Organisational design

Organisational design defines how activities such as task allocation,coordination and supervision are directed towards the achievement of organisational goals.And also with growing competition & changing trends it need to be change to sustain.Here I am going to discuss about the changes in INFOSYS organisational design.

Before feburary 2015, Infosys was using linear organisational structure.Linear Structure is a type of organisational structure where every employee has one superior(manager) and also there is no specialization,formalization is also low & high centralization.Since from 1st april 2015, they are using Matrix structure.In matrix structure employees have dual reporting relationship generally to both product manager & functional manager.

Vishal Sikka CEO & MD of Infosys has said realignment of organisational structure is required to enhance company's agility in the market and sharpen its competitive differentiation across service lines.

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INDIAN RAILWAYS:
It is a great example of restructuring in Central Government Sector related to revenue generation of Rs.250 billion.It is proved that If Political leaders with strong rails and Govt. official works in corporate style then definitely,we can achieve in all sector.By exploration of various innovative models in all respect, we can generate more revenues to convert narrow gauge to Broad gauge rails in whole of India.Then convert passenger trains to Rajdhani,super fast express.This will just like that every village is connected to National Highway through PMGSY-Ex.PM Shri Atal
Bihari Bajpayee Gi vision.This is all in the interest of infrastructure development of India.
Now some points Indian Railways to change few rules frm July 1:

Check out the list here

⚫Before, people don't get refund money on tatkal cancellation.

▪Now, Passengers will get refund amount of 50 percent on cancellation of tatkal tickets

⚫Timing for Booking Tatkal also changed

▪From July 1, Tatkal window for AC coach started open between 10 am and 11 am

afor sleeper coach also started open from 11 am to 12 pm

⚫Waiting list came to an end from July 1.

▪Tickets shall be issued only for confirmed and RAC passengers accommodation.

▪There shall be no provision for waiting list in the train.

⚫Wait-listed passengers will get alternate facility of Suvidha trains.

▪People will get only confirmed tickets in these Suvidha trains.

▪One will get 50 per cent cash refund on cancelling Suvidha trains.

⚫Number of coaches in Rajdhani and Shatabdi also increased.

⚫Rajdhani and Shatabdi will move ahead with paper less tickets.

▪Only mobile tickets will be valid on these trains.

⚫Premium trains came to an end.

⚫Passengers will also get ‘wake-up call destination’ facility in the trains from July 1

⚫The official website IRCTC also started booking tickets on various languages.

So basically almost everything got changed in IR and highly proving benefit for IR as well as Government.

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A constant theme during meetings over the last few years has been how globalization and the economic crisis have forced organizations to rethink their strategies and change the way they operate.
Much of this has been “on the hoof,” with companies switching their focus from markets to products or competitors, rather than looking at the big picture. This can result in lots of piecemeal change initiatives rather than looking at the overall Organizational Design. When organizational strategy changes, structures, roles, and functions should be realigned with the new objectives.
APPLE also has rebuilt its organization structure again. When Steve Jobs was in charge, everything flowed through him. Now that he's dead, the company is taking on a more collaborative approach, according to various reports. The latest, News says Jony Ive is encouraging Apple's software and hardware teams to collaborate, something that never happened under Jobs. This new collaborative approach is causing Apple to be more deliberate than in the past, it will be interesting to see how this collaborative approach works. As the org chart of apple shows, Apple was always a company with one guy making all the calls. This made product decisions easier. But it also made them slower at times. The new organizational structure should help certain divisions make decisions more quickly.

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DEOLLITE has also come up with the new organizational models which basically focusing on networks of teams.
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Organisation structure is meant to modify existing structure that no longer fits the requirements of strategy being implemented. Change rather than stability is the norm in contemporary organisation all over the world. Organisational change can take place along 2 broad dimensions:
Structural change: modification in structural relationship or creation or disbandment of departments or managerial position.
Behavioural change:  which are essential to absorb the impact of organisational changes.

change in organisation structure can result from a merger or acquisition, economic changes and process changes. These changes are usually initiated due to the organisation's desire to reduce cost, improve process or improve communication.

Example Flipkart acquisition of Myntra, as a part of that merger, duplicate departments needed to be eliminated, employees from both companies needed to be reassigned to new positions or terminated, managers acquired new employees, duplicate management positions were eliminated, new policies and procedures needed to be created (and old ones retired) and job functions needed to be realigned to fit the new company structure. Likewise, if the merger was a result of changes in the marketplace, structural changes might also need to be made to respond to the market shift, such as creating new departments that can produce whatever the market is demanding from communication providers.
The organisational structure of Flipkart will continue to evolve, and you could see a new structure every few years, or possibly even sooner.In the past, Flipkart has made several organisational changes. For example, the firm moved from being a hierarchically-flat start-up to a company with around 2,000 employees. Through this process, it brought in layers of senior vice-presidents, vice-presidents, senior directors, directors, and managers.

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Organizational structure is basically a hierarchical arrangement of lines of authority, communications, rights and duties of an organization. Organizational structure determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management. A structure depends on the organization's objectives and strategy. Now-a-days in this changing environment with lot of competition in the market in order to survive , organization need to restructure their organization  Organization structure is the base which need to be modified as required as it decides various aspects like job roles, design of work .

There are various such organizations which have recently changed their structure. One of such organization is Nikon. Nikon Corporation announced a reorganization of its corporate structure to build a foundation designed to support sustainable growth and establish a more robust corporate culture . This structural reorganization is indispensable for Nikon to respond agilely to the changing business environment and to realize sustainable growth. This is the most transformative reorganization for the company since the introduction of its in-house company system in October 1999.
One of the objectives behind such changes were to :
1. Conduct fundamental structural reform
2. Revitalize corporate strategy functions
3. Strengthen human resource management
4. Accelerate the creation of new business

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Organization structure defines how activities such as task allocation, coordination and supervision are directed towards the achievement of organizational aim.

Many organization redesign their organisation structure due to different reason such as:-
1. Google had no business model to speak of , as wired co founding editor John Battelle explains in his book "The Search" google was once a unprofitable company, fumbling left & right for stable revenue source.
In 2003, the company launched its Ad words program which allowed business to advertise to people searching for things on google.com
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2. Nikon Corporation (Makoto Kimura, President, Tokyo) today announced a reorganization of its corporate structure to build a foundation designed to support sustainable growth and establish a more robust corporate culture. Nikon aims to build a stronger, growing business portfolio by further solidifying its core businesses of imaging and precision equipment while enhancing its instruments and medical businesses.
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3. Pay Pal believe it or not, was not founded to be the online payment service that it is today. In her book Founders at Work, Jessica Livingston interviews PayPal founder Max Levchin. During the interview, Levchin reveals that PayPal was originally envisioned as a cryptography company, and then later as a means of transmitting money via PDAs. Only after several years of trial and error (and overcoming user fraud that almost destroyed the company) did PayPal find its sweet spot as the default online payment system of millions.
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With increasing competition around the globe and changing environment companies to grow successfully restructure their organizations to grow successfully.
Restructuring can be based on the life cycle like when a company reaches particular stage its strategies may need to be altered. e.g AMAZON
Earlier,in the startup stage only founder used to take every decision whether big or small ,but as the company grew power distributed by empowering functional leaders to make desicions in his domain.
Another example is of INFOSYS
INFOSYS with its vision of Building tomorrow's enterprise and to increase value for its clients reorganized organisation to address its transition into next generation of global consulting and technology services.
-It has also changed its name from infosys technologies to infosys.
-Organization has split itself vertically into 4 industry sector units.
Financial services and insurance
energy,utilities,communications and services
manufacturing
retail,logistics.

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Organisation structure defines how activities such as task allocation and ccordination are directed towards the achievement of organisational goal.Since change is inevitable every business faces a time when it wants to inculcate certain changes in its system.
There are many companies that has adopted this approach.Some of these companies are HUL,toyota ,paytm and many more.

Recently HUL has shifted from decentralization to matrix structure.initially when the company was established in 1990,it was running on the process of decentralization.But due to growing market competition this process was not working well.It was unable to bring new products in the market due to insufficiencies in their structure.Especially in the P&G products,,the company was suffering high operating cost and lack of economies of scale.this is the reason it restructured its organization.

Structural change within an organisation might stem from internal or external factors. Efficient change management requires the ability to identify what causes structural change within an Organization. The ability to identify the signs of oncoming organizationals change can help you better prepare for the change and implement policies that will keep your company on a growth path. There are many companies who have recently made many organizational changes like toyota, tata, hul, starbucks etc.. I am going to discuss about TATA.

TATA Motors has rolled out a new organisational structure for its standalone entity, as new Managing Director Guenter Butscheck seeks to engineer a turnaround at the automaker through faster and effective decision-making and sharper customer focus. The new flat organisation, which eliminates layers of middle management and is internally called OE or Organisation Effectiveness, will empower business units with clear accountability and strengthen the functional leadership. It will go live on January 1, 2017.

The new structure seeks to improve speed and bring simplicity and agility to the organisation. It had previously hired consultancy firms Accenture and Roland Berger to suggest ways to improve competitiveness.

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Organization structure defines how activities such as task allocation, coordination and supervision are directed towards the achievement of organizational aim.
With increasing competition around the globe and changing environment companies to grow successfully restructure their organizations to grow successfully.
change in organisation structure can result from a merger or acquisition, economic changes and process changes. These changes are usually initiated due to the organisation's desire to reduce cost, improve process or improve communication.
Most organizations have to change as part of keeping up with the competition or adjusting to new market trends or technologies. Things such as mergers, restructuring, technological. A company's organisational structure influences management and leadership, communication and other variables critical to success in business.
Back in 1981, British Airways brought on a new chairperson who noticed that the company was operating very inefficiently and wasting valuable resources. To increase profits, he decided to restructure the entire organization by reducing its workforce.
Many companies have changed there organization structure such as paypal, google, british airways etc. I HAVE CHOOSEN TESCO case study for an example of organization structure change. TESCO is a multinational chain of stores for retail.
The new structure seeks to improve speed and bring simplicity and agility to the organisation. It had previously hired consultancy firms Accenture and Roland Berger to suggest ways to improve competitiveness.
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Organization Design is a formal and guided process of merging information and technology of an organization. It is used to match the form of the organization as closely as possible to the purpose(s) the organization seeks to achieve. Through the design process, organizations act to improve the probability that the collective efforts of members will be successful.
Walmart’s organizational structure is ideal for the company’s type of business and global scope of operations.Walmart has a hierarchical functional organizational structure. This structure has two features: hierarchy and function-based definition. The hierarchy feature pertains to the vertical lines of command and authority throughout the organizational structure. For example, except for the CEO, every employee has a superior. Directives and mandates coming from the top levels of Walmart’s management are implemented through middle managers down to the rank-and-file employees in the Walmart stores. On the other hand, the function-based definition feature of the company’s organizational structure involves groups of employees fulfilling certain functions.
LINK:http://panmore.com/walmart-organizational-structure-organizational-culture

An organizational structure defines how activities such as task allocation, coordination and supervision are directed toward the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment

Reason for changing your organizational structure
The main reason for restructuring your business is to allow it to achieve its objectives. A business often needs to make changes when it reaches a new stage in its life cycle. This can include moving from an entrepreneurial organization to one with a more stable, planned development. Other factors, both internal and external, can also prompt change.

Online retailer Zappos is the latest company to do away with hierarchy. CEO of the company Tony Hsieh plans to replace Zappos’ traditional structure with Holacracy, a flatter operating structure with no job titles or managers.
To empower all of its 1500 employees, Zappos will be organized into about 400 different circles in which employees can have multiple roles, creating company-wide transparency and more personal accountability.
"There is a growing body of evidence that shows organizations with flat structures outperform those with more traditional hierarchies in most situations
Flatter organizations empower employees, giving them more power to make decisions from what project they want to work on to which of their co-workers deserve the highest compensation.



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Four months after announcing an agreement for a planned $11.3 billion acquisition by Fortis Inc. of Canada, CEO Joseph Welch of Novi-based ITC Holdings Corp. (NYSE:ITC) on Wednesday announced executive and organizational changes.
They remain focused on delivering value for customers through modernizing the electrical infrastructure of the United States and in other areas, while also completing our pending transaction with Fortis Inc.In seeking to accomplish that, they dedicated to ensure that they had a strong leadership team at ITC to position the company for long-term success. These latest organizational changes were focused on those goals, for the benefit of customers, investors and our potential new owners.
Effective immediately, Linda Blair, executive vice president and chief business unit officer, will be responsible for leading the company's four regulated operating companies as well as its grid development initiatives.Terry Harvill will assume responsibility for all of the company's grid development efforts, including U.S. regulated grid development and international and merchant development as vice president of ITC Holdings Corp. and president, ITC Grid Development.

Simon Whitelocke has been appointed as president of ITC Michigan, which includes the responsibility for both ITC Transmission and METC operating companies.

Krista Tanner, vice president ITC Holdings Corp. and president, ITC Midwest, and Brett Leopold, vice president of ITC Holdings Corp. and president, ITC Great Plains,.
Other changes include the following:

Daniel Oginsky has been appointed executive vice president and chief administrative officer. Oginsky will assume responsibility for the company's regulatory, federal affairs, marketing and communications, human resources, strategic planning and enterprise planning processes, state government affairs, and local community and government affairs.
Nina Plaushin will continue in her role as vice president, regulatory, federal affairs, and marketing and communications.
Matt Dills will continue in his role as vice president, human resources and chief human resources officer.
Jon Jipping remains executive vice president and chief operating officer and will retain all of his current functional responsibilities.
Ron Hinsley will continue in his role as vice president of information technology and chief information.
Rejji Hayes has been promoted to executive vice president and chief financial officer and will retain all current functional responsibilities.
Gregory Ioanidis has been appointed vice president, financial planning and analysis and risk management. He previously served as vice president, business unit finance and rates.
Gretchen Holloway will serve as vice president and treasurer.
Christine Mason-Soneral remains senior vice president and general counsel and will retain all current functional responsibilities.
Wendy McIntyre, vice president and general counsel of Enterprise Operations, will continue to report to Mason-Soneral and also assume responsibility for the company's corporate compliance program and be the company's chief compliance officer.
ITC Holdings is the nation's largest independent electric transmission company. The company invests in the electric transmission grid to improve reliability, expand access to markets, lower the overall cost of delivered energy and allow new generating resources to interconnect to its transmission systems.

ITC owns and operates high-voltage transmission facilities in Michigan, Iowa, Minnesota, Illinois, Missouri, Kansas and Oklahoma, serving a combined peak load exceeding 26,000 megawatts along approximately 15,700 circuit miles of transmission line.

Meaning of organisational structure:
The way in which a large company or organization is organized, for example, the types of relationships that exist between managers and employees is its organisation structure.
Why organisation structure???
There are a number of factors that differentiate small-business operations from large-business operations, one of which is the implementation of a formal organizational structure. Organizational structure is important for any growing company to provide guidance and clarity on specific human resources issues, such as managerial authority. Small-business owners should begin thinking about a formal structure early in the growth stage of their business.
IMPORTANCE
Having the right design for your organisation is about aligning your critical organisational choices at both a macro and micro level. Redesigning the way an organisation operates starts with analysing the results.  You’ll need to take a careful look at the market, your financials, internal performance metrics and recent customer and employee engagement surveys. This ensures you are starting with the end in mind and being clear on where you need to get to, to achieve your strategic goals.

SOME REAL LIFE EXAMPLES
South west airlines:
In the airline industry, Southwest Airlines is considered a true innovator. By shaking up the rules of flying and improving upon inefficient industry norms, Southwest has quickly grown by leaps and bounds. From the very start, Southwest Airlines' goals were to make a profit, achieve job security for every employee, and make flying affordable for more people (Southwest,2007). Southwest has not strayed from these goals. It does not buy huge aircrafts, fly international routes or try to go head to head with the major carriers; and thanks to a great planning, Southwest airlines has become the most successful airline company in the U.S., if not the world.
Southwest's philosophy of "Service for Smiles and Profits" encourages employees to treat customer service as the most important aspect of their job

GENERAL ELECTRIC
GE aimed to cut costs by reducing errors . For  this they  adopted ‘six sigma’  quality control program.  1999. The Company continued to restructure as necessary by closing redundant  shift production to cheaper labor markets.structure:Under Welch, GE eliminated several layers of management and large numbers of   administrative positions. In particular, Welch disbanded GE’s sectors, requiring the leaders of GE’s 13 businesses to report directly to the CEO. The office of the CEO was expanded, and a Corporate Executive Council  was created to provide a forum for GE’s business-level chiefs and senior corporate officers. Further organizational layers were eliminated both at headquarters and within the businesses.Decision making was pushed down to the operating units now down in some businesses to four layers from the top to the bottom.

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All organisations have a management structure that tells a relationship between functions,positions and authorities to carry out defined tasks. Organisation structure helps in knowing responsibilities. Helps in coordinating organisation activities so there is less conflicts and optimum utilisation of resources. Haps in building Formal as well as Informal relations between employees. An Organisational structure must be defined according to the working and how owners want to delegate their authorities to other. an organisation structure can be tall or flat on the culture needs and in how much dynamic environment a company is working.
Recent article in Economic times regarding HUL. HUL is sending their employees to work in a startup so that employees can get more entrepreneurial skills so that they can think like an entrepreneur and can provide more innovative ideas to the company. An organisational structure should be accurate and exact so that company can reduce their risk.

An organization is a group of people who together work to achieve a common goal. In order to work together efficiently, the group must find the best way to organize the work that needs to be done in order to meet the goals of the organization. Organizational structure defines how tasks are divided, grouped, and coordinated in organizations. Every organization has a structure that clarifies the roles that organizational members perform, so that everyone understands their responsibilities to the group. structure clarifies roles for organizational members, so that each member knows what they are supposed to do and who they report to.
What could be reason for  Structural Changes Within an Organization?

• Acquisitions
• Job Duplication
• Marketplace Changes
• New technology & Process Changes

I would talk about the major organization structure changes happened in Social Networking Site TWITTER
Employees of Twitter literally have gala time with the company’s culture. Rooftop meetings, friendly coworkers and a team-oriented environment in which each person is motivated by the company’s goals have inspired that praise. Employees of Twitter can also expect free meals at the San Francisco headquarters, along with yoga classes and unlimited vacations for some. These and many other perks are not unheard of in the startup world. The work relationship is very much informal in their headquarters.
Twitter gave a finest example that You can’t beat having team members who are pleasant and friendly to each other, and are both good at and love what they are doing. No program, activity or set of rules tops having happy and fulfilled employees who feel that what they are doing matters & this is really what it takes to make a strong organization structure.

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Change Management refers to any approach to transitioning individuals, teams, and organizations using methods intended to re-direct the use of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or organization. Organizational Change Management considers the full organization and what needs to change.Organizational Change Management principles and practices include CM as a tool for change focused solely on the individual.
SANTANDER: PULLING DOWN TO BUILD BACK UP

When in 2008 Santander wanted to establish a stronghold in the UK banking sector, its strategy was to acquire a portfolio of heritage-centric UK financial institutions – Abbey National, Bradford and Bingley, and Alliance and Leicester.

Grupo Santander chairman Emilio Botin felt, however, that the legacy in these UK financial institutions, dating as far back as 1849, had left them incapable of change and, therefore, unable to evolve and grow.

In buying these traditional UK financial institutions and unifying them under the Santander brand, Santander aimed to break down their engrained processes and turn them into a formidable retail bank.

To do this, they would need a fast-track, systems-led banking model. Only this could bring clarity, efficiency and best practice to institutions that had become totally entrenched in ‘their way’ of doing things. For incoming Santander UK CEO António Horta-Osório, his focus would be ensuring that all stakeholders grasped the value of shedding ‘old ways’ and embracing the new era in banking – a revolution, rather than evolution.

There were many opportunities during the change programme for cultural misunderstandings. Counter-intuitively, this can be particularly noticeable when national or linguistic similarities give a false illusion of commonality. In fact, the cultures of the UK acquisitions were very different, they had developed as regional building societies and their footprints, portfolios and client bases were each unique. This meant that forceful and careful management would be needed to integrate the systems, processes and people in the different organisations.

Those who were going to be impacted by the change were fully briefed; risks and issues were discussed and mitigated. In-branch teams, for example, were prepared for a variety of customer responses through the transition phase. Even those who weren’t likely to be impacted by consolidations were given clear messages about the future. The aim of this process was to make sure they didn’t just understand the change, but that they embrace it.

In January 2010, Santander UK was launched against ferocious economic and banking headwinds. By 2013, it had become one the country’s leading retail banks and one of the largest providers of savings and mortgages. And António Horta-Osório had been moved to to lead change at another, even bigger, banking institution: as CEO of Lloyds Banking Group.
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Corporate culture reflects the personality of an organisation.
It includes the shared beliefs and the policies and procedures that determine the ways in which the organisation and its people behave and solve business problems. You can quickly get a feel for the culture of an organisation just by looking around and talking to the people who work for it. For example, some organisations are very dynamic and their people are encouraged to take risks. Others are backward looking and rarely take risks.
The culture of the organisation provides the meaning, direction and clarity (the human glue) that drives the business to achieve its goals. From time to time it becomes necessary to change the culture of an organisation to make sure that it fits the environment in which the organisation operates.

It’s no surprise, since only 25% of change initiatives succeed in the long term, according to a Towers Watson survey. Tweet: Only 25% of change initiatives succeed in the long term And since they range from mergers to reorganizations to business pivots, these are high-stakes moves.

Take Twitter, for example. They spent months with an interim CEO, who finally stepped into official position on Monday, and then the next day they announce that they're laying off 366 people. So why is this worrying news? Organizational change is difficult. When done in a brash or undeliberate manner, you're simply setting yourself up for failure. Let's take a look at the dos and don'ts of change management.

also a example of jaguar
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An organizational structure defines how activities such as task allocation, coordination and supervision are directed toward the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.There are various such organizations, one of which is discussed below:
Formed in 1889 by Fusajiro Yamauchi, Nintendo was originally founded as a purveyor of handmade hanafuda playing cards. By the late 1960s, the company had unsuccessfully attempted to enter a number of markets, including taxi services, a TV network, and “love hotels.” As the public’s interest in playing cards waned, the company’s stock plummeted to an all-time low, and the fate of the company hung in the balance.The company’s fortunes changed in 1966, when an assembly line engineer named Gunpei Yokoi brought one of his personal projects to work. That project, called the Ultra Hand, marked Nintendo’s first venture into the toy market. The Ultra Hand went on to sell 1.2 million units in Japan and its success led to Yokoi’s promotion to the newly formed Nintendo Games.In 1974, Nintendo entered the video game industry. A student by the name of Shigeru Miyamoto was placed under Yokoi’s direction, tasked with designing cases for Nintendo’s Color TV system. Miyamoto went on to design one of Nintendo’s most iconic games, Donkey Kong, which introduced the world to Mario, the company’s longstanding mascot.As of May 2013, according to Forbes, Nintendo has a market capitalization of $14.39 billion.
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Ola laid off 250 of its employees in September 2016 due to performance grounds and eliminating contract roles due to a business realignment.
Earlier the taxi major had shut down taxi for sure and laid off its 1000 employees to be in a better position to focus on cutting down of costs to be in a strong position against the rival "UBER".
Also the slowdown in funding due to weaker revenues this year can also be seen as a reason of the frequent laid off in the company. Ola had also withdrawn from the grocery and food delivery businesses as well.
In last two years, Ola has witnessed a lot of structural changes and the exits of some prominent people including exits included Head of Cabs Category Management, Pradeep Dodle; Associate Vice President of Products, Harsha Kumar; and Payments Business Head, Rushil Goel.
In last two years, Ola has witnessed a lot of structural changes and the exits of some prominent people including exits included Head of Cabs Category Management, Pradeep Dodle; Associate Vice President of Products, Harsha Kumar; and Payments Business Head, Rushil Goel.

Ola’s RoC filing stated the company had run losses of over Rs 796 crore during the fiscal year 2015. The report also suggested that the company had spent nearly double what it had earned in a bid to compete with the San-Francisco based aggregator, Uber that is one of the reasons that boost up pressure on uber to cut costs to minimize its losses to a great extent.

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SIGNIFICANT ORGANISATIONAL CHANGE AT TESCO
Organizational change is defined as the ability to adapt to different organizations transformations suffered by the environment inside or outside, through learning. Another definition is the set of variations on the structure of organizations and suffering that result in a new organizational behaviour.

Recently, TESCO has come across a significant change in terms of introducing and implementing a self-service check out system throughout its network. The implementation of this new payment system at Tesco is undoubtedly a strategic plan change. This is because the self-check-out system is a new system that differs from normal or traditional payment terms in terms of carrying out transactions. The cash payment required operating through a teller, but the checkout system does not need any cashier. This Self-service brings a new procedure or method to facilitate the customers. The use of the new system serves customers in a better way and provides better service without having to spend so much time in the store. When introduced into Tesco, this self-checkout system helps clients improve shopping experience and also facilitate them for easy shopping. This was done to make customers feel part of Tesco. The customer in store will select the shopping from the shelves and move to the self checkout, scan and pay for the items. The intended effect is the synergy of both the self checkout and the cashier checkout.

The objective of this task is to investigate the Tesco self-service machine. This introduction of self-service check outs was a strategic shift. It was first introduced in Dereham, Norfolk in 2003. The purpose of the system was to accelerate check out processes and reduce labour costs associated with retail outlets. This work is to study the triggers of change, the process involved and the benefits for the organization.
1. Regaining competitiveness in the core UK business
2. New management structure taking shape
3. Reshaping the store portfolio
4. Targeting international investment where it counts

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Here I am going to discuss about the changes in Google.
Google had announced a brand new operating structure.
It is now a subsidiary of a company called Alphabet, which has Larry Page as CEO. The CEO of Google is Sundar Pichai.
Splitting the name of Google’s new holding company Alphabet into two – “alpha” and “bet” – may help explain the new business structure that JP Morgan analyst Doug Anmuth called “an elegant way for Google to continue to pursue long-term, life-changing initiatives while simultaneously increasing transparency and management focus in the core business”.
The new company’s core (alpha) businesses – such as search, maps and YouTube – will still be called Google. Sundar Pichai, who was promoted to CEO as part of the announcement, will report the results of Google’s operations separately beginning in Q4 2015. The moonshots, the “bets,” will also be reported separately.
As Alphabet CEO Larry Page mentioned  about the restructuring, Google has a track record of successfully launching products that are now used by billions of people (YouTube, Google Maps, Android, etc.). Alphabet looks like a new innovation management and finance model, a formal approach to incubating businesses into large-scale operations.
Alphabet will make investors comfortable: “There are two benefits of the new structure. One is visibility, in that with the split it makes it easier to model the main search business from the distracting moonshots. The second benefit is it contains the moonshots, because as separate businesses it is much harder to fund them under the radar. Fund managers were nervous about Google tunneling cash from the search business to other long-shot ventures unchecked, and with the Alphabet model they cannot do this.“Investors have long desired better visibility into the trends and profitability of Google’s core business outside of investments in more speculative projects like Google Fiber, Project X and Calico,” DiClemente said. “Under the new structure, opex investment in these more long-term investment initiatives will be excluded from Google’s reported results, providing investors a clearer picture of the core businesses underlying trends.”
1.Getting more ambitious things done.
2.Taking the long-term view.
3.Empowering great entrepreneurs and companies to flourish.
4.Investing at the scale of the opportunities and resources we see.
5.Improving the transparency and oversight of what we're doing.
6.Making Google even better through greater focus.
And hopefully... as a result of all this, improving the lives of as many people as we can.
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firstly i would like to tell you about the organisational design:
Organizational design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes.
now i am going to discuss about the toyota:
March 3, 2016 Toyota has unveiled a new management structure with which it aims to create a product-based rather than function-based organization in order to streamline work processes on a company-wide basis.
Toyota announced comprehensive changes to its organizational and management structure aimed at streamlining work processes on a company-wide basis. Under the new management structure, Toyota will shift from a regional orientation towards product classes, based on the automaker's review of its way of working and making decisions. President Akio Toyoda was quoted as saying, "This structural change may not be the ultimate solution, but it is certainly an opportunity. I would like to make this an opportunity to strengthen our workforce and further promote making ever-better cars. Whether or not this structural change turns out to be the right solution or not is in our hands."
Effective from April 18, Toyota will create seven product-based in-house companies that will oversee short- to mid-term product strategy and development. The names of the five newly created and two renamed companies are: Innovative R&D and Engineering Company; Toyota Compact Car Company; Mid-size Vehicle Company; CV Company; Lexus International Company; Power Train Company; and Connected Company. The automaker will further divide the R&D, production engineering, and manufacturing operations, currently organized by function, into "advanced" and "mass production" categories, and these will be allocated to each company. Toyota Group affiliates responsible for vehicle development and production will also contribute to these in-house companies where necessary. [You must be registered and logged in to see this link.]

Organizational structure determines how the roles,power and responsibilities are assigned,controlled,coordinated and how information flows between the different levels of management.
Many companies have changed there structure like Google,Flipkart etc but I have choosen TATA MOTORS.It is the largest manufacturer in Indian automotive industry,it is the leader in commercial vehicles.
Recently TATA MOTORS started a new organisational structure for its entity,as new managing Director Guenter Butscheak seeks to engineer turnround at automaker through faster and effective decision  making and sharper customer focus.
The new flat organisation,which eliminates layers of middle management and is internally called organisation effectiveness,will empower business units with clear accountability and strengthen the functional leadership.It will go live on january 1,2017.
"The future is ours to shape,and we need to gear up to be future ready"Butscheak said,while communicating in an internal circular.He said the new structure could create some uncertainty,but help in achieving its targets.
The new structure seeks to improve speed and bring simplicity to the organisation.For the low and mid level management there is a detailed "Job Evaluation" being undertaken,which will focus on rationalising the multiple reporting levels currently to five management levels,below the executive committee.

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Talking about the Recent Organisational Design changes , there are many examples in the market but the one which i chose is an Indian company which has made its position very well in the segment in which it has introduced itself.

J.U.G.N.O.O.

Founded in November, 2014 by handful of IITians, Jugnoo today stands as the first hyperlocal marketplace providing varied products and services ranging from anything to everything. Started as a small organization built around the Jugnoo app – an on demand auto rickshaw app connecting passengers wishing to travel from one place to another within a particular city.

After establishing a well deployed and functional structure in cities like Chandigarh Tricity, Ludhiana, Amritsar and Jaipur, Jugnoo and team has now introduced itslef into two other verticals concerning hyperlocal ecommerce and online meal ordering system.

Jugnoo claims 150,000 users and handles about 3,000 transactions each day, making about $4,000 in daily revenue.

Jugnoo is moving towards matrix organizational structure, which is a hybrid mixture of different features from the basic types of organizational structure. The following are & going to be main features of Jugnoo's organizational structure:

Geographic divisions:-
Now talking about the geographical divisions jugnoo was, is & will be catering to diff regions of India so, it will have to create diff pricing & sales strategies according to location . Ex:-In metropolitian cites it will have diff & agressive pricing strategies as people there travel a lot through the app based vehicle aggregators unlike normal cities.

Product-based divisions:- Jugnoo entails Autos Food Grocery & Delievery .
Now for every product &service it has diff divisions food grocery being the newest ones.
The strategy for autos would be diff from that of other products like food grocery &others.

Teams:-
Now the teams for jugnoo are its vital resource as jugnoo's cash cow is auto service & for that the team of the drivers is to be the best so as to be best in the segment .
The delivery team for grocery & delivery service has to be the best to deliever fast to satisfy customers.
Cookery team for meals also has to be the best because no taste means no customers.
So in every field for Jugnoo,team has to be on its toes & keep running so as to be on top.

So as Jugnoo is growing day by day Org. desgin changes are to happen on regular basis as for a bigger company new designs are needed for smoother transformation.

Reference Link :-
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