BUSINESS COMMUNICATION SYNOPSIS ON Organisation Structure of

Submitted to Ms.Mahak Balani Faculty, Jain University Center for Management Studies

By *Hitesh Kumar *Kshtij batnagar *Ankith Kumar

*Naveen K.N *Manu srivastav

#1/1-1, Atria Towers, Palace Road, Bangalore - 560 001, India P: +91 80 4343 0200 | F: +91 80 2235 3215 E: info@cms.ac.in | Website: www.cms.ac.in

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TABLE OF CONTENT
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Introduction Company Profile Organisational Structure Organisational Communication Conclusion and suggestions Bibliography

3-5 6-9 1014 1516 1 7 18

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INTRODUCTION
Definition
A process by which activities of a society are collected and coordinated to reach the goals of both individuals and the collective group. It is a subfield of general communications studies and is often a component to effective management in a workplace environment.

How one defines organizational communication depends on ones view of the relationship between communicating and organizing. According to the container approach, organizational communication can be defined as the transmission of a message through a channel to a receiver. In the social constructionist approach, organizational communication can be defined as the way language is used to create different kinds of social structures, such as relationships, teams, and networks. The former definition emphasizes the constraints that are placed on communication given pre-existing organizational structures and the latter definition highlights the creative potential of communication to construct new possibilities for organizing. However, organizational communication may be viewed more profitably as balancing creativity and constraint, as it is never entirely either constrained or creative. The definition of organizational communication as balancing creativity and constraint focuses on how individuals use communication to work out the tension between working within the constraints of preexisting organizational structures and promoting change and creativity.

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Importance of Communication in an Organization

It is not possible to have human relations without communication. However, good and effective communication is required not only for good human relations but also for good and successful business. Effective communication is required at various levels and for various aspects in an organization such as -

For manager employee relations: Effective communication of information and decision is an essential component for management-employee relations. The manager cannot get the work done from employees unless they are communicated effectively of what he wants to be done? He should also be sure of some basic facts such as how to communicate and what results can be expected from that communication. Most of management problems arise because of lack of effective communication. Chances of misunderstanding and misrepresentation can be minimized with proper communication system. For increase productivity: With effective communication, you can maintain a good human relation in the organization and by encouraging ideas or suggestions from employees or workers and implementing them whenever possible, you can also increase production at low cost. For employees: It is through the communication that employees submit their work reports, comments, grievances and suggestions to their seniors or management. Organization should have effective and speedy communication policy and procedures to avoid delays, misunderstandings, confusion or distortions of facts and to establish harmony among all the concerned people and departments.

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 For motivation and employee morale: Communication is also a basic tool for motivation, which can improve morale of the employees in an organization. Inappropriate or faulty communication among employees or between manager and his subordinates is the major cause of conflict and low morale at work. Manager should clarify to employees about what is to be done, how well they doing and what are can be done for better performance to improve their motivation. He can prepare a written statement, clearly outlining the relationship between company objectives and personal objectives and integrating the interest of the two.

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Company Profile

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History
A long time ago, when the British ruled India, a small factory was set up in the suburbs of Mumbai city, to manufacture sweets and toffees. The year was 1929 and the market was dominated by famous international brands that were imported freely. Despite the odds and unequal competition, this company called Parle Products, survived and succeeded, by adhering to high quality and improvising from time to time. A decade later, in 1939, Parle Products began manufacturing biscuits, in addition to sweets and toffees. Having already established a reputation for quality, the Parle brand name grew in strength with this diversification. Parle Glucose and Parle Monaco were the first brands of biscuits to be introduced, which later went on to become leading names for great taste and quality. THE STRENGTH OF THE BRAND Over the years, Parle has grown to become a multi-million US Dollar company. Many of the Parle products - biscuits or confectionaries, are market leaders in their category and have won acclaim at the Monde Selection, since 1971. Today, Parle enjoys a 40% share of the total biscuit market and a 15% share of the total confectionary market, in India. The Parle Biscuit brands, such as, Parle-G, Monaco and Krackjack and confectionery brands, such as, Melody, Poppins, Mangobite and Kismi, enjoy a strong imagery and appeal amongst consumers. Be it a big city or a remote village of India, the Parle name symbolizes quality, health and great taste! And yet, we know that this reputation has been built, by constantly innovating and catering to new tastes. This can be seen by the success of new brands, such as, Hide & Seek, or the single twist wrapping of Mango bite. In this way, by concentrating on consumer tastes and preferences and emphasizing Research & Development, the Parle brand grows from strength to strength.

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IMPORT - EXPORT
The immense popularity of Parle products in India was always a challenge to their production capacity. Now, using more modern techniques for capacity expansion, we have begun spreading their wings and are going global. Parle biscuits and confectionaries are fast gaining acceptance in international markets, such as, Abu Dhabi, Africa, Dubai, South America and Sri Lanka. Even the more sophisticated markets like USA & Australia, now relish Parle products. As part of the efforts towards a larger share of the global market, Parle has initiated the process of getting ISO 9000 certification. Many Parle Products have also won Gold, silver and bronze medals at the Monde Selection.

VARIOUS UNIT OF COMPANY

There are five mother units and thirty one contact manufacturing units in India. The main difference between mother units and contact units is that mother units produce more than one product that is PARLE G, MONACO, KRACK JACK, SIXER, HIDE AND SEEK etc. while contact unit manufacture only PARLE G. Mother units are as follows.

Mumbai (Maharashtra) Bhadurdgarh (Haryana) Neemrana (Rajasthan) Bangalore and Kolkata

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VISION PARLE

AND

MISSION

OF

Vision: Their vision is to be leader in the business. They will stand apart from the competition by being the first in market to innovate and to introduce new products in the market& to create new categories in the market.

Mission: To be the leader in the market by maintaining high quality, introducing new and innovative products and reaching every part of India, remaining customer centered, constantly upgrading knowledge and skills.

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Definition of 'Organizational Structure'

Explicit and implicit institutional rules and policies designed to provide a structure where various work roles and responsibilities are delegated, controlled and coordinated. Organizational structure also determines how information flows from level to level within the company. In a centralized structure, decisions flow from the top down. In a decentralized structure, the decisions are made at various different levels. A good organizational structure can often spell the difference between a smooth operating organization and one in chaos. By establishing a hierarchical structure with a clear chain of command, companies are better able to streamline their operations.

TYPES OF ORGANISATIONAL STRUCTURES

Flat organization (also known as horizontal organization)

Refers to an organizational structure with few or no levels of intervening management between staff and managers. The idea is that well trained workers will be more productive when they are more directly involved in the decision making process, rather than closely supervised by many layers of management This structure is generally possible only in smaller organizations or individual units within larger organizations. When they reach a critical size, organizations can retain a streamlined structure but cannot keep a completely flat manager-tostaff relationship without impacting productivity.
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Tall Organisation

If the span of control is narrow, then there will be many management levels. That is, there will be many managers. This organisation structure is called "Tall Organisation Structure.

Advantages of Tall Organisation The quality of performance will improve due to close supervision. Discipline will improve. Superior - Subordinate relations will improve. Control and Supervision will become easy and convenient. The manager gets more time to plan and organise the future activities. The efforts of subordinates can be easily coordinated. Tall Organisation encourages development of staff. There is mutual trust between superior and subordinates.

Disadvantages of Tall Organisation Tall Organisation creates many levels of management. There are many delays and distortion in communication. Decisions and actions are delayed. It is very costly because there are many managers. The managers are paid high salaries. It is difficult to coordinate the activities of different levels. There is strict supervision. So the subordinates do not have any freedom. Tall Organisation is not suitable for routine and standardised jobs.

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INDUSTRY structure of parle

CHAIRPERS ON

EXECUTIVE DIRCETOR

PRODUCTION MANAGER OF

BISCUITS

PRODUCTION MANAGER CONFECTIONEE R

CHEIF ENGINEER

ENGINEER OFFICER

HRD

MANAGER BISCUITS PRINTING PERSONAL SUPERVISOR

ADMINISTRA TER
CONFECTIONARY

CHARGE HAND

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EMPLOYEES

EMPLOYEES

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ORGANISATION STRUCTURE OF PARLE

MD

GM

PRODUCTI ON MANAGER

ENGNIEE R MANAGE R

PRINT MANAGE R

DEPUTY MANAGE R

HR MANAGER

FINANCE MANAGE R

SHIFT INCHARG E

SHIFT ENGINE ER

SUPERVIS OR

SENIOR EXECUTI VE

SENIOR EXECUTI VE

SUPERVISOR

WORKE R

WORKE R

EXECUTIVE

ADMINISTRATER

WORKE R

IT

IMPORTANT PEOPLE OF THE COMPANY

CHAIRPERSON: DIRECTOR: EXECUTIVE DIRECTOR: COMMERCIAL MANAGER: FACTORY MANAGER: PRODUCTION MANAGER: STORE MANAGER:

MR. VIJAY CHAUVAN MR. ANUP CHAUVAN MR. AJAY CHAUVAN MR. AMOL MR. NIVATIA MR. RAJESH RAUL MR. DIXIT

ORGANISATIONAL COMMUNICATION
This is communication that takes place within (or across) an organisation. In addition to the usual face to face, telephone, fax or mail; modern organisations may use technology to communicate internally. Technology may be used for e-mails or a linked internal communication system such as the intranet which is an internet system designed solely for use by those working for the organisation.

TYPES OF COMMUNICATION Formal and Informal Communications

Formal communication is defined as communication which occurs through the official organisational channels or is undertaken by an employee to do their job. For example official meetings, letters and a manager asking an employee to carry out a particular task. Conversely informal communication is that which occurs outside the recognised communication networks such as talking in the lunchroom or hallways between employees. Informal communication can be productive or negative. It has the potential to build teams, improve working relationships and generate ideas as employees are in a relaxed environment.

Upward and Downward Communications

Downward communication is communication created by directors and managers and passed down the hierarchy of workers in the organisation. In traditional organisations this is the preferred method of communication i.e. Managers decide what the systems, rules and procedures will be and then they pass these down to employees they manage and supervise. Downward Communication can increase efficiency by synchronising organisational procedures and can ensure that everybody is working towards the same overall aims and objectives. Types of downward communication include job descriptions, appraisals/evaluations, organisational policy, and organisational systems. Although there are advantages to downward communication organisations have began to encourage upward communication. This is communication which originates at the lower level of the employment hierarchy and is then communicated up through the line. Organisations encouraging upward

communication believe that everybody is capable of generating thoughts and

ideas which may help the organisation to progress, particularly when they are working closely in the area that the idea applies to. Upward communication may increase motivation and make employees feel valued and respected whilst enabling managers to understand how employees are feeling. Furthermore if problems occur at they are more likely to be identified earlier by those working closely in the area that they occur. Types of upward communications include suggestion schemes, feedback forums/surveys, grievance procedures and employee-manager discussions.

Lateral Communication
This is communication that occurs between employees on the same level in the organisation. As this can involve decision making it can create efficiency as employees do not have to wait for managerial approval. On the other hand if the manager is not kept informed or if the manager fails to set boundaries there is potential for conflict. Diagonal Communication This occurs when communication occurs between workers in a different section of the organisation and where one of the workers involved is on a higher level in the organisation. For example in a bank diagonal communication will occur when a department manager in head office converses with a cashier in a branch of the bank based on the high street.

Conclusion
Detailed study on organisational structure parle shows that the perfect management and organisational structure can convert the small business to the multimillion brand. And marketing strategy of parle shows products even at low prize can earn substantial considerable profits. Parle has been helping its employees to have a very good balance between its personal and professional life. I think these is the key factor that has helped parle to be successful from past 80 years. Because of splendid management and organisational structure the parle enjoys and dominates the volume dominated biscuit market then any other biscuits. Brand parle is iconic and has evolved over the years. Trust, Revelance, Affordability, are its hall marks with which they have understood their hypercompetitive market place. With these kind of strategy and organisation structure they would always serve the best biscuits suppliers in the market

SUGESSIONS FOR PARLE

Encouraging empo werment. Empowerment is the ability to make decisions within the work environment without having to get prior approval. Empowered employees feel ownership for their jobs and their roles in them. An improvement in these aspects is needed

Regular feed back Regular feedback should be taken by employee to see that he is satisfied with the working environment and also should take into consideration of safety of employees and by these the organisation communication can be improved

Bibliography
Websites referred: www.siteresource.worldbank.org www.businessdictionary.com www.articlebase.com www.Wikipedia.com www.parle.com www.scrbid.com