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The organisational structure of a firm

1. The organisational structure of a firm.2. Types of organization structure:Line OrganisationFunctional OrganisationLine and Staff OrganisationMatrix Organisation3. Questions.Table of contents

Слайды и текст этой презентации

Слайд 1The organisational structure of a firm
Made by Oorzhak T.V.
Finance University

under the Government of the Russian Federation
Moscow, 2013

The organisational structure of a firmMade by Oorzhak T.V.Finance University under the Government of the Russian FederationMoscow,

Слайд 21. The organisational structure of a firm.

2. Types of organization

structure:
Line Organisation
Functional Organisation
Line and Staff Organisation
Matrix Organisation
3. Questions.


Table of contents

1. The organisational structure of a firm.2. Types of organization structure:Line OrganisationFunctional OrganisationLine and Staff OrganisationMatrix Organisation3.

Слайд 3“relatively enduring allocation of work roles and administrative mechanisms that

creates a pattern of interrelated work activities and allows the

organisation to conduct, co-ordinate and control its work activities”

What is the organisational structure?

“relatively enduring allocation of work roles and administrative mechanisms that creates a pattern of interrelated work activities

Слайд 4Line Organisation
In this kind of structure every manager exercise a

direct authority over his subordinate who in turn directly reports

to their superiors.
There is a hierarchical arrangement of authority.
Each department is self contained and works independently of other departments.
Lines of authority are vertical i.e. from top to bottom.
There are no staff specialists.

Line Organisation In this kind of structure every manager exercise a direct authority over his subordinate who

Слайд 5Line Organisation
Simple to establish and operate
Promotes prompt decision making.
Easy to

control as the managers have direct control over their subordinates.
Communication

is fast and easy as there is only vertical flow of communication.

Lack of specialisation
Managers might get overloaded with too many things to do.
Failure of one manager to take proper decisions might affect the whole organisation.

Line OrganisationSimple to establish and operatePromotes prompt decision making.Easy to control as the managers have direct control

Слайд 6Functional Organisation
The organisation is divided into a number of functional

areas. This organisation has grouping of activities in accordance with

the functions of an organisation such as production, marketing, finance, human resource and so on. The specialist in charge of a functional department has the authority over all other employees for his function.

Functional Organisation The organisation is divided into a number of functional areas. This organisation has grouping of

Слайд 7Functional Organisation
Is logical and reflection of functions
Follows principle of occupation

specialisation
Simplifies training
Better control as the manger in charge of each

functional department is usually an specialist.

Overspecialisation and narrow viewpoints of key personnel can limit the organisation growth.
Reduced coordination between functions.
Conflicts between different functions could be detrimental for the organisation as a whole.
Difficult for general managers to coordinate different departments.

Functional OrganisationIs logical and reflection of functionsFollows principle of occupation specialisationSimplifies trainingBetter control as the manger in

Слайд 8Line and Staff Organisation
It is a combination of line and

functional structures. In this organisation a structure, the authority flows

in a vertical line and get the help of staff specialist who are in advisory. 
Line and Staff Organisation It is a combination of line and functional structures. In this organisation a

Слайд 9Line and Staff Organisation
Line managers are provided by expert advice

by these specialists.
Staff managers provide specialist advice which can improve

quality of decisions in various departments.

Line managers and staff managers might have conflicts on particular issues.
Line and staff managers might not be clear as to what the actual area of operations is and what is expected of them. Co-ordination may be a problem.
Staff personnel are not accountable for the results and thus may not take tasks seriously.

Line and Staff OrganisationLine managers are provided by expert advice by these specialists.Staff managers provide specialist advice

Слайд 10 Matrix Organisation
Matrix organisation combines two structures – functional departmentation

and project structure.
Functional department is a permanent feature of the

matrix structure and retains authority for overall operation of the functional units.
Project teams are created whenever specific projects require a high degree of technical skill and other resources for a temporary period.

Matrix Organisation Matrix organisation combines two structures – functional departmentation and project structure.Functional department is

Слайд 11Matrix Organisation
Is oriented towards end results.
Professional identification is maintained
Pinpoints product-profit

responsibility

Conflict in organisation authority exists.
Possibility of disunity of command exists
Requires

manager effective in human relations

Matrix Organisation Is oriented towards end results.Professional identification is maintainedPinpoints product-profit responsibilityConflict in organisation authority exists.Possibility of

Слайд 121. What is the organisational structure?
2. What is the line

organisation?
3. What advantages do the functional organisation?
4. What disadvantages do

the Line and Staff organisation?
5. Matrix organisation combines two structures - functional departmentation and….

Questions

1. What is the organisational structure?2. What is the line organisation?3. What advantages do the functional organisation?4.

Слайд 13Thank you for you attention

Thank you for you attention

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