Organizational Structure

组织结构 Organizational Structure

情景欣赏1Dr. Pauley, could you tell me something about the separations of the company organization in the United States?甲：波利博士，能介绍一下美国公司组织机构划分情况吗？It is，first of all, the division, then the department, and finally the section. That is, a department manager heads each department within the division, and sub-separations within the department are usually called sections.乙：首先是部，然后是处，最后是科。

就是说，每个部下属的各个处都由一位经理领导;各个处下属的分支通常称为科。

Then what is the section head called?甲：那么科里的头儿怎么称呼？Sometimes we just use section head，but we usually prefer section manager. Like many companies in other countries, the allocation of responsibility goes from the section manager to the department manager then to the division manager.乙：有时候我们称科长，但我们通常喜欢称经理。

与其他国家大多数公司一样,责任的分工是从科经理到处经理，再到部经理。

So it，s the general manager at the top supervising everything?甲：那么，总经理是最高层，监管全局了？You can say that.乙：可以这样说。

管理学第十章组织结构与设计OrganizationalStructureand.

The degree to which decision-making is concentrated at a single point in the organizations. Organizations in which decision-making is pushed down to the managers who are closest to the action. Increasing the decision-making authority (power) of employees.
Sales Director, Eastern Region
10
Process Departmentalization
Plant Superintendent
Sawing Department Manager Finishing Department Manager
Planing and Milling Department Manager

6
2. Departmentalization 部門化

Functional

Process

Grouping jobs by functions performed Grouping jobs by product line Grouping jobs on the basis of territory or geography
and abilities of the manager characteristics of the work being done of tasks of tasks of tasks
16
Employee
Characteristics Similarity

组织结构论文(英文版)organizational structure essay.

IntroductionNow human society has come into the 21 century. Organization and business has changed a lot compared with thirty years ago. As the development of organization structure, organizations have to adjust and change their structure modes in order to suit to new social environment. In traditional management theory, mechanistic structure and organic structure are the two kinds of organizational structure and are widely applied by most of organizations. Whether these two kinds of organizational structures are relevant to 21st century organizations is a very important topic for most organizational management. The aim of this essay is to state organic structure is more relevant to 21st century organizations. For the structure, it will firstly have an introduction and comparison of the features of mechanistic and organic structure. Secondly it will discuss why organic structure is more relevant to 21st century organizations compared with mechanistic structure.DiscussionNow it comes to have an introduction and comparison of features of organic structure and mechanistic structure. First is organic organization. Organic organization is also called as adaptive organization. Organic organization mainly has two features. Organic-type organization is a loose, flexible and hig hly adaptive form. It doesn’t have a standardized work and the rules and regulations, and it can quickly make adjustments as needed. (Litwin, S. 2002) The mainly features are low-standardization and low-centralization. Second is mechanistic structure. Mechanical organization is a stable, rigid structure; its main objective is the pursuit of efficiency and stable operation. It pursues to stabilize the operation efficiency and focus on the tasks and functions of a high degree of division of labor division. Reverse to organic structure, it has high-standardization and high-centralization. It is often adopted by bureaucracy organizations.For comparison of their features, the following diagram shows the differences between organic structure and mechanic structure.(Westbrook, J 2004)According to the above comparison of the features between mechanic structures and organic, now it aims to discuss why organic structure is more relevant to 21st organizations. This should base on the features of the 21st organizations’ developingtrend. This mainly includes three aspects.First, the 21st century situation needs organizations to have quick respond. As information technology develops better and better, business and operations become more and more complex, and there are often many uncertainties and emergency events. The IT time needs organizations can make quick respond for changes. For an organic structure organization, it has the features of low-standardization and low- centralization. When facing with emergency or unexpected changes, staffs can have their own decision—making right to deal with affairs timely. It is very important to avoid losses and mistakes in task. Also staffs can communicate with others to get the ideas for dealing with affairs. (Anders, C 2008) While for a mechanistic structure organization, when staffs face with changes or emergency, they don’t have decision making right. They must report it to their supervisors, and supervisors need to report to senior leaders. After the seniors make decision make give instruction to supervisors, supervisors can give instruction to staffs. The complex process will delay a lot of time and largely affect task efficiency. (Klarbring, A 2009) The organization cannot make quick respond to affairs and will lead to loss and troubles.Second, in 21st century, knowledge sharing and member communication become more and more important. As knowledge and experience improves very fast in 21st century, a single person or several persons cannot have the ability to acquire all necessary knowledge and technology in job process. And technology is the key factor for competitiveness. So the communication and knowledge sharing in organizations play very important roles for 21st century organizations. For an organic organization, staffs can well communicate with others, including supervisors and other staffs to become more familiar with necessary knowledge, which is very helpful for finishing tasks. Also it can improve the professional quality of all staffs. (Harrison, M and Janice, M. 2004) While for a mechanistic structure, the communication mode is vertical, and staffs can only receive orders from their supervisors. However, the supervisors all not all—round, if they don’t have enough knowledge acquirement, it will lead to troublesin task.Third, for 21st organizations, continuous creativity is the key factor to keep competitiveness. With economic globalization and information technology, user needs increasingly diversified and personalized, product technology content and research costs increased product and life cycles shorten. For this condition, organizations must keep creativity to keep their competitiveness in market economy and knowledge economy time. For an organic structure organization, its value is efficiency and performance. It emphasizes personal contribution and performance, and it encourages communications among all people. This supplies good environment for creativity. Also its low-centralization helps staffs to perform innovation tasks without constraint. (Kenny, G 2006) Staffs can try their best to make develop creativity and make performance. However, for a mechanistic structure organization, the value is to obey rules and supervisors. Staffs don’t have the motivation and right to share knowledge and make creativity. Only the senior leaders can make creativity and make decision. This largely hinders creativity in organizations.ConclusionIn conclusion, for 21st organizations, they need to have quick respond, good knowledge sharing and member communication and continuous creativity to keep their competitiveness and according to structure features, organic structure is more relevant to 21st organizations. After the above discussion, it is found that the low- standardization and low-centralization and the value of staffs’ performance are helpful for an organic organization to make quick respond to emergency, form a good environment for knowledge sharing and communication and encourage creativity, while the high-standardization and high-centralization and the value of obeying rules and supervisors seriously hinder a mechanistic structure organization in the three aspects. So according to above discussion, it proves that organic structure is more relevant to 21st organizations.。

Ch8 organizational structure

• 4 Organizational Designs • 4.1 Simple Structure • - low departmentalization, wide spans of control, authority centralized in a single person, and little formalization • • commonly used by small businesses
• (3) Centralization and Decentralization • Centralization: the degree to which decision making is concentrated
at a single point in the organization, usually in the upper levels of the organization.
• 3 Horizontal Dimension
• • • • • Departmentalization – the basis by which jobs are grouped together • functional - groups jobs by functions performed • product - groups jobs by product line • geographical - groups jobs on the basis of territory or geography • • process - groups jobs on the basis of product or customer flow • • customer - groups jobs on the basis of common customers

护理管理学名词解释

管理（management）是管理者通过计划、组织、人事、领导、控制等各项职能工作，合理有效利用和协调组织管理所拥有的资源要素，与被管理者共同实现组织目标的过程。

管理学（management）是研究管理活动基本规律与方法的一门综合性应用科学。

“角色”（role）是描述一个人在某个位置或状况下被他人期望的行为总和。

循证医学实践（evidence based medical practice）是指卫生保健人员审慎地、准确地、明智地应用最佳科学证据，并使之与熟悉的临床知识和经验相结合，参照病人的愿望，在某一特定领域做出符合病人需求的临床变革的过程。

学习型组织（learning organization）就是指通过弥漫于整个组织的学习气氛而建立起来的符合人性的、邮寄的、扁平的组织。

管理原理（theory of management）是对管理工作的本质及其基本规律的科学分析和概括。

管理原则（principle of management）是根据管理原理的认识和理解而引申出的管理活动中必须遵循的行为规范。

系统（system）是指由若干相互联系、相互作用的要素组成的，在一定环境中具有特定功能的有机整体。

计划（plan）是为实现组织目标而对未来的行为进行设计设计的活动过程。

计划有狭义和广义之分。

长期计划（long-term plan）一般指5年以上的计划。

中期计划（medium-term plan）一般指2-4年的计划。

短期计划（short-term plan）一般指1年或1年以下饿计划。

目标是在宗旨和任务的指导下，组织要达到的可测量的、最终的具体成果。

目标管理（management by objectives，MBO）是由组织中的管理者和被管理者共同参与目标的制定，在工作中由员工实行自我控制并努力完成工作目标的管理方法。

时间管理（time management）是指同样的时间消耗情况下，为提高时间的利用效率而进行的一系列活动，它包括对时间进行的计划和分配，以保证重要工作的顺利完成，并留出足够的余地处理那些突发事件或紧急变化。

组织结构英文原版PPTOrganizational Structure

Eur.
Latin Amer.
Pac.Rim
Prod. A Prod. B Prod. C
Pure Global
Germany U.S. Mexico
Malaysia
Global Functional Structure
For Single-business Firms
HQ U.S. Fin./Acct.
CEO
Prod 1 Prod 2 Prod 3 Prod 4
CEO
Mfg Finance R&D Logistics
Vertical Differentiation
Number of levels within the organization
Sr. VP
VP
Asst. VP
CEO
EVP
Sr. VP
Changing Role of Top Management
Paradoxes…how to be:
– global and local – big and small – centralized and decentralized
Old way…strategy-structure-systems:
Germany
Marketing
Mixed Structure
HQ PCs
Mfg. Mkt. R&D
US
Faxes Mobil Phones Copiers
Europe
Faxes Mobil Phones Copiers
Pacific
Faxes Mobil Phones Copiers
Stopford-Wells Structure Model

Outcome 1 lecture 1

Organizational processes: including decision-
making, communication and controlling.
组织程序包括决策、交流和控制。
Section 1
跨国公司组织结构演变的三个阶段 1.出口部阶段 2.国际部阶段 3.国际性组织结构阶段
杜邦公司组织结构的变革
美国杜邦公司（Du Pont Company）是世界上最大的化学品生产公司，建立至今已经200多年。
1802年由法国移民E.I.杜邦在美国特拉华州威尔明顿附近建立，以制造火药为主。
20世纪，开始转入产品和投资多样化，经营范围涉及军工、农业、化工、石油、煤炭、建筑、电子、食品、家具、纺织、冷冻和运输等20多个行业，在美国本土和世界近50个国家与地区设有200多个子公司和经营机构,生产石油化工、日用化学品、医药、涂料、农药以及各种聚合物等 1700个门类，20000多个品种。
美国
日本
法国
阿根廷
Organizational Structures
Adaptation situation: 1. Parent company can easy contact the
subsidiary 2. The diversity of products are limited,
the harmonies are less 3. Subsidiary belong to parent company’s
由于国际需求的增加和企业内利益的扩张，企业组织结构开始发生变化，独立的负责国际业务的部门出现了；
独立的国际业务部门有两种形态：一种是外部的出口管理公司受托成为企业的出口业务部；另一种是企业自己设立出口业务部，聘用经验丰富的人负责国际交易。

组织结构论文(英文版)organizational structure essay.

IntroductionNow human society has come into the 21 century. Organization and business has changed a lot compared with thirty years ago. As the development of organization structure, organizations have to adjust and change their structure modes in order to suit to new social environment. In traditional management theory, mechanistic structure and organic structure are the two kinds of organizational structure and are widely applied by most of organizations. Whether these two kinds of organizational structures are relevant to 21st century organizations is a very important topic for most organizational management. The aim of this essay is to state organic structure is more relevant to 21st century organizations. For the structure, it will firstly have an introduction and comparison of the features of mechanistic and organic structure. Secondly it will discuss why organic structure is more relevant to 21st century organizations compared with mechanistic structure.DiscussionNow it comes to have an introduction and comparison of features of organic structure and mechanistic structure. First is organic organization. Organic organization is also called as adaptive organization. Organic organization mainly has two features. Organic-type organization is a loose, flexible and hig hly adaptive form. It doesn’t have a standardized work and the rules and regulations, and it can quickly make adjustments as needed. (Litwin, S. 2002) The mainly features are low-standardization and low-centralization. Second is mechanistic structure. Mechanical organization is a stable, rigid structure; its main objective is the pursuit of efficiency and stable operation. It pursues to stabilize the operation efficiency and focus on the tasks and functions of a high degree of division of labor division. Reverse to organic structure, it has high-standardization and high-centralization. It is often adopted by bureaucracy organizations.For comparison of their features, the following diagram shows the differences between organic structure and mechanic structure.(Westbrook, J 2004)According to the above comparison of the features between mechanic structures and organic, now it aims to discuss why organic structure is more relevant to 21st organizations. This should base on the features of the 21st organizations’ developingtrend. This mainly includes three aspects.First, the 21st century situation needs organizations to have quick respond. As information technology develops better and better, business and operations become more and more complex, and there are often many uncertainties and emergency events. The IT time needs organizations can make quick respond for changes. For an organic structure organization, it has the features of low-standardization and low- centralization. When facing with emergency or unexpected changes, staffs can have their own decision—making right to deal with affairs timely. It is very important to avoid losses and mistakes in task. Also staffs can communicate with others to get the ideas for dealing with affairs. (Anders, C 2008) While for a mechanistic structure organization, when staffs face with changes or emergency, they don’t have decision making right. They must report it to their supervisors, and supervisors need to report to senior leaders. After the seniors make decision make give instruction to supervisors, supervisors can give instruction to staffs. The complex process will delay a lot of time and largely affect task efficiency. (Klarbring, A 2009) The organization cannot make quick respond to affairs and will lead to loss and troubles.Second, in 21st century, knowledge sharing and member communication become more and more important. As knowledge and experience improves very fast in 21st century, a single person or several persons cannot have the ability to acquire all necessary knowledge and technology in job process. And technology is the key factor for competitiveness. So the communication and knowledge sharing in organizations play very important roles for 21st century organizations. For an organic organization, staffs can well communicate with others, including supervisors and other staffs to become more familiar with necessary knowledge, which is very helpful for finishing tasks. Also it can improve the professional quality of all staffs. (Harrison, M and Janice, M. 2004) While for a mechanistic structure, the communication mode is vertical, and staffs can only receive orders from their supervisors. However, the supervisors all not all—round, if they don’t have enough knowledge acquirement, it will lead to troublesin task.Third, for 21st organizations, continuous creativity is the key factor to keep competitiveness. With economic globalization and information technology, user needs increasingly diversified and personalized, product technology content and research costs increased product and life cycles shorten. For this condition, organizations must keep creativity to keep their competitiveness in market economy and knowledge economy time. For an organic structure organization, its value is efficiency and performance. It emphasizes personal contribution and performance, and it encourages communications among all people. This supplies good environment for creativity. Also its low-centralization helps staffs to perform innovation tasks without constraint. (Kenny, G 2006) Staffs can try their best to make develop creativity and make performance. However, for a mechanistic structure organization, the value is to obey rules and supervisors. Staffs don’t have the motivation and right to share knowledge and make creativity. Only the senior leaders can make creativity and make decision. This largely hinders creativity in organizations.ConclusionIn conclusion, for 21st organizations, they need to have quick respond, good knowledge sharing and member communication and continuous creativity to keep their competitiveness and according to structure features, organic structure is more relevant to 21st organizations. After the above discussion, it is found that the low- standardization and low-centralization and the value of staffs’ performance are helpful for an organic organization to make quick respond to emergency, form a good environment for knowledge sharing and communication and encourage creativity, while the high-standardization and high-centralization and the value of obeying rules and supervisors seriously hinder a mechanistic structure organization in the three aspects. So according to above discussion, it proves that organic structure is more relevant to 21st organizations.ReferenceLitwin, S. 2002 How to Measure Survey Reliability and Validity, Sage PublicationsWestbrook, J 2004 “Organizational Culture and Its Relationship to Management,”Industrial Management vol.54, pp 212-233Anders, C 2008 Strategic intellectual capital management in multinational organizations : sustainability and successful implications Hershey, PA : Business Science ReferenceKlarbring, A 2009 An introduction to structural optimization SpringerHarrison, M and Janice, M. 2004 “Studying Organizational Cultures Through Rites and Ceremonials,” Academy of Management Review, vol.31, pp. 653–669.Kenny, G 2006 Diversification strategy : how to grow a business by diversifying successfully London ; Philadelphia : Kogan Page。

_Lesson_06_Organizational_Structure

13
Organization Structure (cont’d)
组织结构
Authority 职权
zhi quan
The inherent right of a manager to tell people what to do and expect them to do it
Responsibility 职责
Figure 10.2d
12
Source: Stephen Robbins / Mary Coulter, Management 8/e Chapter 10
Customer DepartmentalizatioDivision
Travel Division
zhi ze
The obligation or expectation to perform
Unity of Command (one of Fayol’s 14 principles) 统一指挥
tong yi zhi hui
The concept that a person should have one boss and should report only to that person.
1
Lesson Outline
Definition of organizational structure Work specialization and departmentalization Chain of command, authority, responsibility, unity of command, and span of control Factors that influence centralization and decentralization Formalization in organizational design Mechanistic 机械的 and organic有机体的有机体的 organizations Relationship between strategy and structure Contingency factors of organization design Traditional and contemporary organizational designs

Organization structure

Span of Control the number of employees managed by each manager
Organizational Height the number of hierarchical levels
Factors affect Shape of Organizational Structure
How do we understand organizational structure? 1. How does organizational structure work basically? (positions and their relationship within organizational chart) 2. How to ensure that it works well? (principles and approaches) 3. How to understand organizational structure as a whole? (In terms of shapes and sizes)
Chain of Command To whom each employee is held accountable normally? Only one or more? Accountability What would happen if authority and responsibility are not corresponding? e.g.: authority > or < responsibility
When in times of crisis or risk of company failure Can centralization or decentralization help Honda face up to its operational risk? When Honda could not get agreement among division about new car models, President Nobuhiko Kawamoto made the decision himself.

8 OrganizationalStructureDesigning Organizational Structure•Organizing:the process by which managers establish working relationships among employees to achieve goals.–Organizational Structure:formal system of task & reporting relationships showing how workers use resources.–Organizational design:managers make specific choices resulting in a given organizational structure.•Successful organizational design depends on the organization’s unique situation.Factors Affecting OrganizationalDesignFigure 8.1The environment:The quicker the environment changes, the more problems face managers.•Structure must be more flexible when environmental change is rapid.–Usually need to decentralize authority.Strategy:Different strategies require the use of different structures.• A differentiation strategy needs a flexible structure, low cost may need a more formal structure.•Increased vertical integration or diversification also requires a more flexible structure.–Technology:The combination of skills, knowledge, tools, equipment, computers and machines used in the organization.•More complex technology makes it harder for managers to regulate the organization. Technology can be measured by:–Task Variety: new problems a manager encounters.–Task Analyzability: programmed solutions available toa manager to solve problems.•High task variety and low analyzability present many unique problems to managers.–Flexible structure works best in these conditions.•Low task variety and high analyzability allow managers to rely on established procedures.Technology & PeopleSmall Batch Technology:produces small quantities of one-of-a-kind products.•Based on the skills of the workers who need a flexible structure.Mass Production Technology:automated machines make high volumes ofstandard products.•Workers perform repetitive tasks so a formal structure works well.Continuous Process Technology:totally mechanized systems of automatic machines.•Workers must watch for unexpected problems and react quickly. A flexible structure is needed here.Determinants of StructureHuman Resources:the final factor affecting organizational structure.•Higher skilled workers who need to work in teams usually need a more flexible structure.•Higher skilled workers often have professional norms (CPA’s, physicians).Managers must take into account allfour factors (environment, strategy,technology and human resources)when designing the structure of theorganization.Job Design•Job Design:group tasks into specific jobs.•Results in a division of labor between workers that is effective and efficient.–Job simplification: reduction of the tasks each worker performs.•Too much and boredom results.–Job enlargement: increase tasks for a given job to reduce boredom.–Job enrichment: increases the degree of responsibility a worker has over a job.•can lead to increased worker involvement.Skill Variety Task Identity Task SignificanceAutonomyFeedback Meaningfulnessof workResponsibilityfor WorkOutcomesKnowledge ofresults ofworkHigh:MotivationPerformanceSatisfactionFigure 8.2Jobs have five characteristics describing extent of:–Skill variety:employee uses a wide range of skills–Task identity:worker involved in all tasks of job from beginning to end of the production process –Task significance:worker feels the task is meaningful to organization.–Autonomy:employee has freedom to schedule tasks and carry them out.–Feedback:worker gets direct information about how well the job is done.These affect the motivation, satisfaction and performance of employees.Grouping Jobs into Functions•Once tasks are grouped into jobs, managers must decide how to group jobs together.–Function:people working together with similar skills, tools or techniques to perform their jobs.•Functional structure consists of departments such as marketing, production, and finance.–Workers can learn from others doing similar tasks.–Easy for managers to monitor and evaluate workers.–Hard for one department to communicate with others.–Managers can become preoccupied with their department and forget the firm ProsConsA Sample of Pier 1’s Functional StructureFigure 8.3Divisional Structures•A division is a collection of functions working together to produce a product.•Divisions create smaller, manageable parts of a firm.Divisions develop a business-level strategy to compete.A division has marketing, finance, and other functions.Functional managers report to divisional managers who then report to corporate management.–Product structure:divisions created according to the type of product or service.–Geographic structure:divisions based on the area of a country or world served.–Market structure:divisions based on the types of customers served.Product Structure Figure 8.4aGeographic Structure Figure 8.4 bMarket Structure Figure 8.4cGlobal Structures•When managers find different problems or demands across the globe, global solutions are needed.–Global geographic structure:different divisions serve each world region.•For customer needs that vary between regions.–Global product structure:Customers in different regions buy similar products so firms keep most functional work at home and set up a division to market productabroad.Matrix & Product Teams–Matrix structure:managers group people by function and product teams simultaneously.•Results in a complex network of reporting relationships.•Very flexible and can respond rapidly to change.•Each employee has two bosses which can cause problems.–Functional manager gives different directions thanproduct manager and employee cannot satisfy both.–Product Team Structure:no 2-way reporting and the members are permanently assigned to the team and empowered to bring a product to market.Matrix Structure Figure 8.7a CEOFunc.ManagersSales Design ProductionProduct team A Product team B Productteam C Product Team= two boss employeeT e a m M a n a g e r sProduct Team StructureFigure 8.7bCEOFunc.ManagersSales Design ProductionManufacturing Manufacturing Manufacturing= Product Team Manager= Team memberHybrid Structures•Many large organizations have divisional structures where each manager can select the best structure for that particular division.–One division may use a functional structure, one geographic, and so on.•This ability to break a large organization into many smaller ones makes it much easier to manage.Coordinating Functions•To ensure sufficient coordination between functions, managers delegate authority.–Authority:the power vested in the manager to make decisions and useresources.–Hierarchy of authority:describes the relative authority each manager has fromtop to bottom.•Span of Control:refers to the number of workers a manager manages.•Line authority:managers in the direct chain of command for production of goods or services.Example: Sales•Staff authority:managers in positions that give advice to line managers. Example: LegalTall & Flat Organizations–Tall structures have many levels of authority relative to the organization’s size.•As levels in the hierarchy increase, communication gets difficult.•The extra levels result in more time being taken to implement decisions.•Communications can also become garbled as it is repeated through the firm.–Flat structures have few levels but wide spans of control.•Results in quick communications but can lead to overworked managers.Minimum Chain of Command–Managers should carefully evaluate:•Do they have the right number of middle managers?•Can the structure be altered to reduce levels?•Centralized v.Decentralized–Decentralized operations puts more authority at lower levels and leads to flat organizations.•Workers must be able to reach decisions.•Divisions and functions can begin to lose sight of organizational goals and focus only on their small area.Integrating Mechanisms–Direct contact:get managers from different divisions or functions together to solve mutual problems.–Liaison Roles:one manager in each area is responsible for communication with other areas.–Task Forces:temporary committees formed across divisions to solve a specific problem.–Cross-functional teams:works much like a permanent task force that deals with recurring problems.–Matrix structure:already contains many integrating mechanisms.Strategic Alliances•Strategic alliance:a formal agreement committing two or more firms to exchange resources to produce a good.•Network Structure:a whole series of strategic alliances.–Created between suppliers, manufacturers, and distributors.•Toyota and Honda use many such alliances.–Network structures allow firms to bring resources together in a boundary-less organization.。

介绍单位组织结构英语

介绍单位组织结构英语The organizational structure of a company plays a crucial role in determining its efficiency, productivity, and overall success. A clear and well-defined structure helps to establish chain of command, clarify roles and responsibilities, and improve communication within the organization. In Chinese companies, the organizational structure typically follows a hierarchical model with clear lines of authority and decision-making.在公司中，组织结构对其效率、生产力和整体成功起着至关重要的作用。

清晰明确的结构有助于建立命令链，明确角色和责任，并提高组织内的沟通。

在中国公司中，组织结构通常遵循一个层级模型，具有清晰的权力和决策线。

One of the key elements of a company's organizational structure isits hierarchy, which defines the levels of authority and responsibility within the organization. In a traditional hierarchical structure, authority flows from the top-down, with higher levels of management making decisions that are then passed down the chain of command. This helps to ensure accountability and clarity in decision-making processes.公司组织结构的关键要素之一是其层次结构，它定义了组织内的权力和责任层级。

公司的组织结构(英语)

Types of Organizational Structures
要点一
Flat Structure
要点二
Network Structure
A flat organization has few levels of management between the top executives and front line employees This structure emphasizes empowerment, teamwork, and quick decision making, empowering employees to take ownership of their work and collaborate directly with colleagues
Limited cross functional collaboration: The siloed nature of functional departments can hide collaboration and innovation
Potential for conflict: Competition for resources and power struggles between departments can create internal conflict
May create interdivisional periodic and competition
for resources
Can result in a lake of overall strategic direction
and coordination
Examples
A large consumer goods company with multiple product lines, such as personal care, home care, and food products, may organize its business into separate divisions for each product category

综合商务英语教程第三册unit 5Organizational Structure

• 3. supervisor
organization, with rooms where people can work at desks.
• 4. manager • 5. communication
• c. someone who supervises a person or activity. • d. when you do not understand what is happening
• Learning some basic knowledge for
organizational structure
I. Lead-in
• Work in pairs and discuss the following
questions.
• If you are the CEO of an international trade
• f. the process by which people exchange
information or express their thoughts and feelings
• g. someone whose job is to manage part or all of a
• 9. matrix • 10. advantage
• 2._________ fuhertr-- to help something progress or be successful.
• 3._________ ruceed-- to make something smaller or less in size, amount,
•
or price.
•
someone etc.

B17 International Organizational Structure

要回答这些问题，需要了解协调性与灵活性问题。
1）组织与协调性（Structure and Coordination）任何类型的公司都必须制定合理的组织结构。 a、每家公司都需要一个能明确界定责任范围和指挥链的组织结构。指挥链（chains of command）：指从最高领导层贯穿到每个员工，并且明确内部报告关系的权力链。 b、每家公司还需要一个能把需要密切合作的各个部分联系起来的组织结构。
Trains Division （China）
International Division Structure
优点：由于国际部门结构将国际专业知识集中于一个部门，该部门的管理者也就成为外汇、出口政策、游说当地政府官员等多个领域的专家。
通过将国际活动交付给单个部门，公司可以：降低成本提高效率避免国际活动与国内活动之间的冲突
3）何时分权（when to decentralize）以下情形适合分权化决策：公司所在的国内商务环境快速变化时
公司更注重当地人员的快速反应能力。
这时，分权效果最好。由于子公司的经理更熟悉当地的文化、政治、法律和经济背景，分权化决策的适应力很强。
4）影响分权的因素决策的代价政策的一致性组织的规模组织的成长管理哲学人才数量与素质控制程度职能领域
（2）国际企业很可能在某些地区采取集权而在另一些地区采取分权影响分权地区分布的决定因素很多，包括：
a、产品改动的需要 b、各区域管理者的能力等
17.2 Coordination and Flexibility 17.2 协调性和灵活性在制定组织结构时，管理者会努力寻找一些关键问题的答案。
什么是连接各部门最有效的方式？为实现总体战略，应由谁来协调各部门间的活动？应如何处理信息并将其传递给需要的管理者？应建立什么样的监督和奖励机制？如何引进改善方法，谁来负责执行改革措施？

Organizational Structure(PPT-42)

Also called Traditional organization structure.
Based on the sub-division of disciplines into separate departments together with vertical hierarchy
vertical lines of authority Objective is to emphasize technical
Functional Organization
Chief Executive
Project Coordination
Functional Manager Functional Manager Functional Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Red boxes represent staff engaged in project activities
Advantages of Functional Organization
Simple Lines of communication within
department are well established Clearly defined responsibility and
Mech. Eng. Quality Eng.
Prod. Planning Purchasing Indust. Eng. Tooling
Finance
Financial Planning Budgets
General Acctg. Cost Acctg.

第10章组织结构设计

• The obligation or expectation to perform. 责任或期望的表现。
Unity of Command 统一指挥
• The concept that a person should have one boss and should report only to that person. 每个人只有一个老板并向他汇报。
6
组织结构6大要素 Work Specialization 工作专门化
• The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person. 组织中的任务划分为不同的工作步骤，每一步都由不同的人来完成的程度 • Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover. 过度的专业分工会导致厌倦，疲劳，压力，低质量，缺勤率和离职率增加。
12
图 10-1 (cont’d) Customer Departmentalization 顾客部门化
销售总监
零售客户部经理
批发客户部经理
政府客户部经理
+ Customers’ needs and problems can be met by specialists
- Duplication of functions
• Coordinates diverse organizational tasks.