Organization structure(英文版)(ppt 32页).ppt

Chap.14Organizationstructure,14.1DefinitionHowjobtasksareformallydivided,groupedHigh-costintegration,SlowlyresponsiveproductCluster-MultidivisionalSys.OrganizedaroundGeography(territory)-scratteredprocessdepartmentalizationCustomerdepartmentalization,3.Chainofcommand,Theunbrokenlineofauthoritythatextendsfromthetopoftheorganizationtothelowesteschelonmorepeopleprovideinputintodecisions;employeesarelesslikelytofeelalienatedfromthosewhomakethedecisionsthataffecttheirworklivesmarkedtrendtowarddecentralizingD-M,make-moreflexible,responsive,6.Formalization,Thedegreetowhichjobswithintheorganizationarestandardizednegativelyrelatedtothejobincumbentsdiscretionoverhisjob.Policy,procedure,rule-professioncomplexity-divisionoflabor,verticallevels,geographicallydispersed,Chap.14Organizationstructure,14.2CommonOrganizationaldesignFormalstructure-U-type,M-type,MatrixMultiplefoci,ConflictDowCornning,1967-1976,1.Thesimplestructure,Astructurecharacterizedbyalowdegreeofdepartmentalization,widespanofcontrol,authoritycentralizedinasingleperson,littleformalizationlean,flat;2or3verticallevels,aloosebodyofemployees,risky,dependson1person.,2.TheBureaucracy,Astructurewithhighlyroutineoperatingtasksachievedthroughspecialization,veryformalizedrulesobsessiveconcernwithfollowingtherules.Thepeakofitspopularityobsolescentinthe1990s:hindersemployeeinitiative-themajorityoflargeorganizationstilltakeonitsbasiccharacteristics,esp.Specializationcombinesfunctionalstressonindividuals,Chap.14Organizationstructure,14.3NewDesignOptionsSincetheearly1980s,helpfirmscompeteeffectively;theadvancementofITBusinessProcessReengineering,1.Theteamstructure,Theuseofteamsasthecentraldevicetocoordinateworkactivitiesbreaksdowndepartmentalbarriers,requireemployeestobegeneralistsaswellasspecialistsinlargeorganization,complementbureaucracy,achievetheefficiencyofbureaucracysstandardizationwhilegainingteamsflexibility,2.Thevirtualorganization,Asmall,coreorganizationthatoutsourcesmajorbusinessfunctionssmallexecutivegroupoverseeactivitiesdoneinhouse,coordinatethenetworkofrelationshipswithoutsourcefirm.highlycentralized,withlittleornodepartmentalizationfocusoncorecompetency:design,marketing,brandname;incontrasttocontrolthroughownership?advantage:allowsomeonewithaninnovativeideaimplementingtime-managementtechniques-makingdailylistsofactivitiestobeaccomplished,prioritizing-byimportance&urgency,scheduling-accordingtoprioritiesset,knowingyourdailycycleOrganizationalapproaches:pe