管理学Organization structurePPT课件

.,Organizationstructure,12106孙蕊,.,catalogue,Typicaltypes,Influencingfactors,changes,definition,.,Definitionoforganizationstructure,Frameworkdefinestheboundariesoftheformalorganizationandwithinwhichtheorganizationoperates.Thestructureofanorganizationreflectshowgroupscompeteforresources,wherevariousresponsibilitieslie,howinformationistransmitted,howdecisionaremade,.,Influencingfactors,size,environment,strategy,technology,.,strategy,.,Twotypesofstrategy,Strategy-structurerelationship:1.Differentiationstrategystructure：lowinspecialization，formalization，cartelization(flexibility)2.Cost-leadershipstrategystructure:rigid,specialized,centralized(stability),.,size,Smallorganization:lessdivisionoflabor,fewerrulesandregulations,andmorecentralization.Largeorganization:morespecialized,morestandardized,andmoredecentralized.Thesize-structurerelationshipisnotlinear.,.,Environment,Mechanisticorganization机械组织:arigiddelineationoffunctionalduties,precisejobdescriptions,fixedauthorityandresponsibility,andawell-developedorganizationalhierarchy(stableenvironment).Organicorganization有机组织:lowspecialization,formalizationandcentralization(dynamicanduncertainenvironment).,.,technology,Theratioofmanagersandsupervisorstototalpersonnel&technicalcomplexityincreased.,Thenumberoflevelsinanorganization&technicalcomplexity,Firmsemployingroutinetechnologystandardizedfirmswithlessroutinetechnologyorganic.,.,changes,Flextime,Outsourcing,Telecommuting,Jobsharing,.,1.outsourcing:thepracticeofsubcontractingcertainworkfunctionstoanindependentoutsideentity.2.telecommuting:thepracticeofworkingathome&beingabletointeractwiththeoffice.3.flextime：haring：twoormorepart-timeemployeesperformingajobthatwouldnormallybeheldbyonefull-timeemployee.,.,solution:adoptcontingencyapproachassessingtheserelevantfactorsandchangesdesigningthemostappropriatestructureforthesituation.,.,Typicaltypesoforganizationstructures,1.Lineandstaffstructure:anadditionofstaffspecialiststotheverticallinesbetweendifferentlevels.linefunctions:functionsdirectlyinvolvedinproducingandmarketingtheorganizationsgoodsandservices.stafffunctions:advisoryfunctioncontributetotheefficiencyandmaintenanceoftheorganization.,.,Conflict:linemanagers&staffspecialists,Disadvantages,Advantages,.,2.Divisioanlstructure:anorganizationdesignmadeupofself-containedunitsordivisions.Usually,thedivisionalstructureisbuiltonproductdepartmentalization.,.,Advantages,Disadvantages,.,3.Matrixstructure:anorganizationinwhichspecialistsfromfunctionaldepartmentsaredesignedtoworkononeormoreprojectsledbyaprojectmanager.uniquecharacteristicofthematrixEmployeesinthisstructurehaveatleasttwobosses,.,4.Virtualorganization:businesspartnersandteamsworktogetheracrossgeographicalororganizationalboundariesbymeansofinformationtechnology(alsocallednetworkorganization,orboundarylessorganization).Technologyplaysacentralroleinallowingvirtualorganizationstoform.,.,Trendsinorganizationstructure,1.flattening:thetransitionofanorganizationfromatallstructuretoaflatstructure.2.teams:consistentirelyofworkgroupsorteams.3.reengineering:thefundamentalrethinkingandradicalredesigningofbusinessprocesses.4.SBU(strategybusinessunits):distinctlittlebusinesssetupasunitsinalargercompanytoensurethatcertainproductsorproduct