ppt课件-organizationstructureandmanagementsystems.pptVIP

Organization Structure and Management Systems Evolution of the corporation Principles of organizational design The role of hierarchy: bureaucratic control vs. modular integration Alternative structural forms Management systems Evolution of the Modern Corporation General Motors’ Organization Structure, 1921 The Basic Tasks of Organization THE ORGANIZATIONAL CHALLENGE: To design structure systems that: Permit specialization Facilitate coordination by grouping individuals link groups with systems of communication, decision making, control Create incentives to align individual firm goals Weber’s Principles of Bureaucracy Rational-legal authority Specialization of labor Hierarchical structure Coordination and control through rules and standard operating procedures Standardization employment practices Separation of jobs and people Formalization of administrative acts, decisions and rules Mechanistic and Organic Forms FEATURE MECHANISTIC ORGANIC Task definition Rigid highly Flexible; less specialized specialized Coordination Rules directives Mutual adjustment.l control imposed from the top Cultural control Communication Mainly vertical Horizontal vertical Commitment To immediate superior To the organization its loyalty goals values Environmental Stable with low tech- Dynamic, ambiguous, context nological uncertainty high technological uncertainty General Motors’ Organization Structure, 1997 Mobil Corporation, 1997 The Generic Strategic Planning Cycle OUTLINE The business environment Organizational consequences Strategic changes Late 19th century Early 19th century Early 20th century Local markets Firms specialized Small firms. Transport slow focused on local Simple manage- Limited mechanization markets ment structures Introduction of Geographical and Functional struct- railroads, telegraph vertical expansion ures. Line/s