Organising

PEMP- GP-POM
Session 4.1
Organising and Fundamentals of
Organisational Behaviour
Session Speaker
Lokesh A C
M.S Ramaiah School of Advanced Studies - Bangalore
PEMP- GP-POM
Session Objectives
At the end of session students will be able to
understand
The fundamental characteristics of organizing,
Work specialization, chain of command, span of
management, and centralization versus decentralization
Role of human resource management and importance of
Strategic HRM
PEMP- GP-POM
Session Objectives
Identify how structure can be used to achieve an
organizations strategic goals
Illustrate how organization structure can be designed
to fit environmental uncertainty
Identify elements of organisational behaviour which
affects individual/group performance
Need for organisations to plan for change
management
PEMP- GP-POM
Session Contents
Organization Structure an Over view
Responsibility, Authority and Delegation
Centralization versus Decentralization
Managers and Managerial Roles
Strategic Human Resource Management and planning
Introduction to Organisational Behaviour
Importance, Challenges and Opportunities in OB
PEMP- GP-POM
Organization
A consciously coordinated social entity, with a
relatively identifiable boundary, that functions on a
relatively continuous basis to achieve a common
goal or set goals
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Organization
Organization is a purposeful system with several
subsystems where individual and activities are
organized to achieve certain predetermined goals
through division of labor and co-ordination of
activities
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Planet
resources
Health & Safety,
equity
Planet
People
Profit
Economic growth
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Elements of Organization
1. Co-ordination
2. Common goals
3. Division of labor
4. Integration
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Functions of Organizations
Allocate tasks to employees
Instruct employees
Use technology and other resources
Collect and transmit information
Exert power and control
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Basic Parts of an Organization

Top
Management
Technical
Support
Middle
Management
Administrative
Support
Technical
Core
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Goals and
Strategy
Size
Environment
Structure
Culture
1.
2.
3.
4.
5.
6.
Technology
Formalization
Specialization
Hierarchy of Authority
Centralization
Professionalism
Personnel Ratios
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Organization Theory
Study of function, structure, and performance of
organization
Groups and individuals working
Guide for decision making
Working relationships & their consequences
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An Open System and Its

Subsystems
Environment
Raw
Materials
People
Information
resources
Financial
resources
Subsystems
Transformation
Process
Output
Input
Boundary
Spanning
Production,
Maintenance
Adaptation,
Management
Products
and
Services
Boundary
Spanning
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Institutions
Preserve peace & stability

Seek global long-term solutions
Power to rule, incite, tax
Investors
NGOs
Individuals
Businesses
Demand more transparency, information and

ethics;
Include social & environmental performance in
business notation power to provide funds
Demand to be consulted and associated
Power to inform and denounce
(media, internet, justice, )
Seek quality of life and security

Demand free choice
Power to vote, denounce, boycott
Contribute services, products and technology to

society.
Balance economic profits with the long term
sustainability of the business
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Organization Structure
Formal system of task and authority relationships
Facilitates effective response to problem of coordination
and motivation
People co-ordinate actions and resources for goals
It can be changed and managed through organization design
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Organization Design
Process a structure and manage elements of structure
It controls the activities necessary to achieve its goals
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Evolution of Organizational
Structures
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Importance of Structure
It facilitates management
Encourages growth and diversification
Optimum use of technological improvement
Encourages proper use of human resources
Stimulates creativity
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Importance of Organization Design

Deal with contingencies
Effectively manage diversity and increase efficiency
Gaining competitive advantage
Value creation activity
Efficiency and innovation
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Factors Affecting Organization

Design
Organizational Structure and Design
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Consequences of Incorrect
Organization Design
Decline of the organization
Talented employees quit the organization
Resource become harder and harder to acquire
Whole process of value creation slows down
It influence structural change
Derails company's s strategy
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Role of Top Management

External Environment
Opportunities
Threats
Uncertainty
Resource Availability
Strategic Direction
Define
mission,
official
goals
CEO, Top
Management
Team
Internal Situation
Strengths
Weaknesses
Distinctive Competence
Leadership Style
Past Performance
Organization
Design
Select
operational
goals,
competitive
strategies
Structural Form
learning vs.
efficiency
Information and
control systems
Production
technology
Human resource
policies,
incentives
Organizational
culture
Inter-organizational
linkages
Effectiveness
Outcomes
Resources
Efficiency
Goal attainment
Competing values
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Responsibility
Being dependable and making good choices
Responsibility comes with privileges
Responsible people are accountable, pursue
excellence, and exercise self-control
An accountable person thinks before acting, and
accepts responsibility for the consequences of his/her
choices
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Accountability
Accepting the blame or credit for ones choices or
behaviors
An accountable person doesnt make excuses, or blame
others for mistakes personally made
An accountable person sets a good example for others to
look up to
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Span of Management
It is also called span of control and span of supervision
It is the number of subordinates that a manager directs
and supervises
The number of subordinates varies
The smaller or narrower the span, the more levels of
management will be required
Some managers are able to supervise more subordinates
than are others
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Factors Determining the Span

Competence of the supervisor/ Manager
Competence and makeup of the subordinates
Amount and availability of help from staff specialists
Nature and importance of the activities performed
The dynamics and complexity of the activity to be
performed
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Factors Determining the Span

The degree to which a comprehensive set of
standards and procedures are available to guide
subordinates
Availability of self-directed teams
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Authority
It is the key to the managerial job
It is the lifeblood of the managerial position
It gives legitimate power to the manager or
supervisor to give directives to subordinates
It is limited in scope by both internal and external
factors
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Authority
Authority :
Is the right to make decisions, to direct the work of
others, and to give orders.
Line Managers:
A manager who is authorised to direct the work of
subordinates and is responsible for accomplishing
the organisations jobs
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Authority
Staff Manager:
Are authorised to assist and advise line managers in
accomplishing the organisations jobs.
They may advise on recruiting, hiring, and
compensation
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Line Authority
Authority is based on superior-subordinate
relationships and is managerial in nature
Authority to give orders to subordinates
The authority to direct subordinates and require them
to comply to decisions, policies, plans, and objectives
Generally follows the principle of unity of command
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Staff Authority
Authority is based on expertise in specialty areas
Provides information, counsel, advice, and guidance in
specialty areas and is not managerial in nature
The authority to make recommendations to line
organization
The recommendations can be accepted, rejected, or
altered by the line organization
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Functional Authority
The CEO or administrator gives a staff member
special limited right to command
The right is based on expertise in a specialized area
It allows maximum effective use of staff specialists
It violates the principle of unity of command
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Delegation of Authority
Authority to make business decision
Support accountability and governance
Responsibility / accountability / authority
Forms the basis of decision escalation process
Single source of truth or guiding principles
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M.S Ramaiah School of Advanced
Studies - Bangalore
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Delegation of Authority
Successful organisations exhibit characteristics of
structural clarity through formal and informal accountabilities
Informational accountabilities - (Underpinned by leadership style,
culture, trust, operating principle/values etc)
Formal accountabilities
Clearly defined and documented
Assigned to expertise with ability to act
Congruent across multiple dimensions
Open and robust communication
Constant learning and educating from failure
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Studies - Bangalore
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Benefits of Delegation
Empowers employees
Provides or builds on internal structure
Protects assets from undue risks or liabilities
Provides alignment of resources to decision making
Embeds risk appetite and tolerance throughout the
organisation
Provides greater clarity on what is truly important to
an organisation
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Studies - Bangalore
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Challenges of Delegation
Complexity of DoA
Misalignment of DoA and business processes
DoA not aligned with organisational structure /
decision making
Ineffective decision making structures
Lack of staff awareness and inappropriate training
Failure to enforce (e.g. code of conduct breach)
Poorly managed when staff in temporary roles
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Studies - Bangalore
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The Process of Delegation

1. Assignment of duties and defining the results expected
2. Granting of permission (authority)
3. Creation of an obligation (responsibility)
In order to make delegation of authority a success,

these three steps must blend together
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Centralization v/s. Decentralization

Centralization decision authority is located near the
top of the organization
Decentralization authority is pushed downward to

lower organizational levels
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Managers
Managers get things done through other people
They Plan, Organise, Lead and Control
Firms, Industries, Schools, Hospitals, Churches,
Temples, Police dept, etc, are ALL Organisations and
Managers have to work in an organisation
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Role of Managers
1. Plan: defining goals & strategies
2. Organising: who does what task, how they are
grouped, who reports to whom etc
3. Leading: motivating, resolving conflicts, directing
activities of others etc
4. Controlling: monitoring, comparing, correcting,.
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Role of Manager
1. Traditional management
Decision making, planning, and controlling
2. Communications
Exchanging routine information and processing
paperwork
3. Human resource management
Motivating, disciplining, managing conflict, staffing,
and training
4. Networking
Socializing, politicking, and interacting with others
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Allocation of Activities by Time
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Inference
One common thread runs through functions, roles,
skills activities and approaches to management
Managing people is crucial
Managers need to develop their people skills if they
are going to be effective and successful
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HRM Functions
Conducting job analysis
Planning labour needs and recruiting job candidates
Selecting job candidates
Orienting and training new employees
Managing wages & salaries (Compensating)
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HRM Functions
Providing incentives and benefits
Appraising employees
Communicating (Interviewing, counselling, &
Disciplining)
Training and developing
Building employee commitment
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Importance of HR Management
Firm can avoid:
Hire the wrong person for the job
High turnover
People not doing the best
Wastage of time with useless interviews
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Importance of HR Management
Firm can avoid:
Have company cited under occupational safety laws for
unsafe practices
Have some employees think their salaries are unfair and
inequitable
Allow a lack of training to undermine effectiveness
Commit any unfair labour practices
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Benefits of Good HR Practices

Attract and retain talent
Train people for challenging jobs
Develop skills and competencies
Promote team spirit
Develop loyalty and commitment
Increase productivity and profits
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Benefits of Good HR Practices

Improve job satisfaction
Enhance standard of living
Generate employment opportunities
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Strategic Planning
Plan of an organisation to match its interior
strengths and weaknesses with external threats and
opportunities in order to maintain a competitive
strategy
To address Where are we now as a business and
where we do want to be?
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HR Strategy
Strategy: It a course of action
The various strategies of company such as HR, sales,
marketing, finance, and manufacturing need to support
the companys strategic plan.
Example of HR Strategy: To boost employees quality
consciousness through improved screening and Training
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SHRM: Challenges
1. The need to support corporate productivity and
performance improvement efforts
2. Employees play an expanded role in employers
performance improvement efforts
3. HR must be involved in designing - not just executing
- the companys strategic plans
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SHRM: Activities
Formulating and Executing HR systems
Formulating HR Policies and Activities
Assess Employee competencies and behaviors based
on the Company needs to achieve its strategic aims
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Linking Corporate and HR

Strategies
Companys competitive environment
1. Economic, political, demographic
2. Competitive and technologies trends
Companys strategic situation
1.
2.
3.
Companys Strategic plan

Expansion - Geographical area
Cost cutting
Diversification
1.
2.
Companys HR strategies
Recruiting, training
Appraising and Compensation
Companys internal strengths

And weaknesses
Organisational Performance
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HR Score Card Approach

Define the business strategy
Outline the companys value chain
Identify the strategically required Organisational outcomes
Identify the required work force
Identify the strategically relevant HR System policies and activities
Design the HR scorecard measurement system
Periodically reevaluate the measurement system
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Importance of Strategic HRM

Can establish an Organisations sustainable competitive
advantage
Requires fundamental change in how managers think
about employees
Need to consider outsourcing certain HR transactions
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Importance of SHRM
Traditional HR Practice
Emerging HR Practice
Administrative role
Strategic role
Reactive
Proactive
Separate, Isolated from company

mission
Key part of organisational mission
Production focus
Service focus
Individuals encouraged, singled out for

praise, rewards
Cross-functional teams, teamwork most

important
People as expenses
People as key investment / assets

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Importance of SHRM
Distinction Point
Traditional HRM
Strategic HRM
Focus
Employee relations
Partnership with internal and

external customers
Role of HR
Transactional change follower and

respondent
Transformational change
leader and initiator
Initiative
Slow, reactive, fragmented
Fast, proactive and integrated
Time Horizon
Short-term
Short, medium and long (as

required)
Control
Bureaucratic-roles, policies, procedures
Organic- flexible, as applicable
Job design
Tight division of labour, independence,

specialisation
Broad, flexible, cross-training

teams
Key investments
Capital, products
People, knowledge
Accountability
Cost centre
Investment, centre
Responsibilities for HR
Staff selection
Line managers
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Organizational Change
Organizational change is the process by which
organization move from their present state to some
desired future state to increase effectiveness
When an organization system is disturbed by some
internal or external forces change frequently occur or
any alteration which occur in the overall work
environment of an organization
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Organizational Change
Change can be due to internal and/or external forces in
the organization
Change in any part of the organization affect the whole
organization
Change may affect people, structure, technology, and
other element of the organization
Change also affect the rate of speed and degree of
significance of the organization
Change may be reactive or proactive
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Change Forces
External Forces
INTETRNAL FORCES
Work force
Managerial personnel
Management structure
Avoid developing
Change
forces
Technology
Marketing conditions
Social changes
Political forces
inertia
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Change Forces
Companies Responses to Pressures
for Green Policies and Practices
Managerial
Advice
Taking as it positive way:

It create a healthy image in customers
It help in cost cutting
Energy saving in the office
Help in reducing carbon in environment
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Change Agents
Persons in organization responsible for managing
change activities
Can be managers or non managers, current
employees, newly hired employees or outside
consultants
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Process of Planned Change

Moving/
Transition
Unfreezing
Refreezing
Provide rationale for
Provide information
Implement new
change
Create minor levels
of guilt/anxiety about
not changing
Create sense of
psychological safety
concerning change
that suspects proposed

changes
Bring about actual
shifts in behavior
evaluation systems
Implement new hiring
and promotion systems
Kurt Lewin
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Speed of Change
Urgency
Degree of support
Criteria to
Consider
Amount and complexity of change

Competitive environment
Knowledge and skills available
Financial and other resources
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Resistance to Change
Effort to block new
ways of doing things
Individual
Resistance
Group
Resistance
Organizational
Resistance
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Individual Resistance
Economic factors
Habits
Insecurity
Lack of communication
Extent of change
Psychological factors
Social factors
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Group Resistance
Most organizational changes have impact on

formal groups
The groups fear that their cohesiveness or

existence is threatened by change
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Organizational Resistance
Conservative organizations may resist new ideas. The major
reason for organizational resistance are: Threat to power
Group inertia
Organizational structure
Threat to specialization
Resource constants
Sunk costs
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Minimizing Resistance to
Change
Communication
Highest priority and first strategy

for change
Improves urgency to change
Reduces uncertainty (fear of
unknown)
Problems - time consuming and
costly
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Change
Communication
Provides new knowledge and skills

Includes coaching and action
Training
learning
Helps break old routines and adopt
new roles
Problems -- potentially time
consuming and costly
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Change
Communication
Increases ownership of change

Helps saving face and reducing
Training
fear of unknown
Employee
Involvement
Includes task forces, search

conferences
Problems -- time-consuming,
potential conflict
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Change
When communication, training, and
Communication
Training
involvement do not resolve stress

Potential benefits
Employee
Involvement
Stress
Management
More motivation to change

Less fear of unknown
Fewer direct costs
Problems -- time-consuming,
expensive, doesnt help everyone
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Change
Communication
When people clearly lose something

and wont otherwise support change
Training
Employee
Involvement
Stress
Management
Negotiation
Influence by exchange-- reduces

direct costs
Problems
Expensive
Increases compliance, not commitment
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Change
Communication
When all else fails
Training
Assertive influence
Employee
Involvement
Stress
Management
Negotiation
Firing people - radical form of

unlearning
Problems
Reduces trust
May create more subtle resistance
Coercion
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Organization: A structured social system consisting of
groups and individuals working together to meet some
agreed upon objectives
Organisational Behaviour investigates the impact that
individuals, groups, and structure have on behaviour
within organisations, for the purpose of applying such
knowledge towards improving an organisations
effectiveness
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The field of OB has Four Main characteristics:
i.
OB is firmly grounded in scientific method
ii.
OB studies individuals, groups and organizations
iii. OB is interdisciplinary in nature

iv. OB is used for enhancing organizational effectiveness
and individual well being
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Is based on Behavioural Science
Seeks to develop knowledge by using an empirical
research based methodology
It is based on systematic observation and measurement of
the Behaviour or phenomenon of interest
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OB researchers have shed light on:
How can goals be set to enhance peoples job
performance?
How can leaders enhance their team effectiveness?
What can be done to improve organisational
communication?
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Three levels of analysis need to be considered:
1. Individual perceptions, attitudes, motives
2. How people communicate and co ordinate activities in
work groups
3. The way the organization is structured and operated in an
environment which effects individual and groups
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OB draws upon a wide variety of social sciences i.
Psychology: Study of Individual behaviour of humans,

such as Job satisfaction, Work design, Emotions
ii. Sociology: Study of people in relation to their

environment or culture - Group behaviour, Teams
iii. Social Psychology: Change management, Measuring,
understanding and changing attitudes
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iv. Anthropology: Study of societies - Why values, habits,
attitudes, behaviour are different in different countries
v. Economics: Decision making, Negotiation
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Theory Y
Modern approach, employees are not lazy, will work hard if
right conditions prevail
Assumes people have a psychological need to work and
seek achievement and responsibility
Ability to innovate is widely spread and not solely those of
managerial class
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Theory X
Employees dislike work, so will attempt to avoid it
So they need to be coerced, controlled, punished to achieve
Employees avoid responsibility & seek direction always
Most employees place security above all needs and display
no ambition
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Theory X assumes that the average person:
Has no ambition, wants no responsibility, and would rather

follow than lead
Is self-centered and does not care about organizational

goals
Resists change
Is gullible and not particularly intelligent
People work only for money and security

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Theory Y makes the following general assumptions:
Work can be as natural as play and rest
People will be self-directed to meet their work

objectives if they are committed to them
People will be committed to their objectives if rewards

are in place that address higher needs such as selffulfillment
People will seek responsibility
Most people can handle responsibility because creativity

and ingenuity are common in the population
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Importance of OB
OB will help Managers to:
a) Motivate employees
b) Keep them satisfied and productive
c) Communicate effectively
d) Make teams work effectively
e) Design jobs
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History of OB
Frederick Taylor:
Addressed OB in a Steel Mill
Time and Motion Study and scientific management was
born to design a job and select and train the right
person.
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History of OB
Mayo:
Environment and human treatment dramatically increased
performance -illumination, rest, duration of work day etc.
Social Forces at Work were found as important as physical
factors
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History of OB
Division of Labour work divided into specialized tasks
and whom each worker should be responsible
Bureaucracy (Fayol and Weber) application of set of
rules where the higher authority is in changer of lower
ranking workers
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Rising Expectations
Social Factors have changed employees expectations
Flexi hours due to nuclear families
Temporary workers
Compressed work weeks
Corporate Social Responsibility unethical work practices
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Rising Expectations
Customers demands have made TQM mandatory
Total Employee Involvement
Continuous Improvement
Customer Focus
Environmental concerns Global Warming
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Study of OB will help to understand:

Basic human processes
Personality and abilities
Emotions and Stress on Job
Individual in the organization
Motivations
Career Dynamics
Group Dynamics
Decision making
Communications
Interpersonal behaviour
Influencing others
Organization culture,
creativity and Innovation
Leadership
Organizational processes
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Challenges and
Opportunities in OB
Change Management
Improving people skills
Globalisation
Empowering people
Workforce Diversity
Innovation fostering
Improving Quality &
Temporariness
Productivity
Work-Life balance
Labour shortage
Ethics
Improving Customer service
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Organisational Culture
Organisational culture describes the psychology,
attitudes, experiences, beliefs and values (personal and
cultural values) of an Organisation.
The specific collection of values and norms that are
shared by people and groups in an Organisation and
that control the way they interact with each other and
with stakeholders outside the Organisation
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Beliefs and ideas about what kinds of goals
members of an Organisation should pursue and ideas
about the appropriate kinds or standards of behavior
Organisational members should use to achieve these
goals.
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Organisational values develop into Organisational
norms, guidelines or expectations that prescribe
appropriate kinds of behavior by employees in
particular situations and control the behavior of
Organisational members towards one another.
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Goals of OB
A. Describe: To describe, systematically how people behave
under a variety of conditions. Achieving this goal allows
managers to communicate about human behavior at work
using a common language.
B. Understand: To understand why people behave as they
do. The managers would be frustrated if they could talk
about behavior of their employees, but not understand the
reasons behind those actions.
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Goals of OB
C. Predict:
The managers would have capacity to predict which
employees might be dedicated and productive or which
ones might have absent, cause problem.
Thus the managers could take preventive actions.
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Goals of OB
D. Control:
Since managers are responsible for performance

outcome, they are interested to make an impact on
employee behavior, skill development, team effort, and
productivity.
Managers need to be able to improve results through the

actions they and their employees take
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Forces affecting OB
1. People
2. Structure
3. Technology
4. Social system
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People
People make up internal social system- Individuals,

Groups small, large
People are the living, thinking, feelings being who

created the Organisation
Human organisation changes every day
People try to achieve objectives and goals
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Structure
Structure defines the formal relationship and use of

people in the organisation.
Different people in an organisation are given different

roles and they have certain relationship with others.
People have to be related in some structural way so that

their work can be effectively coordinated.
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Technology
The technology imparts the physical and economic

conditions within which people work.
People make use of - building, machines, tools,

processes and resources.
The nature of technology depends on the nature of the

organisation
Technology influences the work/working conditions
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Social System
Social system provide external environment within

which organisation operates
A single organisation is a part of the social system
Social system is made of many organisations
Organisations influence each other.
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Summary
Organization is a
A consciously coordinated social entity
purposeful system with several subsystems
Elements of organisation are:

1. Co-ordination
2. Common goals
3. Division of labor
4. Integration
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Summary
Basic parts of an organisations are- top management,
middle management, technical core, administrative and
technical supports
Organisation structure is a formal system of task and
authority relationships
Organisation design controls the activities necessary to
achieve its goals
108
PEMP- GP-POM
Summary
Factors affecting organization design are- technology,
strategy, environment, size, life cycle, culture
Role of top management is to provide strategic directiondefine mission, official goals, ..
Responsibility is being dependable and making good
choices and accountable
Accountability is accepting the blame or credit for ones
choices or behaviors
109
PEMP- GP-POM
Summary
Span of management is the number of subordinates that a
manager directs and supervises
Authority is the right to make decisions, to direct the
work of others, and to give orders
Line authority
Staff authority
Delegation: empowering employees to make business
decisions
110
PEMP- GP-POM
Summary
Managers get things done through other people
They plan, organise, lead and control
HR functions are;
Conducting job analysis
Planning labour needs and recruiting job candidates
Selecting job candidates
Orienting and training new employees
Managing wages & salaries (Compensating)
111
PEMP- GP-POM
Summary
SHR Planning: Plan of an organisation to match its
interior strengths and weaknesses with external threats
and opportunities in order to maintain a competitive
strategy
SHRM Activities are
Formulating and Executing HR systems
Formulating HR Policies and Activities
Assess Employee competencies and behaviors
112
PEMP- GP-POM
Summary
Organizational change is the process by which
organization move from their present state to some
desired future state to increase effectiveness
Either due to internal or external forces
Change agents are the persons in organization

responsible for managing change activities
Process of planned change unfreezing,

transition/moving and refreezing
113
PEMP- GP-POM
Summary
Resistance to change is Effort to block new ways of
doing things
1.
Individual resistance
2.
Group resistance
3.
Organisational resistance
Methods of minimising resistance to change

communication, training, employee involvement, stress
management, negotiation and coercion
114
PEMP- GP-POM
Summary
Organisational Behaviour investigates the impact that
individuals, groups, and structure have on behaviour
within organisations
Three levels of analysis are carried out- individual,
group and organisational
OB draws upon a wide variety of social sciences
psychology, sociology, social psychology, anthropology
and economics
115
PEMP- GP-POM
Summary
Theory Y
Employees are not lazy, will work hard if right conditions
prevail, have psychological need to work, seek
achievement and responsibility and have ability to
innovate
Theory X
Employees dislike work, so will attempt to avoid it, need to
be coerced, controlled, punished to achieve, avoid
responsibility & seek direction always
116
PEMP- GP-POM
Summary
OB will help Managers to:
a)
Motivate employees
b) Keep them satisfied and productive

c)
Communicate effectively
d) Make teams work effectively

e)
Design jobs
Organisational culture describes the psychology,

attitudes, experiences, beliefs and values (personal and
cultural values) of an Organisation
117
PEMP- GP-POM
Summary
Goals of OB
To describe, systematically how people behave under a
variety of conditions
To understand why people behave as they do
To predict which employees might be dedicated and
productive or which ones might have absent, cause
problem
To improve results through the actions they and their
employees take
118

Organising

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Organising

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PEMP- GP-POM

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

Basic Parts of an Organization

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

An Open System and Its

M.S Ramaiah School of Advanced Studies - Bangalore

Preserve peace & stability

Demand more transparency, information and

Seek quality of life and security

Contribute services, products and technology to

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

Importance of Organization Design

M.S Ramaiah School of Advanced Studies - Bangalore

Factors Affecting Organization

Organizational Structure and Design

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

Role of Top Management

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

Factors Determining the Span

M.S Ramaiah School of Advanced Studies - Bangalore

Factors Determining the Span

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

The Process of Delegation

In order to make delegation of authority a success,

M.S Ramaiah School of Advanced Studies - Bangalore

Centralization v/s. Decentralization

Decentralization authority is pushed downward to

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

Allocation of Activities by Time

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

Benefits of Good HR Practices

M.S Ramaiah School of Advanced Studies - Bangalore

Benefits of Good HR Practices

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore