管理學(xué)原理英文版版教學(xué)課件第6章

1、Fundamentals of ManagementTenth EditionChapter 6Organizational Structure and DesignFundamentals of ManagementTentLearning Objectives6.1 Describe six key elements in organizational design.6.2 Identify the contingency factors that favor either the mechanistic model or the organic model of organization

2、al design.6.3 Compare and contrast traditional and contemporary organizational designs.6.4 Discuss the design challenges faced by todays organizations.Learning Objectives6.1 DescribLearning Objectives 6.1Describe six key elements in organizational design.Learning Objectives 6.1DescribElements of Org

3、anizational StructureWork specializationDepartmentalizationAuthority and responsibilitySpan of controlCentralization vs. decentralizationFormalizationElements of Organizational StrExhibit 6-1 SpecializationExhibit 6-1 SpecializationDepartmentalizationExhibit 6-2 Types of DepartmentalizationFunctiona

4、lGroups employees based on work performed (eg., engineering, accounting, information systems, human resources)ProductGroups employees based on major product areas in the corporation (e.g., womens footwear, mens footwear, and apparel and accessories)CustomerGroups employees based on customers problem

5、s and needs (e.g., wholesale, retail, government)GeographicGroups employees based on location served (e.g., north, south, Midwest, east)processGroups employees based on the basis of work or customer flow (e.g., testing, payment)DepartmentalizationExhibit 6-2Types of Authority RelationshipsExhibit 6-

6、3 Chain of Command and Line AuthorityTypes of Authority RelationshiLine and Staff AuthorityExhibit 6-4 Line versus Staff AuthorityLine and Staff AuthorityExhibiUnity of CommandA structure in which each employee reports to only one managerOne boss or more?Unity of CommandA structure inHow Do Authorit

7、y and Power Differ?Authority: a right whose legitimacy is based on an authority figures position in the organization; it goes with the job.Power:an individuals ability to influence decisions.How Do Authority and Power DifPower Versus AuthorityExhibit 6-5 Authority versus PowerPower Versus AuthorityE

8、xhibit Exhibit 6-6 Types of PowerCoercive powerPower based on fear.Reward powerPower based on the ability to distribute something that others value.Legitimate powerPower based on ones position in the formal hierarchy.Expert powerPower based on ones expertise, special skill, or knowledge.Referent pow

9、erPower based on identification with a person who has desirable resources or personal traits.Exhibit 6-6 Types of PowerCoerSpan of ControlEffective and efficient span depends on:Employee experience and training (more they have, larger span)Similarity of employee tasks (more similarity, larger span)C

10、omplexity of those tasks (more complex, smaller span)Span of ControlEffective and eCentralization and DecentralizationCentralization:decision making takes place at upper levels of the organization.Decentralization:lower-level managers provide input or actually make decisions.Centralization and Decen

11、tralizFormalizationHow standardized an organizations jobs are and the extent to which employee behavior is guided by rules and proceduresFormalizationHow standardized Learning Objectives 6.2Identify the contingency factors that favor either the mechanistic model or the organic model of organizationa

12、l design.Learning Objectives 6.2IdentifModels of Organizational DesignExhibit 6-7 Mechanistic versus Organic OrganizationsRigid hierarchical relationshipsFixed dutiesMany rulesFormalized communication channelsCentralized decision authorityTaller structuresCollaboration (both vertical and horizontal)

13、Adaptable dutiesFew rulesInformal communicationDecentralized decision authorityFlatter structuresModels of Organizational DesigStrategy and StructureCertain structural designs work best with different organizational strategies:Simple strategySimple structureElaborate strategyMore complex structureSt

14、rategy and StructureCertain Size and StructureOrganic:less than 2,000 employees can be organic.Mechanistic:more than 2,000 employees makes organizations to become moreSize and StructureOrganic:Technology and StructureTechnology and StructureEnvironment and StructureStable environment: mechanistic st

15、ructureDynamic environment: organic structure Environment and StructureStablLearning Objectives 6.3Compare and contrast traditional and contemporary organizational designs.Learning Objectives 6.3CompareExhibit 6-9 Traditional Organizational DesignsSource: Robbins, Stephen P., Coulter, Mary, Manageme

16、nt, 13th Ed., 2016, p. 304. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY.Exhibit 6-9 Traditional OrganiFunctional StructureAn organizational design that groups similar or related occupational specialtiesFunctional StructureAn organizDivisional Struct

17、ureAn organizational structure made up of separate business units or divisionsDivisional StructureAn organizExhibit 6-10 Contemporary Organizational DesignSource: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., 2016, p. 315. Reprinted and electronically reproduced by permission of Pearson

18、Education, Inc., New York, NY.Exhibit 6-10 Contemporary OrgaTeam StructureA structure in which the entire organization is made up of work teams that do the organizations workTeam StructureA structure in wMatrix and Project StructuresExhibit 6-11 Sample Matrix StructureMatrix and Project StructuresEP

19、roject StructureA structure in which employees continuously work on projectsProject StructureA structure iBoundaryless OrganizationsAn organization whose design is not imposed by a predefined structureBoundaryless OrganizationsAn oLearning Objectives 6.4Discuss the design challenges faced by todays organizations.Learning Objectives 6.4DiscussCurrent Organizational Design ChallengesChanging the way work is doneKeeping employees connectedManaging g