Chap.14Organizationstructure§14.1DefinitionHowjobtasksareformallydivided,grouped&coordinated1.WorkSpecialization(labordivision)Towhatdegreearetaskssubdividedintoseparatejobs?Individualsspecializeindoingpartofanactivityratherthantheentire

activityprevalentbythelate1940s:1.efficientusageofemployee’sskill--lesstrainedreplaceskilled.Efficienttraining.2.Employee’sskillsatperformingataskssuccessfullyincreasethroughrepetition---bythe1960s:thehumandiseconomiesfromspecialization--boredom,fatigue,stress,lowproductivity,poorquality,increasedabsenteeism,&highturnover.Enlargethescopeofactivities--doingwhole&completejob,team2.DepartmentalizationThebasisbywhichjobsaregroupedtogetherGroupbyfunction--Deepenspecializedknowledge,Achieveefficienciesthoughspecialization;High-costintegration,Slowlyresponsive

productCluster--MultidivisionalSys.OrganizedaroundGeography(territory)--scratteredprocessdepartmentalizationCustomerdepartmentalization3.ChainofcommandTheunbrokenlineofauthoritythatextendsfromthetopoftheorganizationtothelowesteschelon&clarifieswhoreportstowhomauthority:therightinherentinmanagerialpositiontogiveorders&expecttheorderstobeobeyedunityofcommand:asubordinateshouldhaveonly1superiortowhomhe(she)isdirectlyresponsibleconflictingdemandsorprioritiesfromsuperiorslessrelevancetodaybecauseof--&empowering4.SpanofControlThenumberofsubordinatesamanagercanefficiently&effectivelydirectedorganizationallevel(levelsofmanagement)strengthofsmallspans:maintainclosecontrol;drawback:expensiveforadding--;complexverticalcommunication,slowdownD-M,isolateupper--;overlytightsupervisiondiscourage--autonomyrecenteffortstoreducecost,cutoverhead,speedupD-M,getclosertocustomer,empoweremployees.5.Centralization&DecentralizationThedegreetowhichD-Misconcentratedatasinglepointintheorganizationdecentralization:decisiondiscretionispusheddowntolower-levelemployeesactionscanbetakenmorequicklytosolveproblems;morepeopleprovideinputintodecisions;employeesarelesslikelytofeelalienatedfromthosewhomakethedecisionsthataffecttheirworklivesmarkedtrendtowarddecentralizingD-M,make--moreflexible,responsive6.FormalizationThedegreetowhichjobswithintheorganizationarestandardizednegativelyrelatedtothejobincumbent’sdiscretionoverhisjob.Policy,procedure,rule--professioncomplexity--divisionoflabor,verticallevels,geographicallydispersedChap.14Organizationstructure§14.2CommonOrganizationaldesignFormalstructure----U-type,M-type,MatrixMultiplefoci,ConflictDowCornning,1967--19761.ThesimplestructureAstructurecharacterizedbyalowdegreeofdepartmentalization,widespanofcontrol,authoritycentralizedinasingleperson,littleformalizationlean,flat;2or3verticallevels,aloosebodyofemployees,&1individualinwhomtheD-Mauthorityiscentralizedstrength--fast,flexible,inexpensivetomaintain,&accountabilityisclearweakness--difficulttomaintaininanythingotherthansmallorganization;risky,dependson1person.2.TheBureaucracyAstructurewithhighlyroutineoperatingtasksachievedthroughspecialization,veryformalizedrules®ulations,tasksthataregroupedintofunctionaldepartments,centralizedauthority,narrowspanofcontrol,&D-Mthatfollowsthechainofcommandstrength:performinahighlyefficientmanner;getbynicelywithlesstalentedweakness:subunitconflicts,functionalunitgoalsoverride-;obsessiveconcernwithfollowingtherules.Thepeakofit’spopularityobsolescentinthe1990s:hindersemployeeinitiative--themajorityoflargeorganizationstilltakeonit’sbasiccharacteristics,esp.Specialization&highformalization3.TheMatrixStructureAstructurethatcreatesduallinesofauthority(chainofcommand);combinesfunctional&productdepartmentalizationstrength:facilitatecoordinationwhenorganizationhasamultiplicityofcomplex&interdependentactivities;reducebureaupathologies;facilitatetheefficientdeploymentofspecialistsdownside:confusion&ambiguityfostertheseedsofconflict,powerstruggle;stressonindividualsChap.14Organizationstructure§14.3NewDesignOptionsSincetheearly1980s,helpfirmscompeteeffectively;theadvancementofITBusinessProcessReengineering1.TheteamstructureTheuseofteamsasthecentraldevicetocoordinateworkactivitiesbreaksdowndepartmentalbarriers,requireemployeestobegeneralistsaswellasspecialistsinlargeorganization,complementbureaucracy,achievetheefficiencyofbureaucracy’sstandardizationwhilegainingteam’sflexibility2.ThevirtualorganizationAsmall,coreorganizationthatoutsourcesmajorbusinessfunctionssmallexecutivegroupoverseeactivitiesdoneinhouse,coordinatethenetworkofrelationshipswithoutsourcefirm.

highlycentralized,withlittleornodepartmentalizationfocusoncorecompetency:design,marketing,brandname;incontrasttocontrolthroughownership?advantage:allowsomeonewithaninnovativeidea&littlemoneytocompeteagainstlargecompanydrawback:reducemanagement’scontrolover--3.TheBoundarylessOrganizationAnorganizationthatseekstoeliminatethechainofcommand,havelimitlessspanofcontrol,&replacedepartmentswithempoweredteamsremovingvertical&horizontalboundaries--flattenthehierarchy,status&rankareminimized,breakdownexternalboundaries(barrierstoconstituencies&barrierscreatedbygeography)--globalization,strategicalliances,custom-organizationlinkage,telecom.Intra--interorganizationalnetwork4.TheFeminineOrganizationAnorganizationcharacterizedbyhumanistictreatmentofindividuals,nonopportunism,careersdefinedthroughservicetoothers,commitmenttoemployeegrowth,creationofacaringcommunity,&powersharingnonopportunistic.Relationshipsareseenaspossessingvalueinthemselves,ratherthanameanwomenpreferedorganizationsthatemphasizedrelatedness&connectingwithothersessentiallymanagedby&forwoman,MaryKayCosmeticsChap.14Organizationstructure§14.4Whydostructuresdiffer?1.Mechanisticvs.OrganicModelMechanisticOrganichighspecializationcross-functionalteamsrigiddepartmentalizationcross-hierarchicalclearchainofcommandfreeflowofinformationnarrowspanofcontrolwidecentralizationdecentralizationhighformalizationlow2.StrategyStructurefollowstrategyMission--Strategy,Assessenvironment--Businessactivitiesinnovation:emphasizestheintroductionofmajornewproducts&services-----organiccost-minimization:emphasizestightcostcontrols,avoidanceofunnecessaryinnovationormarketingexpenses,price-cutting--mechanistic,tightcontrolimitation:seekstomoveintonewproductsornewmarketsonlyaftertheirviabilityhasalreadybeenproven---organic&mechanistic3.SizeAnorganization’ssizesignificantlyaffectsitsstructurelargeorganizationstendtohavemorespecialization,moredepartmentalization,moreverticallevels,&morerules®ulationsthandosmallorganizationsizeaffectsstructureatadecreasingrate.4.Te斜chno愉logyHow狗ano慢rgan功izat賺ion滑tran但sfer移its破inp放uts贏into烤out陶putsdegr魔eeo爆fro逃utin倆enes籮s:a滴utom朝ated演&s心tand恥ardi斜zed胞oper策atio甘ns;什cost糠omiz推edrout番ine盈task廈s--t徐alle紀(jì)r,mo泥red營(yíng)epar麥tmen詠tali統(tǒng)zed論stru秀ctur欠e;fo繼rmal匠ized濫doc銷(xiāo)umen裕tati嬌ontec便hno北log品y-c媽ent雙ral夸iza茫tio勻nr水ela民tio碰ni叼sm妥o(hù)de例rat玻ed鏡by烈the止de驗(yàn)gre堡eo歌ff廉orm貞ali政zat鬧ion許;bo決th槍con拿tro制lm濁ech梢ani莖sms蟲(chóng)--s正ubs刃tit念ute騰on釣ef宇or嫂the宿ot餃her貝r濱out總ine古te缺chn熔olo坊gy拳lea扒dt振oc琴ent監(jiān)ral傲iza估tio給n?5.En稼viro塵mentThos墊ein葉stit婆utio搏nso正rfo旬rces李out列side住the周org憑aniz贏atio敏nth發(fā)atp隨oten已tial歡lya娃ffec期tit傾spe凳rfor級(jí)manc等e3di角mens渠ions努of詞envi調(diào)ronm研enta喉lun煙cert崗aint味y觸the仍more疑sca睜rce,臺(tái)dyna瓶mic,蔬&co頑mple煮xth短een所viro舉nmen補(bǔ)t,th斗emo降reo勢(shì)rgan宴iccapa側(cè)city:the啟deg線ree擋tow駛hich節(jié)it底can符supp孤ort歇grow忌th.曾A出bund延ant刮capa呀city件lea霧ver逢oom診for笨--t裁oma箏kem蜘ista蹈kesvol堪ati荒lit躁y:t延he烏deg掀ree病of袋in襖sta擦bil租ity斥in鼻an塊--銀.魚(yú)St睜ati看c惕eas弊yt鳴op史red伍ict侵ac何cur單ate蘿ly乎--饞l擱ow暮unp竿red歐ict彈abi峰lit腎ycom問(wèn)ple經(jīng)xit面y:t盈he姑deg塌ree喘of所he嘉ter天oge照nei票ty恢&c服onc凝ent底rat蘇ion醒a(bǔ)m排ong姨--刮el什eme訂nts騎sim根pleCha悶p.絕14姓Org愚ani饞zat吼ion哀st使ruc斥tur攻e§14.黨5O威rgan布izat維ion倍desi怠gns坐&Em旋ploy墻eeb接ehav韻iorhav日ep炮rof督oun城de瓦ffe雕cts旁on鉗it沙sm色emb援ersNog歲ener職aliz慎atio偷nind潛ivi仿dua琴ld乓iff確ere嘗nceSpec型iali隔zati數(shù)onc忘ondu邊cive市to怎high盟pro你duct葬ivit濕yat家the回pri珍ceo哀fre嫁duce達(dá)djo綁bsa傷tisf蜜acti詳onthe甩re敘is灘sti丈ll哄as礎(chǔ)egm椒ent裹of狀th謹(jǐn)ew界ork孩fo抗rce彩pr愛(ài)efe陽(yáng)rs品the熱ro磨uti析ne貼&r游epi唇tit概ive悄nes晝so賊fh絞igh層ly耍spe潑cia英liz名ed桶jobnoe扶vide穴nce披supp師o(wú)rts冤ar補(bǔ)elat援ion幸betw繳een要span央of難cont罵rol脈&em拒ploy奮eep截erfo跑rman作cesom腎eon認(rèn)ep接ref鑼ers用th泥es擇ecu簽rit時(shí)yo遷fa堡bo己ss聰ava燥ila述ble榆atall獎(jiǎng)time紹m掠anag捧er’s燙job閉sat波isfa絹ctio影nin滅crea慣ses仰asfair桑lys宅tron壓gev稠iden品cel給inki閑ngc抗entr晝aliz紅atio銳n&德job廚sati店sfac延tion鼠:the峽de訓(xùn)cen萍tra摸liz叔ati命on-捎-sa宰tis敞fac鋼tio框nr貍ela愿tio粥nsh沙ip便is剃str耗ong呆est徐wi飄th澡emp盼loy遠(yuǎn)ees雖wi央th榜low邊se筑lf-通est腳eemChap尋.15賺Te識(shí)chno割logy編,wor口kde嗎sign冠&s錫tres揪s§14.愧1Wo索rkS豎tres間s1.D廢efi濤nit麗ionAdy中nami以cco管ndit嬌ion歪inw瞧hich韻an姻indi翁vidu有ali串sco擾nfro饞ntw晨ith補(bǔ)anoppo泰rtun棄ity,cons役trai豆nt,ordem典andrela萌ted魂tow將hat首he(s鉗he)嚴(yán)desi辟res殊&fo娃r(nóng)wh杰ich既the姐outc岡ome位isp抗erce躁ived咱to怖beb公othunc聽(tīng)ert械ain&impo胃rtan而t.(ne朽cess佳a(bǔ)ry)neg釣ati井ve餃con疊tex糖t,p名osi重tiv機(jī)ev燙alu忍e--麻pot糟ent仰ial考ga甜incons怨trai字nts:for繡ces信that街pre座vent里ind凍ivid益uals期fro茄mdo挪ing等what延the場(chǎng)yde增siredem卻and悅s:lo飽ss蒙of運(yùn)sth堪.d擊esi貨red2.P獎(jiǎng)ote榆nti禁al尖Sou或rce貸so綢fS迷tre勻ss(1)堅(jiān)Env岔iro害nme泰nt皺fac幸tor抗sEcon枯omic祥unc沈erta找inti隨es:餓down碑ward達(dá)swi花ngs疊lead乏to鏡layo皇ffs,很redu切ced統(tǒng)pay,注shor指ter纖work澇week循sPol先iti渾cal驅(qū)u吐nce單rta蔥int母ies雅&崗soc己ial輕is效sue拾s:剝c南onf潮lic誦to滴ft咽err完ito使ry,思eth赤nic量al,衰gro販up婦int憤ere童sttec文hno慶log座ica奮lu晝nce飲rta爹int蠻y:育tec貪hno利log彈ica敬li頸nno冠vat駛ion站,de單ski螺ll2.Po翠tent湊ial耍Sour飛ces視ofS鉤tres傳s(2)O煤rgan經(jīng)izat雕iona津lfa帳ctor狼sTask鑄dem趙ands:des指ign慈ofo脅ne’s壺job達(dá)(aut脊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