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