双语管理学第五章

Fundamentals of ManagementSixth Edition

Robbins and DeCenzowith contributions from Henry Moon CHAPTER

Part III: Organizing

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Basic Organization DesignsPowerPoint Presentation by Charlie Cook The University of West Alabama

LEARNING OUTCOMES After reading this chapter, you will be able to:1. Identify and define the six elements of organization structure. 2. Describe the advantages and disadvantages of work specialization.

3. Contrast authority and power.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.© 2008 Prentice Hall, Inc. All rights reserved. 5–2

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 pisional and functional structures.

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.11. Describe what is meant by the term organization culture.

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5–3

The Elements of Structure Organization Design 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

different inpidual rather than having one inpidual do the whole job.

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5–4

EXHIBIT 5–1

Economies and Diseconomies of Work Specialization

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5–5

Organizational Structure: Control Chain of Command The continuous line of authority that extends from

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.

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 inpidual’s capacity to influence decisions

Responsibility An obligation to perform assigned activities

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5–8

Types of Organizational Authority Line Authority The position authority (given and defined by the

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.

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5–9

EXHIBIT 5–3

Line Versus Staff Authority

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5–10

EXHIBIT 5–4

Authority Versus Power

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5–11

EXHIBIT 5–5

Types of Power

Coercive power

Power based on fear.

Reward powerLegitimate power Expert power Referent power

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.

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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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5–13

Centralization And Decentralization Centralization A function of how much decision-making authority is

pushed down to lower levels in an organization; the more centralized an organization, the higher the level at which decisions are made.

Decentralization The pushing down of decision-making authority to

the lowest levels of an organization.

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5–14

EXHIBIT 5–6

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)

Product

Customer

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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5–15

Contingency Variables Affecting Structure

Strategy

Size

Organizational Structure

Technology

Environment

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5–16