organizational-design

Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-1第1篇：学生节约用水的演讲稿——珍爱生命之水老师们，同学们，大家好！今天，我演讲的题目是《珍爱生命之水》。同学们，我们知道，人不可缺少水，如果没有了水，动物和人都无法生存。没有了水就没有了生命，没有了水，地球就是一片死寂。大家知道，地球上的面积被水覆盖，然而却很少有人知道这么大的水量中可被人类利用的淡水总量只占地球上总水量的十万分之三，占淡水总蓄量的0.34%。目前，世界上已有超过一半的陆地面积，遍及一百多个国家和地区缺水，二十亿人饮水困难。而人类正以每15年增加1倍的淡水需求消耗着水资源。到目前为止，人类淡水消费量已占全世界可用淡水的54%。我国水资源总量为2.8万亿立方米，人均水量不足2400立方米，仅为世界人均水量的四分之一，居世界第110位，我国水资源总量中，可用水储量只有1.1万亿立方米，而目前用水量已达5600亿立方米，城市每年缺水60亿立方米，全国668个城市中有400多个供水不足，其中108个严重缺水。因缺水每年造成工业损失2300多亿元。如果我们不节约用水，后果就会不堪设想。所以相对于不断发展的工农业生产和不断增长得人口，供我们使用的水是非常有限Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-2•Describesixkeyelementsinorganizationaldesign•Contrastmechanisticandorganicstructures•Discussthecontingencyfactorsthatfavoreitherthemechanisticmodelortheorganicmodeloforganizationaldesign•DescribetraditionalorganizationaldesignsCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-3DesigningOrganizationalStructure•Organizing-arrangingandstructuringworktoaccomplishanorganization’sgoals.•OrganizationalStructure-theformalarrangementofjobswithinanorganization.•OrganizationalDesign-aprocessinvolvingdecisionsaboutsixkeyelements:•Workspecialization•Departmentalization•Chainofcommand•Spanofcontrol•Centralizationanddecentralization•FormalizationCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-4Exhibit10-1:PurposesofOrganizingCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-5OrganizationalStructure•WorkSpecialization–Thedegreetowhichtasksintheorganizationaredividedintoseparatejobswitheachstepcompletedbyadifferentperson.–Overspecializationcanresultinhumandiseconomiessuchasboredom,fatigue,stress,poorquality,increasedabsenteeism,andhigherturnover.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-6Exhibit10-2:EconomiesandDiseconomiesofWorkSpecializationCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-7DepartmentalizationbyType•Functional–Groupingjobsbyfunctionsperformed•Product–Groupingjobsbyproductline•Geographical–Groupingjobsonthebasisofterritoryorgeography•Process–Groupingjobsonthebasisofproductorcustomerflow•Customer–GroupingjobsbytypeofcustomerandneedsCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-8OrganizationalStructure(cont.)•ChainofCommand-thecontinuouslineofauthoritythatextendsfromupperlevelsofanorganizationtothelowestlevelsoftheorganization—clarifieswhoreportstowhom.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-9OrganizationalStructure(cont.)•Authority-therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.•Responsibility-theobligationorexpectationtoperform.•UnityofCommand-theconceptthatapersonshouldhaveonebossandshouldreportonlytothatperson.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-10Exhibit10-3:TheFiveCommonFormsofDepartmentalizationCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-11Exhibit10-3:TheFiveCommonFormsofDepartmentalization(cont.)Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-12Exhibit10-3:TheFiveCommonFormsofDepartmentalization(cont.)Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-13Exhibit10-4:ChainofCommandandLineAuthorityCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-14Exhibit10-5:Linevs.StaffAuthorityCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall10-15SpanofControl•SpanofControl-thenumberofemployeeswhocanbeeffectivelyandefficientl