Ten
Organizational Structure and Design
绳的成语1. INTRODUCTION.
Organizational structure can play an important role in an organization’s success. The process of organizing—the cond management function—is how an organization’s structure is created.
2. DEFINING ORGANIZATIONAL STRUCTURE.
Managers are eking structural designs that will best support and allow employees to effectively and efficiently do their work.
A. Before we look at the elements of organizational structure and design, we need to define some important terms.
1. Organizing is the process of creating an organization’s structure. That process has
veral purpos, as shown in Exhibit 10.1.
2. An organizational structure is the formal arrangement of jobs within an organization.
3. Organizational design is the process of developing or changing an organization’s structure. It involves decisions about six key elements: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. We need to take a clor look at each of the structural elements.
B. 重阳节是几月几日Work specialization便利店选址 is the degree to which tasks in an organization are divided into parate jobs. Most managers today e work specialization as an important organizing mechanism but not as a source of ever-increasing productivity.
C. Once work tasks have been defined, they must be grouped together in some way through a process called departmentalization—the basis on which jobs are grouped in order to accomplish organizational goals. There are five major ways to departmentalize. (Exhibit 10.2)
1. Functional departmentalization is grouping jobs by functions performed.
2. Product departmentalization重装系统后 is grouping jobs by product line.
3. Geographical departmentalization is grouping jobs on the basis of territory or geography.
4. Process departmentalization is grouping jobs on the basis of product or customer flow.
5. Customer departmentalization is grouping jobs on the basis of common customers.
6. Two popular trends in departmentalization include:
唱得响亮a. Customer departmentalization continues to be a highly popular approach becau it allows better monitoring of customers’ needs and responding to tho changes in needs.
b. Cross-functional teams, a hybrid grouping of individuals who are experts in various
象棋残局闯关specialties (or functions) and who work together, are being ud along with traditional departmental arrangements.
D. The chain of command is the continuous line of authority that extends from the upper organizational levels to the lowest levels and clarifies who reports to whom. Three related concepts include authority, responsibility, and unity of command.
1. Authority is the right inherent in a managerial position to tell people what to do and to expect them to do it.
2. Responsibility is the obligation or expectation to perform.
3. Unity of command is the classical management principle that a subordinate should have one and only one superior to whom he or she is directly responsible; that is, a person should report to only one manager.
E. The concept of span of control refers to the number of subordinates a manager can supervi effectively and efficiently.
1. The span of control concept is important becau it determines how many levels and managers an organization will have. (See Exhibit 10.3 for an example.)
大医仁心2. What determines the “ideal” span of control? Contingency factors such as the skills and abilities of the manager and the employees, the characteristics of the work being done, similarity of employee tasks, the complexity of tho tasks, the physical proximity of subordinates, the degree to which standardized procedures are in place, the sophistication of the organization’s information system, the strength of the organization’s culture, and the preferred style of the manager will influence the ideal number of subordinates.
3. The trend in recent years has been toward larger spans of control.
F. The concepts of centralization and decentralization address who, where, and how decisions are made in organizations.
高清炮p图1. Centralization is the degree to which decision-making is concentrated at a single point in the organization, usually in the upper levels of the organization.
2. Decentralization is the handing down of decision-making authority to lower levels in an organization.
3. The trend is toward decentralizing decision making in order to make organizations more flexible and responsive.
4. Employee empowerment is another term for incread decentralization and is the increasing of the decision-making discretion of employees.
5. A number of factors will influence the amount of centralization or decentralization an organization us. (See Exhibit 10.4.)
