罗宾斯管理学第九版英文版Management10.ppt

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * ? 2007 Prentice Hall, Inc. All rights reserved. 10–* Organization Structure (cont’d) Formalization The degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures. Highly formalized jobs offer little discretion over what is to be done. Low formalization means fewer constraints on how employees do their work. ? 2007 Prentice Hall, Inc. All rights reserved. 10–* Organizational Design Decisions Mechanistic Organization A rigid and tightly controlled structure High specialization Rigid departmentalization Narrow spans of control High formalization Limited information network (downward) Low decision participation Organic Organization Highly flexible and adaptable structure Non-standardized jobs Fluid team-based structure Little direct supervision Minimal formal rules Open communication network Empowered employees ? 2007 Prentice Hall, Inc. All rights reserved. 10–* Exhibit 10–5 Mechanistic versus Organic Organization ? High specialization ? Rigid departmentalization ? Clear chain of command ? Narrow spans of control ? Centralization ? High formalization ? Cross-functional teams ? Cross-hierarchical teams ? Free flow of information ? Wide spans of control ? Decentralization ? Low formalization ? 2007 Prentice Hall, Inc. All rights reserved. 10–* Contingency Factors Structural decisions are influenced by: Overall strategy of the organization Organizational structure follows strategy. Size of the organization Firms change from organic to mechanistic organizations as they grow in size. Technology use by the organization Firms adapt their structure to the technology they use. Degree of environmental uncertainty Dynamic environments require organic structures; mechanistic structures need stable environments. ? 2007 Prentice Hall, Inc. All rights reserved. 10–* Contingency Factors (cont’d) Strategy Frameworks: Innovation Pursuing competiti