Types of Organisation structures-Line, Line & Staff and Committee Organisation

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  • Q1

    What do you understand by organizational structure?


    Organisational structure is the structure so formed represents a hierarchical arrangement of various positions, which helps in allocating authority. In other words, organisational structure is the established pattern of relationships among various positions and activities in a business.

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  • Q2

    Explain ‘Line structure’ of an organization.


    Line structure represents the direct vertical relationship directing the flow of authority. It is the simplest and oldest organisation structure that was introduced in the military establishments. It represents vertical and downward flow of authority, i.e., from the top to the bottom level and upward flow of responsibility, i.e., from the bottom to the top level.

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  • Q3

    Explain the Committee Organisation structure.


    In the Committee Organisation structure, responsibility of any special function is vested with a group of individuals known as ‘Committee’. Members comprising the ‘Committee’ are experts in their respective fields and decisions are taken collectively. Such a structure is useful even in religious andpolitical institutions.

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  • Q4

    Give three advantages and disadvantages each of the Committee Organisation structure.



    • Balanced decisions due to participation of more members
    • Expert advice of members is available
    • Represents decentralisation of authority.


    • Business secrecy cannot be maintained due to presence of a number of people.
    • Delay in decision making since views of all members need to be considered
    • Responsibility for failure of decisions cannot be fixed

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  • Q5

    In a line & staff structure of organization, why is there a conflict between line and staff?


    Line Officers complain against Staff Specialists on some grounds and vice-a-versa is the also the case.

    Complaints of Line Officers against Staff Specialists are:

    • Staff officers claim credit only for those programmes which are successful.
    • Responsibility of failed programmes is not shared by the staff managers.
    • Lack of practical advice given by staff officers
    • Staff managers interfere in tasks which are outside their respective area of expertise.
    • Superiority complex in staff personnels creates conflict and friction between them and the line officials.

    Complaints of Staff Specialists against Line Officers are:

    • Specialised knowledge of the staff officers is not properly utilised.
    • Advice provided by the staff personnel is not properly implemented.
    • Innovative ideas provided by the staff personnel are often resisted.
    • No authority is granted to the staff officers to implement their ideas.

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