国际商务管理 Topic

Topic15&16,HRManagement:BusinessOrganizationandOrganizationalStructures&Motivation,Timearrangement:2periodsAims:Tolearntheinstructionoforganizationcharts,andfourformsoforganizationalstructuresTolearnthreetheoriesconcerningmotivationandtheirimplicationsonhowtomotivateworkers.TomastersomeusefulphrasesandexpressionsconcerningbusinessactivityinEnglish,Keywordsandphrases,OrganizationalstructuresBusinessorganizationOrganizationalchartChainofcommandSpanofcontrolCentralizationDecentralizationEntrepreneurshipstructureBureaucraticorpyramidstructureMatrixstructureIndependencestructure,MotivationAbsenteeismProductivityHierarchyofneedsPhysiologicalneedsSafetyneedsBelongingneedsEsteemneedsSelf-actualizationneedsJobsatisfactionJobenrichment,Hygiene卫生/保健Fringebenefit额外福利，边缘福利Intrinsic内在，本质的Extrinsic外因，外在的Supervisoryn/adj监督，管理,Organizationchart,Definition:organizationchartisapictureofthereportingstructureandthedivisionoflabourinanorganization.Thereasonsforbusinessestodraworganizationcharts:TohelptospotcommunicationproblemsTohelpindividualsseetheirpositionandresponsibilitiesTohelptounderstandtherelationshipsToshowdifferentdivisionsofthebusinessTohelptofindwhomakedecisionsforwhomtofollow,Threeorganizationcharts,Chainofcommandandspanofcontrol,Chainofcommand:thewayauthorityisorganizedwithinanorganization.LevelofmanagementinthechaindecidestheeffectivenessofcommunicationThechainofcommand,sometimescalledthescalerchain,istheformallineofauthority,communication,andresponsibilitywithinanorganization.Thechainofcommandisusuallydepictedonanorganizationalchart,whichidentifiesthesuperiorandsubordinaterelationshipsintheorganizationalstructure.Accordingtoclassicalorganizationtheorytheorganizationalchartallowsonetovisualizethelinesofauthorityandcommunicationwithinanorganizationalstructureandensuresclearassignmentofdutiesandresponsibilities.Byutilizingthechainofcommand,anditsvisibleauthorityrelationships,theprincipleofunityofcommandismaintained.Unityofcommandmeansthateachsubordinatereportstooneandonlyonesuperior.,Spanofcontrol:thenumberofpeopleworkingunderamanagerorthenumberofsubordinatesreportingdirectlytoamanager.anarrowspan:tightcontrol,closesupervisionawidespan:lowercostsinsupervision,betterjobsatisfactionSpanofcontrolorspanofmanagementisadimensionoforganizationaldesignmeasuredbythenumberofsubordinatesthatreportdirectlytoagivenmanager.Thisconceptaffectsorganizationdesigninavarietyofways,includingspeedofcommunicationflow,employeemotivation,reportingrelationships,andadministrativeoverhead.Spanofmanagementhasbeenpartofthehistoricaldiscussionregardingthemostappropriatedesignandstructureoforganizations.,Centralizationanddecentralization,Centralizationanddecentralizationreferstothedegreetowhichauthorityisdelegatedinabusiness.CompletecentralizationmeanssubordinateshavenoauthoritytomakedecisionsCompletedecentralizationmeansemployeeshavealltheauthoritytomakedecisions.,Advantagesanddisadvantagesofcentralizationanddecentralization,Differentformsofbusinessstructure,Fourmajortypesofbusinessstructure:TheentrepreneurialstructureThebureaucraticorpyramidstructureThematrixstructureTheindependencestructure,1.Theentrepreneurialstructure,2.Thebureaucraticorpyramidstructure,3.Thematrixstructure,4.Theindependencestructure,Casestudy,Questionsfordiscussion:,Suggestedanswers,Theend,Topic16,HRManagement:Motivation,.Theimportanceforbusinesstomotivateemployees,intheshorttime,alackofmotivationmayleadtoreducedeffortsandlackofcommitmentinworkinthelongrun,alackofmotivationmayresultinhighlevelsofabsenteeism,fallingproductivity,anddecliningprofitforabusiness.,.Threetheories,MaslowshierarchyofneedsDouglasMcGregorsTheoryXandTheoryYHerzbergsTwoFactorTheory,A.Maslowshierarchyofneeds,B.DouglasMcGregorsTheoryXandTheoryY,TheoryXInthistheory,whichhasbeenprovencounter-effectiveinmostmodernpractice,managementassumesemployeesareinherentlylazyandwillavoidworkiftheycanandthattheyinherentlydislikework.managementbelievesthatworkersneedtobecloselysupervisedandcomprehensivesystemsofcontrolsdeveloped.Ahierarchicalstructureisneededwithnarrowspanofcontrolateachandeverylevel.TheoryYInthistheory,managementassumesemployeesmaybeambitiousandself-motivatedandexerciseself-control.Itisbelievedthatemployeesenjoytheirmentalandphysicalworkduties.TheoryXandTheoryYcombinedForMcGregor,TheoryXandYarenotdifferentendsofthesamecontinuum.Rathertheyaretwodifferentcontinuainthemselves.Thus,ifamanagerneedstoapplyTheoryYprinciples,thatdoesnotprecludehimfrombeingapartofTheoryX&Y.,C.HerzbergsTwoFactorTheory,TwoFactorTheorystatesthattherearecertainfactorsintheworkplacethatcausejobsatisfaction,whileaseparatesetoffactorscausedissatisfactionMotivators(e.g.challengingwork,recognition,responsibility)whichgivepositivesatisfaction,arisingfromintrinsicconditionsofthejobitself,suchasrecognition,achievement,orpersonalgrowthHygienefactors(e.g.status,jobsecurity,salaryandfringebenefits)whichdonotgivepositivesatisfaction,althoughdissatisfactionresultsfromtheirabsence.Theseareextrinsictotheworkitself,andincludeaspectssuchascompanypolicies,supervisorypractices,orwages/salary.,Hygienefactorsareneededtoensureanemployeeisnotdissatisfied.Motivationfactorsareneededinordertomotivateanemployeet