management1419章英文笔记 考研笔记.docx
- 文档编号:10172728
- 上传时间:2023-02-09
- 格式:DOCX
- 页数:50
- 大小:176.66KB
management1419章英文笔记 考研笔记.docx
《management1419章英文笔记 考研笔记.docx》由会员分享,可在线阅读,更多相关《management1419章英文笔记 考研笔记.docx(50页珍藏版)》请在冰豆网上搜索。
management1419章英文笔记考研笔记
Management(9tdEdition)罗宾斯《管理学》英文笔记(14-19)
Chapter10organizationalstructureanddesign
1.Sixkeyelementsinorganizationaldesign.
1)Workspecialization
2)Departmentalization
3)Chainofcommand
4)Spanofcontrol
5)Centralizationanddecentralization
6)Formalization
2.Workspecialization
Traditionalview:
workspecializationisawaytodivideworkactivitiestoseparatejobtasks.
Contemporaryview:
workspecializationisanimportantorganizingmechanism,butitcanleadtoproblemswhencarriedtoextremes.
3.Departmentalization
Howjobsaregroupedtogetheriscalleddepartmentalization.
Thefiveformsofdepartmentalization:
1)Functionaldepartmentalization—groupsjobsaccordingtofunction
2)Productdepartmentalization—groupsjobsbyproductline
3)Geographicaldepartmentalization—groupsjobsbygeographicalregion
4)Processdepartmentalization—groupsjobsonproductorcustomerflow
5)Customerdepartmentalization—groupsjobsonspecificanduniquecustomers
4.Chainofcommand
Chainofcommandisthelineofauthorityextendingfromupperorganizationallevelstothelowestlevels,whichclarifieswhoreportstowhom.
Authorityreferstotherightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.
Responsibilityistheobligationorexpectationtoperformassignedduties.
Unityofcommandisamanagerialprinciplethateachpersonshouldreporttoonlyonemanager.
Traditionalview:
thechainofcommandanditscompanionconcepts—authority,responsibility,andunityofcommand—wereviewedasimportantwaysofmaintainingcontrolinorganizations.
Contemporaryview:
they’relessrelevantintoday’sorganizations.
5.Spanofcontrol
Spanofcontrolisthenumberofemployeesamanagercaneffectivelyandefficientlymanage.
Traditionalview:
managersshoulddirectlysupervisenomorethanfiveorsixemployees.
Contemporaryview:
thespanofcontroldependsontheskillsandabilitiesofthemanagerandtheemployeesandonthecharacteristicsoftheworkbeingdone.
6.Centralizationanddecentralization
Centralizationisthedegreetowhichdecisionmakingisconcentratedatupperlevelsoftheorganization.
Decentralizationisthedegreetowhichlower-levelemployeesprovideinputoractuallymakedecisions.
(Centralization—decentralizationisastructuredecisionaboutwhomakedecision—upper-levelmanagersorlower-levelemployees.)
Morecentralization
1)Environmentisstable.
2)Lower-levelmanagersarenotascapableorexperiencedatmakingdecisionsasupper-levelmanagers.
3)Lower-levelmanagersdonotwantasayindecisions.
4)Decisionsarerelativelyminor.
5)Theorganizationisfacingacrisisortheriskofcompanyfailure.
6)Companyislarge.
7)Effectiveimplementationofcompanystrategiesdependsonmanagersretainingsayoverwhathappens.
Moredecentralization
1)Environmentiscomplex,uncertain.
2)Lower-managersarecapableandexperiencedatmakingdecisions.
3)Lower-managerswantavoiceindecisions.
4)Decisionsaresignificant.
5)Corporatecultureisopentoallowingmanagersasayinwhathappens.
6)Companyisgeographicallydispersed.
7)Effectiveimplementationofcompanystrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions.
7.Formalization
Formalizationreferstohowstandardizedanorganization’sjobsareandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.
Today’sview:
althoughformalizationisnecessaryforconsistencyandcontrol,manyorganizationstodayrelylessonittoguideandregulateemployeebehavior.
8.Contrastmechanisticandorganicorganizations.
Amechanisticorganizationisarigidandtightlycontrolledstructure.Anorganicorganizationisahighlyadaptiveandflexiblestructure.
Mechanisticorganic
Highspecializationcross-functionalteams
Rigiddepartmentalizationcross-hierarchicalteams
Clearchainofcommandfreeflowofinformation
Narrowspansofcontrolwidespansofcontrol
Centralizationdecentralization
Highformalizationlowformalization
9.Thecontingencyfactorsthataffectorganizationaldesign:
1)Strategy
Anorganizationalstructureshouldsupportitsstrategy.Ifthestrategychanges,thestructureshouldalsochange.
2)Size
Anorganizationalsizecanaffectitsstructureuptoacertainpoint.
Onceanorganizationreachesacertainsize(usuallyaround2000employees),it’sfairlymechanistic.
3)Technology(Woodward’sfindings)
Anorganizationaltechnologycanalsoaffectitsstructure.
Anorganicstructureismosteffectivewithunitproductionandprocessproductiontechnology.Amechanisticstructureismosteffectivewithmassproductiontechnology.
(Unitproductionreferstotheproductionofitemsinunitsorsmallbatches.Massproductionreferstotheproductionofitemsinlargebatches.Processproductionreferstotheproductionofitemsincontinualprocess.)
4)Environmentaluncertainty
Instableandsimpleenvironments,mechanisticdesignscanbemoreeffective.
Thegreatertheuncertainty,themoreitneedstheflexibilityofanorganicdesign.
10.Contrastthethreetraditionalorganizationaldesigns.
Asimplestructureisonewithlowdepartmentalization,widespansofcontrol,authoritycentralizedinasingleperson,andlittleformalization.
Strengths:
Fast;flexible;inexpensivetomaintain;clearaccountability.
Weaknesses:
Notappropriateasorganizationgrows;relianceononepersonisrisky.
Afunctionalstructureisanorganizationaldesignthatgroupssimilarorrelatedoccupationalspecialiststogether.
Strengths:
Cost-savingadvantagesfromspecialization(economiesofscale,minimalduplicationofpeopleandequipment);employeesaregroupedwithotherswhohavesimilartasks.
Weaknesses:
Pursuitoforganizationalgoalscancausemanagerstolosesightofwhat’sbestfortheoverallorganization;functionalspecialistsbecomeinsulatedandhavelittleunderstandingofwhatotherunitsaredoing.
Adivisionalstructureismadeupofseparatebusinessunitsordivisions.
Strengths:
Focusonresults—divisionmanagersareresponsibleforwhathappenstotheirproductsorservice.
Weaknesses:
Duplicationofactivitiesandresourcesincreasecostandreduceefficiency.
11.Describethecontemporaryorganizationaldesign.
Teamstructure
Inateamstructure,theentireorganizationismadeupofworkteams.
Advantages:
Employeesaremoreinvolvementandempowered.Reducedbarriersamongfunctionalareas
Disadvantages:
Noclearchainofcommand.Pressureonteamstoperform
Matrixandprojectstructure
Matrixisstructurethatassignspecialistsfromdifferentfunctionalareastoworkonprojectsbutwhoreturntotheirareaswhenprojectiscompleted.
Projectisastructureinwhichemployeescontinuouslyworkonprojects.Asoneprojectiscompleted,employeesmoveontothenextproject.
Advantages:
Fluidandflexibledesignthatcanrespondtoenvironmentalchanges.Fasterdecisionmaking
Disadvantages:
Complexityofassigningpeopletoprojects.Taskandpersonalityconflicts.
Boundarylessorganization
Boundarylessorganizationisastructurethatnotdefinedbyorlimitedtothehorizontal,vertical,orexternalboundaries.
Advantages:
Highflexibleandresponsive.Utilizetalentwhereverit’sfound.
Disadvantages:
Lackofcontrol.Communicationdifficulties
●Twotypes—virtualandnetwork
Avirtualorganizationconsistsofasmallcoreoffull-timeemployeesandoutsidespecialiststemporarilyhiredasneededtoworkonprojects.
Anetworkorganizationusesitsownemployeestodosomeworkactivitiesandusesnetworksofoutsidesupplierstoprovideotherproductcomponentsorworkprocesses.
12.Threeorganizationaldesignchallengestoday.
1)Keepingemployeesconnected.
2)Buildingalearningorganization.
Aleaningorganizationisonethathasdevelopedthecapacitytocontinuouslylearn,adapt,andchange.
3)Managingglobalstructureissues.
Chapter11managersandcommunication
1.Definecommunication,interpersonalcommunication,andorganizationalcommunication.
Communicationisthetransferandunderstandingofmeaning.
Interpersonalcommunicationiscommunicationbetweentwoormorepeople.
Organizationalcommunicationisallthepatterns,networks,andsystemsofcommunicationwithinanorganization.
2.Thefunctionsofcommunication:
(control,motivate,emotionalexpression,information)
1)Controllingemployeebehavior.
2)Motivatingemployees.
3)Providingareleaseforemotionalexpressionoffeelingsandfulfillmentsocialneeds.
4)Providinginformation.
3.Communicationprocess
Therearesevenelementsinthecommunicationprocess.(Sender,message,encoding,channel,decoding,receiver)
First,thereisasenderwhohasamessage.Amessageisapurposetobeconveyed.Encodingisconvertingamessageintosymbols.Achannelisthemediumamessagetravelsalong.Decodingiswhenthereceivertranslatesasender’smessage.Finally,there’sfeedback.
4.Thecriteriatoevaluatevariouscommunicationmethods:
Feedback,complexitycapacity,breadthpotential,confidentiality,encodingease,decodingease,time-spaceconstraint,cost,interpersonalwarmth,formality,scannability,timeofconsumption.
5.Listthecommunicationmethods.
Communicationmethodsincludeface-to-facecommunication,telephonecommunication,groupmeetings,formalpresentation,memos,faxes,traditionalmail,e-mail,voicemail,employeepublications,bulletinboards,othercompanypublications,audio-andvideotapes,hotlines,computerconferences,teleconferences,andvideoconferences.
Nonverbalcommunicationiscommunicationtransmittedwithoutwords.Thebest-knowntypesarebodylanguageandverbalintonation
6.Thebarriersto
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- management 1419章英文笔记 考研笔记 1419 英文 笔记 考研
![提示](https://static.bdocx.com/images/bang_tan.gif)