第八章管理学Introcution_to_Business_商学导论PPT_IB08

IB-CHAPTER8

17
Conflicts of Interest within the Board
•
eBay’s corporate governance guidelines include the following:
•
“The Board should be composed of directors who are chosen based on integrity, judgment, and experience. The directors should have high-level managerial experience to deal with complex problems. They should represent the best interests of the shareholders”
•
IB-CHAPTER8 7
Narrow & Wide Span of Control
IB-CHAPTER8
Exhibit 8.3
8
Line versus Staff Positions
Line positions: job positions established to make decisions that achieve specific business goals • Staff Positions: job positions established to support the efforts of line positions • Line organization: an organizational structure that contains only line positions.
Part III: Management
8
Organizational Structure
Learning Goals
1.
2.
3.
4. 5.
Explain the purpose of an organizational structure and how organizational structure varies among firms. Explain how accountability can be achieved in an organizational structure. Describe how centralized and decentralized organizational structures differ. Discuss methods firms can use to obtain employee input. Identify methods that can be used to departmentalize tasks.
•
IB-CHAPTER8
13
Role of the Board of Directors
Even the top managers of a firm may be tempted to make decisions that serve their own interests rather than those of the firm’s owners. • For example, the top managers may decide to use company funds to purchase private jets to use when they travel on business.
Few employees narrow span diverse tasks Numerous employees wide span similar tasks
Organizational height: the number of management layers from the bottom to the top. tall organization many layers short/flat organization very few layers • Use of Line versus staff positions
IB-CHAPTER8 5
Organization Chart
IB-CHAPTER8
Exhibit 8.1
6
Varying Structures
•
Span of control: the number of employees managed by each manager, determined by top management.
IB-CHAPTER8 4
Structure and the Strategic Plan
•
Organizational structure identifies :
– responsibilities for each job position – relationships among those positions
IB-CHAPTER8 3
Key Terms
• • • •
•
• •
•
• •
intrapreneurship 企业内部创业精神 line organization 分组式组织，直线式组织 line positions 决策岗位 line-and-staff organization 指挥和参谋组织 matrix organization 矩阵组织 nominating committee 提名委员会 organizational structure 组织结构 outside board members 外部董事 span of control 控制跨度（企业管理），管理幅度 staff positions 职员岗位
IB-CHAPTER8 2
Key Terms
• • • • • • • • • • •
autonomy board of directors centralized 集中的 chain of command 控制跨度（企业管理），控制面 compensation committee 薪酬委员会 decentralized 分散的，分权的 departmentalize 使……分部门 downsizing 缩减岗位 informal organizational structure 非正式组织结构 inside board members 企业内部董事，内部董事 internal auditor 内部审计员
IB-CHAPTER8 12
2.
Board of Directors
a set of executives responsible for monitoring the activities of the firm’s president and other high-level managers • selected by shareholders • Inside/outside board members • Auditor
•
IB-CHAPTER8
15
Role of the Board of Directors
•
•
•
In general, the board focuses on major issues and normally is not involved in the day-to-day activities of the firm. Key business proposals, made by a firm’s managers, such as acquisitions or layoffs, must be approved by the board. The board may decide that the firm’s CEO needs to be replaced or that the firm’s business should be restructured
•
IB-CHAPTER8
9
Line versus Staff Positions
line organization - the organizational structure of activities contributing directly to the organization's output • Line-and-staff organization: an organizational structure that includes both line and staff positions and assigns authority from higher-level management to employees.
•
IB-CHAPTER8
14
Inside / outside board members
•
Inside board members who are also managers of the same firm. Outside board members: board members who are not managers of the firm.
•
IB-CHAPTER8
10
Line versus Staff P244
IB-CHAPTER8
11
Decision Making P245
Selecting an Organizational Structure
1.
At all levels above the supervisor, the original organizational structure at Mars Technology Company represented a narrow span of control. What is a disadvantage of this structure? In the past, all the vice-president at Mars Technology Company spent much of their time arguing that their representative divisions needed more money. Why might such turf battles be reduced in the future as a result of the revised organizational structure?
•
Organization chart:
– shows the interaction among job positions – indicates chain of command
identifies
job position to which each type of employee must report indicates who is responsible for various activities ensures that managers make decisions that maximize firm’s value rather than serve their own interests
IB-CHAPTER8
16
Conflicts of Interest within the Board
•
•
Insiders of the firm, such as CEO and some vice-presidents, are not going to complain if the firm’s managerial compensation is excessive, because they benefit directly as managers of the firm. Some insider board members are not going to question the decisions of the CEO, because the CEO determines their compensation.