organizational-design

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Departmentalization by Type
• Functional
– Grouping jobs by functions performed
• Product
– Grouping jobs by product line
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
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• Organizational Design - a process involving decisions about
six key elements: • Work specialization • Departmentalization • Chain of command • Span of control • Centralization and decentralization • Formalization
Organizational Structure (cont.)
• Chain of Command - the continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization—clarifies who reports to whom.
• Geographical
– Grouping jobs on the basis of territory or geography
• Process
– Grouping jobs on the basis of product or customer flow
• Customer
– Grouping jobs by type of customer and needs
Exhibit 10-1: Purposes of Organizing
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
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Organizational Structure
• Work Specialization
– The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.
• Unity of Command - the concept that a person should have one boss and should report only to that person.
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
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Exhibit 10-3: The Five Common Forms of Departmentalization (cont.)
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
Organizational SBiblioteka Baiduructure (cont.)
• Authority - the rights inherent in a managerial position to tell people what to do and to expect them to do it.
• Responsibility - the obligation or expectation to perform.
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Exhibit 10-3: The Five Common Forms of Departmentalization (cont.)
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
第 1篇 ： 学 生节 约用水 的演讲 稿——珍 爱生 命之水 老 师 们 ，同学们，大家
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•Describe six key elements in organizational design •Contrast mechanistic and organic structures •Discuss the contingency factors that favor either the mechanistic model or the organic model of organizational design •Describe traditional organizational designs
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
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Exhibit 10-2: Economies and Diseconomies of Work Specialization
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
如 果 我 们 不 节约用 水，后 果就会 不堪设 想。所 以相对 于不断 发展的 工农业 生产和 不 断 增 长 得 人口， 供我们 使用的 水是非 常有限
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
Designing Organizational Structure
• Organizing - arranging and structuring work to accomplish an organization’s goals.
• Organizational Structure - the formal arrangement of jobs within an organization.
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
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Exhibit 10-3: The Five Common Forms of Departmentalization
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
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– Overspecialization can result in human diseconomies such as boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover.
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall