《管理学教学资料》chapter9.ppt

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1、管理学教学资料chapter-9,管理学教学资料chapter-9,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,92,Learning OutcomesFollow this Learning Outline as you read and study this chapter.,9.1 Defining Organizational StructureDiscuss the traditional and contemporary views of work specialization, chain

2、of command, and span of control.Describe each of the five forms of departmentalization.Differentiate, authority, responsibility, and unity of command.Explain how centralization decentralization and formalization are used in organizational design.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson E

3、ducation, Inc. Publishing as Prentice Hall,93,Learning Outcomes,9.2 Mechanistic and Organic StructuresContrast mechanistic and organic organizations.Explain the contingency factors that affect organizational design.9.3 Common Organizational DesignsContrast the three traditional organizational design

4、s.Describe the contemporary organizational designs.Discuss the organizational design challenges facing managers today.,Copyright 2010 Pearson Educa,4,有两个划船队，J队和M队要进行划船比赛。两队经过长时间的训练后，进行了正式比赛，结果M队落后J队1公里，输给了J队。M队领导很不服气，决心总结教训，在第二年比赛时，一定要把第一名夺回来。通过反复讨论分析，发现J队是八个人划桨，一个人掌舵；而M队是八个人掌舵，一个人划桨。不过，M队领导并没有看重这点区

5、别，而是认为，他们的主要教训是八个人掌舵，没有中心，缺少层次，这是失败的主要原因。,6 有两个划船队，J队和M队要进行划船比赛。两队经过长,5,于是，M队重新组建了船队的领导班子。新班子结构如下四个掌舵经理，三个区域掌舵经理，一个划船员，还专设一个勤务员，为船队领导班子指挥工作服务，并具体观察、督促划船员的工作。这一年比赛的结果是J队领先2公里。M队领导班子感到脸上无光，讨论决定划船员表现太差，予以辞退。勤务员监督工作不力，应予处分，但考虑到他为领导班子指挥工作的服务做得较好，将功补过，其错误不予追究；领导班子成员每人发给一个红包，以奖励他们共同发现了划船员工作不力的问题。,7于是，M队重新组

6、建了船队的领导班子。新班子结构如下四个,南通大学商学院工商管理教室,6,Implications:,1. Whatever activity we are engaged in, to achieve the goals, there should be an organization 2. there should be job division, with every organization doing different job, which forms its internal structure, namely organizational structure 3. As an o

7、rganization, because of its different internal structure, its performance will be different.,南通大学商学院工商管理教室8Implications:1,好好学习 天天向上,1. Organization and organizational structure,A deliberate arrangement of people to accomplish some specific goals组织是人们为了实现某一个特定目的而形成的系统集合,A： Common goals are the precon

8、dition for the existence of organization共同目标的存在是组织存在的前提,B: If there is no division of labor or cooperation , there is no organization.没有分工与合作的群体不是组织,C：Organization needs to have different level of authority and accountability组织要有不同层次的权力与责任制度。,好好学习 天天向上1. Organization an,Copyright 2010 Pearson Educat

9、ion, Inc. Publishing as Prentice Hall,98,2. Organizing work,Divides work to be done into specific jobs and departments.Assigns tasks and responsibilities associated with individual jobs.Coordinates diverse organizational tasks.Clusters jobs into units.Establishes relationships among individuals, gro

10、ups, and departments.Establishes formal lines of authority.Allocates and deploys organizational resources.,Copyright 2010 Pearson Educa,3. Organizational Design: A process involving decisions about six key elements,A: Work specialization （工作专门化） what to do arrangement of tasksB: Departmentalization

11、（部门化） who is to do the task arrangement of people and positionsC: Chain of command （指挥链） who is to command who am I responsible forD: Span of control （管理幅度） How many people do I manage?E: Centralization and decentralization （集权与分权） how much power do the lower level managers and employees have F:Form

12、alization （正规化） the degree of work standardization,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,99,3. Organizational Design: A pr,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,910,Organizational Structure - the formal arrangement of jobs within an organizat

13、ion,3.1. Work SpecializationThe degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover.,Copyrig

14、ht 2010 Pearson Educa,11,2022/11/6,Specialization of Financial Work,CFO：Department ManagerGeneral Ledger Accountant：Vice Department ManagerAccountant （cost）：cost accountingAccountant （Accounts payable & Accounts receivable）Accountant （Tax）Accountant （Managerial）： financial analysis （Cost， budget， pr

15、ofit）Cashier,132022/9/21Specialization of F,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,912,3.2 Departmentalization by Type,Functional Grouping jobs by functions performedProductGrouping jobs by product lineGeographicalGrouping jobs on the basis of territory or geography,Proce

16、ss Grouping jobs on the basis of product or customer flowCustomerGrouping jobs by type of customer and needs,Copyright 2010 Pearson Educa,13,2022/11/6,3.2.1. Functional Departmentalization,152022/9/21 3.2.1. Functional,14,2022/11/6,思考,“三个和尚没水吃”的原因用管理学解释是：（1）人多了办不成事（2）无人领导，没有工作方向（3）没有监督，职工偷懒（部门与岗位划分部

17、门与岗位职责是否明确）答案：职责不明确,162022/9/21思考“三个和尚没水吃”的原因用管理学解,15,2022/11/6,3.2.2. Geographical Departmentalization.,172022/9/21General ManagerFina,16,2022/11/6,3.2.3Product Departmentalization,Production manager,Production manager,182022/9/213.2.3Product Depart,Copyright 2010 Pearson Education, Inc. Publishing

18、 as Prentice Hall,917,3.2.4. Process Departmentalization,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,918,3.2.5 Customer Departmentalization,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,919,Copyrigh

19、t 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,920,Organizational Structure (contd),3.3 Chain of CommandThe continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to wh

20、om.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,921,Organizational Structure (contd),Authority (职权)The rights inherent in a managerial position to tell people what to do and to expect them to do it.Responsibility（职责）The obligation or expectation to

21、 perform.Unity of CommandThe concept that a person should have one boss and should report only to that person.,Copyright 2010 Pearson Educa,22,2022/11/6,Authority = Responsibility,Decision for signing a contract with a customer,242022/9/21Authority = Respon,23,2022/11/6,统一指挥案例,企业总经理喜欢让公司任何员工向他请示工作，对

22、任何员工提出的问题都要拿出自己的意见，让员工执行，这样对不对？越级指挥，违背了统一指挥原则。（指挥系统混乱）,一仆多主,252022/9/21统一指挥案例 企业总经理喜欢让公司任何,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,924,Organizational Structure (contd),3.4 Span of ControlThe number of employees who can be effectively and efficiently supervised by a manager

23、.Width of span is affected by:Skills and abilities of the managerEmployee characteristicsCharacteristics of the work being doneSimilarity of tasksComplexity of tasksPhysical proximity of subordinatesStandardization of tasksSophistication of the organizations information systemStrength of the organiz

24、ations culturePreferred style of the manager,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,925,Exhibit 93Contrasting Spans of Control,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,926,Organizational S

25、tructure (contd),3.5 CentralizationThe degree to which decision making is concentrated at upper levels in the organization.Organizations in which top managers make all the decisions and lower-level employees simply carry out those orders.DecentralizationOrganizations in which decision making is push

26、ed down to the managers who are closest to the action.Employee EmpowermentIncreasing the decision-making authority (power) of employees.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,927,Exhibit 94Factors that Influence the Amount of Centralization a

27、nd Decentralization,More CentralizationEnvironment is stable.Lower-level managers are not as capable or experienced at making decisions as upper-level managers.Lower-level managers do not want to have a say in decisions.Decisions are relatively minor.Organization is facing a crisis or the risk of co

28、mpany failure.Company is large.Effective implementation of company strategies depends on managers retaining say over what happens.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,928,Exhibit 94 (contd) Factors that Influence the Amount of Centralizatio

29、n and Decentralization,More DecentralizationEnvironment is complex, uncertain.Lower-level managers are capable and experienced at making decisions.Lower-level managers want a voice in decisions.Decisions are significant.Corporate culture is open to allowing managers to have a say in what happens.Com

30、pany is geographically dispersed.Effective implementation of company strategies depends on managers having involvement and flexibility to make decisions.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,929,Organizational Structure (contd),3.6 Formaliza

31、tionThe degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.Highly formalized jobs offer little discretion over what is to be done.Low formalization means fewer constraints on how employees do their work.,Copyright

32、 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,930,Exhibit 95Mechanistic Versus Organic Organization, High specialization Rigid departmentalization Clear chain of command Narrow spans of control Centralization High formalization, Cross-functional teams Cross-h

33、ierarchical teams Free flow of information Wide spans of control Decentralization Low formalization,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,931,4. Contingency Factors,Structural decisions are influenced by:Overall strategy of the organizationOr

34、ganizational structure follows strategy.Size of the organizationFirms change from organic to mechanistic organizations as they grow in size.Technology use by the organizationFirms adapt their structure to the technology they use.Degree of environmental uncertaintyDynamic environments require organic

35、 structures; mechanistic structures need stable environments.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,932,Contingency Factors (contd),Strategy Frameworks:InnovationPursuing competitive advantage through meaningful and unique innovations favors

36、an organic structuring.Cost minimizationFocusing on tightly controlling costs requires a mechanistic structure for the organization.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,933,Contingency Factors (contd),4.1 Strategy and StructureAchievement o

37、f strategic goals is facilitated by changes in organizational structure that accommodate and support change.4.2 Size and StructureAs an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules a

38、nd regulations.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,934,Contingency Factors (contd),4.3 Technology and StructureOrganizations adapt their structures to their technology.Woodwards classification of firms based on the complexity of the techno

39、logy employed:Unit production of single units or small batchesMass production of large batches of outputProcess production in continuous process of outputsRoutine technology = mechanistic organizationsNon-routine technology = organic organizations,Copyright 2010 Pearson Educa,Copyright 2010 Pearson

40、Education, Inc. Publishing as Prentice Hall,935,Contingency Factors (contd),4.4 Environmental Uncertainty and StructureMechanistic organizational structures tend to be most effective in stable and simple environments.The flexibility of organic organizational structures is better suited for dynamic a

41、nd complex environments.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,936,Exhibit 96Woodwards Findings on Technology, Structure, and Effectiveness,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,937,5.

42、Common Organizational Designs,5.1 Traditional DesignsSimple structureLow departmentalization, wide spans of control, centralized authority, little formalizationFunctional structureDepartmentalization by functionOperations, finance, marketing, human resources, and product research and developmentDivi

43、sional structureComposed of separate business units or divisions with limited autonomy under the coordination and control the parent corporation.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,938,Exhibit 97Strengths and Weaknesses of Traditional Orga

44、nizational Designs,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,939,Organizational Designs (contd),5.2 Contemporary Organizational DesignsTeam structuresThe entire organization is made up of work groups or self-managed teams of empowered employees.M

45、atrix and project structuresSpecialists from different functional departments are assigned to work on projects led by project managers.Matrix and project participants have two managers.In project structures, employees work continuously on projects; moving on to another project as each project is com

46、pleted.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,940,Organizational Designs (contd),Contemporary Organizational Designs (contd)Boundaryless OrganizationAn flexible and unstructured organizational design that is intended to break down external ba

47、rriers between the organization and its customers and suppliers.Removes internal (horizontal) boundaries:Eliminates the chain of commandHas limitless spans of controlUses empowered teams rather than departmentsEliminates external boundaries:Uses virtual, network, and modular organizational structure

48、s to get closer to stakeholders.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,941,Exhibit 98Contemporary Organizational Designs,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,942,Exhibit 98 (contd) Co

49、ntemporary Organizational Designs,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,943,Removing External Boundaries,Virtual OrganizationAn organization that consists of a small core of full-time employees and that temporarily hires specialists to work o

50、n opportunities that arise.Network OrganizationA small core organization that outsources its major business functions (e.g., manufacturing) in order to concentrate on what it does best.Modular OrganizationA manufacturing organization that uses outside suppliers to provide product components for its