珠宝行业Organizationstructure（英文版）42739.pptx

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1、Chap.14 Organization structure14.1 Definition How job tasks are formally divided,grouped&coordinated1.Work Specialization(labor division)To what degree are tasks subdivided into separate jobs?Individuals specialize in doing part of an activity rather than the entire activityprevalent by the late 194

2、0s:1.efficient usage of employees skill-less trained replace skilled.Efficient training.2.Employees skills at performing a tasks successfully increase through repetition-by the 1960s:the human diseconomies from specialization-boredom,fatigue,stress,low productivity,poor quality,increased absenteeism

3、,&high turnover.Enlarge the scope of activities-doing whole&complete job,team2.DepartmentalizationThe basis by which jobs are grouped togetherGroup by function-Deepen specialized knowledge,Achieve efficiencies though specialization;High-cost integration,Slowly responsive product Cluster-Multidivisio

4、nal Sys.Organized around Geography(territory)-scratteredprocess departmentalization Customer departmentalization3.Chain of commandThe unbroken line of authority that extends from the top of the organization to the lowest eschelon&clarifies who reports to whomauthority:the right inherent in manageria

5、l position to give orders&expect the orders to be obeyedunity of command:a subordinate should have only 1 superior to whom he(she)is directly responsibleconflicting demands or priorities from superiorsless relevance today because of-&empowering4.Span of ControlThe number of subordinates a manager ca

6、n efficiently&effectively directedorganizational level(levels of management)strength of small spans:maintain close control;drawback:expensive for adding-;complex vertical communication,slow down D-M,isolate upper-;overly tight supervision discourage-autonomyrecent efforts to reduce cost,cut overhead

7、,speed up D-M,get closer to customer,empower employees.5.Centralization&DecentralizationThe degree to which D-M is concentrated at a single point in the organizationdecentralization:decision discretion is pushed down to lower-level employeesactions can be taken more quickly to solve problems;more pe

8、ople provide input into decisions;employees are less likely to feel alienated from those who make the decisions that affect their work lives marked trend toward decentralizing D-M,make-more flexible,responsive6.FormalizationThe degree to which jobs within the organization are standardizednegatively

9、related to the job incumbents discretion over his job.Policy,procedure,rule-profession complexity-division of labor,vertical levels,geographically dispersed Chap.14 Organization structure14.2 Common Organizational design Formal structure-U-type,M-type,Matrix Multiple foci,Conflict Dow Cornning,1967-

10、19761.The simple structureA structure characterized by a low degree of departmentalization,wide span of control,authority centralized in a single person,little formalizationlean,flat;2 or 3 vertical levels,a loose body of employees,&1 individual in whom the D-M authority is centralizedstrength-fast,

11、flexible,inexpensive to maintain,&accountability is clearweakness-difficult to maintain in anything other than small organization;risky,depends on 1 person.2.The BureaucracyA structure with highly routine operating tasks achieved through specialization,very formalized rules®ulations,tasks that ar

12、e grouped into functional departments,centralized authority,narrow span of control,&D-M that follows the chain of command strength:perform in a highly efficient manner;get by nicely with less talentedweakness:subunit conflicts,functional unit goals override-;obsessive concern with following the rule

13、s.The peak of its popularityobsolescent in the 1990s:hinders employee initiative-the majority of large organization still take on its basic characteristics,esp.Specialization&high formalization 3.The Matrix StructureA structure that creates dual lines of authority(chain of command);combines function

14、al&product departmentalizationstrength:facilitate coordination when organization has a multiplicity of complex&interdependent activities;reduce bureaupathologies;facilitate the efficient deployment of specialistsdownside:confusion&ambiguity foster the seeds of conflict,power struggle;stress on indiv

15、iduals Chap.14 Organization structure14.3 New Design Options Since the early 1980s,help firms compete effectively;the advancement of IT Business Process Reengineering1.The team structureThe use of teams as the central device to coordinate work activitiesbreaks down departmental barriers,require empl

16、oyees to be generalists as well as specialistsin large organization,complement bureaucracy,achieve the efficiency of bureaucracys standardization while gaining teams flexibility2.The virtual organizationA small,core organization that outsources major business functionssmall executive group oversee a

17、ctivities done in house,coordinate the network of relationships with outsource firm.highly centralized,with little or no departmentalization focus on core competency:design,marketing,brand name;in contrast to control through ownership?advantage:allow someone with an innovative idea&little money to c

18、ompete against large companydrawback:reduce managements control over-3.The Boundaryless OrganizationAn organization that seeks to eliminate the chain of command,have limitless span of control,&replace departments with empowered teams removing vertical&horizontal boundaries-flatten the hierarchy,stat

19、us&rank are minimized,break down external boundaries(barriers to constituencies&barriers created by geography)-globalization,strategic alliances,custom-organization linkage,telecom.Intra-interorganizational network 4.The Feminine OrganizationAn organization characterized by humanistic treatment of i

20、ndividuals,nonopportunism,careers defined through service to others,commitment to employee growth,creation of a caring community,&power sharingnonopportunistic.Relationships are seen as possessing value in themselves,rather than a meanwomen prefered organizations that emphasized relatedness&connecti

21、ng with othersessentially managed by&for woman,Mary Kay Cosmetics Chap.14 Organization structure14.4 Why do structures differ?1.Mechanistic vs.Organic ModelMechanistic Organichigh specialization cross-functional teamsrigid departmentalization cross-hierarchical clear chain of command free flow of in

22、formationnarrow span of control widecentralization decentralizationhigh formalization low 2.StrategyStructure follow strategyMission-Strategy,Assess environment-Business activitiesinnovation:emphasizes the introduction of major new products&services-organiccost-minimization:emphasizes tight cost con

23、trols,avoidance of unnecessary innovation or marketing expenses,price-cutting-mechanistic,tight controlimitation:seeks to move into new products or new markets only after their viability has already been proven-organic&mechanistic3.SizeAn organizations size significantly affects its structurelarge o

24、rganizations tend to have more specialization,more departmentalization,more vertical levels,&more rules®ulations than do small organizationsize affects structure at a decreasing rate.4.TechnologyHow an organization transfer its inputs into outputsdegree of routineness:automated&standardized opera

25、tions;costomizedroutine tasks-taller,more departmentalized structure;formalized documentationtechnology-centralization relation is moderated by the degree of formalization;both control mechanisms-substitute one for the other routine technology lead to centralization?5.EnviromentThose institutions or

26、 forces outside the organization that potentially affect its performance3 dimensions of environmental uncertainty the more scarce,dynamic,&complex the environment,the more organiccapacity:the degree to which it can support growth.Abundant capacity leave room for-to make mistakesvolatility:the degree

27、 of instability in an-.Static easy to predict accurately-low unpredictabilitycomplexity:the degree of heterogeneity&concentration among-elements simpleChap.14 Organization structure14.5 Organization designs&Employee behavior have profound effects on its members No generalization individual differenc

28、eSpecialization conducive to high productivity at the price of reduced job satisfaction there is still a segment of the work force prefers the routine&repititiveness of highly specialized jobno evidence supports a relation between span of control&employee performance someone prefers the security of

29、a boss available at all time managers job satisfaction increases asfairly strong evidence linking centralization&job satisfaction:the decentralization-satisfaction relationship is strongest with employees with low self-esteemChap.15 Technology,work design&stress14.1 Work Stress1.DefinitionA dynamic

30、condition in which an individual is confront with an opportunity,constraint,or demand related to what he(she)desires&for which the outcome is perceived to be both uncertain&important.(necessary)negative context,positive value-potential gainconstraints:forces that prevent individuals from doing what

31、they desiredemands:loss of sth.desired 2.Potential Sources of Stress(1)Environment factorsEconomic uncertainties:downward swings lead to layoffs,reduced pay,shorter workweeksPolitical uncertainties&social issues:conflict of territory,ethnical,group interest technological uncertainty:technological in

32、novation,deskill 2.Potential Sources of Stress(2)Organizational factorsTask demands:design of ones job(autonomy,variety,automation),working condition,physical layoutrole demands:role conflicts,overload,ambiguity interpersonal demands:social support from-,orga.structure:complex,discretion,participati

33、onleadership:climateorganizational life stage:establishment,decline2.Potential Sources of Stress(3)Indivicdual factorsPrivacy,family issueseconomic problemspersonality:an inherent tendency to accentuate negative aspects of the worldstressors are additive:appraise the total amount of stress one is un

34、der,the straw that breaks the camels back 3.Individual Difference relationship between potential stressors&experienced stressPerception:stress potential lies in ones interpretation of those factors rather than job experience:negatively related to stress-selective withdrawal,coping mecganismsocial su

35、pport:palliative,buffer the impactbelief in locus of control:those with an internal locus believe they control their destinyhostility:at high risk for heart disease 4.Consequences of StressPhysiological symptoms:create changes in metabolism,increase heart&breathing rates,blood pressure,bring on head

36、aches,induce heart attack -have the least direct relevance to OB studentsPsychological:cause dissatisfaction,tension,anxiety,irritability,boredom,procrastination behavioral:change in productivity,absence,&turnover,as well as eating-drinking habit,fidget,sleep disorders;stress-performance relation,th

37、e reaction to stress over time:inverted-U relationship 5.Managing StressIndividual approaches:increase physical exercise,relaxation training,social support network;implementing time-management techniques-making daily lists of activities to be accomplished,prioritizing-by importance&urgency,schedulin

38、g-according to priorities set,knowing your daily cycle Organizational approaches:personnel selection&job placement,goals setting&feedback,redesigning jobs,employee involvement,communication,corporate wellness programs 谢谢观看/欢迎下载BY FAITH I MEAN A VISION OF GOOD ONE CHERISHES AND THE ENTHUSIASM THAT PUSHES ONE TO SEEK ITS FULFILLMENT REGARDLESS OF OBSTACLES.BY FAITH I BY FAITH