组织行为学EN课件Cla.ppt

Chap. 14 Organization structure 14.1 Definition How job tasks are formally divided,grouped High-cost integration, Slowly responsive product Cluster -Multidivisional Sys. Organized around Geography(territory)-scrattered process departmentalization Customer departmentalization 3.Chain of command The unbroken line of authority that extends from the top of the organization to the lowest eschelon drawback: expensive for adding -;complex vertical communication, slow down D-M,isolate upper -;overly tight supervision discourage - autonomy recent efforts to reduce cost,cut overhead,speed up D-M,get closer to customer,empower employees. 5.Centralization 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 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 structure 14.2 Common Organizational design Formal structure-U-type, M-type,Matrix Multiple foci, Conflict Dow Cornning,1967-1976 1.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 levels,a loose body of employees,risky,depends on 1 person. 2.The Bureaucracy A structure with highly routine operating tasks achieved through specialization,very formalized rules get 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. Specialization combines functional reduce bureaupathologies; facilitate the efficient deployment of specialists downside:confusion stress on individuals Chap. 14 Organization structure 14.3 New Design Options Since the early 1980s,help firms compete effectively;the advancement of IT Business Process Reengineering 1.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 bureaucracys standardization while gaining teams flexibility 2.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 departmentalization focus on core competency:design,marketing,brand name;in contrast to control through ownership? advantage: allow someone with an innovative idea costomized 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 outside the organization that potentially affect its performance 3 dimensions of environmental uncertainty the more scarce,dynamic, stress-performance relation,the reaction to stress over time: inverted-U relationship 5.Managing Stress Individual approaches:increase physical exercise,relaxation training,social support network; implementing time-management techniques-making daily lists of activities to be accomplished, prioritizing -by importance & urgency,scheduling - according to prioriti