MBA《管理学原理》讲义CHAPTER5-Basic Organization Design.pptVIP

天马行空官方博客：/tmxk_docin ；QQ:1318241189；QQ群：175569632 CHAPTER 5 Basic Organization Design Basic Organization Designs Organization design: process in which managers develop/change their organization’s structure The six elements of structure Work specialization Chain of command Span of control Authority responsibility Centralization v.s decentralization departmentalization 1. Work specialization A job is broken down into a number of steps Each step is completed by a separate individual Individuals specialize in doing part of an activity, rather than the entire activity Can lead to: boredom, fatigue, stress, low productivity, 2. Chain of command Early management writers said that an employee should only have one boss/superior to whom he/she is responsible 3. Span of control How many employees can a manager efficiently and effectively direct? Early writers favored small spans of control (usually no more than six workers) Contingency variable: span of control depends on the level of management 4. Authority and responsibility Authority: the rights inherent in a managerial position to give orders and expect them to be obeyed Responsibility: an obligation to perform assigned activities Types of authority: Line authority – entitles a manager to direct the work of an employee Staff authority – positions that support, assist, and advise the holders of authority … authority and power Types of power Coercive power: power based on fear Reward power: based on ability to distribute something others value Legitimate power: based on one’s position in formal hierarchy Expert power: based on one’s expertise, special skills, or knowledge Referent power: based on identification with a person who has desirable resources or personal traits 5. Centralization v.s decentralization Centralization: when decision-making authority is kept at a higher level in the organization Decentralization: when decision-making authority is pushed down to the lowest levels of an organization 6. Departmental