学生版 Ch01 organization structure(1).ppt

1、Foundations of Organization Structure (1),Part one organizational structure Chapter 01,151,Basic Concepts,Organizational Structure: The formal configuration between individuals and groups with respect to the allocation of tasks, responsibilities, and authorities within organizations. Organizational

2、Chart: A diagram representing the connections between the various departments within an organization: a graphic representation of organizational design.,152,What Is Organizational Structure?,An organizational structure defines how job tasks are formally divided, grouped, and coordinated. 组织结构是指对于工作任

3、务如何进行分工，分组和协调合作。,153,Organizational Structure,There are six key elements: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization,154,Organizational Structure,Six key questions that managers need to answer in designing the proper org

4、anizational structure.,To what degree are tasks subdivided into separate jobs? 任务被细分的程度 Work specialization 工作专门化,155,Organizational Structure,Six key questions that managers need to answer in designing the proper organizational structure.,2. On what basis will jobs be grouped together? 工作组合的基础 Depa

5、rtmentalization 部门化,156,Organizational Structure,Six key questions that managers need to answer in designing the proper organizational structure.,3. To whom do individuals and groups report? 员工与群体的汇报对象 Chain of command 命令链,157,Organizational Structure,Six key questions that managers need to answer i

6、n designing the proper organizational structure.,4. How many individuals can a manager efficiently and effectively direct? 经理有效直接领导的员工数量 Span of control 控制跨度（管理幅度）,158,Organizational Structure,Six key questions that managers need to answer in designing the proper organizational structure.,5. Where d

7、oes decision-making authority lie? 决策权的分配 Centralization and decentralization 集权与分权,159,Organizational Structure,Six key questions that managers need to answer in designing the proper organizational structure.,6. To what degree will there be rules and regulations to direct employees and managers? 经理

8、员工受组织规则约束的程度 Formalization 正规化,1510,Organizational Structure,There are six key elements: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization,1511,Work Specialization,Work specialization describes the degree to which tasks in the

9、organization are subdivided into separate jobs. 工作专门化描述组织中把工作任务分成若干步骤来完成的细化程度。,1512,Work Specialization,Advantages: 1) Management saw this as a means to make the most efficient use of employees skills. 管理层将工作专门化作为有效利用员工技术的手段。 2) Training for specialization is more efficient from the organizations pe

10、rspective. (easier and less costly to find and train workers to do specific and repetitive tasks.) 从组织的角度来看，进行专业化培训也是非常有效的。,1513,Work Specialization,Problems created by the widely introduction of work specialization:,The human diseconomies from specialization boredom, fatigue, stress, low productivi

11、ty, poor quality, increased absenteeism, and high turnover more than offset the economic advantages.,Productivity could be increased by enlarging the scope of job activities.,1514,Economies and Diseconomies of Work Specialization,E X H I B I T,1515,Most managers today see work specialization as neit

12、her obsolete nor as an unending source of increased productivity. Managers recognize the economies and problems 当今大多数经理人并不认为工作专门化已经过时，也不认为它还是提高生产率的不竭之源。,Work specialization,Broaden scope of jobs,1516,Organizational Structure,There are six key elements: Work specialization Departmentalization Chain o

13、f command Span of control Centralization and decentralization Formalization,Grouping Activities By: Function Product Geography Process Customer,Departmentalization The basis by which jobs are grouped together. 部门化: 将工作组合在一起的基础。,1518,Departmentalization,Categories of departmentalization Function depa

14、rtmentalization 职能型部门化 Product departmentalization 产品型部门化 Geography departmentalization 地区型部门化 Process departmentalization 生产过程型部门化 Customer departmentalization 顾客型部门化,1519,Function departmentalization 职能型部门化,Function departmentalization advantage: obtaining economies of scale (efficiencies),1520,De

15、partmentalization,Categories of departmentalization Function departmentalization 职能型部门化 Product departmentalization 产品型部门化 Geography departmentalization 地区型部门化 Process departmentalization 生产过程型部门化 Customer departmentalization 顾客型部门化,1521,Product departmentalization 产品型部门化,Product departmentalization

16、 The major advantage grouping: increased accountability for product performance under a single manager. 产品部门化的优势：产品绩效由单个经理人负责，增加责任意识。,1522,Departmentalization,Categories of departmentalization Function departmentalization 职能型部门化 Product departmentalization 产品型部门化 Geography departmentalization 地区型部门化

17、 Process departmentalization 生产过程型部门化 Customer departmentalization 顾客型部门化,1523,Geography departmentalization 地区型部门化,Geography departmentalization Each regions is a department organized around geography Customers scattered over geographic area and have similar needs based on location 根据地理，每一个地区就是一个部门

18、 顾客在地理上分布，在相同的地区有类似的需求,1524,Departmentalization,Categories of departmentalization Function departmentalization 职能型部门化 Product departmentalization 产品型部门化 Geography departmentalization 地区型部门化 Process departmentalization 生产过程型部门化 Customer departmentalization 顾客型部门化,1525,Process departmentalization 生产过程

19、型部门化,Process departmentalization Each department specializes in one specific phase in the production process. 生产部门化：每一个部门对生产过程的某一过程专门化,1526,Departmentalization,Categories of departmentalization Function departmentalization 职能型部门化 Product departmentalization 产品型部门化 Geography departmentalization 地区型部门

20、化 Process departmentalization 生产过程型部门化 Customer departmentalization 顾客型部门化,1527,Customer departmentalization 顾客型部门化,Customer departmentalization Customers in each department have a common set of problems and needs that can best be met by having specialists for each. 顾客型部门化：在不同部门的顾客有共同的问题和需求，从而他们对需求能

21、被部门专家满足。,1528,Departmentalization,Categories of departmentalization Function departmentalization 职能型部门化 Product departmentalization 产品型部门化 Geography departmentalization 地区型部门化 Process departmentalization 生产过程型部门化 Customer departmentalization 顾客型部门化,1529,Organizational Structure,There are six key ele

22、ments: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization,1530,Chain of Command,The chain of command An unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to

23、whom. 命令链 一种不间断的权力路线，从组织的最高层扩展到最基层，澄清谁向谁报告工作。,“To whom do I go if I have a problem?” “To whom am I responsible?”,1531,Chain of Command,Two complementary concepts: authority and unity of command,1532,Chain of Command,Authority the rights inherent to management to give orders and expect the orders to

24、be obeyed. 权威 管理职位所固有的发布命令并期望命令被执行的权力。,Each managerial position is given a place in chain of command. 每个管理岗位在命令链 中都有一个位置。,1533,Chain of Command,unity-of-command preserve the concept of an unbroken line of authority. a person should have only one superior to whom he/she is directly responsible. 命令统一性

25、 该原则有助于保持权威链条的连续性。它意味着，一个人应当对一个主管，且只对一个主管直接负责。,Cope with conflicting demands or priorities from superiors. 避免冲突的指令或 指令优先性 。,1534,Chain of command have less relevance: 1) information-technology communication channels 2) empowered employees 3) popularity of self-managed team and cross-functional team,

26、1535,Organizational Structure,There are six key elements: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization,1536,Span of Control,Span of control The number of subordinates a manager can efficiently and effectively direct. 控制幅度

27、一个经理人可有效地指导其下属的人数。,All things being equal, the wider or larger the span, the more efficient the organization. 在其它条件相同的情况下，控制幅度越大，组织越有效。,1537,Wider spans,Advantage: Efficient in terms of cost Disadvantage: Meager leadership and support,1538,Narrow spans,Advantages of narrow spans Close control 紧密控制,D

28、rawbacks of narrow spans Expensive management 昂贵的管理 2) Complex vertical communication (isolation top management) 复杂的垂直沟通 3) Tight supervision (discourage autonomy) 严厉的监管,1539,Span of Control,Wider spans of control reduce costscut overhead empower employees increase flexibility get closer to customer

29、s speed up decision-making,employee training co-worker support,1540,Organizational Structure,There are six key elements: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization,1541,Centralization refers to the degree to which decisi

30、on-making is concentrated at a single point. 集权化是指组织中的决策权集中于一点的程度。 Decentralization refers to the decision discretion is pushed down to lower-level employees. 分权化是指决策自由被下放到低层员工。,1542,Decentralized organization flexible responsive organization: action can be taken more quickly, more people provide in

31、put into decisions employees are less likely to feel alienated,1543,Organizational Structure,There are six key elements: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization,1544,Formalization refers to the degree to which jobs wi

32、thin the organization are standardized. 正规化是指组织中的工作实行标准化程度。,1545,Formalization,A highly formalized job: explicit job descriptions many organizational rules clearly-defined procedures,1546,A highly formalized job: gives the job incumbent a minimum amount of discretion over what is to be done when it

33、is to be done how it should be done 如果一种工作的正规化程度高，就意味着做这项工作的人对工作内容，工作时间，工作手段没有多大自主权。,1547,Low formalization: job behaviors are relatively non-programmed employees have a freedom to exercise discretion 低工作规范化员工的工作行为相对没有程序化，员工在开展工作时有较大的自由度。,1548,Organizational Structure,There are six key elements: Wor

34、k specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization,1549,Common Organizational Designs,Simple structure The bureaucracy The matrix structure,1550,The Simple Structure,Simple structure A structure characterized by a low degree of dep

35、artmentalization, wide spans of control, authority centralized in a single person (centralization), and little formalization. 简单结构: 这种结构的部门化程度很低，控制跨度宽，权力集中在一个人手中，正规化程度低。,1551,The Simple Structure,Simple structure isnt limited to small organizations. Large organization have succeeded with simple stru

36、cture.,1552,The strength of the simple structure lies in its simplicity. 简单结构的优势在于它的简单。 Simple structure: fast, flexible, inexpensive to maintain clear Accountability,1553,Major weaknesses: As organization grows, low formalization and high centralization tend to create information overload at the to

37、p. Risky everything depends on one person. 风险性一切都取决于一个人。,One heart attack to destroy the organizations information and decision-making center.,1554,Simple Structure The strength: lies in its simplicity 简单结构的优势在于它的简单。 Major weaknesses: Risky everything depends on one person. 风险性一切都取决于一个人。,1555,Common

38、 Organizational Designs,Simple structure The bureaucracy The matrix structure,The Bureaucracy,The bureaucracy is characterized by: tasks that are grouped into functional departments 任务被分化在不同的职能部门 highly routine operating tasks achieved through specialization 通过专业化运作完成高度程序化任务 centralized authority 高度

39、化集权 narrow spans of control 狭小控制幅度 decision making that follows the chain of command 依据命令链决策 formalized rules and regulations 高度的规则与制度,1557,The strength of the bureaucracy 1) ability to perform standardized activities in efficient manner 能够高效地标准化运作 2) access to less costly lower-level managers by su

40、bstituting rules and regulations with managerial discretion 通过规则替代经理决策，从而获得低成本经理人,1558,Major weaknesses of the bureaucracy: 1) Specification creates subunit conflicts functional unit goals override organizational goals 职能部门目标与组织目标冲突 2) Obsessive concern with following the rules no room for modification 经理决策与员工行为受到规则约束,1559,Common Organizational Designs,Simple structure The bureaucracy The