管理学原理ChOrganizationalStructureandDesignPPT课件

1、1,STEPHEN P. ROBBINS,MARY COULTER,9th ed.,Chapter Six,Organizational Structure and Design,2,Outline,Defining Organizational Structure Work specialization Departmentalization Chain of command Span of control Centralization & decentralization Formalization,Organizational Design Decisions Mechanistic v

2、s organic Contingency factors strategy technology size environment,Common Organizational Designs Traditional Contemporary,3,Purposes of Organizing,Divides work to be done into specific jobs and departments. Assigns tasks and responsibilities associated with individual jobs. Clusters jobs into units.

3、 Coordinates diverse organizational tasks. Establishes formal lines of authority. Allocates and deploys organizational resources.,4,1. Organizational Structure,Organizational Structure The formal arrangement of jobs within an organization. Key structural elements Work specialization Departmentalizat

4、ion Chain of command Span of control Centralization and decentralization Formalization,5, Work Specialization The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person. An important organizing mechanism but not a source of ever-increa

5、sing productivity. Overspecialization can result in boredom, fatigue, poor quality, higher employee turnover.,return,6, Departmentalization The basis on which jobs are grouped together. Departmentalization by type Functional Product Geographic Process Customer Cross-functional teams 跨职能团队 Groups of

6、experts in various specialties who work together,7,Functional Departmentalization,Advantages Efficiencies from putting together similar specialties and people with common skills, knowledge, and orientations Coordination within functional area In-depth specialization Disadvantages Poor communication

7、across functional areas Limited view of organizational goals,8,Geographical Departmentalization,Advantages More effective and efficient handling of specific regional issues that arise Serve needs of unique geographic markets better Disadvantages Duplication of functions Can feel isolated from other

8、organizational areas,9,Product Departmentalization,+Allows specialization in particular products and services +Managers can become experts in their industry +Closer to customers Duplication of functions Limited view of organizational goals,10,Process Departmentalization,+More efficient flow of work

9、activities Can only be used with certain types of products,11,Customer Departmentalization,+ Customers needs and problems can be met by specialists - Duplication of functions - Limited view of organizational goals,return,12, Chain of Command The continuous line of authority that extends from upper o

10、rganizational levels to the lowest levels and clarifies who reports to who. Authority The rights inherent in a managerial position to tell people what to do and to expect them to do it. Responsibility The obligation to perform assigned duties. Unity of Command The concept that each person should rep

11、ort to only one manager.,return,13, Span of Control The number of employees a manager can effectively and efficiently manage. Width of span affected by Skills and abilities of the manager and employees Similarity and complexity of tasks Standardization of procedures Physical proximity of subordinate

12、s,14,Contrasting Spans of Control,return,15, Centralization The degree to which decision-making is concentrated at a single point in the organizations. Decentralization The degree to which lower-level employees provide input or actually make decisions. Employee empowerment Increasing the decision-ma

13、king authority of employees,16,Factors Influencing the degree of Centralization,More Centralization Environment is stable. Lower-level managers are not as capable or experienced at making decisions as upper-level managers. Lower-level managers do not want to have a say in decisions. Decisions are re

14、latively minor. Organization is facing a crisis or the risk of company failure. Company is large. Effective implementation of company strategies depends on managers retaining say over what happens.,More Decentralization Environment is complex, uncertain. Lower-level managers are capable and experien

15、ced at making decisions. Lower-level managers want a voice in decisions. Decisions are significant. Corporate culture is open to allowing managers to have a say in what happens. Company is geographically dispersed. Effective implementation of company strategies depends on managers having involvement

16、 and flexibility to make decisions.,return,17, Formalization The degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures. Highly formalized jobs offer little discretion over what is to be done. Lower formalization mean

17、s fewer constraints on how employees do their work.,18,Mechanistic versus Organic Organization, High specialization Rigid departmentalization Clear chain of command Narrow spans of control Centralization High formalization, Cross-functional teams Cross-hierarchical teams Free flow of information Wid

18、e spans of control Decentralization Low formalization,19,2. Structural Contingency Factors,Strategy Size Technology Environmental uncertainty,20, Strategy and Structure Organizational structure follows strategy. Strategy frameworks Innovation Pursuing competitive advantage through innovations favors

19、 organic structure. Cost minimization Focusing on tightly controlling costs requires mechanistic structure. Imitation Minimizing risks and maximizing profitability by copying market leaders requires both organic and mechanistic elements.,21, Size and Structure As organization grows larger, its struc

20、ture tends to be more mechanistic. Technology and Structure Organizations with more routine technology are more mechanistic. Environmental Uncertainty and Structure Mechanistic organizational structures Effective in stable and simple environments. Organic organizational structures Suited for dynamic

21、 and complex environments.,22,3. Common Organizational Designs,3.1 Traditional Organizational Designs Simple structure Low departmentalization, wide spans of control, centralized authority, little formalization. (for small business) Functional structure Departmentalization by function Operations, fi

22、nance, HR, R&D Divisional structure 事业部型结构 Composed of separate semi-autonomous business units or divisions under the coordination and control the parent corporation.,23,Strengths and Weaknesses of Traditional Organizational Designs,24,3.2 Contemporary Organizational Designs, Team structure Matrix a

23、nd project structure Boundaryless structure 无边界组织,25,Contemporary Organizational Designs,26,Contemporary Organizational Designs,27,An Example of a Matrix Organization,28,Structures for Boundaryless Organization Virtual Organization 虚拟组织 An organization that consists of a small core of full-time empl

24、oyees and that temporarily hires specialists to work on opportunities that arise. Network Organization 网络化组织 A small core organization that outsources major business functions (e.g. manufacturing) in order to concentrate what it does best. Modular Organization 标准化组织 A manufacturing organization that

25、 uses outside suppliers to provide product components for its final assembly operations.,29,The Learning Organization An organization that has developed the capacity to continuously learn, adapt, and change through the practice of knowledge management by employees. Characteristics of a learning orga

26、nization: An open team-based organization design that empowers employees Extensive and open information sharing Leadership that provides a shared vision of the organizations future, support and encouragement A strong culture of shared values, trust, openness, and a sense of community.,30,Learning Outcome,Defining Organizational Structure Discuss the traditional and contemporary views of work specialization, chain of com