管理知识培训 40.pptVIP

10- outline A) Defining Organizational Structure a) Work Specialization b) Departmentalization c) Chain of Command d) Span of Control e) Centralization and Decentralization f) Formalization Outline 2 B) Organizational Design Decisions a) Mechanistic and Organic organizations b) Contingency Factors Strategy and Structure Size and Structure Technology and Structure Environmental Uncertainty and Structure Outline 3 C) Common Organizational Designs a) Traditional Organizational Designs Simple Structure Functional Structure Divisional Structure b) Contemporary Organizational Designs Team-Based Structures Project and Matrix Structures Autonomous Internal Units The Boundaryless Organization The Learning Organization Decentralization（分权） the degree to which decisions are made by lower-level employees distinct trend toward decentralized decision making Contingency Factors (cont.) Technology and Structure technology - converts inputs into outputs unit production（单件生产） - production of items in units or small batches mass production（大量生产） - large-batch manufacturing process production（流程生产） - continuous-process production mechanistic structure supports routine technology；organic structure supports non-routine technology * ? Prentice Hall, 2002 Chapter 10 ORGANIZATIONAL STRUCTURE AND DESIGN 10-* Learning Objectives (cont.) 1.Define organizational structure and organizational design. 2. Explain why structure and design are important to an organization. 3. Describe the six key elements of organizational structure. 4. Differentiate mechanistic and organic organizational design. 5. Identify the four contingency factors that influence organizational design. 10-* Learning Objectives 6. Describe a simple structure, a functional structu