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Chapter10ORGANIZATIONALSTRUCTUREANDDESIGN10-1110-Chapter10ORGANIZATIONAL10-111LearningObjectives

(cont.)1.Defineorganizationalstructureandorganizationaldesign.2.Explainwhystructureanddesignareimportanttoanorganization.3.Describethesixkeyelementsoforganizationalstructure.4.Differentiatemechanisticandorganicorganizationaldesign.5.Identifythefourcontingencyfactorsthatinfluenceorganizationaldesign.10-2210-LearningObjectives(cont.)1.DLearningObjectives6.Describeasimplestructure,afunctionalstructure,andadivisionalstructure.7.Explainteam-basedstructuresandwhyorganizationsareusingthem.8.Describematrixstructures,projectstructures,autonomousinternalunits,andboundarylessorganizations.9.Explaintheconceptofalearningorganizationandhowitinfluencesorganizationaldesign.10-3310-LearningObjectives6.DescribeoutlineA)DefiningOrganizationalStructurea)WorkSpecializationb)Departmentalizationc)ChainofCommandd)SpanofControle)CentralizationandDecentralizationf)Formalization410-outlineA)DefiningOrganizatiOutline2B)OrganizationalDesignDecisionsa)MechanisticandOrganicorganizationsb)ContingencyFactors

StrategyandStructure

SizeandStructure

TechnologyandStructure

EnvironmentalUncertaintyandStructure510-Outline2B)OrganizationalDeOutline3C)CommonOrganizationalDesignsa)TraditionalOrganizationalDesignsSimpleStructureFunctionalStructureDivisionalStructureb)ContemporaryOrganizationalDesigns

Team-BasedStructures

ProjectandMatrixStructures

AutonomousInternalUnitsTheBoundarylessOrganizationTheLearningOrganization

610-Outline3C)CommonOrganizatDefiningOrganizationalStructureNomenclatureorganizing

-theprocessofcreatinganorganization’sstructureorganizationalstructure

-theformalframeworkbywhichjobtasksaredivided,grouped,andcoordinatedorganizationaldesign

-processofdevelopingorchanginganorganization’sstructureprocessinvolvessixkeyelements10-7710-DefiningOrganizationalStructWorkSpecialization（勞動分工）

Definition---thedegreetowhichtasksinanorganizationaredividedintoseparatejobs.Theessenceofworkspecification---individualsspecializeindoingpartofanactivityratherthantheentireactivityPurpose---animportantorganizingmechanism,thoughnotasourceofever-increasingproductivityNotice---toomuchspecializationhascreatedhumandiseconomies10-8810-WorkSpecialization（勞動分工）

DefiDepartmentalization（部門化）

Definition---thebasisbywhichjobsaregroupedtogetherTypesofdepartmentalizationFunctional（職能）

-groupsjobsbyfunctionsperformedproduct

（產(chǎn)品）-groupsjobsbyproductlinegeographical

（地區(qū)）-groupsjobsonthebasisofterritoryorgeographyProcess（流程）

-groupsjobsonthebasisofproductorcustomerflowCustomer（客戶）

-groupsjobsonthebasisofcommoncustomers10-9910-Departmentalization（部門化）

DefinDepartmentalization(cont.)largeorganizationscombinemostorallformsofdepartmentalizationtrendscustomerdepartmentalizationisincreasinglybeingusedbetterabletomonitorandrespondtocustomerneedscross-functionalteamsarebecomingpopulargroupsofindividualswhoareexpertsinvariousspecialtiesinvolvedinallaspectsof

bringinganewproducttomarket10-101010-Departmentalization(cont.)10-FunctionalDepartmentalizationManager,EngineeringManager,ManufacturingManager,HumanResourcesManager,PurchasingPlantManagerManager,Accounting10-111110-FunctionalDepartmentalizationProductDepartmentalizationMassTransitDivisionBombardier-Rotax(Vienna)MasstransitsectorRecreationalProductsDivisionLogisticEquipmentDivisionIndustrialEquipmentDivisionBombadier-Rotax(Gunskirchen)RecreationalandUtilityVehiclesSectorRailProductsSectorBombardier,Ltd.10-121210-ProductDepartmentalizationMasGeographicalDepartmentalizationSalesDirector,WesternRegionSalesDirector,SouthernRegionSalesDirector,EasternRegionVicePresidentforSalesSalesDirector,MidwesternRegion10-131310-GeographicalDepartmentalizatiProcessDepartmentalizationSawingDepartmentManagerPlaningandMillingDepartmentManagerAssemblingDepartmentManagerLacqueringandSandingDepartmentManagerFinishingDepartmentManagerPlantSuperintendent10-14InspectionandShippingDepartmentManager1410-ProcessDepartmentalizationSawCustomerDepartmentalizationManager,RetailAccountsDirectorofSalesManager,GovernmentAccountsManager,WholesaleAccounts10-151510-CustomerDepartmentalizationMaChainofCommand(指揮鏈）

Definition---continuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestlevelsandclarifieswhoreportstowhomauthority（職權(quán)）-therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoitResponsibility（職責(zé)）

-theobligationtoperformanyassigneddutiesunityofcommand（統(tǒng)一指揮

）-apersonshouldreporttoonlyonemanagertheseconceptsarelessrelevanttodayduetoinformationtechnologyandemployeeempowerment10-161610-ChainofCommand(指揮鏈）

DefinitSpanofControl（管理跨度）

numberofemployeesthatamanagercanefficientlyandeffectivelymanagedeterminesthenumberoflevelsandmanagersinanorganizationthewiderthespan,themoreefficienttheorganizationappropriatespaninfluencedby:theskillsandabilitiesofemployeesthecomplexityoftasksperformedavailabilityofstandardizedproceduressophisticationoforganization’sinformationsystem10-171710-SpanofControl（管理跨度）

numberContrastingSpansOfControl1234567OrganizationalLevelMembersatEachLevelSpanof4Operatives =4,096Managers(levels1-6)=1,365Spanof8Operatives =4,096Managers(levels1-4)=5851416642561,0244,09618645124,096?PrenticeHall,200210-181810-ContrastingSpansOfControl12Centralization（集權(quán)）

thedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganizationtop-levelmanagersmakedecisionswithlittleinputfromsubordinatesinacentralizedorganization10-191910-Centralization（集權(quán)）

thedegreDecentralization（分權(quán)）thedegreetowhichdecisionsaremadebylower-levelemployeesdistincttrendtowarddecentralizeddecisionmaking2010-Decentralization（分權(quán)）2010-FactorsThatInfluencetheAmountofCentralizationandDecentralization10-212110-FactorsThatInfluencetheAmoFormalization（標(biāo)準(zhǔn)化）thedegreetowhichjobswithintheorganizationarestandardizedstandardization-removestheneedforemployeestoconsideralternativesextenttowhichemployeebehaviorisguidedbyrulesandproceduresemployeeallowedminimaldiscretioninhighlyformalizedjobsexplicitjobdescriptionsclearlydefinedprocedures10-222210-Formalization（標(biāo)準(zhǔn)化）10-222210-OrganizationalDesignDecisionsMechanisticOrganization（機(jī)械式組織）rigidlyandtightlycontrolledstructuretriestominimizetheimpactofdifferinghumantraitsmostlargeorganizationshavesomemechanisticcharacteristicsOrganicOrganization（有機(jī)式組織）highlyadaptiveandflexiblestructurepermitsorganizationtochangewhentheneedarisesemployeesarehighlytrainedandempoweredtohandlediversejobactivitiesminimalformalrulesandlittledirectsupervision10-232310-OrganizationalDesignDecisionMechanistic

Versus

Organic

Organization

HighSpecializationRigidDepartmentalizationClearChainofCommandNarrowSpansofControlCentralizationHighFormalizationCross-HierarchicalTeamsFreeFlowofInformationWideSpansofControlDecentralizationLowFormalizationMechanisticOrganic10-242410-MechanisticVersusOrganicOrgContingencyFactors（權(quán)變量）

StrategyandStructure（戰(zhàn)略與結(jié)構(gòu)）

-structureshouldfacilitatetheachievementofgoalsstrategyandstructureshouldbecloselylinkedstrategyfocuseson:innovation

-needtheflexibilityandfreeflowofinformationoftheorganicstructurecostminimization

-seekefficiency,stability,andtightcontrolsofmechanisticstructureimitation

-usestructuralcharacteristicsofbothmechanisticandorganicstructures10-252510-ContingencyFactors（權(quán)變量）

StrContingencyFactors(cont.)

SizeandStructure（規(guī)模與結(jié)構(gòu)）

-sizeaffectsstructureatadecreasingrate10-262610-ContingencyFactors(cont.)

SiContingencyFactors(cont.)

TechnologyandStructuretechnology

-convertsinputsintooutputsunitproduction（單件生產(chǎn)）

-productionofitemsinunitsorsmallbatchesmassproduction（大量生產(chǎn)）

-large-batchmanufacturingprocessproduction（流程生產(chǎn)）

-continuous-processproductionmechanisticstructuresupportsroutinetechnology；organicstructuresupportsnon-routinetechnology2710-ContingencyFactors(cont.)

TeWoodward’sFindingsOnTechnology,Structure,AndEffectivenessMassProductionModerateverticaldifferentiationHighhorizontaldifferentiationHighformalizationProcessProductionHighverticaldifferentiationLowhorizontaldifferentiationLowformalizationUnitProductionLowverticaldifferentiationLowhorizontaldifferentiationLowformalizationStructuralCharacteristicsMosteffectivestructureOrganicMechanisticOrganic10-282810-Woodward’sFindingsOnTechnolContingencyFactors(cont.)

EnvironmentalUncertaintyandStructure（環(huán)境的不確定性與結(jié)構(gòu)）onewaytoreduceenvironmentaluncertaintyistoadjusttheorganization’sstructurewithgreaterstability,mechanisticstructuresaremoreeffectivemechanisticstructuresarenotequippedtorespondtorapidenvironmentalchangethegreatertheuncertainty,thegreatertheneedforanorganicstructureorganizationsarebeingdesignedtobemoreorganicnowadays10-292910-ContingencyFactors(cont.)

EnCommonOrganizationalDesignsTraditionalOrganizationalDesignsSimpleStructure（簡單結(jié)構(gòu)）

-lowdepartmentalization,widespansofcontrol,authoritycentralizedinasingleperson,andlittleformalizationcommonlyusedbysmallbusinessesasorganizationsincreaseinsize,thestructuretendstobecomemorespecializedandformalizedFunctionalStructure（職能型結(jié)構(gòu)）-groupssimilarorrelatedoccupationalspecialtiestogether10-303010-CommonOrganizationalDesignsTTraditionalOrganizationalDesigns(cont.)

DivisionalStructure（分部型結(jié)構(gòu)）

-composedofseparatedivisionseachdivisionhasrelativelylimitedautonomyparentcorporationactsasanexternaloverseertocoordinateandcontrolthedivisionsprovidessupportservices10-313110-TraditionalOrganizationalDesStrengthsandWeaknessofCommonTraditionalOrganizationalDesigns10-323210-StrengthsandWeaknessofCommContemporaryOrganizationalDesigns

Team-BasedStructures

（分組結(jié)構(gòu)）-entireorganizationismadeupofworkteams

employeeempowermentiscrucialteamsresponsibleforallworkactivityandperformancecomplementsfunctionalordivisionalstructuresinlargeorganizationsallowsefficiencyofabureaucracyprovidesflexibilityofteams10-333310-ContemporaryOrganizationalDeContemporaryOrganizationalDesigns(cont.)

MatrixStructure

（矩陣結(jié)構(gòu)）-assignsspecialistsfromdifferentfunctionaldepartmentstoworkonprojectsledbyprojectmanagersaddsverticaldimensiontothetraditionalhorizontalfunctionaldepartmentscreatesa

dualchainofcommandviolatesunityofcommandprojectmanagershaveauthorityinareasrelativetotheproject’sgoalsfunctionalmanagersretainauthorityoverhumanresourcedecisions(e.g.,promotions)10-343410-ContemporaryOrganizationalDeAMatrixOrganizationinanAerospaceFirm10-353510-AMatrixOrganizationinanAeContemporaryOrganizationalDesigns(cont.)

ProjectStructure

（項(xiàng)目結(jié)構(gòu)）-employeesworkcontinuouslyonprojectsemployeesdonotreturntoafunctionaldepartmentattheconclusionofaprojectallworkperformedbyteamscomprisedofemployeeswithappropriateskillsandabilitiestendstobeveryfluidandflexiblenorigiddepartmentalizationororganizationhierarchymanagersserveasfacilitatorsandmentors10-363610-ContemporaryOrganizationalDeContemporaryOrganizationalDesigns(cont.)AutonomousInternalUnits

–independent,decentralizedbusinessunitseachhasitsownproducts,clients,competitors,andprofitgoalsbusinessunitsareautonomousthereisnocentralizedcontrolorresourceallocation10-373710-ContemporaryOrganizationalDeContemporaryOrganizationalDesigns(cont.)

BoundarylessOrganization

（無邊界組織）-designisnotdefinedby,orlimitedto,thehorizontal,vertical,orexternalboundariesimposedbyapredefinedstructurestrategicalliancesbreakdownbarriersbetweenthecompanyanditscustomersandsuppliersseekstoeliminatethechainofcommand,tohavelimitlessspansofcontrol,andtoreplacedepartmentswithempoweredteamsflattensthehierarchybyremovingverticalboundarieshorizontalboundariesremovedbyorganizingworkaroundprocessesinsteadoffunctionaldepartments10-383810-ContemporaryOrganizationalDeContemporaryOrganizationalDesigns(cont.)

LearningOrganization

(學(xué)習(xí)型組織)

-anorganizationalmind-setratherthanaspecificorganizationaldesignhasdevelopedthecapacitytocontinuouslyadaptallmemberstakeanactiveroleinidentifyingandresolvingwork-relatedissuespracticeknowledgemanagementbycontinuallyacquiringandsharingnewknowledgeenvironmentisconducivetoopencommunicationempoweredteamsareimportantleadershipcreatesasharedvisionforthefutureorganizationalcultureprovidessenseofcommunity10-393910-ContemporaryOrganizationalDeCharacteristicsOfALearningOrganizationOrganizationalDesignBoundarylessTeamsEmpowermentOrganizationalCultureStrongMutualRelationshipsSenseofCommunityCaringTrustInformationSharingOpenTimelyAccurateLeadershipSharedVisionCollaborationTheLearningOrganization10-404010-CharacteristicsOfALearning演講完畢，謝謝觀看！演講完畢，謝謝觀看！Chapter10ORGANIZATIONALSTRUCTUREANDDESIGN10-424210-Chapter10ORGANIZATIONAL10-111LearningObjectives

(cont.)1.Defineorganizationalstructureandorganizationaldesign.2.Explainwhystructureanddesignareimportanttoanorganization.3.Describethesixkeyelementsoforganizationalstructure.4.Differentiatemechanisticandorganicorganizationaldesign.5.Identifythefourcontingencyfactorsthatinfluenceorganizationaldesign.10-434310-LearningObjectives(cont.)1.DLearningObjectives6.Describeasimplestructure,afunctionalstructure,andadivisionalstructure.7.Explainteam-basedstructuresandwhyorganizationsareusingthem.8.Describematrixstructures,projectstructures,autonomousinternalunits,andboundarylessorganizations.9.Explaintheconceptofalearningorganizationandhowitinfluencesorganizationaldesign.10-444410-LearningObjectives6.DescribeoutlineA)DefiningOrganizationalStructurea)WorkSpecializationb)Departmentalizationc)ChainofCommandd)SpanofControle)CentralizationandDecentralizationf)Formalization4510-outlineA)DefiningOrganizatiOutline2B)OrganizationalDesignDecisionsa)MechanisticandOrganicorganizationsb)ContingencyFactors

StrategyandStructure

SizeandStructure

TechnologyandStructure

EnvironmentalUncertaintyandStructure4610-Outline2B)OrganizationalDeOutline3C)CommonOrganizationalDesignsa)TraditionalOrganizationalDesignsSimpleStructureFunctionalStructureDivisionalStructureb)ContemporaryOrganizationalDesigns

Team-BasedStructures

ProjectandMatrixStructures

AutonomousInternalUnitsTheBoundarylessOrganizationTheLearningOrganization

4710-Outline3C)CommonOrganizatDefiningOrganizationalStructureNomenclatureorganizing

-theprocessofcreatinganorganization’sstructureorganizationalstructure

-theformalframeworkbywhichjobtasksaredivided,grouped,andcoordinatedorganizationaldesign

-processofdevelopingorchanginganorganization’sstructureprocessinvolvessixkeyelements10-484810-DefiningOrganizationalStructWorkSpecialization（勞動分工）

Definition---thedegreetowhichtasksinanorganizationaredividedintoseparatejobs.Theessenceofworkspecification---individualsspecializeindoingpartofanactivityratherthantheentireactivityPurpose---animportantorganizingmechanism,thoughnotasourceofever-increasingproductivityNotice---toomuchspecializationhascreatedhumandiseconomies10-494910-WorkSpecialization（勞動分工）

DefiDepartmentalization（部門化）

Definition---thebasisbywhichjobsaregroupedtogetherTypesofdepartmentalizationFunctional（職能）

-groupsjobsbyfunctionsperformedproduct

（產(chǎn)品）-groupsjobsbyproductlinegeographical

（地區(qū)）-groupsjobsonthebasisofterritoryorgeographyProcess（流程）

-groupsjobsonthebasisofproductorcustomerflowCustomer（客戶）

-groupsjobsonthebasisofcommoncustomers10-505010-Departmentalization（部門化）

DefinDepartmentalization(cont.)largeorganizationscombinemostorallformsofdepartmentalizationtrendscustomerdepartmentalizationisincreasinglybeingusedbetterabletomonitorandrespondtocustomerneedscross-functionalteamsarebecomingpopulargroupsofindividualswhoareexpertsinvariousspecialtiesinvolvedinallaspectsof

bringinganewproducttomarket10-515110-Departmentalization(cont.)10-FunctionalDepartmentalizationManager,EngineeringManager,ManufacturingManager,HumanResourcesManager,PurchasingPlantManagerManager,Accounting10-525210-FunctionalDepartmentalizationProductDepartmentalizationMassTransitDivisionBombardier-Rotax(Vienna)MasstransitsectorRecreationalProductsDivisionLogisticEquipmentDivisionIndustrialEquipmentDivisionBombadier-Rotax(Gunskirchen)RecreationalandUtilityVehiclesSectorRailProductsSectorBombardier,Ltd.10-535310-ProductDepartmentalizationMasGeographicalDepartmentalizationSalesDirector,WesternRegionSalesDirector,SouthernRegionSalesDirector,EasternRegionVicePresidentforSalesSalesDirector,MidwesternRegion10-545410-GeographicalDepartmentalizatiProcessDepartmentalizationSawingDepartmentManagerPlaningandMillingDepartmentManagerAssemblingDepartmentManagerLacqueringandSandingDepartmentManagerFinishingDepartmentManagerPlantSuperintendent10-55InspectionandShippingDepartmentManager5510-ProcessDepartmentalizationSawCustomerDepartmentalizationManager,RetailAccountsDirectorofSalesManager,GovernmentAccountsManager,WholesaleAccounts10-565610-CustomerDepartmentalizationMaChainofCommand(指揮鏈）

Definition---continuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestlevelsandclarifieswhoreportstowhomauthority（職權(quán)）-therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoitResponsibility（職責(zé)）

-theobligationtoperformanyassigneddutiesunityofcommand（統(tǒng)一指揮

）-apersonshouldreporttoonlyonemanagertheseconceptsarelessrelevanttodayduetoinformationtechnologyandemployeeempowerment10-575710-ChainofCommand(指揮鏈）

DefinitSpanofControl（管理跨度）

numberofemployeesthatamanagercanefficientlyandeffectivelymanagedeterminesthenumberoflevelsandmanagersinanorganizationthewiderthespan,themoreefficienttheorganizationappropriatespaninfluencedby:theskillsandabilitiesofemployeesthecomplexityoftasksperformedavailabilityofstandardizedproceduressophisticationoforganization’sinformationsystem10-585810-SpanofControl（管理跨度）

numberContrastingSpansOfControl1234567OrganizationalLevelMembersatEachLevelSpanof4Operatives =4,096Managers(levels1-6)=1,365Spanof8Operatives =4,096Managers(levels1-4)=5851416642561,0244,09618645124,096?PrenticeHall,200210-595910-ContrastingSpansOfControl12Centralization（集權(quán)）

thedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganizationtop-levelmanagersmakedecisionswithlittleinputfromsubordinatesinacentralizedorganization10-606010-Centralization（集權(quán)）

thedegreDecentralization（分權(quán)）thedegreetowhichdecisionsaremadebylower-levelemployeesdistincttrendtowarddecentralizeddecisionmaking6110-Decentralization（分權(quán)）2010-FactorsThatInfluencetheAmountofCentralizationandDecentralization10-626210-FactorsThatInfluencetheAmoFormalization（標(biāo)準(zhǔn)化）thedegreetowhichjobswithintheorganizationarestandardizedstandardization-removestheneedforemployeestoconsideralternativesextenttowhichemployeebehaviorisguidedbyrulesandproceduresemployeeallowedminimaldiscretioninhighlyformalizedjobsexplicitjobdescriptionsclearlydefinedprocedures10-636310-Formalization（標(biāo)準(zhǔn)化）10-222210-OrganizationalDesignDecisionsMechanisticOrganization（機(jī)械式組織）rigidlyandtightlycontrolledstructuretriestominimizetheimpactofdifferinghumantraitsmostlargeorganizationshavesomemechanisticcharacteristicsOrganicOrganization（有機(jī)式組織）highlyadaptiveandflexiblestructurepermitsorganizationtochangewhentheneedarisesemployeesarehighlytrainedandempoweredtohandlediversejobactivitiesminimalformalrulesandlittledirectsupervision10-646410-OrganizationalDesignDecisionMechanistic

Versus

Organic

Organization

HighSpecializationRigidDepartmentalizationClearChainofCommandNarrowSpansofControlCentralizationHighFormalizationCross-HierarchicalTeamsFreeFlowofInformationWideSpansofControlDecentralizationLowFormalizationMechanisticOrganic10-656510-MechanisticVersusOrganicOrgContingencyFactors（權(quán)變量）

StrategyandStructure（戰(zhàn)略與結(jié)構(gòu)）

-structureshouldfacilitatetheachievementofgoalsstrategyandstructureshouldbecloselylinkedstrategyfocuseson:innovation

-needtheflexibilityandfreeflowofinformationoftheorganicstructurecostminimization

-seekefficiency,stability,andtightcontrolsofmechanisticstructureimitation

-usestructuralcharacteristicsofbothmechanisticandorganicstructures10-666610-ContingencyFactors（權(quán)變量）

StrContingencyFactors(cont.)

SizeandStructure（規(guī)模與結(jié)構(gòu)）

-sizeaffectsstructureatadecreasingrate10-676710-ContingencyFactors(cont.)

SiContingencyFactors(cont.)

TechnologyandStructuretechnology

-convertsinputsintooutputsunitproduction（單件生產(chǎn)）

-productionofitemsinunitsorsmallbatchesmassproduction（大量生產(chǎn)）

-large-batchmanufacturingprocessproduction（流程生產(chǎn)）

-continuous-processproductionmechanisticstructuresupportsroutinetechnology；organicstructuresupportsnon-routinetechnology6810-ContingencyFactors(cont.)

TeWoodward’sFindingsOnTechnology,Structure,AndEffectivenessMassProductionModerateverticaldifferentiationHighhorizontaldifferentiationHighformalizationProcessProductionHighverticaldifferentiationLowhorizontaldifferentiationLowformalizationUnitProductionLowverticaldifferentiationLowhorizontaldifferentiationLowformalizationStructuralCharacteristicsMosteffectivestructureOrganicMechanisticOrganic10-696910-Woodward’sFindingsOnTechnolContingencyFactors(cont.)

EnvironmentalUncertaintyandStructure（環(huán)境的不確定性與結(jié)構(gòu)）onewaytoreduceenvironmentaluncertaintyistoadjusttheorganization’sstructurewithgreaterstability,mechanisticstructuresaremoreeffectivemechanisticstructuresarenotequippedtorespondtorapidenvironmentalchangethegreatertheuncertainty,thegreatertheneedforanorganicstructureorganizationsarebeingdesignedtobemoreorganicnowadays10-707010-ContingencyFactors(cont.)

EnCommonOrganizationalDesignsTraditionalOrganizationalDesignsSimpleStructure（簡單結(jié)構(gòu)）

-lowdepartmentalization,widespansofcontrol,authoritycentralizedinasingleperson,andlittleformalizationcommonlyusedbysmallbusinessesasorganizationsincreaseinsize,thestructuretendstobecomemorespecializedandformalizedFunctionalStructure（職能型結(jié)構(gòu)）-groupssimilarorrelatedoccupationalspecialtiestogether10-717110-CommonOrganizationalDesignsTTraditionalOrganizationalDesigns(cont.)

DivisionalStructure（分部型結(jié)構(gòu)）

-composedofseparatedivisionseachdivisionhasrelativelylimitedautonomyparentcorporationactsasanexternaloverseertocoordinateandcontrolthedivisionsprovidessupportservices10-727210-TraditionalOrganizationalDesStrengthsandWeaknessofCommonTraditionalOrganizationalDesigns10-737310-StrengthsandWeaknessofCommContemporaryOrganizationalDesigns

Team-BasedStructures

（分組結(jié)構(gòu)）-entireorganizationismadeupofworkteams

employeeempowermentiscrucialteamsresponsibleforallworkactivityandperformancecomplementsfunctionalordivisionalstructuresinlargeorganizationsallowsefficiencyofabureaucracyprovidesflexibilityofteams10-747410-ContemporaryOrganizationalDeContemporaryOrganizationalDesigns(cont.)

MatrixStru