组织结构的决定因素.docx

组织结构的决定因素Why do structures differ?Organizational structures ranged from the highly structured and standardized bureaucracy to the loose and amorphous boundaryless organization. The other designs tend to exist somewhere between these two extremes.Mechanistic ModelOrganic ModelHigh specializationRigid departmentalizationClear chain of commandNarrow spans of controlCentralizationHigh formalizationCross-functional teamsCross-hierarchical teamsFree flow of informationWide spans of controlDecentralizationLow formalizationTwo extreme models of organization designMechanistic modelOne extreme we call the Mechanistic model. It is generally synonymous with the bureaucracy in that it has extensive departmentalization, high formalization, a limited information network (mostly downward communication), and little participation by low-level members in decision-making.Organic modelAt the other extreme is the organic model. This model looks a lot like the boundaryless organization. It’s flat, uses cross-hierarchical and cross functional teams, has low formalization, possesses a comprehensive information network (utilizing lateral and upward communication as well as downward), and it involves high participation in decision making.With these two models in mind, we’re now prepared to address this question: why are some organizations structured along more mechanistic lines while others follow organic characteristics? What are the forces influencing the design that is chosen?Determinants of an organization’s structureStrategyAn organizations structure is a means to help management achieve its objectives. It is only logical that strategy and structure should be closely linked. More specifically, structure should follow strategy结构追随战略. If management makes a significant change做出重大的改变 in its organizations strategy, the structure will need to be modified to accommodate and support this change.Organization sizeConsiderable evidence supports the idea that an organizations size significantly affe