组织行为学_EN_课件_ Class12

4.Span of Control
• The number of subordinates a manager can efficiently & effectively directed • organizational level (levels of management) • strength of small spans:maintain close control; • drawback: expensive for adding --;complex vertical communication, slow down D-M,isolate upper --;overly tight supervision discourage -autonomy • recent efforts to reduce cost,cut overhead,speed up D-M,get closer to customer,empower employees.
Chap. 14 Organization structure
§14.3 New Design Options
Since the early 1980s,help firms compete effectively;the advancement of IT
Business Process Reengineering
Achieve efficiencies though specialization; High-cost integration, Slowly responsive
• • • •
product Cluster --Multidivisional Sys. Organized around Geography(territory)--scrattered process departmentalization Customer departmentalization
2.The Bureaucracy
• A structure with highly routine operating tasks achieved through specialization,very formalized rules & regulations,tasks that are grouped into functional departments,centralized authority, narrow span of control, & D-M that follows the chain of command • strength: perform in a highly efficient manner;get by nicely with less talented • weakness:subunit conflicts,functional unit goals override -; obsessive concern with following the rules. • The peak of it’s popularity • obsolescent in the 1990s:hinders employee initiative--the majority of large organization still take on it’s basic characteristics,esp. Specialization & high formalization
3.Chain of command
• The unbroken line of authority that extends from the top of the organization to the lowest eschelon &clarifies who reports to whom • authority:the right inherent in managerial position to give orders & expect the orders to be obeyed • unity of command:a subordinate should have only 1 superior to whom he(she) is directly responsible • conflicting demands or priorities from superiors • less relevance today because of -- & empowering
• Enlarge the scope of activities--doing whole &
complete job,team
2.Departmentalization
• The basis by which jobs are grouped together • Group by function--Deepen specialized knowledge,
• actions can be taken more quickly to solve problems; more people provide input into decisions; employees are less likely to feel alienated from those who make the decisions that affect their work lives
1.The simple structure
• A structure characterized by a low degree of departmentalization,wide span of control,authority centralized in a single person, little formalization • lean,flat;2 or 3 vertical levels,a loose body of employees,& 1 individual in whom the D-M authority is centralized • strength--fast,flexible,inexpensive to maintain,& accountability is clear • weakness--difficult to maintain in anything other than small organization;risky,depends on 1 person.
2.The virtual organization
• A small,core organization that outsources major business functions
• small executive group oversee activities done in house,coordinate the network of relationships with outsource firm. • highly centralized,with little or no departmentalization
3. The Matrix Structure
• A structure that creates dual lines of authority (chain of command);combines functional & product departmentalization • strength:facilitate coordination when organization has a multiplicity of complex & interdependent activities; reduce bureaupathologies; facilitate the efficient deployment of specialists • downside:confusion & ambiguity foster the seeds of conflict,power struggle ;stress on individuals
• marked trend toward decentralizing D-M,make -more flexible,responsive
6.Formalization
• The degree to which jobs within the organization are standardized • negatively related to the job incumbent’s discretion over his job. • Policy,procedure,rule--profession • complexity--division of labor,vertical levels, geographically dispersed
1.The team structure
• The use of teams as the central device to coordinate work activities • breaks down departmental barriers,require employees to be generalists as well as specialists • in large organization,complement bureaucracy, achieve the efficiency of bureaucracy’s standardization while gaining team’s flexibility
Chap. 14 Organization structure
§14.2 Common Organizational design