第五章组织设计讲解.pptVIP

* * 权变因素（续） 技术与结构 组织的结构应该与其所采用的技术相匹配 伍德沃德根据所采用技术的复杂程度和先进程度对企业进行分类： 单件生产：单件或小批量生产 批量生产：大批量的生产 连续生产：连续不断的生产 常规技术偏好机械式结构 非常规技术偏好有机式结构 权变因素（续） 环境的不确定性与结构 在稳定、简单的环境中，机械式结构往往最有效 有机式结构的灵活性往往更适合于动态、复杂的环境 传统的组织设计 简单结构 部门化程度低、管理跨度大、权力主要集中于某一个人、正规化程度极低的组织设计 职能结构 职能部门化 运营部、财务部、市场部、人力资源部、产品研发部，等等 事业部结构 由拥有部分自主权、接受总公司协调和控制的事业部或业务单元组成的组织结构 需要掌握的术语 组织 组织结构 组织结构图 组织设计 工作专门化 部门化 跨职能团队 指挥链 职权 职责 统一指挥 管理跨度 集权 分权 员工授权 正规化 机械式组织 有机式组织 单件生产 批量生产 连续生产 简单结构 职能结构 事业部结构 * * * As Exhibit 10-2 illustrates, at some point, the human diseconomies from division of labor—boredom, fatigue, stress, low productivity, poor quality, increased absenteeism, and high turnover—exceed the economic advantages. * * * * Five common forms of departmentalization are used, although an organization may develop its own unique classification. (For instance, a hotel might have departments such as front desk operations, sales and catering, housekeeping and laundry, and maintenance.) Exhibit 10-3 illustrates each type of departmentalization as well as the advantages and disadvantages of each. * * * Line authority entitles a manager to direct the work of an employee. It is the employer-employee authority relationship that extends from the top of the organization to the lowest echelon, according to the chain of command, as shown in Exhibit 10-4. * Exhibit 10-5 illustrates line and staff authority. * * * Assume two organizations, both of which have approximately 4,100 employees. As Exhibit 10-6 shows, if one organization has a span of four and the other a span of eight, the organization with the wider span will have two fewer levels and approximately 800 fewer managers. * * * * * * * * * * Copyright ? 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright ? 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins Mary Coulter ?2012 Pearson Education, Inc. All rights reserved 10-* Copyright ? 2012 Pearson Education, Inc. Publishing as Prentice Hall Ma