Organisational Ob New Project

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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.

Types of organisational structure

Organisational structures

Organisations can be structured in different ways:

• by function, for example, operations, marketing, finance, fundraising, etc

• by region

• by product, for example, books, support, consultancy, delivery

• in work teams, for example, client/customer groups.

Hierarchical structures

1



any organisations structure themselves in a traditional and recognisable way using a

hierarchy. !he dictionary definition of hierarchy is a series of ordered groupings of

people or things within a system. "ierarchy describes reporting levels and the status of

people in the structure.

Diagram of hierarchical structures

Description of the diagram

!he hierarchical organisation structure is pyramid#shaped. At the top of the structure is

a single person, who has a small number of people reporting directly to them. $ach of

these people has several people reporting into them and the number of people at each

level increases as you move down the structure.

Advantages of hierarchical structures

2



• A hierarchical structure uses clear reporting lines. It is easy to see what each

team is called, how many people there are in each team and how they relate to

other people in the system.

Disadvantages of hierarchical structures

• %eople can feel stuck in a &silo' and miss opportunities for co#operation, both

for themselves and the organisation.

Flat structures

!aking out levels of hierarchy creates a flatter organisation structure.

Diagram of flat structures

Description of the diagram

!here are fewer levels in the flat structure organisation. In this example structure,

there is one person at the top with everyone else reporting into them on an e(ual level.

Advantages of flat structures

• people feel more involved and can take on more responsibility

• greater communication

• better team spirit

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• less bureaucracy and easier decision making

• lower costs

Disadvantages of flat structures

• )ecisions can get stuck as a result of consulting with many people.

• %eople may have *matrix management*, with more than one manager.

• +imited to smaller organisations.

• !he function of each department gets blurred as roles merge.

Informal structures

any organisations develop informal, sometimes invisible structures. !hese are based

on the reality of day#to#day interactions at work. !hey are very important, as they can

pass on communications or rumours-, they can be friendly and supportive or form

cli(ues-. !hey can also influence decisions, as there is knowledge and discussion at an

informal level. !he influence of these networks is significant.

No structure

It is difficult to imagine any organisation without a structure. $ven groups of young

children start to establish a network or informal hierarchy. In the beginnings of a new

organisation there may be no formal structure but often this changes over time.

$xample of an organisation with no structure.

Changing structure

If you are considering a structural change, you need to recognise that any formal

change in the way an organisation operates will work only if consistent changes

happen at the informal level of interpersonal relationships and social expectations. ee

organisational culture for more information.

4

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INTRODCTION

eliance etail, +td. operates retail outlets in India. Its retail outlets offer foods,

groceries, apparel and footwear, lifestyle and home improvement products, electronic

goods, and farm implements and inputs. !he company's outlets also provide

vegetables, fruits, and flowers. It focuses on consumer goods, consumer durables,

travel services, energy, entertainment and leisure, and health and well#being products,

as well as on educational products and services. !he company was founded in 0112

and is based in umbai, India. eliance etail, +td. operates as a subsidiary of

eliance Industries, +td.

5



INTRODCTION TO TH! CO"#AN$ %

Reliance Fresh is the convenience store format which forms part of the retail business

of eliance Industries of India which is headed by ukesh Ambani. eliance plans to

invest in excess of s 03111 crores in the next 4 years in their retail division. !he

company already has in excess of 321 reliance fresh outlets across the country. !hese

stores sell fresh fruits and vegetables, staples, groceries, fresh 5uice bars and dairy

products.

A typical eliance 6resh store is approximately 7111#4111 s(uare. feet and caters to a

catchment area of 8#0 km

HI&TOR$ %

%ost launch, in a dramatic shift in its positioning and mainly due to the circumstances

prevaling in 9%, est ;engal and Orissa, it was mentioned recently in news )ailies

that, eliance etail is moving out of stocking fruits and vegetables. eliance etailhas decided to minimise its exposure in the fruit and vegetable business and position

eliance 6resh as a pure play super market focusing on categories like food, 6<=,

home, consumer durables, I! and wellness , with food accounting for the bulk of the

business.

!he company may not stock fruit and vegetables in some states. !hough eliance

6resh is not exiting the fruit and vegetable business altogether, it has decided not to

compete with local vendors partly due to political reasons, and partly due to its

6

http://en.wikipedia.org/wiki/Reliance_Industries

http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Mukesh_Ambani

http://en.wikipedia.org/wiki/Crore

http://en.wikipedia.org/wiki/Reliance_Industries

http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Mukesh_Ambani

http://en.wikipedia.org/wiki/Crore



inability to create a robust supply chain. !his is (uite different from what the firm had

originally planned.

hen the first eliance 6resh store opened in "yderabad last October, not only did

the company said the store's main focus would be fresh produce like fruits and

vegetables at a much lower price, but also spoke at length about its >farm#to#fork''

theory. !he idea the company spoke about was to source from farmers and sell directly

to the consumer removing middlemen out of the way.

eliance 6resh, eliance art, eliance )igital, eliance !rend?, eliance 6ootprint,

eliance ellness, eliance @ewels, eliance !imeout and eliance uper are various

formats that eliance has rolled out.

In addition, eliance etail has entered into an alliance with Apple for setting up a

chain of Apple pecialty tores branded as itore, starting with ;angalore.

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'ro(th through )alue Creation

ith a vision to generate inclusive growth and prosperity for farmers, vendor partners,small shopkeepers and consumers, eliance etail +imited +-, a subsidiary of

I+, was set up to lead eliance =roup's foray into organi?ed retail.

ith a 0B share of world =)%, retail is a significant contributor to overall economic

activity across the world. Of this, organi?ed retailing contributes between 01B to 33B

in various developing markets. !he Indian retail industry is pegged at C 711 billion

and growing at over 87B per year. Of this, presently, organi?ed retailing is about 3B.

!his is expected to grow to 81B by 0188. + has embarked upon an implementation

plan to build state#of#the#art retail infrastructure in India, which includes a multi#

format store strategy of opening neighbourhood convenience stores, hypermarkets,

specialty and wholesale stores across India.

+ launched its first store in Dovember 0112 through its convenience store format

&eliance 6resh'. ince then + has rapidly grown to operate 3E1 stores across 87

states at the end of 6F 011#1G. + launched its first &eliance )igital' store in April

011 and its first and India's largest hypermarket &eliance art' in Ahmedabad in

August 011. !his year, + has also launched its first few specialty stores for

apparel eliance !rends-, footwear eliance 6ootprints-, 5ewellery eliance

@ewels-, books, music and other lifestyle products eliance !imeout-, auto

accessories and service format eliance Auto?one- and also an initiative in the health

and wellness business through &eliance ellness'. In each of these store formats,

+ is offering a uni(ue set of products and services at a value price point that has not

been available so far to the Indian consumer. Overall, + is well positioned to

rapidly expand its existing network of 3E1 stores which operate in 3 cities.

)uring the year, + also focused on building strong relationships in the agri#

business value chain and has commenced marketing fruits, vegetables and staples that

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the company sources directly to wholesalers and institutional customers. +

provides its customers with high (uality produce that has better shelf life and more

consistent (uality than was available earlier. + has made significant progress in

establishing state#of#the#art staples processing centres and expects to make them

operational by ay 011G.

!hrough the year, + also expanded its supply chain infrastructure. !he <ompany is

fully geared to meet the re(uirements of its rapidly growing store network in an

efficient manner.

ecogni?ing that strategic alliances are going to be a key driver to its retail business,

in 6F 011#1G, + established key 5oint ventures with international partners in

apparel, optical and office products businesses. 6urther, + will continue to seek

synergistic opportunities with other international players as well. !his year, + will

continue its focus on rapid expansion of the existing and other new formats across

India.

Retailing formats in India

"alls%

!he largest form of organi?ed retailing today. +ocated mainly in metro cities,

in proximity to urban outskirts. anges from 21,111 s( ft to ,11,111 s( ft and above.

!hey lend an ideal shopping experience with an amalgamation of product, service and

entertainmentH all under a common roof. $xamples include hoppers top, %iramyd,

%antaloon..

&pecialty &tores%

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<hains such as the ;angalore based ids emp, the umbai books retailer

<rossword, %=*s usic orld and the !imes =roup*s music chain %lanet , are

focusing on specific market segments and have established themselves strongly in

their sectors.

Discount &tores%

As the name suggests, discount stores or factory outlets, offer discounts on the

% through selling in bulk reaching economies of scale or excess stock left over at

the season. !he product category can range from a variety of perishable/Don#

perishable goods

Department &tores%

+arge stores ranging from 01111#31111 s(. ft, catering to a variety of

consumer needs. 6urther classified into locali?ed departments such as clothing, toys,

home, groceries, etc.

Hypermarts*&upermar+ets%

+arge self service outlets, catering to varied shopper needs are termed as

upermarkets. !hese are located in or near residential high streets. !hese stores today

contribute to 71B of all food J grocery organi?ed retail sales. uper arkets can

further be classified in to mini supermarkets typically 8,111 s( ft to 0,111 s( ft andlarge supermarkets ranging from of 7,311 s( ft to 3,111 s( ft. having a strong focus on

food J grocery and personal sales.examples ;ig ;a?ar, eliance hypermart.

Convenience &tores%

!hese are relatively small stores 411#0,111 s(. feet located near residential

areas. !hey stock a limited range of high#turnover convenience products and are

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usually open for extended periods during the day, seven days a week. %rices are

slightly higher due to the convenience premium.

",O-s :

ulti ;rand outlets, also known as <ategory illers, offer several brands across

a single product

category. !hese usually do well in busy market places and etros.

#ROFI.! OF CO"#AN$ %

eliance etail, +td. operates retail outlets in India. Its retail outlets offer foods,

groceries, apparel and footwear, lifestyle and home improvement products, electronic

goods, and farm implements and inputs. !he company's outlets also provide

vegetables, fruits, and flowers. It focuses on consumer goods, consumer durables,

travel services, energy, entertainment and leisure, and health and well#being products,

as well as on educational products and services. !he company was founded in 0112

and is based in umbai, India. eliance etail, +td. operates as a subsidiary of

eliance Industries, +td.

"ead(uarters : umbai Area, India

Industry : etail

!ype : %ublic <ompany

tatus : Operating ubsidiary

<ompany i?e: 81,118 or more employees

6ounded : 0112

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Organizational structure%

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CLUSTER

MANAGER

AREA MANAGER

STORE MANAGER

ASSISTANT STORE

MANAGER

SUPERVISOR

COMMERCIAL

ASSOCIATE

CUSTOMER SERVICE

ASSOCIATE

ZONAL

MANAGER



#opular #rofiles at Reliance Retail :

adhumita ohanty : )eputy =eneral anager

Abhi5it anyal : $K% J <$ # eliance "ome %roducts %vt +td

%rashant Darula : =eneral anager

)evendra <hawla : Kice # %resident # ;usiness "ead , erchandising "ead

%rasun ;hadani : anager # tore operations and DO

riram ahadevan : <oncept "ead # eliance arts J upers

akesh ehta : <ommercial "ead L Dorth

Dageswaran c k : K%, Operations

anwar ;hawani ingh : ;usiness "ead L eliance ellness tores

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#RODCT "I/ AT R!.IANC! FR!&H %

14

PRODUCT MIX OF RELIANCE FRESH

FRUITS &VEGETABLES

STAPLE

NON-FOO FMCGPF! BEVERAGE! F&V



Food Retail Chain at Reliance Fresh%

15



CO"#!TITOR& OF R!.IANC! FR!&H %

16



8. ;I= A%%+$

0. O$

7. A;A ;AMAA

4. 6AI %I<$

3. 9;"I"A

2. %$D<$

Future #lans %

17



!he company*s flagship chain eliance 6resh sells staples and food items under

eliance elect

Dearly 71 months ago, eliance Industries announced an ambitious plans to invest s

03,111 crore s 031 billion- to expand its stores in the country to take the advantage

of organised retail in the country.

Initially, the company was planning to open 0,111 stores by 011G, and 3,111 stores by

0181, but due to a delay in delivery of properties, economic downturn and demand

slump the company had to scale back its expansion plans.

eliance etail runs over G31 stores, which include stores for food and grocery,

consumer durables, beauty and wellness, 5ewellery, footwear, among others.

Its formats such as apparel chain eliance !rends, beauty and wellness format

eliance ellness, consumer durable chain eliance )igital have private labels or are

in the process of launching private labels.

N!he whole idea of private labels is based on pricing and retailers get enough volumes

on their shelf at marginal costing. etailers have an opportunity to sell their private

labels to kirana stores.

;ut it depends on their strategy on pricing and marketing right products,N said

Daimish )ave, a director with O< J < trategy <onsultants.

C"#$$%'%( )#*+' ,"% I+# O.'#+/% R%,#+$ (%*,.

!he challenges facing the Indian organi?ed retail sector are various and these are

stopping the Indian retail industry from reaching its full potential.

I0 Changing Consumer #urchasing #atterns%

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!he behaviour pattern of the Indian consumer have undergone a ma5or change. !his

has happened for the Indian consumer is earning more now, western influences,

women working force is increasing, desire for luxury items and better (uality. "e now

wants to eat, shop, and get entertained under the same roof. All these have lead the

Indian organi?ed retail sector to give more in order to satisfy the Indian customer.

II0 .ac+ of Retail &pace%

ith real estate prices escalating due to increase in demand from the Indian organi?ed

retail sector, it is posing a challenge to its growth. ith Indian retailers having to shell

out more for retail space it is effecting there overall profitability in retail.

III0 &hortage of Trained "an #o(er%

!he Indian retailers have difficultly in finding trained person and also have to pay

more in order to retain them. !his again brings down the Indian retailers profit levels.

I)0 #oor &upply Chain

It is the supply chain that ensures to the customer in all the various offerings that a

company decide for its customers, be it cost, service, or the (uickness in responding to

ever changing tastes of the customer.

!he infrastructure in India in terms of road, rail, and air links are not sufficient. !his

make a poor supply chain and companies have to depend upon warehousing.

#o(er and #olitics in Organizational

!here are few business activities more prone to a credibility gap than the way in which

executives approach organi?ational life. A sense of disbelief occurs when managers

purport to make decisions in rationalistic terms while most observers and participants

know that personalities and politics play a significant if not an overriding role. here

does the error lie In the theory which insists that decisions should be rationalistic and

19



nonpersonal Or in the practice which treats business organi?ations as political

structures

hatever else organi?ations may be problem#solving instruments, sociotechnical

systems, reward systems, and so on-, they are political structures. !his means that

organi?ations operate by distributing authority and setting a stage for the exercise of

power. It is no wonder, therefore, that individuals who are highly motivated to secure

and use power find a familiar and hospitable environment in business.

At the same time, executives are reluctant to acknowledge the place of power both in

individual motivation and in organi?ational relationships. omehow, power and

politics are dirty words. And in linking these words to the play of personalities inorgani?ations, some managers withdraw into the safety of organi?ational logics.

As I shall suggest in this article, frank recognition of the importance of personality

factors and a sensitive use of the strengths and limitations of people in decisions on

power distributions can improve the (uality of organi?ational life.

P$+,+*#$ P.#+

Organi?ations provide a power base for individuals. 6rom a purely economic

standpoint, organi?ations exist to create a surplus of income over costs by meeting

needs in the marketplace. ;ut organi?ations also are political structures which provide

opportunities for people to develop careers and therefore provide platforms for the

expression of individual interests and motives. !he development of careers,

particularly at high managerial and professional levels, depends on accumulation of

power as the vehicle for transforming individual interests into activities which

influence other people.

S*#.*+, & *%,+,+

A political pyramid exists when people compete for power in an economy of scarcity.

In other words, people cannot get the power they want 5ust for the asking. Instead,

they have to enter into the decisions on how to distribute authority in a particular

formal organi?ation structure. carcity of power arises under two sets of conditions:

20



8. here individuals gain power in absolute terms at someone else's expense.

0. here there is a gain comparativelyPnot literally at someone else's expenseP

resulting in a relative shift in the distribution of power.

In either case, the psychology of scarcity and comparison takes over. !he human being

tends to make comparisons as a basis for his sense of self#esteem. "e may compare

himself with other people and decide that his absolute loss or the shift in proportional

shares of authority reflects an attrition in his power base. "e may also compare his

position relative to others against a personal standard and feel a sense of loss. !his

tendency to compare is deeply ingrained in people, especially since they experience

early in life the effects of comparisons in the family wherePin an absolute senseP time and attention, if not love and affection, go to the most dependent member.

#!RFOR"ANC! A##RAI&A. T!CHNI1!& &!D ,$ R!.IANC!

721 )$=$$ 6$$);A< $KA+9A!IOD

A common approach to assessing performance is to use a numerical or scalar rating

system whereby managers are asked to score an individual against a number of

ob5ectives/attributes. $mployees are also allowed the opportunity to assess the

personmanager- at the same time. !his is known as 721Q appraisal. !he biggest risk

with 721 degree feedback is confidentiality. !he information is very sensitive and in

the wrong hands, could impact careers.

6A<!: 9sed by E1 percent fortune 311 companies.

Also used by hp and I;.

Rating &acles

A widely used appraisal method that rates employees according to defined factors. !he

scale includes several categories, normally five to seven in number, defined by

21



ad5ectives such as outstanding, meets expectations or needs improvement. One reason

for the popularity of the ratings scale method is its simplicity, which permit (uick

evaluation of many employees. !he factors chosen for evaluation are typically of two

types 5ob related and personal characteristics. !he raterevaluator- completes the form

by indicating the degree of each factor that is most descriptive of the employee and his

or her performance. $valuators total and then average the points in each part . !hen

they multiply this average by a factor representing the weight given each section. !he

final score for the employees is the total of each section's points.

CRITICA. INCID!NT&

A performance appraisal techni(ue that re(uires a written record of highly favourableand highly unfavourable work behaviour. hen such an action L a critical incident

affects the department significantly, either positively or negatively, the manager writes

it down. ith this method, the appraisal is more likely to cover the entire evaluation

period and not focus on the last few weeks or months.

2OR3 &TANDARD&

A performance appraisal method that compares each employee's performance to a

predetermined standard or expected level of output. everal methods are available to

determine work standards, including time study and work sampling. An obvious

advantage of using standards as appraisal criteria is ob5ective, they should understand

clearly how the standards were set. anagement must also explain the rationale for

any changes to the standards.

Health and &afety

Health4 &afety 5 !nvironment

22



eliance's endeavour to create a culture of safety, health and environment saw a new

light with the implementation of <hange Agents for afety, "ealth and workplace

$nvironment <A"e-. !his pro5ect has garnered enough strength to make safety and

health a priority in the workplace, and improved occupational safety and health

significantly. eliance's "$ anagement ystem has established company#wide

safety management ob5ectives and processes for improving operational discipline and

evolving inherent safety measures for plant operation. In addition, the <entral "$

audit programme P a critical component of the "$ governance process P is

designed to ensure that the "$ anagement tandards are implemented, and best

practices followed and shared across the eliance =roup.

eliance is also committed to ensuring environmentally sustainable and responsible

operations to achieve highest standards of excellence. Our manufacturing divisions

have not only instituted internationally accepted $nvironmental anagement ystem

based on IO#84118, but the ma5or sites are also integrated with Ruality anagement

and Occupational "ealth J afety anagement ystems.

6or instance, we have set up Occupational "ealth <entres for emergency and curative

services and are also focusing on emotional well#being through our Nork#+ife

%ro5ectN. e continuously standardise and upgrade systems to reach our target of ?ero

in5uries and incidents. e also remain deeply committed to the cause of

environmental protection, and have rainwater harvesting programmes and three#tier

environmental audits in place, among other systems.

23



24



25



Corporate &ustaina6ility

Our commitment to sustainable development goes beyond our operating boundaries,

as we continuously aim to add value to our stakeholders by advancing knowledge and

improving lives.

e seek internal and external perspectives to identify and help us better understand

the risks and opportunities associated with new and emerging issues. !he issues

identified are evaluated for their relevance to eliance and their impact on economic,

environmental and social aspects. !his exercise is performed annually to ensure its

relevance to the changing business environment, and the disclosure through reports is

aimed at our stakeholders like investors, customers, employees, @K partners, business

partners and the community. e have worked with key stakeholders and focused our

efforts towards our strategic pillars for sustainable development: energy management,

environment, product stewardship, occupational health and safety, and social

institution building.

Our &trategic #illars4 Trends and &ta+eholder Needs

Our focus on the five strategic pillars ensures that we grow our business while

responding to global trends and stakeholder needs. !he key activities undertaken

against each of the strategic pillars build on the progress we have already made in

order to reduce our environmental impacts, and contribute to society by investing in

meaningful endeavours.

26



Conclusion

• eliance is very large company of India

• eliance 6ounder Is r. )hirubhai Ambani.

• eliance Industries +td. <urrent <hairmen is r. ukesh Ambani.

• eliance have veri good open door policy.

• In current time I+ have launch 4= network for the customer with idea of r.

ukesh Ambani.

• eliance fresh very large shopping market in retail business.

• !hey also try for the give best to customer.

• In I+ is very carefull for safety and health policy.

• I+ have big profit organisation in India.

• I+ use open door policy for all like trainee also meet to the director or

manager.

• eliance in all ways is good, 5ust that it needs to provide more and better

services and fast services to the customers

• till in the city the brand name eliance life- needs to be emphasi?ed on,

while marketing J selling the product.

• till the market is not 811B fully aware that what eliance life is. !here are so

many potential customers for Insurance industry.

• till ;usiness man and professionals are investing their money in other

components. o company has to make more marketing and try to convert their

investment in insurance policy and make a more customer. o company not

only focuses to their present customer but also focus on other potential

customers.

,i6liography

• https://en.wikipedia.org/wiki/elianceSIndustries

• https://www.google.co.in/search

safeTactiveJbiwT842JbihT07J(TmeaningUofUorganisationalUstructureJ

o(TmeaningUofUorganisationalUstructurJgsSlTserp.7.1.151i00i71lE.EEG484.8

27

https://en.wikipedia.org/wiki/Reliance_Industries

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https://en.wikipedia.org/wiki/Reliance_Industries





11320.1.811E7G.74.0G.1.2.2.1.87G.0G01.8588.0G.1....1...8c.8.24.serp..1.74.0

G48.x#vm+K$6mR

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fromSactionTsave

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• http://survivingchurch.org/wp#content/uploads/0184/18/hierarchy0.5pg

• http://www.indyarocks.com/blog/0G2848/y#6indings#and#uggestions##

conclusion#of#eliance#life



https://knowhownonprofit.org/organisation/orgdev/structure-and-culture/structure


http://www.learnmanagement2.com/Flat%20Organisational%20Structure.jpg

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http://www.slideshare.net/tarun3288/project-on-reliance-retail?from_action=save


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http://survivingchurch.org/wp-content/uploads/2014/01/hierarchy2.jpg





http://www.learnmanagement2.com/Flat%20Organisational%20Structure.jpg

https://hbr.org/1970/05/power-and-politics-in-organizational-life





http://www.ril.com/Sustainability/CorporateSustainability.aspx

http://survivingchurch.org/wp-content/uploads/2014/01/hierarchy2.jpg

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Organisational Ob New Project