robbins_mgmt11_ppt10.pptVIP

Joan Woodward linked structural design elements to organizational success when she divided firms into three distinct technologies that had increasing levels of complexity and sophistication. The first category, unit production, described the production of items in units or small batches. The second category, mass production, described large-batch manufacturing. Finally, the third and most technically complex group, process production, included continuous process production. A summary of her findings is shown in Exhibit 10-9. * * When designing a structure, managers may choose one of the traditional organizational designs. These structures tend to be more mechanistic in nature. A summary of the strengths and weaknesses of each can be found in Exhibit 10-10 * * * 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 图表10-9 （274页） 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 图表10-10 （275页） 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 * * Organizational structure is the formal arrangement of jobs within an organization. This structure, which can be shown visually in an organizational chart, also serves many purposes. (See Exhibit 10-1.) * * 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 emp