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. 組織結(jié)構(gòu)是指對于工作任

3、務(wù)如何進(jìn)行分工，分組和協(xié)調(diào)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? 任務(wù)被細(xì)分的程度 Work specialization 工作專門化,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? 工作組合的基礎(chǔ) Depa

5、rtmentalization 部門化,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? 員工與群體的匯報對象 Chain of command 命令鏈,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? 經(jīng)理有效直接領(lǐng)導(dǎo)的員工數(shù)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? 決策權(quán)的分配 Centralization and decentralization 集權(quán)與分權(quán),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? 經(jīng)理

8、員工受組織規(guī)則約束的程度 Formalization 正規(guī)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. 工作專門化描述組織中把工作任務(wù)分成若干步驟來完成的細(xì)化程度。,1512,Work Specialization,Advantages: 1) Management saw this as a means to make the most efficient use of employees skills. 管理層將工作專門化作為有效利用員工技術(shù)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.) 從組織的角度來看，進(jìn)行專業(yè)化培訓(xùn)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 當(dāng)今大多數(shù)經(jīng)理人并不認(rèn)為工作專門化已經(jīng)過時，也不認(rèn)為它還是提高生產(chǎn)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. 部門化: 將工作組合在一起的基礎(chǔ)。,1518,Departmentalization,Categories of departmentalization Function depa

14、rtmentalization 職能型部門化 Product departmentalization 產(chǎn)品型部門化 Geography departmentalization 地區(qū)型部門化 Process departmentalization 生產(chǎn)過程型部門化 Customer departmentalization 顧客型部門化,1519,Function departmentalization 職能型部門化,Function departmentalization advantage: obtaining economies of scale (efficiencies),1520,De

15、partmentalization,Categories of departmentalization Function departmentalization 職能型部門化 Product departmentalization 產(chǎn)品型部門化 Geography departmentalization 地區(qū)型部門化 Process departmentalization 生產(chǎn)過程型部門化 Customer departmentalization 顧客型部門化,1521,Product departmentalization 產(chǎn)品型部門化,Product departmentalization

16、 The major advantage grouping: increased accountability for product performance under a single manager. 產(chǎn)品部門化的優(yōu)勢：產(chǎn)品績效由單個經(jīng)理人負(fù)責(zé)，增加責(zé)任意識。,1522,Departmentalization,Categories of departmentalization Function departmentalization 職能型部門化 Product departmentalization 產(chǎn)品型部門化 Geography departmentalization 地區(qū)型部門化

17、 Process departmentalization 生產(chǎn)過程型部門化 Customer departmentalization 顧客型部門化,1523,Geography departmentalization 地區(qū)型部門化,Geography departmentalization Each regions is a department organized around geography Customers scattered over geographic area and have similar needs based on location 根據(jù)地理，每一個地區(qū)就是一個部門

18、 顧客在地理上分布，在相同的地區(qū)有類似的需求,1524,Departmentalization,Categories of departmentalization Function departmentalization 職能型部門化 Product departmentalization 產(chǎn)品型部門化 Geography departmentalization 地區(qū)型部門化 Process departmentalization 生產(chǎn)過程型部門化 Customer departmentalization 顧客型部門化,1525,Process departmentalization 生產(chǎn)過程

19、型部門化,Process departmentalization Each department specializes in one specific phase in the production process. 生產(chǎn)部門化：每一個部門對生產(chǎn)過程的某一過程專門化,1526,Departmentalization,Categories of departmentalization Function departmentalization 職能型部門化 Product departmentalization 產(chǎn)品型部門化 Geography departmentalization 地區(qū)型部門

20、化 Process departmentalization 生產(chǎn)過程型部門化 Customer departmentalization 顧客型部門化,1527,Customer departmentalization 顧客型部門化,Customer departmentalization Customers in each department have a common set of problems and needs that can best be met by having specialists for each. 顧客型部門化：在不同部門的顧客有共同的問題和需求，從而他們對需求能

21、被部門專家滿足。,1528,Departmentalization,Categories of departmentalization Function departmentalization 職能型部門化 Product departmentalization 產(chǎn)品型部門化 Geography departmentalization 地區(qū)型部門化 Process departmentalization 生產(chǎn)過程型部門化 Customer departmentalization 顧客型部門化,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. 命令鏈 一種不間斷的權(quán)力路線，從組織的最高層擴展到最基層，澄清誰向誰報告工作。,“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. 權(quán)威 管理職位所固有的發(fā)布命令并期望命令被執(zhí)行的權(quán)力。,Each managerial position is given a place in chain of command. 每個管理崗位在命令鏈 中都有一個位置。,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. 命令統(tǒng)一性

25、 該原則有助于保持權(quán)威鏈條的連續(xù)性。它意味著，一個人應(yīng)當(dāng)對一個主管，且只對一個主管直接負(fù)責(zé)。,Cope with conflicting demands or priorities from superiors. 避免沖突的指令或 指令優(yōu)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、一個經(jīng)理人可有效地指導(dǎo)其下屬的人數(shù)。,All things being equal, the wider or larger the span, the more efficient the organization. 在其它條件相同的情況下，控制幅度越大，組織越有效。,1537,Wider spans,Advantage: Efficient in terms of cost Disadvantage: Meager leadership and support,1538,Narrow spans,Advantages of narrow spans Close control 緊密控制,D

28、rawbacks of narrow spans Expensive management 昂貴的管理 2) Complex vertical communication (isolation top management) 復(fù)雜的垂直溝通 3) Tight supervision (discourage autonomy) 嚴(yán)厲的監(jiān)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. 集權(quán)化是指組織中的決策權(quán)集中于一點的程度。 Decentralization refers to the decision discretion is pushed down to lower-level employees. 分權(quán)化是指決策自由被下放到低層員工。,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. 正規(guī)化是指組織中的工作實行標(biāo)準(zhǔn)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 如果一種工作的正規(guī)化程度高，就意味著做這項工作的人對工作內(nèi)容，工作時間，工作手段沒有多大自主權(quán)。,1547,Low formalization: job behaviors are relatively non-programmed employees have a freedom to exercise discretion 低工作規(guī)范化員工的工作行為相對沒有程序化，員工在開展工作時有較大的自由度。,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. 簡單結(jié)構(gòu): 這種結(jié)構(gòu)的部門化程度很低，控制跨度寬，權(quán)力集中在一個人手中，正規(guī)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. 簡單結(jié)構(gòu)的優(yōu)勢在于它的簡單。 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. 風(fēng)險性一切都取決于一個人。,One heart attack to destroy the organizations information and decision-making center.,1554,Simple Structure The strength: lies in its simplicity 簡單結(jié)構(gòu)的優(yōu)勢在于它的簡單。 Major weaknesses: Risky everything depends on one person. 風(fēng)險性一切都取決于一個人。,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 任務(wù)被分化在不同的職能部門 highly routine operating tasks achieved through specialization 通過專業(yè)化運作完成高度程序化任務(wù) centralized authority 高度

39、化集權(quán) narrow spans of control 狹小控制幅度 decision making that follows the chain of command 依據(jù)命令鏈決策 formalized rules and regulations 高度的規(guī)則與制度,1557,The strength of the bureaucracy 1) ability to perform standardized activities in efficient manner 能夠高效地標(biāo)準(zhǔn)化運作 2) access to less costly lower-level managers by su

40、bstituting rules and regulations with managerial discretion 通過規(guī)則替代經(jīng)理決策，從而獲得低成本經(jīng)理人,1558,Major weaknesses of the bureaucracy: 1) Specification creates subunit conflicts functional unit goals override organizational goals 職能部門目標(biāo)與組織目標(biāo)沖突 2) Obsessive concern with following the rules no room for modification 經(jīng)理決策與員工行為受到規(guī)則約束,1559,Common Organizational Designs,Simple structure The bureaucracy The