2014管理学罗宾斯第11版11.pptVIP

* * Organizations need to be lean, flexible, and innovative; that is, they need to be more organic. So managers are finding creative ways to structure and organize work. These contemporary designs include team structures, matrix and project structures, boundaryless organizations, and learning organizations. (See Exhibit 11-1 for a summary of these designs.) * * * * Other popular contemporary designs are the matrix and project structures. The matrix structure assigns specialists from different functional departments to work on projects being led by a project manager. (See Exhibit 11-2.) * * employees. Exhibit 11-3 lists some of the benefits and drawbacks of working collaboratively. An organization’s collaboration efforts can be internal—that is, among employees within the organization. Or those efforts can be external collaborations with any stakeholders * * A recent research study found that communities of practice can “create value by contributing to increased effectiveness in employees’ job performance through greater access that they provide to the ideas, knowledge, and best practices shared among community members.” Exhibit 11-4 lists some suggestions for making such communities work. * * Many of today’s successful companies are collaborating directly with customers in the product development process. Others are partnering with suppliers, other outsiders, and even competitors. Exhibit 11-5 describes some of the benefits and drawbacks of open innovation. * * * * * * * 我的中国梦 我的理想 我的未来 我的梦 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 11-* Copyright ? 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins Mary Coulter ?2012 Pearson Education, Inc. publishing as Prentice Hall 11-* Copyright ? 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh E