CHANAKYA NATIONAL LAW UNIVERSITY

FUNDAMENTALS OF MANAGEMENT
STUDY OF THE ORGANIZATIONAL CHART OF STARBUCK’S
COFFEE AND GIVING REASONS WHY THE ORGANIZATIONAL
STRUCTURE HAS BEEN ADOPTED
Submitted To Submitted By:
Mr. Manoj Mishra Kundan Kumar

Roll no.1627

Bba llb
 ACKNOWLEDGEMENT

I am using this opportunity to express my gratitude to everyone who supported me

throughout the course of this project. I am thankful for their aspiring guidance,
invaluably constructive criticism and friendly advice during the project work. I am
sincerely grateful to them for sharing their truthful and illuminating views on a
number of issues related to the project.

I express my warm thanks to Manoj Mishra sir for his support and guidance at
Chanakya National law University.

I would also like to thank responsible authorities who provided me with the
facilities being required and conductive conditions for my project.

Last but not the least I would also like to thank the Almighty.

Thank you
 CONTENTS

1. Introduction
2. Research methods
 Aims and objectives
 Limitations
 Research methodology
 Sources of data
3. Introduction Organizational structure
4. Types of organizational structure
5. Brief analysis of job specialization
6. Centralization and decentralization
7. Case study
8. Suggestion and conclusion
9. Bibliography
 INTRODUCTION

Management has achieved an enviable importance in recent times. We are all

intimately associated with many kinds of organizations, the most omnipresent
being the government, the school and the hospital. In fact, more and more of major
social tasks are being organized on an institution basis. Medical care, education,
recreation, irrigation, lighting, sanitation, etc., which typically used to be the
concern of the individual or the family, are now the domain of large organizations.
Although, organizations other than business do not speak of management, they all
need management. It is the specific organ of all kinds of organizations since they
all need to utilize their limited resources most efficiently and effectively for the
achievement of their goals. It is the most vital forces in the successful performance
of all kinds of organized social activities. 4 Importance of management for the
development of underdeveloped economies has been recognized during the last
one and a half decade. There is a significant gap between the management
effectiveness in developed and underdeveloped countries. It is rightly held that
development is the function not only of capital, physical and material resources,
but also of their optimum utilization. Effective management can produce not only
more outputs of goods and services with given resources, but also expand them
through better use of science and technology. A higher rate of economic growth
can be attained in our country through more efficient and effective management of
our business and other social organizations, even with existing physical and
financial resources. That is why it is now being increasingly recognized that
underdeveloped countries are indeed somewhat inadequately managed countries.
The emergence of management in modern times may be regarded as a significant
development as the advancement of modern technology. It has made possible
organization of economic activity in giant organizations like the Steel Authority of
India and the Life Insurance Corporation of India. It is largely through the
achievements of modern management that western countries have reached the
stage of mass consumption societies, and it is largely through more effective
management of our economic and social institutions that we can improve the
quality of life of our people. It is the achievements of business management that
hold the hope for the huge masses in the third world countries that they can banish
poverty and achieve for themselves decent standards of living.
RESEARCH METHODS

AIMS AND OBJECTIVES:

The objective of this project is to bring to light, using research and reports,
to find out how the tasks are delegated into various departments and how the
assigned tasks are performed.

Limitations:
The presented research is confined to to a time limit of one month and this
research contains only doctrinal which are limited to library resources.

RSEARCH METHODLOGY:
The researcher will be using only doctrinal methods of research methods of
research. The researcher will be using library for doctrinal research.

SOURCES OF DATA:

1. Books
 Principles of management (anil bhat and Arya kumar)
 Principles of management (Meenakshi gupta)
 The Modern Firm: Organizational Design for Performance and
Growth
 Organization structure design (Mirza S. Saiyadain and Pornima
Gupta)
2. Websites
 https://en.wikipedia.org/wiki/Organizational_structure
 https://www.tutorialspoint.com/management_concepts/organizational
_structures.htm
 http://study.com/academy/lesson/what-is-organizational-structure-of-
management-types-examples-quiz.html
 http://www.fao.org/docrep/W7503E/w7503e04.htm

Introduction Organizational structure

There are many different opinions and definitions on organizational structure.
Structure in one sense is the arrangement of duties use for the work to be done.
This is best represented by the organization chart . In another sense, “structure is
the architecture of business competence, leadership, talent, functional relationships
and arrangement” . Walton identified structure as the basis for organizing, to
include hierarchical levels and spans of responsibility, roles and positions, and
mechanisms for integration and problem solving. Thompson said that “structure is
the internal differentiation and patterning of relationships”. He referred to structure
as the means by which the organization sets limits and boundaries for efficient
performance by its members, by delimiting responsibilities, control over resources,
and other matters. Kartz and Kahn said that “structure is found in an interrelated
set of events which return to complete and renew a cycle of activities.” Jackson
and Morgan used a modified definition originally formulated by . They defined
structure “as the relatively enduring allocation of work roles and administrative
mechanisms that creates a pattern of interrelated work activities and allows the
organization to conduct, coordinate, and control its activities”. Lawrence and
Lorsch describe structure as “the technique in which the organization is
differentiated and integrated”. Differentiation is related to the scope in which
executives act quasi entrepreneurs, whereas integration is described in such a way
that every member of the organization including managers will do their best to
achieve organizational goals. Similarly, an organization is a set of elements in
interaction, organized level and decision making units . Identification of these
elements has always been one of the most important issues facing organizational
researchers. According to Dictionary-Organizational behavioral , organizational
structure is defined as “the established pattern of relationships among the
components of parts of company (The way a company is set-up). They formally
defined framework of an organization’s task and authority relationships”.
Sablynski succinctly defined organizational structure as “how job tasks are
formally divided, grouped, and coordinated”. Or- ganization structure indicates an
enduring configuration of tasks and activities . In other words, organiza- tional
structure is a set of methods through which, the organization divided into distinct
tasks and then create a harmony between different duties . Underdown said
organizational structure “is the formal system of task and reporting relationships
that controls, coordinates, and motivates employees so that they cooperate to
achieve an organization’s goals”. Andrews stated that organizational structure
“consists of job positions, their relationships to each other and accountabilities for
the process and sub-process deliverables”. Organizational structure directs the
competence of work, the enthusiasm of employees and coordination among the top
management and subordinates for flow of plans and goals in the organization to
sketch the future plans . Organizational structure is a way responsibility and power
are allocated, and work procedures are carried out, among organizational
members . Zheng, et al., mentioned that the most important components of
organizational structure include formalization, centralization, and control.
Formalization measures the extent to which an organization uses rules and
procedures to prescribe behaviour . The nature of formalization is the degree to
which the workers are provided with rules and procedures that deprive versus
encourage creative, autonomous work and learning. In organization with high
formalization, there are explicit rules which are likely to impede the spontaneity
and flexibility needed for internal innovation . Centralization refers to the
hierarchical level that has authority to make decision. If decisions are delegated to
lower levels the organization is decentralized and if decision making power
authority is kept at the top level it is centralized . Centralization also creates a non-
participatory environment that reduces communication, commitment, and
involvement with tasks among participants . Organizational control is a cycle that
includes the three stages of target setting, measuring or monitoring and feedback.
Control in the bureaucracy can consist of rules, standards, and internal procedures .
Developing and enforcing performance control and behaveioural prescriptions
improve decisions and increases predictability of performance . Chen and Huang
claimed that decentralized and informal structure will lead to higher performance.
Also Germain et al., studied the effect of structure on the performance mediating
supply chain management and found that in stable environment, formal structure
has a positive effect on the performance while in dynamic atmosphere negative
effect is attained. Therefore, Zheng et al., concluded that there is a negative effect
of structure on organizational effectiveness.

Types of organizational structure

Bureaucratic Structures
Bureaucratic structures maintain strict hierarchies when it comes to people
management. There are three types of bureaucratic structures:

1 - Pre-bureaucratic structures

This type of organizations lacks the standards. Usually this type of structure
can be observed in small scale, 1start-up companies. Usually the structure is
centralized and there is only one key decision maker.

The communication is done in one-on-one conversations. This type of

structures is quite helpful for small organizations due to the fact that the
founder has the full control over all the decisions and operations.

2 - Bureaucratic structures

These structures have a certain degree of standardization. When the

organizations grow complex and large, bureaucratic structures are required
for management. These structures are quite suitable for tall organizations.

3 - Post-bureaucratic Structures

The organizations that follow post-bureaucratic structures still inherit the

strict hierarchies, but open to more modern ideas and methodologies. They
follow techniques such as total quality management (TQM), culture
management, etc.

Functional Structure
The organization is divided into segments based on the functions when
managing. This allows the organization to enhance the efficiencies of these
functional groups. As an example, take a software company.

Software engineers will only staff the entire software development

department. This way, management of this functional group becomes easy
and effective.

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http://smallbusiness.chron.com/different-types-organizational-structure-723.html
Functional structures appear 2to be successful in large organization that
produces high volumes of products at low costs. The low cost can be
achieved by such companies due to the efficiencies within functional groups.

In addition to such advantages, there can be disadvantage from an

organizational perspective if the communication between the functional
groups is not effective. In this case, organization may find it difficult to
achieve some organizational objectives at the end.

Divisional Structure
These types of organizations divide the functional areas of the organization
to divisions. Each division is equipped with its own resources in order to
function independently. There can be many bases to define divisions.

Divisions can be defined based on the geographical basis, products/services

basis, or any other measurement.

As an example, take a company such as General Electrics. It can have

microwave division, turbine division, etc., and these divisions have their
own marketing teams, finance teams, etc. In that sense, each division can
be considered as a micro-company with the main organization.

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http://smallbusiness.chron.com/different-types-organizational-structure-723.html
Matrix Structure
When it comes to matrix structure, the organization places the employees
based on the function and the product.

The matrix structure gives the best of the both worlds of functional and
divisional structures.

In this type of an organization, the 3company uses teams to complete tasks.

The teams are formed based on the functions they belong to (ex: software
engineers) and product they are involved in (ex: Project A).

This way, there are many teams in this organization such as software
engineers of project A, software engineers of project B, QA engineers of
project A, etc.

3
https://www.allbusiness.com/4-common-types-organizational-structures-103745-1.html
 Brief analysis of job specialization

Job specialization is the degree to which the overall task of the organization is
broken down into smaller component parts. Departmentalization, on the other
hand, is the grouping of jobs according to some logical arrangement. The effect of
these two variables on job satisfaction among the staff of a library was the focus of
this study. A descriptive research design was adopted while a survey method was
employed to elicit information from the respondents for this study. Fifty (50)
copies of questionnaires with 30 structured questions were distributed among the
staff of Nimbe Adedipe Library, Federal University of Agriculture, Abeokuta and
45 (90%) were returned. The questionnaire sought information on respondents’
demography, job specialization, departmentalization and effects of job
specialization and departmentalization on job satisfaction of the respondents. Data
analysis was based on 42 questionnaires as 43 were unusable. Among the findings
of this study was that majority of the staff of the sampled library were fully
satisfied with their present area of specialization. Although, Cataloguing Section
was perceived as the most boring section to work in any library, this may not be
true after all, since the introduction of online copy cataloguing and classification
that gives room for interaction with computer system and sometimes further
navigations to ascertain the authenticity of the information being used on the
Internet. This study finally concludes that job satisfaction is individualistic and it
affects one’s feelings or state of mind. When the library personnel feel satisfied,
they will be less likely to leave the job. Keywords: Job Specialization,
departmentalization, Job satisfaction, Librarians, University Library, Nigeria
Introduction The method of job specialization involves breaking down a task to its
lowest level and designing jobs around each part. This creates specialization,
expertise, and improved quality. Job specialization design in the workplace is
frequently seen where a worker focuses on one specific task and ability during the
entire work shift. The task 5frequently repeats all day long. Because job
specialization allows significant expertise build-up in a specific task, the learning
and speed of production happen faster. The job does not involve complex
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http://www.businessdictionary.com/definition/job-specialization.html
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http://www.ehow.com/info_8083551_job-specialization.html
processes, so it can be taught faster to new workers. In theory, this approach
reduces quality control costs and improves production efficiency (Thibodaux,
2012). The downside of job specialization tends to be that people can only do one
task. They aren’t trained to multitask or handle multiple areas of a workplace. As a
result, when a critical expertise is lost, the process can suffer. Additionally,
workers under job specialization don’t have a wide array of applicable skills, so it
becomes hard for them to adapt to a new function or need in the organization. As a
result, unemployment is a significant problem when a company has to shut down a
factory or assembly line. Many of the laid-off workers usually have a hard time
adjusting to new occupations. Specialization refers to individuals and organizations
focusing on the limited range of production tasks they perform best. This
specialization requires workers to give up performing other tasks at which they are
not as skilled, leaving those jobs to others who are better suited for them. An
assembly line, where individual workers perform specific tasks in the production
process, is the best example of specialization. Specialization is related to another
management concept, division of labour, discussed at great length by Adam Smith,
the 18th-century Scottish economist and author of "The Wealth of Nations." Smith
famously illustrated the benefits of specialization and a division of labour when
describing a pin factory, in which each worker performs a single specialized task.
One worker measures wire, another cuts it, one points it, others make the head and
so on. Through this process, workers produced thousands more pins than if each
worker made whole pins independently. Specialization, as illustrated by Adam
Smith's example of the pin factory, allows workers to develop more skill in their
specific tasks. Specialization increases output because workers do not lose time
shifting among different tasks. Smith also believed that workers with specialties
were more likely to innovate, to create tools or machinery to make their tasks even
more efficient. The benefits of specialization extend beyond individual workers as
well. Firms that specialize in their 6particular products can produce larger
quantities to sell. Those firms and their employees use the proceeds from the sale
of those goods to buy needed goods produced by other workers and companies.
While Adam Smith saw the advantages of specialization and division of labour, he
also saw a downside to them as well. He feared that monotonous assembly lines in
which workers performed single tasks throughout the day could sap their creativity
and spirit. He saw education as a remedy and believed that education fostered
6
http://www.dreamcareer.com.my/index.php/job-specialization
creativity and innovation in workers. Karl Marx seized on Smith's concerns. He
saw monotonous production tasks, coupled with subsistence wages that do not
represent the full value of labour, as factors that increase worker alienation,
eventually resulting in a worker-led uprising against the capitalist class. The
division of labour according to Niederhoffer (2011) is the separation of a job up
into parts usually performed by different individuals. The division of labour is so
common in our society, and so much good comes from it, that we often take its
benefits for granted and forget about the harms from not following it. It seems
good to gain perspective by starting with some scholarly work from the field, so
that basic principles can be considered. He observed that the first division of labor
in society came from the separation of work between men and women, where men
did work that required larger frames and more strength. If the woman were to do
the child bearing, and men to do the heavy hunting, then it also became less
frictional for women to handle household chores like cooking, while men made the
tools for hunting. These concepts have now been subsumed in economics as
increasing returns to scale, and the great improvement in output or profits that
come from continuing until variable costs are more than the marginal costs without
regard to the high fixed costs in many processes. The concept has been generalized
by growth economists into a beneficent circle. Increasing the division of labor
leads to enhanced output from improvements in the productivity of labour. This
increases incomes and demand, and leads to larger markets. With larger markets,
more division of labour can occur starting the circle over again. A major reason
that specialization works in economics and biology is that everybody is different.
Williams (1979) showed that not only does everyone have different degrees of
aptitudes, and appearance, morphology and 7physiology, but that everyone's
internal organs are different. These differences lead us to be able to perform
different tasks with different degrees of efficiency and productivity, and make the
benefits of specialization great even when improvements in machinery are not
available. Job specialization is the degree to which the overall task of the
organization is broken down into smaller component parts. It evolved from the
concept of division of labour. There are four benefits of specialization: workers
will become proficient at their task because it is small and simple, transfer time
between tasks may decrease, the more narrowly defined the job is, the easier it is to
develop specialized equipment to assist with the job and training costs should be
7
https://sites.google.com/site/ancientegyptopedia/social-structure/job-specialization
relatively low. Conversely, the main problem with specialization is that workers
can become bored and dissatisfied. This can lead to higher absenteeism and lower
quality of work. It is also possible to overspecialize. Because of the drawbacks of
specialization, many firms have sought alternative approaches to designing jobs
such as job rotation which involves systematically moving employees from one job
to another, global connection encourages rotation of workers to new jobs and
possible pay raises for each new job they master. Job enlargement gives employees
more tasks to perform while job enrichment attempts to increase both the number
of tasks a worker does and the control the worker has over the job. It is more
comprehensive than job rotation or job enlargement. Job enrichment is based on
the two-factor theory of motivation developed by Frederick Herzberg. Job
characteristics approach is an alternative to job specialization that suggests that
jobs should be diagnosed and improved along five core dimensions, taking into
account both the work system and employee preferences. The five dimensions are
skill variety which has to do with the number of things a person does in a job, task
identity which shows the extent to which the worker does an identifiable portion of
the total job and task significance is the perceived importance of the task. Others
are autonomy which shows the degree of control the worker has over how the work
is performed and feedback which means the extent to which the worker knows how
well the job is being performed.

Centralization and decentralization

Top managers make all the decisions and lower-level managers and employees
simply carry out their orders. At the other extreme are organizations in which
decision making is pushed down to the managers who are closest to the action. The
former organizations are centralized, and the latter are decentralized. Centralization
describes the degree to which decision making is concentrated at a 8single point in
the organization. If top managers make the organization’s key decisions with little
or no input from below, then the organization is centralized. In contrast, the more
that lower-level employees provide input or actually make decisions, the more
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http://www.managementstudyguide.com/centralization_decentralization.htm
decentralization there is. Keep in mind that the concept of
centralization/decentralization is relative, not absolute—an organization is never
completely centralized or decentralized. Few organizations could function
effectively if all decisions were made by only a select group of top managers; nor
could they function if all decisions were delegated to employees at the lowest
levels. Nestlé uses decentralized marketing with centralized production, logistics,
and supply chain management.8 Today’s View Most organizations start with a
centralized model, where a founder makes all the decisions. As the businesses
grow and diversify their environments become complex. These businesses need to
become more flexible and responsive, resulting in decentralized decision making.
In large companies especially, lower-level managers are “closer to the action” and
9
typically have more detailed knowledge about problems and how best to solve
them than do top managers. For example, the Bank of Montreal’s some 1000
branches are organized into “communities”—a group of branches within a limited
geographical area. Each community is led by a community area manager, who
typically works within a 20-minute drive of the other branches. This area manager
can respond faster and more intelligently to problems in his or her community than
could a senior executive in Toronto. Another term for increased decentralization is
employee empowerment, which means giving more decision-making authority to
employees. centralization The degree to which decision making is concentrated at
a single point in the organization. decentralization The degree to which lower-level
employees provide input or actually make decisions. employee empowerment
Giving more authority to employees to make decisions. Kingsey Falls, Quebec–
based Cascades, a leading manufacturer of packaging products and tissue paper,
uses decentralization effectively with more than 100 operating units located in
Canada, the United States, and Europe.9 Companies are treated as separate entities,
based on product, and operate like a federation of small and medium-sized
businesses. Each mill is accountable for its own bottom line, and employees are
motivated through profit sharing in the profits generated by their own mill. The
emphasis on decentralized, entrepreneurial management has been copied by other
Canadian forest products companies, such as Domtar. | Organizing What
determines whether an organization will move toward more centralization or
decentralization? Companies facing dynamic environments are more likely to need
to adapt quickly to change, and thus decentralize decision making. Stable
9
http://www.managementstudyguide.com/centralization_decentralization.htm
environments allow for more rules and procedures, so decision making can be
centralized more easily. A community college with one location is more likely to
be centralized, while a college in a major metropolitan area with five campuses
might treat each of the campuses as a separate unit and decentralize decision
making to support a more complex environment.

CASE STUDY
Starbucks Coffee Company’s Organizational
Structure
Starbucks Coffee Company is the largest coffeehouse chain in the world. The
firm’s industry leadership is partly attributed to the appropriateness of its
organizational structure. A company’s organizational structure influences
management and leadership, communication, change, and other variables critical to
business success. Starbucks has evolved to have an organizational structure that
matches current business needs. This organizational structure is unique to
Starbucks, although it can be characterized based on a conventional typology of
organizational structures. Starbucks succeeds because its organizational structure
grows with the business, enabling the company to optimize processes and the
quality of its goods and services.

Features of Starbucks Coffee’s Organizational

Structure
Starbucks has a matrix organizational structure, which is a hybrid mixture of
different features from the basic types of organizational structure. The following
are the main features of Starbucks Coffee’s organizational structure:

1. Functional structure
2. Geographic divisions
3. Product-based divisions
4. Teams

Functional Structure. The functional structure feature of Starbucks Coffee’s

organizational structure refers to grouping based on business function. For
example, the company has an HR department, a finance department and a
marketing department. These departments are most pronounced at the top levels of
Starbucks Coffee’s organizational structure, such as at the corporate headquarters.
This feature relates with hierarchy in the organizational structure of Starbucks. For
instance, the corporate HR department implements policies applicable to all
Starbucks cafés. The functional structure feature of the firm’s organizational
structure facilitates top-down monitoring and control, with the CEO at the top.

Geographic Divisions. Starbucks Coffee’s organizational structure also

involves geographic divisions. At present, the company has three regional
divisions for the global market: (a) China and Asia-Pacific, (b) Americas, and (c)
Europe, Middle East, Russia and Africa. Also, in the U.S. market, Starbucks
Coffee’s organizational structure involves further geographic divisions: (a)
Western, (b) Northwest, (c) Southeast, and (d) Northeast. Each geographic division
has a senior vice president. In this way, each Starbucks manager reports to two
superiors: the geographic head (e.g. President of U.S. Operations) and the
functional head (e.g. Corporate HR Manager). This feature of Starbucks Coffee’s
organizational structure supports closer managerial support for geographic needs.
Each division head is given a high degree of flexibility in adjusting strategies and
policies to suit specific market conditions.

Product-based Divisions. Starbucks also uses product-based divisions in its

organizational structure. These divisions address product lines. For example,
Starbucks has a division for coffee and related products, another division for baked
goods, and another division for merchandise like mugs. This feature of the firm’s
organizational structure enables focus on certain product lines. In this way,
Starbucks effectively develops and innovates its products with support from its
organizational structure.

Teams. Teams are used in different parts of Starbucks Coffee’s organizational

structure. However, teams are most notable at the lowest organizational levels,
particularly the Starbucks cafés. In each café, the firm has teams organized to
deliver goods and service to customers. This feature of Starbucks Coffee’s
organizational structure enables the company to provide effective and efficient
service to consumers.

Note on Starbucks Coffee’s Organizational Structure

Starbucks has reformed its organizational structure over time. By 2007, the
company was expanding rapidly, such that it shifted focus away from customers
toward strategic global expansion. However, Starbucks experienced significant
decline in sales in 2007. This decline was worsened because of the lack of focus on
customer experience. When Howard Schultz resumed the CEO position in 2008, he
changed Starbucks Coffee’s organizational structure to bring back focus on
customer experience. New regional divisions were created, and teams at Starbucks
cafés were given better training. Thus, the current organizational structure of
Starbucks is a result of this reform to improve customer experience and the firm’s
financial performance.
 Conclusion and suggestions
The structure of an organisation varies depending on a number of influencing
factors. Structure is influenced by the external environment in which the business
operates as well as its culture and the nature of the work and activities it
undertakes. The structure can have both a positive and negative impact on a
business. Having the right structure allows a business to respond and adapt to
changes in the market quickly. Innovation and creativity are usually found in flatter
organisational structures and in organisations with an entrepreneurial and
employee focused culture, such as Capco. Capco’s culture means its employees
feel empowered and motivated. This in turn encourages them to positively
contribute to generating relevant ideas and effective team working in this
innovative working environment

Basing on the study findings as well as study conclusions, the researcher

recommends the following ; That organization should employ workerer who are
qualified for improve performance . This can be done through proper selection and
recruitment of administrators that will help in the selection of people with skills
and knowledge that will improve their performance.
Since organizational structure serve in the way of improving on the financial
performance of organization for their sustainability; the study recommends
organizations in developing countries to always apply proper organizational
structure depending on the activities undertaken. By doing so all the departments in
such organizations will improve on their performance financially that will help in
the sustainability of the organizations. The study further recommends that the
human resource in the organizations should adhere to budget measures in a
positive way as it is communicated follow their contents in the day to day running
of the organizations activities. By doing this negative attitude of the human
resource in such organizations will be reduced that will result into proper
organizational performance.
It is also recommended that organization should adhere to their budgets . This will
keep records of the costs even bank will support such organizations that operate
under the budgets after seeing the forecasted cash flows in the drafted budgets for
control unnecessary cost in such organizations.

Bibliography
Books
 Principles of management (anil bhat and Arya kumar)
 Principles of management (Meenakshi gupta)
 The Modern Firm: Organizational Design for Performance and
Growth
 Organization structure design (Mirza S. Saiyadain and Pornima
Gupta)
 principle of management (prof . Charles w.l. Hill and prof. Steven L.
Mc shane)
websites
 https://en.wikipedia.org/wiki/Organizational_structure
 https://www.tutorialspoint.com/management_concepts/organizational
_structures.htm
 http://study.com/academy/lesson/what-is-organizational-structure-of-
management-types-examples-quiz.html
 http://www.fao.org/docrep/W7503E/w7503e04.htm