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1、Chap. 14 Organization structure14.1 Definition How job tasks are formally divided,grouped & coordinated1谢谢观赏2019-8-71.Work Specialization(labor division) To what degree are tasks subdivided into separate jobs?Individuals specialize in doing part of an activity rather than the entire activityprevalen
2、t by the late 1940s: 1.efficient usage of employees skill-less trained replace skilled. Efficient training. 2. Employees skills at performing a tasks successfully increase through repetition-by the 1960s:the human diseconomies from specialization-boredom,fatigue,stress,low productivity, poor quality
3、,increased absenteeism,& high turnover.Enlarge the scope of activities-doing whole & complete job,team2谢谢观赏2019-8-72.DepartmentalizationThe basis by which jobs are grouped togetherGroup by function-Deepen specialized knowledge, Achieve efficiencies though specialization; High-cost integration, Slowl
4、y responsive product Cluster -Multidivisional Sys.Organized around Geography(territory)-scratteredprocess departmentalization Customer departmentalization3谢谢观赏2019-8-73.Chain of commandThe unbroken line of authority that extends from the top of the organization to the lowest eschelon &clarifies who
5、reports to whomauthority:the right inherent in managerial position to give orders & expect the orders to be obeyedunity of command:a subordinate should have only 1 superior to whom he(she) is directly responsibleconflicting demands or priorities from superiorsless relevance today because of - & empo
6、wering4谢谢观赏2019-8-74.Span of ControlThe number of subordinates a manager can efficiently & effectively directedorganizational level (levels of management)strength of small spans:maintain close control;drawback: expensive for adding -;complex vertical communication, slow down D-M,isolate upper -;over
7、ly tight supervision discourage - autonomyrecent efforts to reduce cost,cut overhead,speed up D-M,get closer to customer,empower employees.5谢谢观赏2019-8-75.Centralization & DecentralizationThe degree to which D-M is concentrated at a single point in the organizationdecentralization:decision discretion
8、 is pushed down to lower-level employeesactions can be taken more quickly to solve problems; more people provide input into decisions; employees are less likely to feel alienated from those who make the decisions that affect their work lives marked trend toward decentralizing D-M,make - more flexibl
9、e,responsive6谢谢观赏2019-8-76.FormalizationThe degree to which jobs within the organization are standardizednegatively related to the job incumbents discretion over his job.Policy,procedure,rule-profession complexity-division of labor,vertical levels, geographically dispersed 7谢谢观赏2019-8-7Chap. 14 Orga
10、nization structure14.2 Common Organizational design Formal structure-U-type, M-type,Matrix Multiple foci, Conflict Dow Cornning,1967-19768谢谢观赏2019-8-71.The simple structureA structure characterized by a low degree of departmentalization,wide span of control,authority centralized in a single person,
11、little formalizationlean,flat;2 or 3 vertical levels,a loose body of employees,& 1 individual in whom the D-M authority is centralizedstrength-fast,flexible,inexpensive to maintain,& accountability is clearweakness-difficult to maintain in anything other than small organization;risky,depends on 1 pe
12、rson. 9谢谢观赏2019-8-72.The BureaucracyA structure with highly routine operating tasks achieved through specialization,very formalized rules & regulations,tasks that are grouped into functional departments,centralized authority, narrow span of control, & D-M that follows the chain of command strength:
13、perform in a highly efficient manner;get by nicely with less talentedweakness:subunit conflicts,functional unit goals override -; obsessive concern with following the rules.The peak of its popularityobsolescent in the 1990s:hinders employee initiative-the majority of large organization still take on
14、 its basic characteristics,esp. Specialization & high formalization 10谢谢观赏2019-8-73. The Matrix StructureA structure that creates dual lines of authority (chain of command);combines functional & product departmentalizationstrength:facilitate coordination when organization has a multiplicity of compl
15、ex & interdependent activities; reduce bureaupathologies; facilitate the efficient deployment of specialistsdownside:confusion & ambiguity foster the seeds of conflict,power struggle ;stress on individuals 11谢谢观赏2019-8-7Chap. 14 Organization structure14.3 New Design Options Since the early 1980s,hel
16、p firms compete effectively;the advancement of IT Business Process Reengineering12谢谢观赏2019-8-71.The team structureThe use of teams as the central device to coordinate work activitiesbreaks down departmental barriers,require employees to be generalists as well as specialistsin large organization,comp
17、lement bureaucracy, achieve the efficiency of bureaucracys standardization while gaining teams flexibility13谢谢观赏2019-8-72.The virtual organizationA small,core organization that outsources major business functionssmall executive group oversee activities done in house,coordinate the network of relatio
18、nships with outsource firm. highly centralized,with little or no departmentalization focus on core competency:design,marketing,brand name;in contrast to control through ownership?advantage: allow someone with an innovative idea & little money to compete against large companydrawback:reduce managemen
19、ts control over -14谢谢观赏2019-8-73.The Boundaryless OrganizationAn organization that seeks to eliminate the chain of command,have limitless span of control,& replace departments with empowered teams removing vertical & horizontal boundaries-flatten the hierarchy,status & rank are minimized,break down
20、external boundaries(barriers to constituencies & barriers created by geography)-globalization,strategic alliances, custom-organization linkage, telecom.Intra-interorganizational network 15谢谢观赏2019-8-74. The Feminine OrganizationAn organization characterized by humanistic treatment of individuals,non
21、opportunism,careers defined through service to others,commitment to employee growth,creation of a caring community, & power sharingnonopportunistic. Relationships are seen as possessing value in themselves,rather than a meanwomen prefered organizations that emphasized relatedness & connecting with o
22、thersessentially managed by & for woman,Mary Kay Cosmetics 16谢谢观赏2019-8-7Chap. 14 Organization structure14.4 Why do structures differ?17谢谢观赏2019-8-71.Mechanistic vs. Organic ModelMechanistic Organichigh specialization cross-functional teamsrigid departmentalization cross-hierarchical clear chain of
23、command free flow of informationnarrow span of control widecentralization decentralizationhigh formalization low 18谢谢观赏2019-8-72.StrategyStructure follow strategyMission-Strategy,Assess environment-Business activitiesinnovation :emphasizes the introduction of major new products & services-organiccos
24、t-minimization:emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses,price-cutting-mechanistic,tight controlimitation:seeks to move into new products or new markets only after their viability has already been proven- organic & mechanistic19谢谢观赏2019-8-73.SizeAn org
25、anizations size significantly affects its structurelarge organizations tend to have more specialization,more departmentalization,more vertical levels,& more rules & regulations than do small organizationsize affects structure at a decreasing rate.20谢谢观赏2019-8-74.TechnologyHow an organization transfe
26、r its inputs into outputsdegree of routineness: automated & standardized operations; costomizedroutine tasks-taller,more departmentalized structure;formalized documentationtechnology-centralization relation is moderated by the degree of formalization;both control mechanisms-substitute one for the ot
27、her routine technology lead to centralization?21谢谢观赏2019-8-75.EnviromentThose institutions or forces outside the organization that potentially affect its performance3 dimensions of environmental uncertainty the more scarce,dynamic,& complex the environment,the more organiccapacity:the degree to whic
28、h it can support growth. Abundant capacity leave room for - to make mistakesvolatility: the degree of instability in an -. Static easy to predict accurately - low unpredictabilitycomplexity: the degree of heterogeneity & concentration among - elements simple22谢谢观赏2019-8-7Chap. 14 Organization struct
29、ure14.5 Organization designs & Employee behavior have profound effects on its members 23谢谢观赏2019-8-7No generalization individual differenceSpecialization conducive to high productivity at the price of reduced job satisfaction there is still a segment of the work force prefers the routine & repititiv
30、eness of highly specialized jobno evidence supports a relation between span of control & employee performance someone prefers the security of a boss available at all time managers job satisfaction increases asfairly strong evidence linking centralization & job satisfaction: the decentralization-sati
31、sfaction relationship is strongest with employees with low self-esteem24谢谢观赏2019-8-7Chap. 15 Technology,work design & stress14.1 Work Stress25谢谢观赏2019-8-71.DefinitionA dynamic condition in which an individual is confront with an opportunity,constraint,or demand related to what he(she) desires & for
32、which the outcome is perceived to be both uncertain & important.(necessary)negative context,positive value-potential gainconstraints:forces that prevent individuals from doing what they desiredemands:loss of sth. desired 26谢谢观赏2019-8-72.Potential Sources of Stress (1)Environment factorsEconomic unce
33、rtainties: downward swings lead to layoffs,reduced pay,shorter workweeksPolitical uncertainties & social issues: conflict of territory,ethnical,group interest technological uncertainty: technological innovation,deskill 27谢谢观赏2019-8-72.Potential Sources of Stress (2)Organizational factorsTask demands
34、:design of ones job(autonomy, variety,automation),working condition,physical layoutrole demands:role conflicts,overload,ambiguity interpersonal demands:social support from -, orga. structure:complex,discretion,participationleadership:climateorganizational life stage:establishment,decline28谢谢观赏2019-8
35、-72.Potential Sources of Stress (3)Indivicdual factorsPrivacy,family issueseconomic problemspersonality:an inherent tendency to accentuate negative aspects of the worldstressors are additive:appraise the total amount of stress one is under, the straw that breaks the camels back 29谢谢观赏2019-8-73.Indiv
36、idual Difference relationship between potential stressors & experienced stressPerception:stress potential lies in ones interpretation of those factors rather than job experience:negatively related to stress-selective withdrawal,coping mecganismsocial support:palliative,buffer the impactbelief in loc
37、us of control:those with an internal locus believe they control their destinyhostility:at high risk for heart disease 30谢谢观赏2019-8-74. Consequences of StressPhysiological symptoms:create changes in metabolism,increase heart & breathing rates,blood pressure,bring on headaches,induce heart attack -hav
38、e the least direct relevance to OB studentsPsychological:cause dissatisfaction,tension, anxiety,irritability,boredom,procrastination behavioral: change in productivity, absence,& turnover,as well as eating-drinking habit,fidget, sleep disorders; stress-performance relation,the reaction to stress ove
39、r time: inverted-U relationship 31谢谢观赏2019-8-75.Managing StressIndividual approaches:increase physical exercise,relaxation training,social support network; implementing time-management techniques-making daily lists of activities to be accomplished, prioritizing -by importance & urgency,scheduling - according to priorities set,knowing your daily cycle Organizational approaches:personnel selection & job placement,goals setting & feedback,redesigning jobs,employee involvement, communication,corporate wellness programs 32谢谢观赏2019-8-7
