管理学,罗宾斯,9版,英文Robbinsfom906
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• Discuss the design challenges faced by today’s organizations.
Copyright © 2015 Pearson Education, Inc.
6-2
6.1 Describe six key elements in organizational design.
Copyright © 2015 Pearson Education, Inc.
6-18
Size and Structure
Organic
Less than 2,000 employees can be organic.
Mechanistic
More than 2,000 employees makes forces organizations to become more mechanistic.
Copyright © 2015 Pearson Education, Inc.
6-10
Power Versus Authority
Copyright © 2015 Pearson Education, Inc.
6-11
Sources of Power
Copyright © 2015 Pearson Education, Inc.
6-27
Matrix and Project Structures
Copyright © 2015 Pearson Education, Inc.
6-28
Project Structure
A structure in which employees continuously work on projects.
6-26
Team Structure
A structure in which the entire organization is made up of work teams that do the organization’s work.
Copyright © 2015 Pearson Education, Inc.
6Chapter
Organizational Structure and Design
Copyright © 2015 Pearson Education, Inc.
6-1
Learning Outcomes
• Describe six key elements in organizational design.
6-22
Traditional Organizational Designs
Copyright © 2015 Pearson Education, Inc.
6-23
Contemporary Organizational Design
Copyright © 2015 Pearson Education, Inc.
Copyright © 2015 Pearson Education, Inc.
6-3
Elements of Organizational Structure
• Work specialization • Departmentalization • Authority and responsibility • Span of control • Centralization vs. decentralization • Formalization
Copyright © 2015 Pearson Education, Inc.
6-19
Technology and Structure
Copyright © 2015 Pearson Education, Inc.
6-20
Environment and Structure
Stable environment: mechanistic structure Dynamic environment: organic structure
a right whose legitimacy is based on an authority figure’s position in the organization; it goes with the job
Power:
an individual’s ability to influence decisions
Copyright © 2015 Pearson Education, Inc.
6-34
6-35
6-15
6.2 Identify the contingency
factors that favor either the mechanistic model or the organic model of organizational design.
Copyright © 2015 Pearson Education, Inc.
6-32
A Learning Organization
Copyright © 2015 Pearson Education, Inc.
6-33
Flexible Work Arrangements
• Telecommuting • Compressed workweek • Flextime • Job Sharing • Contingent workers
• Keeping employees connected • Managing global structural issues • Building a learning organization • Designing flexible work arrangements
Copyright © 2015 Pearson Education, Inc.
Copyright © 2015 Pearson Education, Inc.
6-21
6.3 Compare and
contrast traditional and contemporary organizational designs.
Copyright © 2015 Pearson Education, Inc.
6-6
Types of Authority Relationships
Copyright © 2015 Pearson Education, Inc.
6-7
Line and Staff Authority
Copyright © 2015 Pearson Education, Inc.
6-8
Unity of Command
Copyright © 2015 Pearson Education, Inc.
6-4
Specialization
Copyright © 2015 Pearson Education, Inc.
6-5
Departmentalization
Copyright © 2015 Pearson Education, Inc.
6-16
Models of Organizational Design
Copyright © 2015 Pearson Education, Inc.
6-17
Strategy and Structure
Certain structural designs work best with different organizational strategies.
Copyright © 2015 Pearson Education, Inc.
6-29
Boundaryless Organizations
An organization whose design is not imposed by a predefined structure.
Copyright © 2015 Pearson Education, Inc.
• Identify the contingency factors that favor either the mechanistic model or the organic model of organizational design.
• Compare and contrast traditional and contemporary organizational designs.
A structure in which each employee reports to only one manager.
Copyright © 2015 Pearson Education, Inc.
6-9
How Do Authority and Power Differ?
Authority:
larger span). • Complexity of those tasks (more complex, smaller
span).
Copyright © 2015 Pearson Education, Inc.
6-13
Centralization & Decentralization
Centralization
6-12
Span of Control
Most effective and efficient span depends on: • Employee experience and training (more they
have, larger span). • Similarity of employee tasks (scuss the design challenges faced by today’s organizations.
Copyright © 2015 Pearson Education, Inc.
6-31
Current Organizational Design Challenges
6-14
Formalization
How standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures.
Copyright © 2015 Pearson Education, Inc.
decision making takes place at upper levels of the organization
Decentralization
lower-level managers provide input or actually make decisions
Copyright © 2015 Pearson Education, Inc.
Copyright © 2015 Pearson Education, Inc.
6-2
6.1 Describe six key elements in organizational design.
Copyright © 2015 Pearson Education, Inc.
6-18
Size and Structure
Organic
Less than 2,000 employees can be organic.
Mechanistic
More than 2,000 employees makes forces organizations to become more mechanistic.
Copyright © 2015 Pearson Education, Inc.
6-10
Power Versus Authority
Copyright © 2015 Pearson Education, Inc.
6-11
Sources of Power
Copyright © 2015 Pearson Education, Inc.
6-27
Matrix and Project Structures
Copyright © 2015 Pearson Education, Inc.
6-28
Project Structure
A structure in which employees continuously work on projects.
6-26
Team Structure
A structure in which the entire organization is made up of work teams that do the organization’s work.
Copyright © 2015 Pearson Education, Inc.
6Chapter
Organizational Structure and Design
Copyright © 2015 Pearson Education, Inc.
6-1
Learning Outcomes
• Describe six key elements in organizational design.
6-22
Traditional Organizational Designs
Copyright © 2015 Pearson Education, Inc.
6-23
Contemporary Organizational Design
Copyright © 2015 Pearson Education, Inc.
Copyright © 2015 Pearson Education, Inc.
6-3
Elements of Organizational Structure
• Work specialization • Departmentalization • Authority and responsibility • Span of control • Centralization vs. decentralization • Formalization
Copyright © 2015 Pearson Education, Inc.
6-19
Technology and Structure
Copyright © 2015 Pearson Education, Inc.
6-20
Environment and Structure
Stable environment: mechanistic structure Dynamic environment: organic structure
a right whose legitimacy is based on an authority figure’s position in the organization; it goes with the job
Power:
an individual’s ability to influence decisions
Copyright © 2015 Pearson Education, Inc.
6-34
6-35
6-15
6.2 Identify the contingency
factors that favor either the mechanistic model or the organic model of organizational design.
Copyright © 2015 Pearson Education, Inc.
6-32
A Learning Organization
Copyright © 2015 Pearson Education, Inc.
6-33
Flexible Work Arrangements
• Telecommuting • Compressed workweek • Flextime • Job Sharing • Contingent workers
• Keeping employees connected • Managing global structural issues • Building a learning organization • Designing flexible work arrangements
Copyright © 2015 Pearson Education, Inc.
Copyright © 2015 Pearson Education, Inc.
6-21
6.3 Compare and
contrast traditional and contemporary organizational designs.
Copyright © 2015 Pearson Education, Inc.
6-6
Types of Authority Relationships
Copyright © 2015 Pearson Education, Inc.
6-7
Line and Staff Authority
Copyright © 2015 Pearson Education, Inc.
6-8
Unity of Command
Copyright © 2015 Pearson Education, Inc.
6-4
Specialization
Copyright © 2015 Pearson Education, Inc.
6-5
Departmentalization
Copyright © 2015 Pearson Education, Inc.
6-16
Models of Organizational Design
Copyright © 2015 Pearson Education, Inc.
6-17
Strategy and Structure
Certain structural designs work best with different organizational strategies.
Copyright © 2015 Pearson Education, Inc.
6-29
Boundaryless Organizations
An organization whose design is not imposed by a predefined structure.
Copyright © 2015 Pearson Education, Inc.
• Identify the contingency factors that favor either the mechanistic model or the organic model of organizational design.
• Compare and contrast traditional and contemporary organizational designs.
A structure in which each employee reports to only one manager.
Copyright © 2015 Pearson Education, Inc.
6-9
How Do Authority and Power Differ?
Authority:
larger span). • Complexity of those tasks (more complex, smaller
span).
Copyright © 2015 Pearson Education, Inc.
6-13
Centralization & Decentralization
Centralization
6-12
Span of Control
Most effective and efficient span depends on: • Employee experience and training (more they
have, larger span). • Similarity of employee tasks (scuss the design challenges faced by today’s organizations.
Copyright © 2015 Pearson Education, Inc.
6-31
Current Organizational Design Challenges
6-14
Formalization
How standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures.
Copyright © 2015 Pearson Education, Inc.
decision making takes place at upper levels of the organization
Decentralization
lower-level managers provide input or actually make decisions
Copyright © 2015 Pearson Education, Inc.