ORGANIZATIONAL DESIGN :
STRUCTURE , SIZE AND TECHNOLOGY
PROJECT DONE BY:
ADITI KAITH
ANAND CHAWARE
DISHA DHOLAKIA
DISHA NAIR
JYOTI PAPANI
PARTH SHAH
RIDHIMA SHUKLA
MEANING
Organizational design is actually a formal process of integrating people, information and
technology together in the right mix to achieve objectives.
It helps to achieve
A. Excellent customer service
B. Increased profitability
C. Reduce operation cost
D. Improved Efficiency and cycle time
E. A clear strategy for managing and growing your business
ORGANIZATIONAL STRUCTURE
Arrangement of lines of authority, communications, rights and
duties of an organization.
Determines how the roles, power and responsibilities are
assigned, controlled, and coordinated.
Information flows between the different levels of management.
Elements of
Organizational
Structure
WORK SPECIALIZATION
Division of labour, specialization is the degree to which activities or tasks in an
organization are broken down and divided into individual jobs.
High specialization masters in specific areas productivity increases
SPAN OF CONTROL
Number of subordinates a superior can effectively manage
Higher the ratio of subordinates to superiors, the wider the span of
control
Less subordinates means taller structure
CHAIN OF COMMAND
Hierarchy of reporting relationships -- from the
bottom to the top of an organization, who must
answer to whom
Establishes accountability
Company's lines of authority and decision-
making power
CENTRALIZATION AND DECENTRALIZATION
Who makes the decisions in an organization?
If decision-making power is concentrated at a single point centralized
If decision-making power is spread out, the structure decentralized.
While a decentralized structure promotes a more democratic decision-making process, it
can also slow down the decision-making process, making it harder for organizations to
operate efficiently.
FORMALIZATION
Formalization deals with the how jobs are structured within an organization
o Formal :tasks and activities are governed by rules, procedures, and other
mechanisms.
o Informal: organization places more value on the individual.
Position based on an individuals preferences, skill set,
Less importance on what team or department that individual is part of.
Job descriptions
Formal standardized
Lots of rules
Flexible
Informal Creative
DEPARTMENTALIZATION
Process of grouping jobs together in order to coordinate common activities and tasks.
Functional - Grouping activities by functions performed
Product - Grouping activities by product line.
Geographic - Grouping activities on the basis of territory.
TYPES OF COMMON ORGANIZATIONAL
DESIGN
The Simple Structure
The Bureaucracy
The Matrix structure
NEW DESIGN STRUCTURES
The virtual Organizational
The Boundary less organization
The Leaner organization : Downsizing
ORGANIZATIONAL SIZE
Number of employees
Size affects work specialization
Size affects departmentalization
Size affects formalization.
ORGANIZATIONAL SIZE
ORGANIZATIONAL TECHNOLOGY
Organization transfers Inputs into Outputs.
Every organization has at least one technology for converting
Financial
Human and
Physical resources into products or services.
Tata Motors, Colleges use number of technologies.
What differentiates technology is their degree of routineness.
DRONES
Drone is also known as Unmanned aerial vehicle (UAV).
Drones (UAVs) have most often been associated with:
Military
Search & rescue
Surveillance
Traffic monitoring
Weather monitoring & Firefighting
INTRODUCTION
Restaurant search and discovery service
Founded in 2008 by Deepinder Goyal and Pankaj Chaddah
Started as Foodiebay in the Cafeteria of Bian and
Company
SIZE
Zomato is spread across Twenty-Three countries
STRUCTURE
Zomato has a flat hierarchy.
TECHNOLOGY
VARNISH
HAPROXY
APACHE/PHP
SOLR
REDIS
HYPERTABLE
THANK YOU
