Organisational Structure and Elements of Infosys, HUL and Maruti Suzuki

I have studied and analysed the different organisational structure and elements of 3 companies of 3 different sector i.e. IT, FMCG and AUTOMOBILE. I have also covered the reason of change in organisational structure of the companies.

1. Organizational Structure and Elements of- Presented By Indranil Mondal

2. Organizational structure : The formal arrangement of jobs within an organization. The structure which can be shown visually in organizational chart. Managers are involved in organizational design when they create or change structure.

3. Infosys CEO: Salil S Parekh Indian MNC that provides business consulting, information technology and outsourcing services . It has its headquarters in Bengaluru, Karnataka, India . Total employees: 2,00,364 Deals in It provides software development, maintenance and independent validation services to companies in finance, insurance, manufacturing and other domains.

4. Organizational structure:

5. Elements of organizational: Work specialization : skills & efficiency Chain of command : top to down & bottom to up . Decentralization & centralization : Major Decentralization ,   make employee more agile and accountable. Departmentalization : Time , functional , geographical , process, product departmentalization. Formalization : it is moderate to high level Span of control : wide https://www.financialexpress.com/archive/infosys-decentralisation-gives-more-control-to-vertical-heads/1087739/

6. Re-Structuring Infosys realigns organizational structure. A nnounced realignment to Enhance the company’s agility in the market. Sharpen its competitive differentiation across service lines To bring innovation and synergy at various centers of organization. https ://www.infosys.com/newsroom/press-releases/Pages/realignment-organizational-structure.aspx

7. Service Line Differentiation Heads

8. Matrix Structure to be adopted. Infosys may opt for matrix organization structure to woo millennials . Restructuring to matrix structure from a linear one as it looks to make itself more attractive to young digitally savvy employees . Millennials share and collaborate, they are focused on self-development and they respect talent and success and not hierarchies and age . So in that context what we will do is to completely redesign our organization , in which I see the role of HR manager becoming a choreographer, managing different groups coming together   I nitiatives internally – crowdsourcing ideas, solutions, internal collaborative tools.   //economictimes.indiatimes.com/ articleshow /49574587.cms?utm_source= contentofinterest&utm_medium = text&utm_campaign = cppst

9. Organization Structure Of HUL Functional Organization Structure

10. Why Functional Structure Skill Development. Decision Making. Clarity. Specialized Results. Accountability . HUL had a flat – pyramid based structure . As the organization grows, the communication lines increase thereby the approvals take its own sweet time.

11. Key elements of Organizational structure:

12. Work specialization in Unilever In unilever all the departments i.e. Health and hygiene and Nutrition have work specialization (to increase efficiency and productivity) Work specialization is important because its results in division of labor which helps in:

13. Five types of departmentalization

14. An organization is never completely centralized or decentralized. In unilever geographic and customer departments have decentralized structure. Centralization Vs Decentralization

15. Span of control In context of unilever There was a narrow span of control in unilever. But unilever is moving foreword for adopting wide span of control by reducing lower layers

16. Formalization In context of unilever There is low formalization in unilever. Rules and regulations are uniformly apply on everyone.

17. http://www.forbesindia.com/article/leadership-awards-2018/sanjiv-mehta-creating-a-faster-nimbler-hul/51839/1 http://www.forbesindia.com/article/cross-border/five-indian-companies-whose-mantra-is-innovation/50637/1 https://economictimes.indiatimes.com/industry/cons-products/food/hul-to-merge-foods-and-refreshments-division/articleshow/64460571.cms https://economictimes.indiatimes.com/industry/cons-products/food/hul-approves-merger-with-gsk-consumer-to-buy-horlicks-and-other-products-for-3-3-billion-euros/articleshow/66918300.cms https://www.humarashop.com/ https://www.scribd.com/document/52847532/Grp-3-HUL https://www.hul.co.in/Images/citigroupindiainvestorconference2008_tcm1255-436209_en.pdf http:// changellenge.com/wp-content/uploads/2014/04/CL-Unilever-Organizational-changes-in-INMARKO-ENG.pdf

18. Organizational Structure Before Manesar Incident Maruti has a functional organizational structure with horizontal linkages. There are 29 divisions in Maruti https://www.theofficialboard.com/org-chart/maruti-suzuki-india

19. https://economictimes.indiatimes.com/topic/Violence-at-Maruti-Manesar-plant https://www.youtube.com/watch?v=fC6ZOqZ7av8

20. Organizational Restructuring After Manesar Incident All the dept. (IT, Finance, Marketing, Sales etc.) to work on matrix reporting process . Role of executive have been removed. Direct reporting to Director. https://www.scribd.com/document/277755966/Maruti-Suzuki

21. Implementation of Project Based Structure In 2014 senior and middle level executives formed teams to focus on specific goals . 30 teams of 8-10 members W orked on Cost reduction N ew product development Resources and authority were given in order to implement the project. https://www.ukessays.com/essays/business/organization-structure-of-maruti-suzuki-business-essay.php

22. * Specialization As the Maruti have functional structure and division of labour so there is high degree of specialization. * Centralization Power is distributed within the hierarchy because there are various persons who play a very crucial role in the organization . Structural elements

23. *Formalization The instructions, procedures are written down formally in the organi zation. *Complexity Complexity arises because of structural complexity. *Span of control Top level - 3-6 Middle level - 4-8 L ower level - 0-8 https://www.ukessays.com/essays/business/organization-structure-of-maruti-suzuki-business-essay.php

24. Problems faced by Maruti in the organization structure Lower level manager take decision, while higher level manager has low information Lack of co-ordination among the managers in decentralization. Different objectives of lower level and organization. https://www.ukessays.com/essays/business/organization-structure-of-maruti-suzuki-business-essay.php

25. Thank You