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时间:2020-11-02
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1、TenOrganizationalStructureandDesign1.INTRODUCTION.Organizationalstructurecanplayanimportantroleinanorganization’ssuccess.Theprocessoforganizing—thesecondmanagementfunction—ishowanorganization’sstructureiscreated.2.DEFININGORGANIZATIONALSTRUCTURE.Managersareseekingstructuraldesignsthatwi
2、llbestsupportandallowemployeestoeffectivelyandefficientlydotheirwork.A.Beforewelookattheelementsoforganizationalstructureanddesign,weneedtodefinesomeimportantterms.1.Organizingistheprocessofcreatinganorganization’sstructure.Thatprocesshasseveralpurposes,asshowninExhibit10.1.2.Anorganiza
3、tionalstructureistheformalarrangementofjobswithinanorganization.3.Organizationaldesignistheprocessofdevelopingorchanginganorganization’sstructure.Itinvolvesdecisionsaboutsixkeyelements:workspecialization,departmentalization,chainofcommand,spanofcontrol,centralization/decentralization,an
4、dformalization.Weneedtotakeacloserlookateachofthesestructuralelements.B.Workspecializationisthedegreetowhichtasksinanorganizationaredividedintoseparatejobs.Mostmanagerstodayseeworkspecializationasanimportantorganizingmechanismbutnotasasourceofever-increasingproductivity.C.Onceworktasksh
5、avebeendefined,theymustbegroupedtogetherinsomewaythroughaprocesscalleddepartmentalization—thebasisonwhichjobsaregroupedinordertoaccomplishorganizationalgoals.Therearefivemajorwaystodepartmentalize.(Exhibit10.2)1.Functionaldepartmentalizationisgroupingjobsbyfunctionsperformed.2.Productde
6、partmentalizationisgroupingjobsbyproductline.3.Geographicaldepartmentalizationisgroupingjobsonthebasisofterritoryorgeography.4.Processdepartmentalizationisgroupingjobsonthebasisofproductorcustomerflow.5.Customerdepartmentalizationisgroupingjobsonthebasisofcommoncustomers.6.Twopopulartre
7、ndsindepartmentalizationinclude:a.Customerdepartmentalizationcontinuestobeahighlypopularapproachbecauseitallowsbettermonitoringofcustomers’needsandrespondingtothosechangesinneeds.b.Cross-functionalteams,ahybridgroupingofindividualswhoareexpertsinvariousspecialties(orfunctions)a
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