ORGANISATIONAL STRUCTURE,

DEPARTMENTS, FUNCTION,
RELATIONSHIP

Prepared by: Recommending a Strategy

Ashutosh Kumar
Debangan Das
Ideas for Today and Tomorrow
Gulshan Kaur
Harsh Bansal
Nikki Kumari
 INTRODUCTION

 Management is the process by which people, technology, job tasks and other
resources are combined and coordinated to effectively achieve organizational
goal.
 The organizational study conducted at Century ply industries private ltd. is to
study about organizational structure communication channel, span of control,
organizational culture etc. of the organization.
 The relevance of the study is to understand the above-mentioned facts through a
real organizational scenario.
 The chief objective of the organizational study is to familiarize with the working of
various departments for a period, so that one can have exposure to the practical
side.
 OBJECTIVES OF STUDY

 1) To study the ply wood industry

 2) To study the structure of the organization (Century ply
industries Ltd.)
 3) To study the functions of different departments at
Century ply industries Limited.
 4) To conduct Porter's and SWOT analysis at Century ply
Industries Limited.

 Name of the organization -> Century Plyboards (India) Ltd.
 Year of the establishment -> 1986
 Address -> 6, Lyons Range, 1st Floor, Kolkata- 700 001
 Annual turnover ( CR.) -> Rs. 1,920.33 crore
 Business Activities ->
 The Company manufactures plywood, laminates, veneers, block
boards and doors.
 Customers = Companies, Business Units, Interior Decorators,
Individual.
 Major Products =

 Operating Regions / countries

.
 Suppliers =
 Century ply extended its global presence to Laos, one of the richest timber repositories in South East Asia
comprising approximately 11 million forest hectares. Laos’ timber harvesting is based on a quota system of provincial
forest of p management plans and infrastructure development programmes.
 The company is contemplating entering Indonesia, a country with ample forested land. The company’s presence in
this country will enhance raw material access on the one hand and moderate costs on the other, strengthening the
overall business.

 Market Capitalization ( in %) = 34.48%

 Competitors
 HISTORY OF THE COMPANY
 Century Plyboards (India) Limited is more than just a brand. It is an industry statesman in
existence for more than 33 years. It is a customer-proximate company manufacturing product
across seven locations. It is always an arm’s length away, providing products through more than
13,000 retail points.
 Established in 1986 in Kolkata, a joint effort of Mr. Sajjan Bhajanka and Mr. Sanjay Agarwal.
 Century Ply brand is leading brand in the Indian organized plywood industry named as Century Ply
Boards (I) Ltd.
 It has the distinction of becoming the first ISO 9002 company in India. Century Ply Boards (I) Ltd is
FSC certified company in Plywood industry showing the effort to ecological interest.
 It is the leading brand and largest seller of Plywood and Veneers in organized sector.
 Century Ply was adjudged the Fastest Growing Company with the Highest Turnover by the
famous Journal Construction World.
 The Centre for Monitoring Indian Economy (CMIE) has also given Century Ply the top position in
its surveys.
 Most sought-after brand in wood industry in India.
 Pan India presence with more than 30 offices across the country.
MISSION
• To provide utmost satisfaction to customer
through best quality and customer care.
• To continuously upgrade the product
through innovations and convergence of
new technology and to produce the best
quality at the lowest cost.
• To safeguard and enhance shareholder
value.
• To utilize the surpluses for the welfare of
employees and the society at large.
 NATURE OF BUSINESS
Century ply Industries Ltd is a world leader in manufacturing plywood, laminates, Medium density Fibre
boards (MDF) and allied products. GIL collects timber and firewood through import from Malaysia, Africa,
Burma, Russia etc. and local purchase. Thus, it is being processed at the factory and converts into various
finished products such as different varieties of plywood, MDF, Panel blocks etc. GIL grew over two decades
into a well-integrated wood processing unit with finally tuned skills in new product development and
manufacture. Though its 25 years of existence, GIL has been singularly responsible for the most significant
product innovations in the Indian plywood industry.

 PROMOTERS AND BOARD OF DIRECTORS

The Company is promoted by first-generation entrepreneurs like Sri Sajjan Bhajanka, Sri Sanjay Agarwal,
Sri Hari Prasad Agarwal and supported by Sri Vishnu Khemani and Sri Prem Kumar Bhajanka.

The Company’s Board comprises 8 Executive Directors and 8 Independent Directors drawn from diverse
sectors who bring a wealth of experience to the Company. The Directors are also part of various focused
committees; they meet regularly to debate issues and take action pertaining to governance.
 Organisation structure of Century ply limited:
 Functional departments
 Organisation structure of human resource department:
1. Nature of organization structure.
A functional organization structure is a hierarchical organization structure wherein people are grouped as
per their area of specialization. Each department will have its own department head who will be
responsible for the performance of his section. This helps the organization control the quality and
uniformity of performance. The organization structure of Century ply is of functional.

2. Does the governing structure have a clearly defined way to review and set organizational direction?

Yes, they do have a good organizational structure however when I have a vision that to be the number 1
company of India which is achieved and also every household of India should use century ply that is almost
achieved, however this vision should be implemented by lower level of management and if lower level of
management doesn’t do it then it’s their fault but the direction that they have they are going is structured.

3.Are the organization’s mission and goals supported by its structure?

Yes, the organizations mission and goals are supported by its structure like they have accountability as
their value, everyone is accountable to their managers, everyone has their respective job role, if someone
is not performing his job role, he’ll be penalized. Hence, they are accountable.
4. Does the structure of the business unit facilitate the flow of information upwards, downwards, and across
organizational lines?

Yes, the structure of the business unit facilitates the flow of information upwards, downwards, and across organizational
lines. The organizational structure facilitates the movement of information but there are certain reasons such as stiff
competition that results in hindrance towards effective communication.

5. Does the organizational charter provide an adequate framework for creating structural means to carry out the
mission of the organization? Is it adequate for dealing with the external forces challenging the organization?
Yes, the organizational charter provides an adequate framework for creating structural means to carry out the mission of
the organization. As it is mentioned in the charter that my objective is to be number 1 plywood company in the country, I
could achieve it by diversification of my products like we already have decorative, non-decorative, laminates, pre-
laminates, veneer. We could have separate divisions of quality management, production, sales to achieve my objective.
However, it is not adequate because I have to increase my expectations and perform accordingly.
No, it is not adequate for dealing with the external forces challenging the organization as in a competitive business
environment nothing is adequate everything is less, if I am achieving my target its good but we should exceed the
expectation.

6. Are coordinating units formed to facilitate performance?

No, coordinating units are not formed to facilitate performance as it already follows functional form of organizational
structure which doesn’t requires coordinating units
7. Are there clear lines of authority and accountability (individual, group and organizational)?
Is accountability clearly defined?

Yes, there are clear line of authority and accountability, and accountability is clearly defined. In
Century Ply tasks are predefined and assigned to a person who is responsible for that. Foe e.g.
to check quality there is a Total Quality Manager, Manager Production will see the workers.

8. Are reporting relationship appropriate?

Yes, reporting relationship is appropriate. They maintain hierarchy, for e.g. for production
department workers will report to foreman, foreman will report to Deputy Manager Production
and Deputy Manager Production will report to Manager Production and so on.

9. Do people have the authority to set agendas that support improved performance?
No, people don’t have the authority to set agenda, only executive level manager can set
agenda. Instead of that people can suggest their ideas to the higher level authority of that
department and the higher level authority will decide whether to include in agenda or not.
10. Are the work groups and units adequate for implementing the organizational strategy and improving
performance?
No, the work groups and units are not adequate for implementing the organizational strategy and improving performance.
They are unable to meet the demand and that for they have opened an internal plant in Joka for their Kolkata plant and
they have opened a totally new plant in Hoshiarpur, Punjab to meet the demand.

11. How centralized (versus decentralized) is decision making? Does the existing approach have negative
consequences such as impeded productivity, low morale, etc?
In Century Ply the decision making is mostly centralized. The organizational design of Century Ply is Mechanistic.
Yes, the existing approach can lead to impeded productivity. Suppose a foreman suggest an idea to Manager Production
and Manager Production reject his idea and reply him very ruddily. The foreman will get demotivated and upset and this
can lead to impeded productivity.

12. Is it clear who bears responsibility for performance? Does the structure of responsibility and authority make
organizational sense and facilitate the work?
Yes, In Century ply tasks are predefined and every individual is responsible for their own job performance. Every
individual tries to achieve their goal and this facilitates the organization to achieve organizational goal.
13. Are the functional units adequately centralised or decentralised?

Yes, as the company is totally functional in structure they follow a set of hierarchy among themselves. The accountability
flows from upper level to the lower level of management.
The head management retain the major responsibilities and power and standardised procedures for decision making. So
we can say that the functional units are adequately centralised in nature.

14. Are work processes clear or adequately structured?

Yes the work processes are clear and adequately structured because from peeling the logs to the final product each and
every employee knows their work and their job roles. They know how to do their work efficiently, however there is a lack
of manual in the company.

15. Are quality principles embedded in the roles and responsibilities? Are responsibilities and accountabilities
clearly communicated and understood?

Yes, the quality principles embedded in the roles and responsibilities, as the goals are already being conveyed to the
employees in the meeting and the employees knows their work in advance. By keeping certain standards in minds the
worker or an employee do their work. So, we can say that responsibilities and accountabilities are clearly communicated
and understood.
16. Does the structure support or inhibit an efficient production of goods or provision of services?
Yes, the structure support an efficient production of goods or provision of services because in an year 2 or 3 times the
increment meeting is conducted between the reporting managers and employees and objectives are predefined to the
employees, so they know in advance what they need to do, this further helps in efficient productions of goods.

17. Does the governing body have a group responsible to scan the external and internal environment to
understand the forces affecting the organisation and its performance?
As the top level managers are in contact with the external markets, customers and their competitors so they already
know about the demand of the customers and which type of products are mostly liked by the customers in the markets. In
an internal environment HR is responsible for the human resources, quality managers for quality standards and
production managers for achieving the production. Both internal and external groups help in increasing the performance of
the company. So yes, the governing body have a group responsible to scan the external and internal environment to
understand the forces affecting the organisation and its performance.

18. Does the governing structure have the mechanisms to review and assess organisational performance and, if
appropriate, create conditions to support change?
Following are the mechanism of review followed in century ply by the top level management:-
 Top level management performance review
 Performance management
 Performance review
 Performance feedback and
 Course correction
 All these mechanisms are being used by the governing structure to review and assess organizational performance.
And, they do create conditions to support change if any required by the company.
Conclusion