Study on Organizational Structure and Leadership Style of Biocon Limited

Topics: Organizational structure, Management, Leadership Pages: 21 (6436 words) Published: August 25, 2013
Study on Organizational structure and Leadership style of Biocon Limited


Introduction of Biocon2
Introduction to Organisational structures3
Introduction to Leadership styles4
Article Reviews5
Organizational Structure Literature5
1.Innovations in Organizational structure5
2.Exploring the relationship between organization structure and perceived innovation in the Manufacturing Sector in India6
3.Organization Design7
Leadership Literature11
1. At the end of the road? On differences between women and men in leadership behaviour11
2. An investigation of female and male constructs of leadership and empowerment13
3. How women entrepreneur lead and why they manage that way Dorothy Perrin Moore, Jamie L. Moore, Jamie W. Moore (2011)14
Discussion & Conclusion16
Organisation Structure16
Leadership Styles18

Introduction of Biocon

Biocon is a Bengaluru based global pharmaceutical giant with products and research services. It was founded in the year 1978 by Ms. Kiran Mazumdar - Shaw. It manufactures generic API and biosimilar Insulins. It has two major subsidiaries namely, Syngene – a custom based research organization and Clinigene – a clinical research organisation. Its Research and development unit is in Bengaluru and API manufacturing unit is located in Hyderabad. Introduction to Organisational structures

In the increasingly competitive markets today, where the companies are becoming larger and venturing into more and more business areas, the need of a proper organisation structure has gained even more importance. An organisational structure can be referred to as the framework of an organisation according to which it functions so that it can operate in a systematic and efficient manner. Functional

In this type, the organisation is divided based on the functions of the employees. Major divisions in a typical functional organisation structure are Finance, Marketing, HR, Operations. These divisions make it easier to classify the role of an employee and help the department as a whole. However, functional division in an organisation may lead to inter-departmental competition. This may be good for the organisation if taken in a healthy way, but in most cases, it leads to a negative impact on the organisation. Such kind of organisation structure can be seen in most PSUs in India. Divisional

A divisional organisation structure may be structuring of the organisation based on customer, products or regions of operation. This type of organisation structure is mostly seen in very large organisations which have operations in different fields. eg. FMCG companies. This helps the organisation function in a systematic manner as the large organisation is broken up into sub units/divisions. This also helps to create an atmosphere of healthy competition in the firm and hence lead to overall higher productivity of the organisation. Matrix

The matrix structure of the organisation is the one where each employee is involved in two functional assignments simultaneously. One assignment, to which the employee will be dedicated for most of the time is called primary assignment. This is the most cost effective structure and has efficient use of available man power. However, employees also face adaptability issues in such structures which can further lead to demotivation or fallout of the employees Organisation structure can also be classified depending on the depth and breadth of the arrangement of the managers. If a structure has concentrated authority over a wide range of functions or divisions then it tends to become a horizontal structure which is flat type of organisation.

Introduction to Leadership styles

Leadership is defined as a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. There are different leadership styles recognized depending upon the...

References: 1. Aarum Jon and Per Hansson, 2011. “At the end of the road? On differences between women and men in leadership behaviour”. Leadership and Organization Development Journal
3. Beverly Alimo-Metcalfe, (2010),"An investigation of female and male constructs of leadership and empowerment", Gender in Management: An International Journal, Vol. 25 Iss: 8 pp. 640 – 648.
4. Damanpour F, 1991. “Organisational Innovation: A Meta-Analysis of Effects of Determinants and Moderators”, Academy of Management Journal, Vol 34 No 3, pp 555-590.
5. Harris,Milton, ArturRaviv. 2002. Organization Design. Management Science, Vol. 48, No. 7, July 2002 pp. 852–865
7. Khandwalla, P. N. (1995), Management Styles, New Delhi: Tata-McGraw Hill.
8. March JG and C Heath, 1994. A Primer on Decision Making: How decisions happen. Simon and Schuster.
9. Moore DP, Moore JL, Moore JW, 2011.”How women entrepreneurs lead and why they manage that way” Gender in Management: An International Journal, Vol. 26 Iss: 3 pp. 220 - 233
11. Prakash Y and Gupta M, 2008. “Exploring the Relationship between Organisation Structure and Perceived Innovation in the Manufacturing Sector of India”, Singapore Management Review; 30,1 pg 55
13. Rothwell, R. (1992), "Successful Industrial Innovation: Critical Factors for the 1990 's", R&D Management, 22 (3): 221-39
15. Tiernan, S. (1993). Innovations in organisational structure. IBAR, 14(2), 57-57. Retrieved from
17. (Date visited : 05-08-2012)
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