罗宾斯管理学第十版第九章ppt.pptVIP

L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. Designing Organizational Structure Defining the traditional and contemporary view of work specialization. Describe each of the five forms of departmentalization. Explain cross-functional teams. Differentiate chain of command, authority, responsibility, and unity of command. Discuss the traditional and contemporary views of chain of command. Discuss the traditional and contemporary views of span of control. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Designing Organizational Structure (cont’d) Tell what factors influence the amount of centralization and decentralization. Explain how formalization is used in organizational design. Mechanistic and Organic Structures Contrast mechanistic and organic organizations. Explain the contingency factors that affect organizational design L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Common Organizational Designs Contrast the three traditional organizational designs. Describe the contemporary organizational designs Discuss the organizational design challenges that managers face today. Designing Organizational Structure Organizational Structure The formal arrangement of jobs within an organization. Organizational Design A process involving decisions about six key elements: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization Organizational Structure Work Specialization The degree to which tasks in the organization are divided into separate jobs. Individual employees specialize in doing part of an activity rather than the entire activity in order to increase work output. Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover. Departmentalization Departmentalizati