国际商务管理 Topic 15-16

Topic15&16HRManagement:BusinessOrganizationandOrganizationalStructures&MotivationTimearrangement:2periodsAims:Tolearntheinstructionoforganizationcharts,andfourformsoforganizationalstructuresTolearnthreetheoriesconcerningmotivationandtheirimplicationsonhowtomotivateworkers.TomastersomeusefulphrasesandexpressionsconcerningbusinessactivityinEnglishKeywordsandphrases1.Organizationalstructures2.Businessorganization3.Organizationalchart4.Chainofcommand5.Spanofcontrol6.Centralization7.Decentralization8.Entrepreneurshipstructure9.Bureaucraticorpyramidstructure10.Matrixstructure11.Independencestructure1.Motivation2.Absenteeism3.Productivity4.Hierarchyofneeds5.Physiologicalneeds6.Safetyneeds7.Belongingneeds8.Esteemneeds9.Self-actualizationneeds10.Jobsatisfaction11.JobenrichmentHygiene卫生/保健Fringebenefit额外福利，边缘福利Intrinsic内在，本质的Extrinsic外因，外在的Supervisoryn/adj监督，管理ⅠOrganizationchartDefinition:organizationchartisapictureofthereportingstructureandthedivisionoflabourinanorganization.Thereasonsforbusinessestodraworganizationcharts:TohelptospotcommunicationproblemsTohelpindividualsseetheirpositionandresponsibilitiesTohelptounderstandtherelationshipsToshowdifferentdivisionsofthebusinessTohelptofindwhomakedecisionsforwhomtofollowThreeorganizationchartsⅡChainofcommandandspanofcontrolA.Chainofcommand:thewayauthorityisorganizedwithinanorganization.LevelofmanagementinthechaindecidestheeffectivenessofcommunicationThechainofcommand,sometimescalledthescalerchain,istheformallineofauthority,communication,andresponsibilitywithinanorganization.Thechainofcommandisusuallydepictedonanorganizationalchart,whichidentifiesthesuperiorandsubordinaterelationshipsintheorganizationalstructure.Accordingtoclassicalorganizationtheorytheorganizationalchartallowsonetovisualizethelinesofauthorityandcommunicationwithinanorganizationalstructureandensuresclearassignmentofdutiesandresponsibilities.Byutilizingthechainofcommand,anditsvisibleauthorityrelationships,theprincipleofunityofcommandismaintained.Unityofcommandmeansthateachsubordinatereportstooneandonlyonesuperior.B.Spanofcontrol:thenumberofpeopleworkingunderamanagerorthenumberofsubordinatesreportingdirectlytoamanager.anarrowspan:tightcontrol,closesupervisionawidespan:lowercostsinsupervision,betterjobsatisfactionSpanofcontrolorspanofmanagementisadimensionoforganizationaldesignmeasuredbythenumberofsubordinatesthatreportdirectlytoagivenmanager.Thisconceptaffectsorganizationdesigninavarietyofways,includingspeedofcommunicationflow,employeemotivation,reportingrelationships,andadministrativeoverhead.Spanofmanagementhasbeenpartofthehistoricaldiscussionregardingthemostappropriatedesignandstructureoforganizations.ⅢCentralizationanddecentralizationA.Centralizationanddecentralizationreferstothedegreetowhichauthorityisdelegatedinabusiness.CompletecentralizationmeanssubordinateshavenoauthoritytomakedecisionsCompletedecentralizationmeansemployeeshavealltheauthoritytomakedecisions.B.AdvantagesanddisadvantagesofcentralizationanddecentralizationCentralizationDecentralizationAdvantages•seniormanagershavemorecontroloverthebusiness•strongleadershipcanbeachievedintimesofcrisis•itmayimprovecommunicationandcoordinationbetweendepartmentsDisadvantages•lessparticipationofemployeesindecisions•incompletedecisionsmayoccurAdvantages•itmaybettermotivateworkers•itmayreducetheburdenofseniormanagers•itmayprovidemiddlemanagersandemployeeswithgreaterjobsatisfactionDisadvantages•riskoflosingcontrol•hardtomakesomedecisionsasawholeⅣDifferentformsofbusinessstructureFourmajortypesofbusinessstructure:1.Theentrepreneurialstructure2.Thebureaucraticorpyramidstructure3.Thematrixstructure4.Theindependencestructure1.Theentrepreneurialstructure2.Thebureaucraticorpyramidstructure3.Thematrixstructure4.TheindependencestructureCasestudyQuestionsfordiscussion:SuggestedanswersTheendTopic16HRManagement:MotivationⅠ.Theimportanceforbusinesstomotivateemployees•intheshorttime,alackofmotivationmayleadtoreducedeffortsandlackofcommitmentinwork•inthelongrun,alackofmotivationmayresultinhighlevelsofabsenteeism,fallingproductivity,anddecliningprofitforabusiness.Ⅱ.ThreetheoriesA.Maslow’shierarchyofneedsB.DouglasMcGregor’sTheoryXandTheoryYC.Herzberg’sTwoFactorTheoryA.Maslow’shierarchyofneedsB.DouglasMcGregor’sTheoryXandTheoryYTheoryXInthistheory,whichhasbeenprovencounter-effectiveinmostmodernpractice,managementassumesemployeesareinherentlylazyandwillavoidworkiftheycanandthattheyinherentlydislikework.managementbelievesthatworkersneedtobecloselysupervisedandcomprehensivesystemsofcontrolsdeveloped.Ahierarchicalstructureisneededwithnarrowspanofcontrolateachandeverylevel.TheoryYInthistheory,managementassumesemployeesmaybeambitiousandself-motivatedandexerciseself-control.Itisbelievedthatemployeesenjoytheirmentalandphysicalworkduties.TheoryXandTheoryYcombinedForMcGregor,TheoryXandYarenotdifferentendsofthesamecontinuum.Rathertheyaretwodifferentcontinuainthemselves.Thus,ifamanagerneedstoapplyTheoryYprinciples,thatdoesnotprecludehimfrombeingapartofTheoryX&Y.C.He