Fundamentals of Management Sixth Edition Robbins and DeCenzo With contributions from Henry Moon

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Fundamentals of ManagementSixth Edition Robbins
and DeCenzoWith contributions from Henry Moon

• Chapter 5Basic Organization Designs???????

Fall 2009 Revised by Grace F. Wang
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??

• ?? Organizing
• The process of creating an organizations
  structure
• ?????????
• ???? Organizational Structure
• The Organizations formal framework for dividing,
  grouping, and coordinating job tasks.
• ???????,????????????????

3
??

• ???? Organizational Design
• The developing or changing of an organizations
  structure
• ???????????????????

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??????????? Key Elements in Designing
Organizational Structure

1. Work Specialization ??(?????)
2. Chain of Command ???
3. Span of Control ??(??)??
4. Authority and Responsibility ?????
5. Centralization and Decentralization ?????
6. Departmentalization ???

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1. ?????Work specialization

• A component of organization structure that
  involves having each discrete step of a job done
  by a different individual rather than having one
  individual do the whole job
• ????????????,????????????????????????????

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Economies and Diseconomies of Work
Specialization(???? p.135)
EXHIBIT 5.1
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2. ???Chain of command

• ??????????????,??????????????????????
• Unity of command The management principle that
  no person should report to more than one boss
• ?????? ???????????????????

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Chain of Command
EXHIBIT 5.2
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3. ????Span of control

• The number of subordinates a manager can direct
  efficiently and effectively
• ?????????????????????????

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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
• ????????????

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Types of Organizational Authority

• Line authority(????)
• The position authority (given and defined by the
  organization) that entitles a manager to direct
  the work of operative employees
• Staff authority(????)
• Positions that have some authority (e.g.,
  organization policy enforcement) but that are
  created to support, assist, and advise the
  holders of line authority

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Line Versus Staff Authority
EXHIBIT 5.3
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Power and Types of Power

• Power
• An individuals capacity to influence decisions
• ???????????

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Power and Types of Power(?)

• Types of Power

Coercive power ???? Power based on fear.
Reward power ???? Power based on the ability to distribute something that others value.
Legitimate power ???? Power based on ones position in the formal hierarchy.
Expert power ???? Power based on ones expertise, special skill, or knowledge.
Referent power ???? Power based on identification with a person who has desirable resources or personal traits.
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Authority Versus Power
A. Authority ??
Information
EXHIBIT 5.4a
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Authority Versus Power (contd)
B. Power ??
EXHIBIT 5.4b
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5. ?????Centralization And Decentralization

• Centralization
• A function of how much decision-making authority
  is pushed down to lower levels in an
  organization the more centralized an
  organization, the higher the level at which
  decisions are made
• ???????????????????????????,??????????

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5. ?????(?)Centralization And Decentralization

• Decentralization
• The pushing down of decision-making authority to
  the lowest levels of an organization
• ??????????????

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6. ????????Five Ways to Departmentalize
Functional ???
Product ???
Customer ???
Process ???
Geographic ???
???????PP.146- 147
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Departmentalization

• Functional departmentalization
• The grouping of activities by functions performed
• Product departmentalization
• The grouping of activities by product produced
• Customer departmentalization
• The grouping of activities by common customers
• Geographic departmentalization
• The grouping of activities by territory
• Process departmentalization
• The grouping of activities by work or customer
  flow

???????PP.146-147
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???????????
Strategy ??
The Key Contingency Factors that influence
Organizational Design
Size ??
Technology ??
Environmental ??? Uncertainty ????
???????PP.149- 151
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?????????Mechanistic and Organic Organizations

• Mechanistic organization
• The bureaucracy a structure that is high in
  specialization, formalization, and centralization
• Organic organization
• An adhocracy a structure that is low in
  specialization, formalization, and
  centralizationStructure follows strategy

???????PP.148- 149
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Mechanistic versus Organic Organizations
????????
????????

• Rigid hierarchical relationships
• Fixed duties
• Many rules
• Formalized communication channels
• Centralized decision authority
• Taller structures

• Collaboration (both vertical and horizontal)
• Adaptable duties
• Few rules
• Informal communication
• Decentralized decision authority
• Flatter structures

????
EXHIBIT 5.7
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Technology and Structure

• Unit production(????)
• Production in terms of units or small batches
• Mass production(????)
• Production in terms of large batch manufacturing
• Process production(????)
• Production in terms of continuous processing

???????PP.150- 151
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???????Organization Design Applications

• Simple structure(?????)
• An organization that is low in specialization and
  formalization but high in centralization
• Low departmentalization
• Wide Spans of control
• Centralized Authority
• Little Formalization

???????PP.151-152
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???????(?)Organization Design Applications

• The Bureaucracy ?????
• Functional structure(?????)
• An organization in which similar and related
  occupational specialties are grouped together
• Divisional structure(?????)
• An organization made up of self-contained units

???????PP.152- 154
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Functional Structure
EXHIBIT 5.8
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Divisional Structure
EXHIBIT 5.9
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??????Other Organizational Structures

• Matrix structure(?????)
• An organization in which specialists from
  functional departments are assigned to work on
  one or more projects led by a project manager

???????PP.154- 155
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Sample Matrix Structure
EXHIBIT 5.10
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??????(?)Other Organizational Structures

• Team-based structure ?????????
• An organization that consists entirely of work
  groups or teams
• ????????????
• Boundaryless organization ?????
• An organization that is not defined or limited by
  boundaries or categories imposed by traditional
  structures
• ???????????????????????

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?????Learning Organization

• An organization that has developed the capacity
  to continuously adapt and change because all
  members take an active role in identifying and
  resolving work-related issues.
• Organization design
• Information sharing
• Leadership
• Organizational culture

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????????Characteristics of a Learning
Organization
Source Based on P.M. Senge. The Fifth
Discipline The Art and Practice of Learning
Organizations (New York Doubleday, 1990) and R.
M. Hodgetts, F. Luthans and S. M. Lee. New
Paradigm Organizations From Total Quality to
Learning to World Class, Organizational Dynamics
(Winter 1994) pp. 419
EXHIBIT 5.11
???????P.158
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????Organization Culture

• Organization culture
• A system of shared meaning within an organization
  that determines, to a large degree, how employees
  act
• ???????????,????????????????

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????(?)Organization Culture

• Shared values are shown in cultural elements
• (??????????????????????????????????????)
• Stories, rituals, material symbols, and language
  unique to the organization
• Results from the interaction between
• (??????????)
• The founders biases and assumptions
• (?????????)
• What the first employees learn subsequently from
  their own experiences
• (????????????)

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??????????? Assessing an Organizations Culture

• Risk Tolerance
• Reward Criteria
• Conflict Tolerance
• Means-End Orientation
• Open-Systems Focus

• Member Identity
• Group Emphasis
• People Focus
• Unit Integration
• Control

???????P.159