珠宝行业Organizationstructure(英文版).pptVIP

Chap. 14 Organization structure §14.1 Definition How job tasks are formally divided,grouped coordinated 第一页，共三十三页。 1.Work Specialization(labor division) To what degree are tasks subdivided into separate jobs? Individuals specialize in doing part of an activity rather than the entire activity prevalent by the late 1940s: 1.efficient usage of employee’s skill--less trained replace skilled. Efficient training. 2. Employee’s skills at performing a tasks successfully increase through repetition--- by the 1960s:the human diseconomies from specialization--boredom,fatigue,stress,low productivity, poor quality,increased absenteeism, high turnover. Enlarge the scope of activities--doing whole complete job,team 第二页，共三十三页。 2.Departmentalization The basis by which jobs are grouped together Group by function--Deepen specialized knowledge, Achieve efficiencies though specialization; High-cost integration, Slowly responsive product Cluster --Multidivisional Sys. Organized around Geography(territory)--scrattered process departmentalization Customer departmentalization 第三页，共三十三页。 3.Chain of command The unbroken line of authority that extends from the top of the organization to the lowest eschelon clarifies who reports to whom authority:the right inherent in managerial position to give orders expect the orders to be obeyed unity of command:a subordinate should have only 1 superior to whom he(she) is directly responsible conflicting demands or priorities from superiors less relevance today because of -- empowering 第四页，共三十三页。 4.Span of Control The number of subordinates a manager can efficiently effectively directed organizational level (levels of management) strength of small spans:maintain close control; drawback: expensive for adding --;complex vertical communication, slow down D-M,isolate upper --;overly tight supervision discourage -- autonomy recent efforts to reduce cost,cut overhead,speed up D-M,get closer to customer,empowe