Organizationstructure（英文版）

1、Chap. 14 Organization structure14.1 Definition How job tasks are formally divided,grouped & coordinated1.Work Specialization(labor division) To what degree are tasks subdivided into separate jobs? Individuals specialize in doing part of an activity rather than the entire activity prevalent by th

2、e late 1940s: 1.efficient usage of employees skill-less trained replace skilled. Efficient training. 2. Employees skills at performing a tasks successfully increase through repetition- by the 1960s:the human diseconomies from specialization-boredom,fatigue,stress,low productivity, poor quality,incre

3、ased absenteeism,& high turnover. Enlarge the scope of activities-doing whole & complete job,team2.Departmentalization The basis by which jobs are grouped together Group by function-Deepen specialized knowledge, Achieve efficiencies though specialization; High-cost integration, Slowly respon

4、sive product Cluster -Multidivisional Sys. Organized around Geography(territory)-scrattered process departmentalization Customer departmentalization3.Chain of command The unbroken line of authority that extends from the top of the organization to the lowest eschelon &clarifies who reports to who

5、m authority:the right inherent in managerial position to give orders & expect the orders to be obeyed unity of command:a subordinate should have only 1 superior to whom he(she) is directly responsible conflicting demands or priorities from superiors less relevance today because of - & empowe

6、ring4.Span of Control The number of subordinates a manager can efficiently & effectively directed organizational level (levels of management) strength of small spans:maintain close control; drawback: expensive for adding -;complex vertical communication, slow down D-M,isolate upper -;overly tigh

7、t supervision discourage - autonomy recent efforts to reduce cost,cut overhead,speed up D-M,get closer to customer,empower employees.5.Centralization & Decentralization The degree to which D-M is concentrated at a single point in the organization decentralization:decision discretion is pushed do

8、wn to lower-level employees actions can be taken more quickly to solve problems; more people provide input into decisions; employees are less likely to feel alienated from those who make the decisions that affect their work lives marked trend toward decentralizing D-M,make - more flexible,responsive

9、6.Formalization The degree to which jobs within the organization are standardized negatively related to the job incumbents discretion over his job. Policy,procedure,rule-profession complexity-division of labor,vertical levels, geographically dispersed Chap. 14 Organization structure14.2 Common Organ

10、izational design Formal structure-U-type, M-type,Matrix Multiple foci, Conflict Dow Cornning,1967-19761.The simple structure A structure characterized by a low degree of departmentalization,wide span of control,authority centralized in a single person, little formalization lean,flat;2 or 3 vertical

11、levels,a loose body of employees,& 1 individual in whom the D-M authority is centralized strength-fast,flexible,inexpensive to maintain,& accountability is clear weakness-difficult to maintain in anything other than small organization;risky,depends on 1 person. 2.The Bureaucracy A structure

12、with highly routine operating tasks achieved through specialization,very formalized rules & regulations,tasks that are grouped into functional departments,centralized authority, narrow span of control, & D-M that follows the chain of command strength: perform in a highly efficient manner;get

13、 by nicely with less talented weakness:subunit conflicts,functional unit goals override -; obsessive concern with following the rules. The peak of its popularity obsolescent in the 1990s:hinders employee initiative-the majority of large organization still take on its basic characteristics,esp. Speci

14、alization & high formalization 3. The Matrix Structure A structure that creates dual lines of authority (chain of command);combines functional & product departmentalization strength:facilitate coordination when organization has a multiplicity of complex & interdependent activities; reduc

15、e bureaupathologies; facilitate the efficient deployment of specialists downside:confusion & ambiguity foster the seeds of conflict,power struggle ;stress on individuals Chap. 14 Organization structure14.3 New Design Options Since the early 1980s,help firms compete effectively;the advancement of

16、 IT Business Process Reengineering1.The team structure The use of teams as the central device to coordinate work activities breaks down departmental barriers,require employees to be generalists as well as specialists in large organization,complement bureaucracy, achieve the efficiency of bureaucracy

17、s standardization while gaining teams flexibility2.The virtual organization A small,core organization that outsources major business functions small executive group oversee activities done in house,coordinate the network of relationships with outsource firm. highly centralized,with little or no depa

18、rtmentalization focus on core competency:design,marketing,brand name;in contrast to control through ownership? advantage: allow someone with an innovative idea & little money to compete against large company drawback:reduce managements control over -3.The Boundaryless Organization An organizatio

19、n that seeks to eliminate the chain of command,have limitless span of control,& replace departments with empowered teams removing vertical & horizontal boundaries-flatten the hierarchy,status & rank are minimized, break down external boundaries(barriers to constituencies & barriers c

20、reated by geography)-globalization,strategic alliances, custom-organization linkage, telecom. Intra-interorganizational network 4. The Feminine Organization An organization characterized by humanistic treatment of individuals,nonopportunism,careers defined through service to others,commitment to emp

21、loyee growth,creation of a caring community, & power sharing nonopportunistic. Relationships are seen as possessing value in themselves,rather than a mean women prefered organizations that emphasized relatedness & connecting with others essentially managed by & for woman,Mary Kay Cosmeti

22、cs Chap. 14 Organization structure14.4 Why do structures differ?1.Mechanistic vs. Organic Model Mechanistic Organic high specialization cross-functional teams rigid departmentalization cross-hierarchical clear chain of command free flow of information narrow span of control wide centralization decen

23、tralization high formalization low 2.Strategy Structure follow strategy Mission-Strategy,Assess environment-Business activities innovation :emphasizes the introduction of major new products & services-organic cost-minimization:emphasizes tight cost controls, avoidance of unnecessary innovation o

24、r marketing expenses,price-cutting-mechanistic,tight control imitation:seeks to move into new products or new markets only after their viability has already been proven- organic & mechanistic3.Size An organizations size significantly affects its structure large organizations tend to have more sp

25、ecialization,more departmentalization,more vertical levels,& more rules & regulations than do small organization size affects structure at a decreasing rate.4.Technology How an organization transfer its inputs into outputs degree of routineness: automated & standardized operations; costo

26、mized routine tasks-taller,more departmentalized structure;formalized documentation technology-centralization relation is moderated by the degree of formalization;both control mechanisms-substitute one for the other routine technology lead to centralization?5.Enviroment Those institutions or forces

27、outside the organization that potentially affect its performance 3 dimensions of environmental uncertainty the more scarce,dynamic,& complex the environment,the more organic capacity:the degree to which it can support growth. Abundant capacity leave room for - to make mistakes volatility: the de

28、gree of instability in an -. Static easy to predict accurately - low unpredictability complexity: the degree of heterogeneity & concentration among - elements simpleChap. 14 Organization structure14.5 Organization designs & Employee behavior have profound effects on its members No generaliza

29、tion individual difference Specialization conducive to high productivity at the price of reduced job satisfaction there is still a segment of the work force prefers the routine & repititiveness of highly specialized job no evidence supports a relation between span of control & employee perfo

30、rmance someone prefers the security of a boss available at all time managers job satisfaction increases as fairly strong evidence linking centralization & job satisfaction: the decentralization-satisfaction relationship is strongest with employees with low self-esteemChap. 15 Technology,work des

31、ign & stress14.1 Work Stress1.Definition A dynamic condition in which an individual is confront with an opportunity,constraint,or demand related to what he(she) desires & for which the outcome is perceived to be both uncertain & important.(necessary) negative context,positive value-poten

32、tial gain constraints:forces that prevent individuals from doing what they desire demands:loss of sth. desired 2.Potential Sources of Stress (1)Environment factors Economic uncertainties: downward swings lead to layoffs,reduced pay,shorter workweeks Political uncertainties & social issues: confl

33、ict of territory,ethnical,group interest technological uncertainty: technological innovation,deskill 2.Potential Sources of Stress (2)Organizational factors Task demands:design of ones job(autonomy, variety,automation),working condition,physical layout role demands:role conflicts,overload,ambiguity

34、interpersonal demands:social support from -, orga. structure:complex,discretion,participation leadership:climate organizational life stage:establishment,decline2.Potential Sources of Stress (3)Indivicdual factors Privacy,family issues economic problems personality:an inherent tendency to accentuate

35、negative aspects of the world stressors are additive:appraise the total amount of stress one is under, the straw that breaks the camels back 3.Individual Difference relationship between potential stressors & experienced stress Perception:stress potential lies in ones interpretation of those factors rather than job experience:negatively related to stress-selective withdrawal,coping mecgan