双语管理学第五章

organization) that entitles a manager to direct the work of operative employees.
• Staff Authority
Positions that have some authority (e.g.,
organization policy enforcement) but that are created to support, assist, and advise the holders of line authority.
upper organizational levels to the lowest levels and clarifies who reports to whom.
• Unity of Command
The management principle that no person should
report to more than one boss.
Is a process in which managers develop or change
their organization’s structure.
• Work Specialization
Involves having each discrete step of a job done by a
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5–12
Building a Power Base
1. Respect others.
2. Build power relationships.
3. Develop associations. 4. Control important information. 5. Gain seniority. 6. Build power in stages.
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5–15
Contingency Variables Affecting Structure
Strategy
Size
Organizational Structure
Technology
Environment
4. Identify the five different ways by which management can departmentalize.
5. Contrast mechanistic and organic organizations.
6. Summarize the effect of strategy, size, technology, and environment on organization structures.
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5–16
Contingency Variables Affecting Structure (cont’d)
• Mechanistic Organization
The bureaucracy: a structure that is high in
11. Describe what is meant by the term organization culture.
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5–3
The Elements of Structure
• Organization Design
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L E A R N I N G O U T C O M E S (cont’d) After reading this chapter, you will be able to:
7. Contrast the divisional and functional structures.
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5–5
Organizational Structure: Control
• Chain of Command
The continuous line of authority that extends from
different individual rather than having one individual do the whole job.
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5–4
EXHIBIT 5–1
Economies and Diseconomies of Work Specialization
pushed down to lower levels in an organization; the more centralized an organization, the higher the level at which decisions are made.
• Decentralization
Product
Customer
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Groups employees based on customers’ problem and needs (e.g., wholesale, retail, government)
Geographic Groups employees based on location served (e.g., North, South, Midwest, East) Process Groups employees based on the basis of work or customer flow (e.g., testing, payment)
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5–8
Types of Organizational Authority
• Line Authority
The position authority (given and defined by the
Types of Departmentalization
Functional
Groups employees based on work performed (e.g., engineering, accounting information systems, human resources) Groups employees based on major product areas in the corporation (e.g., women’s footwear, men’s footwear, and apparel and accessories)
Authority Versus Power
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5–11
EXHIBIT 5–5
Types of Power
Coercive power
Power based on fear.
Reward power
Legitimate power Expert power Referent power
8.
9.
Explain the strengths of the matrix structure.
Describe the boundaryless organization and what elements have contributed to its development.
10. Explain what is meant by the term learning organization.
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part III: Organizing
5
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The pushing down of decision-making authority to
the lowest levels of an organization.
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5–14
EXHIBIT 5–6
Power based on the ability to distribute something that others value.
Power based on one’s position in the formal hierarchy. Power based on one’s expertise, special skill, or knowledge. Power based on identification with a person who has desirable resources or personal traits.
Basic Organization Designs
PowerPoint Presentation by Charlie Cook The University of West Alabama
LEARNING OUTCOMES After reading this chapter, you will be able to:
• Span of Control
The number of subordinates a manager can direct
efficiently and effectively.
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5–6
EXHIBIT 5–2
Chain of Command
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5–7
Organizational Structure: Control (cont’d)
• Authority
The rights inherent in a managerial position to give
orders and expect them to be obeyed.
• Power
An individual’s capacity to influence decisions
• Responsibility
An obligation to perform assigned activities
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5–13
Centralization And Decentralization
• Centralization
A function of how much decision-making authority is
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5–9
EXHIBIT 5–3
Line Versus Staff Authority
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5–10
EXHIBIT 5–4
1. Identify and define the six elements of organization structure. 2. Describe the advantages and disadvantages of work specialization.
3. Contrast authority and power.