罗宾斯管理学英文第九版课件 .ppt

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1、OrganizationalStructureandDesignChapter10LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.DefiningOrganizationalStructureDiscussthetraditionalandcontemporaryviewsofworkspecialization,chainofcommand,andspanofcontrol.Describeeachofthefiveformsofdepartmentalization.Expla

2、incross-functionalteams.Differentiate,authority,responsibility,andunityofcommand.Tellwhatfactorsinfluencetheamountofcentralizationanddecentralization.Explainhowformalizationisusedinorganizationaldesign.LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.Organizat

3、ionalDesignDecisionsContrastmechanisticandorganicorganizations.Explaintherelationshipbetweenstrategyandstructure.Tellhoworganizationalsizeaffectsorganizationaldesign.DiscussWoodward’sfindingsontherelationshipoftechnologyandstructure.Explainhowenvironmentaluncertaintyaffectsorganizational

4、design.LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.CommonOrganizationalDesignsContrastthethreetraditionalorganizationaldesigns.Explainteam,matrix,andprojectstructures.Describethedesignofvirtualandnetworkorganizations.Discusstheorganizationaldesignchalleng

5、esfacingmanagerstoday.DefiningOrganizationalStructureOrganizationalStructureTheformalarrangementofjobswithinanorganization.OrganizationalDesignAprocessinvolvingdecisionsaboutsixkeyelements:WorkspecializationDepartmentalizationChainofcommandSpanofcontrolCentralizationanddecentralizationFo

6、rmalizationExhibit10–1PurposesofOrganizingDividesworktobedoneintospecificjobsanddepartments.Assignstasksandresponsibilitiesassociatedwithindividualjobs.Coordinatesdiverseorganizationaltasks.Clustersjobsintounits.Establishesrelationshipsamongindividuals,groups,anddepartments.Establishesfo

7、rmallinesofauthority.Allocatesanddeploysorganizationalresources.OrganizationalStructureWorkSpecializationThedegreetowhichtasksintheorganizationaredividedintoseparatejobswitheachstepcompletedbyadifferentperson.Overspecializationcanresultinhumandiseconomiesfromboredom,fatig