罗宾斯管理学组织结构设计.ppt

* * * * * * * * * * * * * * Organizations need to be lean, flexible, and innovative; that is, they need to be more organic. So managers are finding creative ways to structure and organize work. These contemporary designs include team structures, matrix and project structures, boundaryless organizations, and learning organizations. (See Exhibit 11-1 for a summary of these designs.) * * Other popular contemporary designs are the matrix and project structures. The matrix structure assigns specialists from different functional departments to work on projects being led by a project manager. (See Exhibit 11-2.) * * * * * * * employees. Exhibit 11-3 lists some of the benefits and drawbacks of working collaboratively. An organization’s collaboration efforts can be internal—that is, among employees within the organization. Or those efforts can be external collaborations with any stakeholders * * A recent research study found that communities of practice can “create value by contributing to increased effectiveness in employees’ job performance through greater access that they provide to the ideas, knowledge, and best practices shared among community members.” Exhibit 11-4 lists some suggestions for making such communities work. * * Many of today’s successful companies are collaborating directly with customers in the product development process. Others are partnering with suppliers, other outsiders, and even competitors. Exhibit 11-5 describes some of the benefits and drawbacks of open innovation. * * * * * * * * * * * * * * Line authority entitles a manager to direct the work of an employee. It is the employer-employee authority relationship that extends from the top of the organization to the lowest echelon, according to the chain of command, as shown in Exhibit 10-4. * * * Exhibit 10-5 illustrates line and staff authority. * * * * * * * * * * * * * * * * * * * Exhibit 11-2: Example of a Matrix Organization Exhibit 11-1: ContemporaryOrganizational Designs (cont.) 1.3 Bound