知识培训(1)

Chapter10ORGANIZATIONALSTRUCTUREANDDESIGN10-1LearningObjectives(cont.)1.Defineorganizationalstructureandorganizationaldesign.2.Explainwhystructureanddesignareimportanttoanorganization.3.Describethesixkeyelementsoforganizationalstructure.4.Differentiatemechanisticandorganicorganizationaldesign.5.Identifythefourcontingencyfactorsthatinfluenceorganizationaldesign.10-2LearningObjectives6.Describeasimplestructure,afunctionalstructure,andadivisionalstructure.7.Explainteam-basedstructuresandwhyorganizationsareusingthem.8.Describematrixstructures,projectstructures,autonomousinternalunits,andboundarylessorganizations.9.Explaintheconceptofalearningorganizationandhowitinfluencesorganizationaldesign.10-3outlineA)DefiningOrganizationalStructurea)WorkSpecializationb)Departmentalizationc)ChainofCommandd)SpanofControle)CentralizationandDecentralizationf)FormalizationOutline2B)OrganizationalDesignDecisionsa)MechanisticandOrganicorganizationsb)ContingencyFactorsStrategyandStructureSizeandStructureTechnologyandStructureEnvironmentalUncertaintyandStructureOutline3C)CommonOrganizationalDesignsa)TraditionalOrganizationalDesignsSimpleStructureFunctionalStructureDivisionalStructureb)ContemporaryOrganizationalDesignsTeam-BasedStructuresProjectandMatrixStructuresAutonomousInternalUnitsTheBoundarylessOrganizationTheLearningOrganizationDefiningOrganizationalStructureNomenclature–organizing-theprocessofcreatinganorganization’sstructure–organizationalstructure-theformalframeworkbywhichjobtasksaredivided,grouped,andcoordinated–organizationaldesign-processofdevelopingorchanginganorganization’sstructure•processinvolvessixkeyelements10-7WorkSpecialization（劳动分工）–Definition---thedegreetowhichtasksinanorganizationaredividedintoseparatejobs.–Theessenceofworkspecification---individualsspecializeindoingpartofanactivityratherthantheentireactivity–Purpose---animportantorganizingmechanism,thoughnotasourceofever-increasingproductivity–Notice---toomuchspecializationhascreatedhumandiseconomies10-8Departmentalization（部门化）•Definition---thebasisbywhichjobsaregroupedtogether•Typesofdepartmentalization–Functional（职能）-groupsjobsbyfunctionsperformed–product（产品）-groupsjobsbyproductline–geographical（地区）-groupsjobsonthebasisofterritoryorgeography–Process（流程）-groupsjobsonthebasisofproductorcustomerflow–Customer（客户）-groupsjobsonthebasisofcommoncustomers10-9Departmentalization(cont.)–largeorganizationscombinemostorallformsofdepartmentalization–trends•customerdepartmentalizationisincreasinglybeingused–betterabletomonitorandrespondtocustomerneeds•cross-functionalteamsarebecomingpopular»groupsofindividualswhoareexpertsinvariousspecialties»involvedinallaspectsofbringinganewproducttomarket10-10FunctionalDepartmentalizationManager,EngineeringManager,ManufacturingManager,HumanResourcesManager,PurchasingPlantManagerManager,Accounting10-11ProductDepartmentalizationMassTransitDivisionBombardier-Rotax(Vienna)MasstransitsectorRecreationalProductsDivisionLogisticEquipmentDivisionIndustrialEquipmentDivisionBombadier-Rotax(Gunskirchen)RecreationalandUtilityVehiclesSectorRailProductsSectorBombardier,Ltd.10-12GeographicalDepartmentalizationSalesDirector,WesternRegionSalesDirector,SouthernRegionSalesDirector,EasternRegionVicePresidentforSalesSalesDirector,MidwesternRegion10-13ProcessDepartmentalizationSawingDepartmentManagerPlaningandMillingDepartmentManagerAssemblingDepartmentManagerLacqueringandSandingDepartmentManagerFinishingDepartmentManagerPlantSuperintendent10-14InspectionandShippingDepartmentManagerCustomerDepartmentalizationManager,RetailAccountsDirectorofSalesManager,GovernmentAccountsManager,WholesaleAccounts10-15ChainofCommand(指挥链）–Definition---continuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestlevelsandclarifieswhoreportstowhom•authority（职权）-therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit•Responsibility（职责）-theobligationtoperformanyassignedduties•unityofcommand（统一指挥）-apersonshouldreporttoonlyonemanager–theseconceptsarelessrelevanttodayduetoinformationtechnologyandemployeeempowerment10-16SpanofControl（管理跨度）–numberofemployeesthatamanagercanefficientlyandeffectivelymanage–determinesthenumberoflevelsandmanagersinanorganization–thewiderthespan,themoreefficienttheorganization–appropriatespaninfluencedby:•theskillsandabilitiesofemployees•thecomplexityoftasksperformed•availabilityofstandardizedprocedures•sophisticationoforganization’sinformationsystem10-17ContrastingSpansOfControl1234567OrganizationalLevelMembersatEachLevelSpanof4Operatives=4,096Managers(levels1-6)=1,365Spanof8Operatives=4,096Managers(levels1-4)=5851416642561,0244,09618645124,096©PrenticeHall,200210-18Centralization（集权）–thedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganization•top-levelmanagersmakedecisionswithlittleinputfromsubordinatesinacentralizedorganization10-19Decentralization（分权）–thedegreetowhichdecisionsaremadebylower-levelemployees–distincttrendtowarddecentralizeddecisionmakingFactorsThatInfluencetheAmountofCentralizationandDec