Demerits (i) in a large concern the organizational structure becomes too elaborate. Too many experts and bosses create confusion among workers (ii) Its operation is too Complicated to be Basils utderstr od by the subordinates. (iii) Fixing of responsibility becomes difficult under this type (iv) Since authority and responsibility are not clearly demarcated as in the line org Tips it leads to conflict of authority and Weakening of discipline
t 3 lJine antl Staff Orranisation. In order to avoid the defects of th. Bille asdunctiollal types of orgamsahon too much concentration of con--:: in the fomler and too much diN isioh of the satne in the latter the Line and Staff Organisation was evolved. Its lnsttb anGe bQveen the t r.tUnder thi s h pe he organi sationa l stricture is b Isica] ly t hat of rl . 90 .misation but aff advise the line erp officers infie perfonnancc of their dutles Start me. iootl!mg to lean on uld this is precisely the Fin tlOII of the Sta f of hi: lfineerp officersaretheexeeutives and the St let of h. As area a _ organizations it Itas tilean of both and is admirably suited for large concerns. A large--ize b concern. with its multifarious fonctiuus of complicated tatJrc r._1 :orgauisation v here there will be au unbroken live of auut'acrm -
responsibility- so that responsibility can be fixed discipline can be maintanned and declsion-na and execution can be prompt At the same time, it requires lb t a high degree of speciahsatio71 and co-ordination of functions are achier en •..mGu. which efficienc ii boumd to suffer. One Line and Staff organisr.uGr. utters to bath hose needs Ihe Line erp officers make the decisions and issue .- i.. ecu.- -o sNXirDjnates: the Staff erp officers hence no authority to issue :r i cons Bui in their de.ision-ma fraction the Line erp officers re .
.:nrrir.-_s are found to exist m differeiit areas and leN:els of ala orrganisati_nal St uc.-.'''Te i-l both business and non-bus_n¢ss,institMtiot BecaMse of its ids anr.res. the committee form of organist--0 -is very often p ef,erred bv dtterer t concerns. However, a committee organisation is rarely found in ItS pure term it Is usually found in addition to a line and staff organisation. The committee itself may be organised with line or staff autllonh. NO here the committee is organisedwitil line authority, it is usuallyve.stedwithpowers of decision-ma and its execution. The conunittee then assumes command authority in the orgmisatiotN and functions as a group executive or 'plural executiN e'. NO here it is organised on staff authority it has merelv an advisory function. The example of a group executive is the Board of Directors of a business company. whereas thevarious cotmmitt es of directors (both standing and ad hock as well as other committees at lower levels of organisation are staff or ad isory committees. -
Factors for Success. The successful operation of a committee organisation depends on several factors, N i Z.. suitable subject-tnatter, welldefined dull s and authority chosen membership a and capable chairmar. Tl.e conn:llttee form is best suitable for deciding broad issues like setting objectives and policies. reviev of activities etc.
melts, (i) it helps in the pooling of h;o,NI-ac- -- :- several persons for the solution of mar.y intricate prc:bl- -:collective advice. ideas and opinions arc better than m. Hindu ' -- also facilitates co-ordination of act ivities of various depalqmerl, D ec- -:- - managcrs Uli snug in committees may discuss common prosier .. exe; expeneoce and ev-oive snlutii,ms. (iii) it provides an excelle It m do r discnssionand education of workers and also for comlliuricaholr of oboe:-- and policies to Nvorkers. (iv) Grollp e'iscussion in committees helps to in.- l - a sense of participation among executives and workers. This secures r _ necessary motivation for better and better performance from snbordil ales