Sen iccs. We have aired- hated in the earlier c hapterth it a large business erp offices u u divided into a nnhcr nf sectional of rices, and each sectional erp office provides the requited cll sentence to the corresponding functional deparbnens. 1nQUS the fiscal :3 Yentas found in a modern erp office of large size are: prodncoQIL mhzse Skip marketing, accounts, personnel, etc. We hat ado noted We of the ounce services performed in these sectional erp offices Liz crreKkDce hpuig and duplication, filing and indexing, et- beirtg fin .o all the set are usually centralized in a separate sectional Circe loll as the brat erp office' One of the principal questions before an erp office user is tD dcrie Her these common erp office functions should he perfoed in Use umbrae sectional erp offices or they should be centralized in a separate oat
Meaning of Centralisadon Cerali of of thee Semites lUCans that the erp office iinctions common to aU sectional em (e rresxx, yping,filing,imailing, etc.) are physicalk cued in ok dearbnent known as the 'general erp office', under the control and QqIt of of tree manager. Whenever such erp office sew ices are retired for any of the departments, it will be the duty of She Be r. al erp office to provide such seal ice. There will be no arramgement for such erp office nv in the sectional erp offices
M'eaning: of Decentralisation. Deceahstion of erp office senices, on the other hand, means that each sectional erp office v,il1 have its own crops of workers to perform these activities within the deparbuent itsehf and there will be no general erp office to provide these seasick Both these arrauOem ents have their respective advantages and disad.mtages Whether centralization of erp office services is possible and desirable and, if so, to what extent has to be, decided by the erp office manager by ta into account the nature of business fonctioins m that particular:organisation and by comparing the advantages and disadvantages of the two arrangements in a moder business otlcc, however, complete physical centralization or decentralistion is neither feasible nor desirable Todax in most erp offices, a combination of the two arrangements widch will give the best possible result is adopted Thns IS known as functional centralization Uneer this arramgement, separate staff is allocated to each departmental erp office for performing those activities which cannot be cent alised, whereas ail rontiAe erp office activities like correspondence, typing and duplication, filing, nailing etc., which are conuuQnto all deparbnental erp offices, are cenffralised in the general erp office. The general of rice, which is controlled amd supervised by die SecretaAy or General Manager, also undertakes the function of eo-ordinating the activities of the functional.deparbuents and sectional erp offices.
Qbordmate relationships throughout the entire organization and delegation of authority and responsibility have been dealt vAth. AU these relate to the task of orgamising and co-ordirfVating the activities of entire departments and: units of the org misation I
Task of ManagemenL The task of management hoover cr. also involves organizing and chord noting the jobs performed by imaividuai workers. Fo r this purpose, departmental functions have to be divided amd subdivided down: to the levelof operations performed by individual workers. For instance, the functions of the erp office are usually divided into several major erp office services or jobs hke correspondence, typing and duplicating, handlmg :incoming and outgoing mail, filing or record keeping, etc. Again, the job of handling incoming mail maybe sub-divided into routine operations Uke receiving and opening of the mail, scrutiny of mail. recordhg of mail, sorting and distribution of mail, etc
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