珠宝行业organizaionsrucure英文

Chap.14Organizationstructure§14.1DefinitionHowjobtasksareformallydivided,grouped&coordinated1.WorkSpecialization(labordivision)Towhatdegreearetaskssubdividedintoseparatejobs?Individualsspecializeindoingpartofanactivityratherthantheentire

activityprevalentbythelate1940s:1.efficientusageofemployee’sskill--lesstrainedreplaceskilled.Efficienttraining.2.Employee’sskillsatperformingataskssuccessfullyincreasethroughrepetition---bythe1960s:thehumandiseconomiesfromspecialization--boredom,fatigue,stress,lowproductivity,poorquality,increasedabsenteeism,&highturnover.Enlargethescopeofactivities--doingwhole&completejob,team2.DepartmentalizationThebasisbywhichjobsaregroupedtogetherGroupbyfunction--Deepenspecializedknowledge,Achieveefficienciesthoughspecialization;High-costintegration,Slowlyresponsive

productCluster--MultidivisionalSys.OrganizedaroundGeography(territory)--scratteredprocessdepartmentalizationCustomerdepartmentalization3.ChainofcommandTheunbrokenlineofauthoritythatextendsfromthetopoftheorganizationtothelowesteschelon&clarifieswhoreportstowhomauthority:therightinherentinmanagerialpositiontogiveorders&expecttheorderstobeobeyedunityofcommand:asubordinateshouldhaveonly1superiortowhomhe(she)isdirectlyresponsibleconflictingdemandsorprioritiesfromsuperiorslessrelevancetodaybecauseof--&empowering4.SpanofControlThenumberofsubordinatesamanagercanefficiently&effectivelydirectedorganizationallevel(levelsofmanagement)strengthofsmallspans:maintainclosecontrol;drawback:expensiveforadding--;complexverticalcommunication,slowdownD-M,isolateupper--;overlytightsupervisiondiscourage--autonomyrecenteffortstoreducecost,cutoverhead,speedupD-M,getclosertocustomer,empoweremployees.5.Centralization&DecentralizationThedegreetowhichD-Misconcentratedatasinglepointintheorganizationdecentralization:decisiondiscretionispusheddowntolower-levelemployeesactionscanbetakenmorequicklytosolveproblems;morepeopleprovideinputintodecisions;employeesarelesslikelytofeelalienatedfromthosewhomakethedecisionsthataffecttheirworklivesmarkedtrendtowarddecentralizingD-M,make--moreflexible,responsive6.FormalizationThedegreetowhichjobswithintheorganizationarestandardizednegativelyrelatedtothejobincumbent’sdiscretionoverhisjob.Policy,procedure,rule--professioncomplexity--divisionoflabor,verticallevels,geographicallydispersedChap.14Organizationstructure§14.2CommonOrganizationaldesignFormalstructure----U-type,M-type,MatrixMultiplefoci,ConflictDowCornning,1967--19761.ThesimplestructureAstructurecharacterizedbyalowdegreeofdepartmentalization,widespanofcontrol,authoritycentralizedinasingleperson,littleformalizationlean,flat;2or3verticallevels,aloosebodyofemployees,&1individualinwhomtheD-Mauthorityiscentralizedstrength--fast,flexible,inexpensivetomaintain,&accountabilityisclearweakness--difficulttomaintaininanythingotherthansmallorganization;risky,dependson1person.2.TheBureaucracyAstructurewithhighlyroutineoperatingtasksachievedthroughspecialization,veryformalizedrules®ulations,tasksthataregroupedintofunctionaldepartments,centralizedauthority,narrowspanofcontrol,&D-Mthatfollowsthechainofcommandstrength:performinahighlyefficientmanner;getbynicelywithlesstalentedweakness:subunitconflicts,functionalunitgoalsoverride-;obsessiveconcernwithfollowingtherules.Thepeakofit’spopularityobsolescentinthe1990s:hindersemployeeinitiative--themajorityoflargeorganizationstilltakeonit’sbasiccharacteristics,esp.Specialization&highformalization3.TheMatrixStructureAstructurethatcreatesduallinesofauthority(chainofcommand);combinesfunctional&productdepartmentalizationstrength:facilitatecoordinationwhenorganizationhasamultiplicityofcomplex&interdependentactivities;reducebureaupathologies;facilitatetheefficientdeploymentofspecialistsdownside:confusion&ambiguityfostertheseedsofconflict,powerstruggle;stressonindividualsChap.14Organizationstructure§14.3NewDesignOptionsSincetheearly1980s,helpfirmscompeteeffectively;theadvancementofITBusinessProcessReengineering1.TheteamstructureTheuseofteamsasthecentraldevicetocoordinateworkactivitiesbreaksdowndepartmentalbarriers,requireemployeestobegeneralistsaswellasspecialistsinlargeorganization,complementbureaucracy,achievetheefficiencyofbureaucracy’sstandardizationwhilegainingteam’sflexibility2.ThevirtualorganizationAsmall,coreorganizationthatoutsourcesmajorbusinessfunctionssmallexecutivegroupoverseeactivitiesdoneinhouse,coordinatethenetworkofrelationshipswithoutsourcefirm.

highlycentralized,withlittleornodepartmentalizationfocusoncorecompetency:design,marketing,brandname;incontrasttocontrolthroughownership?advantage:allowsomeonewithaninnovativeidea&littlemoneytocompeteagainstlargecompanydrawback:reducemanagement’scontrolover--3.TheBoundarylessOrganizationAnorganizationthatseekstoeliminatethechainofcommand,havelimitlessspanofcontrol,&replacedepartmentswithempoweredteamsremovingvertical&horizontalboundaries--flattenthehierarchy,status&rankareminimized,breakdownexternalboundaries(barrierstoconstituencies&barrierscreatedbygeography)--globalization,strategicalliances,custom-organizationlinkage,telecom.Intra--interorganizationalnetwork4.TheFeminineOrganizationAnorganizationcharacterizedbyhumanistictreatmentofindividuals,nonopportunism,careersdefinedthroughservicetoothers,commitmenttoemployeegrowth,creationofacaringcommunity,&powersharingnonopportunistic.Relationshipsareseenaspossessingvalueinthemselves,ratherthanameanwomenpreferedorganizationsthatemphasizedrelatedness&connectingwithothersessentiallymanagedby&forwoman,MaryKayCosmeticsChap.14Organizationstructure§14.4Whydostructuresdiffer?1.Mechanisticvs.OrganicModelMechanisticOrganichighspecializationcross-functionalteamsrigiddepartmentalizationcross-hierarchicalclearchainofcommandfreeflowofinformationnarrowspanofcontrolwidecentralizationdecentralizationhighformalizationlow2.StrategyStructurefollowstrategyMission--Strategy,Assessenvironment--Businessactivitiesinnovation:emphasizestheintroductionofmajornewproducts&services-----organiccost-minimization:emphasizestightcostcontrols,avoidanceofunnecessaryinnovationormarketingexpenses,price-cutting--mechanistic,tightcontrolimitation:seekstomoveintonewproductsornewmarketsonlyaftertheirviabilityhasalreadybeenproven---organic&mechanistic3.SizeAnorganization’ssizesignificantlyaffectsitsstructurelargeorganizationstendtohavemorespecialization,moredepartmentalization,moreverticallevels,&morerules®ulationsthandosmallorganizationsizeaffectsstructureatadecreasingrate.4.Te斜chno愉logyHow狗ano慢rgan功izat赚ion滑tran但sfer移its破inp放uts赢into烤out陶putsdegr魔eeo爆fro逃utin俩enes箩s:a滴utom朝ated演&s心tand耻ardi斜zed胞oper策atio甘ns;什cost糠omiz推edrout番ine盈task厦s--t徐alle纪r,mo泥red营epar麦tmen咏tali统zed论stru秀ctur欠e;fo继rmal匠ized滥doc销umen裕tati娇ontec便hno北log品y-c妈ent双ral夸iza茫tio匀nr水ela民tio碰ni叼sm妥ode例rat玻ed镜by烈the止de验gre堡eo歌ff廉orm贞ali政zat闹ion许;bo决th枪con拿tro制lm浊ech梢ani茎sms虫--s正ubs刃tit念ute腾on钓ef宇or嫂the宿ot饺her贝r滨out总ine古te缺chn熔olo坊gy拳lea扒dt振oc琴ent监ral傲iza估tio给n?5.En稼viro尘mentThos垫ein叶stit婆utio搏nso正rfo旬rces李out列side住the周org凭aniz赢atio敏nth发atp随oten已tial欢lya娃ffec期tit倾spe凳rfor级manc等e3di角mens渠ions努of词envi调ronm研enta喉lun烟cert岗aint味y触the仍more疑sca睁rce,台dyna瓶mic,蔬&co顽mple煮xth短een所viro举nmen补t,th斗emo降reo势rgan宴iccapa侧city:the启deg线ree挡tow驶hich节it底can符supp孤ort歇grow忌th.曾A出bund延ant刮capa呀city件lea雾ver逢oom诊for笨--t裁oma筝kem蜘ista蹈kesvol堪ati荒lit躁y:t延he乌deg掀ree病of袋in袄sta擦bil租ity斥in鼻an块--银.鱼St睁ati看c惕eas弊yt鸣op史red伍ict侵ac何cur单ate萝ly乎--馋l搁ow暮unp竿red欧ict弹abi峰lit肾ycom问ple经xit面y:t盈he姑deg塌ree喘of所he嘉ter天oge照nei票ty恢&c服onc凝ent底rat苏ion醒am排ong姨--刮el什eme订nts骑sim根pleCha闷p.绝14姓Org愚ani馋zat吼ion哀st使ruc斥tur攻e§14.党5O威rgan布izat维ion倍desi怠gns坐&Em旋ploy墙eeb接ehav韵iorhav日ep炮rof督oun城de瓦ffe雕cts旁on钳it沙sm色emb援ersNog岁ener职aliz慎atio偷nind潜ivi仿dua琴ld乓iff确ere尝nceSpec型iali隔zati数onc忘ondu边cive市to怎high盟pro你duct葬ivit湿yat家the回pri珍ceo哀fre嫁duce达djo绑bsa伤tisf蜜acti详onthe甩re叙is滩sti丈ll哄as础egm椒ent裹of状th谨ew界ork孩fo抗rce彩pr爱efe阳rs品the热ro磨uti析ne贴&r游epi唇tit概ive悄nes昼so贼fh绞igh层ly耍spe泼cia英liz名ed桶jobnoe扶vide穴nce披supp师orts冤ar补elat援ion幸betw缴een要span央of难cont骂rol脉&em拒ploy奋eep截erfo跑rman作cesom肾eon认ep接ref锣ers用th泥es择ecu签rit时yo迁fa堡bo己ss聪ava燥ila述ble榆atall奖time绍m掠anag捧er’s烫job闭sat波isfa绢ctio影nin灭crea惯ses仰asfair桑lys宅tron压gev稠iden品cel给inki闲ngc抗entr昼aliz红atio锐n&德job厨sati店sfac延tion鼠:the峡de训cen萍tra摸liz叔ati命on-捎-sa宰tis敞fac钢tio框nr狸ela愿tio粥nsh沙ip便is剃str耗ong呆est徐wi飘th澡emp盼loy远ees虽wi央th榜low边se筑lf-通est脚eemChap寻.15赚Te识chno割logy编,wor口kde吗sign冠&s锡tres揪s§14.愧1Wo索rkS竖tres间s1.D废efi涛nit丽ionAdy中nami以cco管ndit娇ion歪inw瞧hich韵an姻indi翁vidu有ali串sco扰nfro馋ntw晨ith补anoppo泰rtun弃ity,cons役trai豆nt,ordem典andrela萌ted魂tow将hat首he(s钳he)严desi辟res殊&fo娃rwh杰ich既the姐outc冈ome位isp抗erce躁ived咱to怖beb公othunc听ert械ain&impo胃rtan而t.(ne朽cess佳ary)neg钓ati井ve饺con叠tex糖t,p名osi重tiv机ev烫alu忍e--麻pot糟ent仰ial考ga甜incons怨trai字nts:for绣ces信that街pre座vent里ind冻ivid益uals期fro茄mdo挪ing等what延the场yde增siredem却and悦s:lo饱ss蒙of运sth堪.d击esi货red2.P奖ote榆nti禁al尖Sou或rce贷so绸fS迷tre匀ss(1)坚Env岔iro害nme泰nt皱fac幸tor抗sEcon枯omic祥unc沈erta找inti随es:饿down碑ward达swi花ngs叠lead乏to镜layo皇ffs,很redu切ced统pay,注shor指ter纤work涝week循sPol先iti浑cal驱u吐nce单rta葱int母ies雅&岗soc己ial轻is效sue拾s:剥c南onf潮lic诵to滴ft咽err完ito使ry,思eth赤nic量al,衰gro贩up妇int愤ere童sttec文hno庆log座ica奋lu昼nce饮rta爹int蛮y:育tec贪hno利log弹ica敬li颈nno冠vat驶ion站,de单ski螺ll2.Po翠tent凑ial耍Sour飞ces视ofS钩tres传s(2)O煤rgan经izat雕iona津lfa帐ctor狼sTask铸dem赵ands:des指ign慈ofo胁ne’s壶job达(aut脊onom严y,v映arie消ty,a招utom霜atio配n),w假orki锻ngc汉ondi迟tion戒,phy汇sica献lla而youtrol损ed蚂ema枯nds:rol琴eco烫nfli巨cts,侧over茎load植,amb窜igui梅tyinte案rper粒sona剩lde束mand挽s:soc盖ial兔supp余ort去from守--,orga盐.st刻ruct渴ure:com扛plex懂,dis批cret西ion,愉part地icip泳atio陈nlea谨der伞shi菜p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