portal: Payroll management, Leave & Attendance management etc
24

You might also like