Chapter_15_Robbins_6e_Foundations_of_Organisational_Structure

1、PowerPoint to accompany Chapter 15 Foundations of Organisational Structure Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition Chapter Learning Objectives After studying this chapter, you should be able to: Identify t

2、he six elements of an organisations structure. Identify the characteristics of a bureaucracy. Describe a matrix organisation. Identify the characteristics of a virtual organisation. Show why managers want to create boundaryless organisations. Demonstrate how organisational structures differ, and con

3、trast mechanistic and organic structural models. Analyse the behavioural implications of different organisational designs. Show how globalisation affects organisational structure. Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behavio

4、ur/6th edition What Is Organisational Structure? Organisational Structure How job tasks are formally divided, grouped, and coordinated Key Elements: Work specialisation Departmentalisation Chain of command Span of control Centralisation and decentralisation 1.Formalisation Copyright Pearson Australi

5、a (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition 1. Work specialisation The degree to which tasks in the organisation are subdivided into separate jobs Division of Labor Makes efficient use of employee skills Increases employee skills throu

6、gh repetition Less between-job downtime increases productivity specialised training is more efficient Allows use of specialised equipment Can create greater economies and efficiencies but not always Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Org

7、anisational Behaviour/6th edition Work Specialisation Economies and Diseconomies Specialisation can reach a point of diminishing returns Then job enlargement gives greater efficiencies than does specialisation Exhibit 15.2 Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9

8、781442528550/Robbins/Organisational Behaviour/6th edition 2. Departmentalization The basis by which jobs are grouped together Grouping Activities by: Function Product Geography Process Customer Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisa

9、tional Behaviour/6th edition 3. Chain of Command Authority The rights inherent in a managerial position to give orders and to expect the orders to be obeyed Chain of Command The unbroken line of authority that extends from the top of the organisation to the lowest echelon and clarifies who reports t

10、o whom Unity of Command A subordinate should have only one superior to whom he or she is directly responsible Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition 4. Span of Control The number of subordinates a manager

11、 can efficiently and effectively direct Wider spans of management increase organisational efficiency Narrow span drawbacks: Expense of additional layers of management Increased complexity of vertical communication Encouragement of overly tight supervision and discouragement of employee autonomy Copy

12、right Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition Contrasting Spans of Control Exhibit 15.3 Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th

13、edition 5. Centralisation and Decentralisation Centralisation The degree to which decision making is concentrated at a single point in the organisation. Decentralisation The degree to which decision making is spread throughout the organisation. Copyright Pearson Australia (a division of Pearson Aust

14、ralia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition 6. Formalisation The degree to which jobs within the organisation are standardised. High formalisation Minimum worker discretion in how to get the job done Many rules and procedures to follow Low formalization Job behavi

15、ours are nonprogrammed Employees have maximum discretion Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition Common organisation Designs: Simple Structure Simple Structure A structure characterised by a low degree of

16、departmentalisation, wide spans of control, authority centralised in a single person, and little formalisation Exhibit 15.4 Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition Common organisational Designs: Bureaucrac

17、y Bureaucracy A structure of highly operating routine tasks achieved through specialisation, very formalised rules and regulations, tasks that are grouped into functional departments, centralised authority, narrow spans of control, and decision making that follows the chain of command Copyright Pear

18、son Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition An Assessment of Bureaucracies Strengths Functional economies of scale Minimum duplication of personnel and equipment Enhanced communication centralised decision making Weaknesses

19、 Subunit conflicts with organisational goals Obsessive concern with rules and regulations Lack of employee discretion to deal with problems Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition Common organisational Des

20、igns: Matrix Matrix Structure A structure that creates dual lines of authority and combines functional and product departmentalisation Key Elements Gains the advantages of functional and product departmentalisation while avoiding their weaknesses Facilitates coordination of complex and interdependen

21、t activities Breaks down unity-of-command concept Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition New Design Options: Virtual organisation A small, core organisation that outsources its major business functions Hi

22、ghly centralised with little or no departmentalisation Provides maximum flexibility while concentrating on what the organisation does best Reduced control over key parts of the business Exhibit 15.6 Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Org

23、anisational Behaviour/6th edition New Design Options: Boundaryless Organisation An organisation that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams T-form Concepts Eliminate vertical (hierarchical) and horizontal (departmental)

24、internal boundaries Breakdown external barriers to customers and suppliers Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition Two Extreme Models of organisational Design Copyright Pearson Australia (a division of Pea

25、rson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition Four Reasons Structures Differ Strategy Innovation Strategy A strategy that emphasises the introduction of major new products and services Organic structure best Cost-minimization Strategy A strategy that emphas

26、ises tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting Mechanistic model best Imitation Strategy A strategy that seeks to move into new products or new markets only after their viability has already been proven Mixture of the two types of structure Cop

27、yright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition Why Structures Differ Organisational Size As organisations grow, they become more mechanistic, more specialised, with more rules and regulations Technology How an organ

28、isation transfers its inputs into outputs The more routine the activities, the more mechanistic the structure with greater formalisation Custom activities need an organic structure Environment Institutions or forces outside the organisation that potentially affect the organisations performance Three

29、 key dimensions: capacity, volatility, and complexity Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition Three-Dimensional Environment Model Capacity The degree to which an environment can support growth Volatility T

30、he degree of instability in the environment Complexity The degree of heterogeneity and concentration among environmental elements Complexity Volatility Capacity Exhibit 15.9 Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th

31、 edition Organisational Designs and Employee b Behaviour Impossible to generalise due to individual differences in the employees Research findings Work specialisation contributes to higher employee productivity, but it reduces job satisfaction. The benefits of specialisation have decreased rapidly as employees seek more intrinsically rewarding jobs. The effect of span of control on employee performance is contingent upon individual differences and abilities, task structures, and other organisational factors. Participative decision making in decentralised organisations is positivel