As a tool of management. organisaiion is expected to facilitate the attaimnent of tl to principal objecbves of the enterprise fc r n ll loll it i s mea-tlt TlZe suitability of any organization as n .11 as its success or failure. . The task of the of rice Salvager hi planning erp office orgarriabon
N isioD of Work For that purpose the total tn-ri sSi he a: rpriseshouldbebrokendoNNnhltounitsandsub-unitsso that twitch' ala. be ,-- stably grouped into departmental sectional gild individual acid ith-s . i, Dill facilitate diN Ision of r ork :
. Principle of Span of Supcrvision. There is a hilt to the mnnber of .-effectively supervised be an eecutiNc. This fact sl.:uld be taken into consideration ulllle:groupiilg and allocating .ictiNvities lo depaninents, scchons, etc.
a. Principle of Scalar Chnin of AuiUtority. The chaili or line of authontv in the organiS.Itionaie defined so that every subordituaZe hloNN s n ho is his immediate superior to Who al I problems may be referred to for decision --- -
6 Principle of Authority Level fat Decisittn nniZlcing. There are ditfcrentlevcls of autilontN- for decision -m lying iUI the organizational stnictore: 1; should be secn tltat the decision-ma process moNies from bottom upwards Wlten decision eamiot he made at a loner level of autlZoniy onlv ftt,rNo,id be pushed upward. .
94ti , ,Pir,nciple of Unity of Comtn.ind. In allocating responsibility and 'Vega authority it should be seen that each subordinate has cllly' one
- supcriof* ,m Phone he receives his orders Othenvlse, there tnaN be confusion resay om conflicting orders issued bv more tl;a;; one superior
45iinciple of Functional Deiinition. The duties and responsibilities asslgr.eo to every position and its organizational relationship nNith other positions sbot.tld be clearh- defined so that there mav not be any convict or overlapping of functions
allocaning responsibility and delegating author tv it should be s e-. ;d-= s equally or paritN ' oetN.eetl authority and respons!b.ZirN it rnean.
subordinate !.2115t has e su ic eat autlloity to discharge the respondsentrusted to hirr
10. Principle of Balance. For effective grouping arid a71car.cn . activities to depurt!lletlts al djdiN!duals a proper balance should '-a nlaintanled behveen factors having conflicting claims, e g, beta em centralisaiion and deceritr<a}i,.ltioD, span of supervision and lines c coinmui!'ication, etc.
31 Principle of lFtexibility. The organizational stntcture shou. i such that it can he e silv and econonnDcallY .td.:ptcd to changes in the rat :of business as well as technical hltlO aliens
12. Principle ot'Leaoerrhip Facilitation. The orgamsationlal ructul should be conducive to the growth of leadership position of m..riaget!leDt
13. Pi-inciple of Continuity. The organizational structme should be capable of ensuring the CoritinuitY of existence of the enterprise through reappraisal of objectives, readjustment of plans and provision of opportunibes fol development of future management
TYPES OF ORGANISATiON
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