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Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,91,OrganizationalStructureandDesign,Chapter9,ManagementStephenP.RobbinsMaryCoulter,tenthedition,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,92,LearningOutcomesFollowthisLearningOutlineasyoureadandstudythischapter.,9.1DefiningOrganizationalStructureDiscussthetraditionalandcontemporaryviewsofworkspecialization,chainofcommand,andspanofcontrol.Describeeachofthefiveformsofdepartmentalization.Differentiate,authority,responsibility,andunityofcommand.Explainhowcentralizationdecentralizationandformalizationareusedinorganizationaldesign.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,93,LearningOutcomes,9.2MechanisticandOrganicStructuresContrastmechanisticandorganicorganizations.Explainthecontingencyfactorsthataffectorganizationaldesign.9.3CommonOrganizationalDesignsContrastthethreetraditionalorganizationaldesigns.Describethecontemporaryorganizationaldesigns.Discusstheorganizationaldesignchallengesfacingmanagerstoday.,4,有两个划船队，J队和M队要进行划船比赛。两队经过长时间的训练后，进行了正式比赛，结果M队落后J队1公里，输给了J队。M队领导很不服气，决心总结教训，在第二年比赛时，一定要把第一名夺回来。通过反复讨论分析，发现J队是八个人划桨，一个人掌舵；而M队是八个人掌舵，一个人划桨。不过，M队领导并没有看重这点区别，而是认为，他们的主要教训是八个人掌舵，没有中心，缺少层次，这是失败的主要原因。,5,于是，M队重新组建了船队的领导班子。新班子结构如下四个掌舵经理，三个区域掌舵经理，一个划船员，还专设一个勤务员，为船队领导班子指挥工作服务，并具体观察、督促划船员的工作。这一年比赛的结果是J队领先2公里。M队领导班子感到脸上无光，讨论决定划船员表现太差，予以辞退。勤务员监督工作不力，应予处分，但考虑到他为领导班子指挥工作的服务做得较好，将功补过，其错误不予追究；领导班子成员每人发给一个红包，以奖励他们共同发现了划船员工作不力的问题。,南通大学商学院工商管理教室,6,Implications:,1.Whateveractivityweareengagedin,toachievethegoals,thereshouldbeanorganization2.thereshouldbejobdivision,witheveryorganizationdoingdifferentjob,whichformsitsinternalstructure,namelyorganizationalstructure3.Asanorganization,becauseofitsdifferentinternalstructure,itsperformancewillbedifferent.,好好学习天天向上,1.Organizationandorganizationalstructure,Adeliberatearrangementofpeopletoaccomplishsomespecificgoals组织是人们为了实现某一个特定目的而形成的系统集合,A：Commongoalsarethepreconditionfortheexistenceoforganization共同目标的存在是组织存在的前提,B:Ifthereisnodivisionoflabororcooperation,thereisnoorganization.没有分工与合作的群体不是组织,C：Organizationneedstohavedifferentlevelofauthorityandaccountability组织要有不同层次的权力与责任制度。,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,98,2.Organizingwork,Dividesworktobedoneintospecificjobsanddepartments.Assignstasksandresponsibilitiesassociatedwithindividualjobs.Coordinatesdiverseorganizationaltasks.Clustersjobsintounits.Establishesrelationshipsamongindividuals,groups,anddepartments.Establishesformallinesofauthority.Allocatesanddeploysorganizationalresources.,3.OrganizationalDesign:Aprocessinvolvingdecisionsaboutsixkeyelements,A:Workspecialization（工作专门化）whattodoarrangementoftasksB:Departmentalization（部门化）whoistodothetaskarrangementofpeopleandpositionsC:Chainofcommand（指挥链）whoistocommandwhoamIresponsibleforD:Spanofcontrol（管理幅度）HowmanypeopledoImanage?E:Centralizationanddecentralization（集权与分权）howmuchpowerdothelowerlevelmanagersandemployeeshaveF:Formalization（正规化）thedegreeofworkstandardization,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,99,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,910,OrganizationalStructure-theformalarrangementofjobswithinanorganization,3.1.WorkSpecializationThedegreetowhichtasksintheorganizationaredividedintoseparatejobswitheachstepcompletedbyadifferentperson.Overspecializationcanresultinhumandiseconomiesfromboredom,fatigue,stress,poorquality,increasedabsenteeism,andhigherturnover.,11,2020/5/2,SpecializationofFinancialWork,CFO：DepartmentManagerGeneralLedgerAccountant：ViceDepartmentManagerAccountant（cost）：costaccountingAccountant（Accountspayablemechanisticstructuresneedstableenvironments.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,932,ContingencyFactors(contd),StrategyFrameworks:InnovationPursuingcompetitiveadvantagethroughmeaningfulanduniqueinnovationsfavorsanorganicstructuring.CostminimizationFocusingontightlycontrollingcostsrequiresamechanisticstructurefortheorganization.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,933,ContingencyFactors(contd),4.1StrategyandStructureAchievementofstrategicgoalsisfacilitatedbychangesinorganizationalstructurethataccommodateandsupportchange.4.2SizeandStructureAsanorganizationgrowslarger,itsstructuretendstochangefromorganictomechanisticwithincreasedspecialization,departmentalization,centralization,andrulesandregulations.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,934,ContingencyFactors(contd),4.3TechnologyandStructureOrganizationsadapttheirstructurestotheirtechnology.Woodwardsclassificationoffirmsbasedonthecomplexityofthetechnologyemployed:UnitproductionofsingleunitsorsmallbatchesMassproductionoflargebatchesofoutputProcessproductionincontinuousprocessofoutputsRoutinetechnology=mechanisticorganizationsNon-routinetechnology=organicorganizations,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,935,ContingencyFactors(contd),4.4EnvironmentalUncertaintyandStructureMechanisticorganizationalstructurestendtobemosteffectiveinstableandsimpleenvironments.Theflexibilityoforganicorganizationalstructuresisbettersuitedfordynamicandcomplexenvironments.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,936,Exhibit96WoodwardsFindingsonTechnology,Structure,andEffectiveness,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,937,5.CommonOrganizationalDesigns,5.1TraditionalDesignsSimplestructureLowdepartmentalization,widespansofcontrol,centralizedauthority,littleformalizationFunctionalstructureDepartmentalizationbyfunctionOperations,finance,marketing,humanresources,andproductresearchanddevelopmentDivisionalstructureComposedofseparatebusinessunitsordivisionswithlimitedautonomyunderthecoordinationandcontroltheparentcorporation.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,938,Exhibit97StrengthsandWeaknessesofTraditionalOrganizationalDesigns,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,939,OrganizationalDesigns(contd),5.2ContemporaryOrganizationalDesignsTeamstructuresTheentireorganizationismadeupofworkgroupsorself-managedteamsofempoweredemployees.MatrixandprojectstructuresSpecialistsfromdifferentfunctionaldepartmentsareassignedtoworkonprojectsledbyprojectmanagers.Matrixandprojectparticipantshavetwomanagers.Inprojectstructures,employeesworkcontinuouslyonprojects;movingontoanotherprojectaseachprojectiscompleted.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,940,OrganizationalDesigns(contd),ContemporaryOrganizationalDesigns(contd)BoundarylessOrganizationAnflexibleandunstructuredorganizationaldesignthatisintendedtobreakdownexternalbarriersbetweentheorganizationanditscustomersandsuppliers.Removesinternal(horizontal)boundaries:EliminatesthechainofcommandHaslimitlessspansofcontrolUsesempoweredteamsratherthandepartmentsEliminatesexternalboundaries:Usesvirtual,network,andmodularorganizationalstructurestogetclosertostakeholders.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,941,Exhibit98ContemporaryOrganizationalDesigns,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,942,Exhibit98(contd)ContemporaryOrganizationalDesigns,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,943,RemovingExternalBoundaries,VirtualOrganizationAnorganizationthatconsistsofasmallcoreoffull-timeemployeesandthattemporarilyhiresspecialiststoworkonopportunitiesthatarise.NetworkOrganizationAsmallcoreorganizationthatoutsourcesitsmajorbusinessfunctions(e.g.,manufacturing)inordertoconcentrateonwhatitdoesbest.ModularOrganizationAmanufacturingorganizationthatus