Many subordinates do so because they lack ability to judge whether the decision is right or wrong, but the mischievous ones among them may carry out even apparently wrong decisions to pinpoint the incompetence of manager. Only one person is in charge of a department or division. He can take a decision according to the requirements of the situation. Some positions are primary to the company's mission, whereas others are secondary—in the form of support and indirect contribution. There are no better examples than those of history. He need not to waste time in getting instructions from above. Every person is accountable to only one person i.e. (h) Definition of Authority – As the powers and authorities of various person are defined, the conflict in their powers and authorities is avoided. (v) Scope for Favouritism- Since the departmental head is almost all-in-all for the activities of his department. Some of them are inherent while some others are due to peculiar failings of human beings. And so it goes on. This may become the reason for lack of co-ordination among different departments. One cannot defy the claim. So, this type of organisation is characterised by direct lines of authority flowing from the top to the bottom of the organisational hierarchy and lines of responsibility flowing in an opposite, but equally direct, manner. Staff managers and line managers are distinguished on the basis of their role. At departmental level manager is in charge and he can direct the activities of his juniors. Secondly, there should be only one chain, i.e., command should be received from only one immediate superior. Traditional line organizational structures are simplistic but rigid. In line organisation, the line of authority consists of an uninterrupted series of authority steps and forms a hierarchical arrangement. (iv) Which are engaged in the work which is largely of a routine nature. It is the simplest form of organisation structure and is also known as scalar or military organisation. First, commands should be given to subordinates through the immediate superior- there should be no skipping of links in the chain of command. In spite of many limitations, the importance of line organisation cannot be minimised. Although positions within a line-and-staff organization can be differentiated in several ways, the simplest approach classifies them as being either line or staff. 6. Line-staff organization, in management, approach in which authorities (e.g., managers) establish goals and directives that are then fulfilled by staff and other workers. If the top– executives are not capable, the enterprise will not be successful. Narrow vision of departmental specialist creates problems in functional organizational. Before uploading and sharing your knowledge on this site, please read the following pages: 1. planning. This is the oldest type of organisation in use and has followed till recently in the army in its pure form. (i) Heavy Burden of Work- Since the departmental head has to look after all the activities of his department, he is over burdened with work. If they are not able the enterprise will not be successful. A wide variety of positions exist within a line-and-staff organization. The superior can exercise effective control and supervise over the persons under him. The authority flows from top to the lower levels. A superior delegates authority to a subordinate who in turn delegates authority to his subordinates and so on. In a highly centralized structure, decisions are made by a few executives or managers … Unlike other structures, specialized and supportive services do not take place in these organizations. military, vertical, scalar, departmental organization. His task is challenging and he is expected to discharge his responsibility in an efficient way. The organizational structure of your business helps your employees achieve company goals. Authority flows directly from top to bottom through various managerial positions. Thus, in the production department, there may be a number of foremen each having a number of workers under him. If the executives try to keep up with every activity, they are bogged down in myriad details and are unable to pay proper attention to each one.
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