管理學(xué),羅賓斯,9版,英文Robbinsfom906課件

Copyright?2015PearsonEducation,Inc.6-1Chapter6OrganizationalStructureandDesign

LearningOutcomesDescribesix

keyelementsinorganizationaldesign.Identifythecontingencyfactorsthatfavoreitherthemechanisticmodelortheorganicmodeloforganizationaldesign.Compareandcontrasttraditionalandcontemporaryorganizationaldesigns.Discussthedesignchallengesfacedbytoday’sorganizations.Copyright?2015PearsonEducation,Inc.6-2Copyright?2015PearsonEducation,Inc.6-36.1Describesixkeyelementsinorganizationaldesign.SpecializationCopyright?2015PearsonEducation,Inc.6-5DepartmentalizationCopyright?2015PearsonEducation,Inc.6-6TypesofAuthorityRelationshipsCopyright?2015PearsonEducation,Inc.6-7UnityofCommand

Astructureinwhicheachemployeereportstoonlyonemanager.6-9Copyright?2015PearsonEducation,Inc.HowDoAuthorityandPowerDiffer?Authority:arightwhoselegitimacyisbasedonanauthorityfigure’spositionintheorganization;itgoeswiththejobPower:anindividual’sabilitytoinfluencedecisionsCopyright?2015PearsonEducation,Inc.6-10PowerVersusAuthorityCopyright?2015PearsonEducation,Inc.6-11SpanofControlMosteffectiveandefficientspandependson:Employeeexperienceandtraining(moretheyhave,largerspan).Similarityofemployeetasks(moresimilarity,largerspan).Complexityofthosetasks(morecomplex,smallerspan).Copyright?2015PearsonEducation,Inc.6-13Centralization&DecentralizationCentralizationdecisionmakingtakesplaceatupperlevelsoftheorganizationDecentralizationlower-levelmanagersprovideinputoractuallymakedecisionsCopyright?2015PearsonEducation,Inc.6-14Formalization Howstandardizedanorganization’sjobsareandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.Copyright?2015PearsonEducation,Inc.6-15ModelsofOrganizationalDesignCopyright?2015PearsonEducation,Inc.6-17StrategyandStructure

Certainstructuraldesignsworkbestwithdifferentorganizationalstrategies.Copyright?2015PearsonEducation,Inc.6-18SizeandStructureMechanisticMorethan2,000employeesmakesforcesorganizationstobecomemoremechanistic.Copyright?2015PearsonEducation,Inc.6-19OrganicLessthan2,000employeescanbeorganic.EnvironmentandStructureStableenvironment:mechanisticstructureDynamicenvironment:organicstructureCopyright?2015PearsonEducation,Inc.6-21Copyright?2015PearsonEducation,Inc.6-226.3Compareandcontrasttraditionalandcontemporaryorganizationaldesigns.TraditionalOrganizationalDesignsCopyright?2015PearsonEducation,Inc.6-23DivisionalStructureAnorganizationalstructuremadeupofseparatebusinessunitsordivisions.Copyright?2015PearsonEducation,Inc.6-25ContemporaryOrganizationalDesign6-26Copyright?2015PearsonEducation,Inc.ProjectStructure6-29Copyright?2015PearsonEducation,Inc. Astructureinwhichemployeescontinuouslyworkonprojects.BoundarylessOrganizations

Anorganizationwhosedesignisnotimposedbyapredefinedstructure.Copyright?2015PearsonEducation,Inc.6-30Copyright?2015PearsonEducation,Inc.6-316.4Discussthedesignchallengesfacedbytoday’sorganizations.CurrentOrganizationalDesignChallengesKeepingemployeesconnectedManagingglobalstructuralissuesBuildingalearningorganizationDesigningflexibleworkarrangementsCopyright?2015PearsonEducation,Inc.6-32ALearningOrganizationCopyright