管理学罗宾斯9版教师手册.docx
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管理学罗宾斯9版教师手册.docx
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管理学罗宾斯9版教师手册
CHAPTER
6
ORGANIZATIONALSTRUCTUREANDDESIGN
LEARNINGOUTCOMES
Afterreadingthischapterstudentsshouldbeableto:
1.Describe6keyelementsinorganizationaldesign.
2.Identifythecontingencyfactorsthatfavorthemechanisticmodelortheorganicmodel.
3.Compareandcontrasttraditionalandcontemporaryorganizationaldesigns.
4.Discussthedesignchallengesfacedbytoday’sorganizations.
ManagementMyth
MYTH:
Bureaucraciesareinefficient.
TRUTH:
Bureaucraticorganizationsarestillaliveandwellandcontinuetodominatemostmedium-sizedandlargeorganization.
SUMMARY
Thischapterdiscussesthekeyconceptsandtheircomponentsandhowmanagerscreateastructuredenvironmentwhereemployeescanworkefficientlyandeffectively.Oncetheorganization’sgoals,plans,andstrategiesareinplace,managersmustdevelopastructurethat
willbestfacilitatetheattainmentofthosegoals.
I.WHATARETHESIXKEYELEMENTSINORGANIZATIONALDESIGN?
LearningCatalyticsQuestion:
InstructorDirectionsandFollow-Up
QuestionType
Question
Answer/Response
FortheInstructor
WordCloud
Whatarethesixkeyelementsinorganizationaldesign?
Options:
workspecialization,departmentalization,authority,responsibilityandpower,spanofcontrol,centralizationanddecentralization,andformalization
Usethisatthestartofclasstoaidstudents'recallofthesixkeyelementsoforganizationaldesign.
A.Introduction
1.Organizationdesigndecisionsaretypicallymadebyseniormanagers.
2.Organizationdesignappliestoanytypeoforganization.
3.FormulatedbymanagementwriterssuchasHenriFayolandMaxWeberintheearly1900s.
4.Theseprinciplesstillprovidevaluableinsightsintodesigningeffectiveandefficientorganizations.
B.WhatIsWorkSpecialization?
1.Workspecializationisdividingworkactivitiesintoseparatejobstasks.
a)Individualsspecializeindoingpartofanactivity.
b)Workspecializationmakesefficientuseofthediversityofskillsthatworkershold.
2.Sometasksrequirehighlydevelopedskills;otherslowerskilllevels.
3.Excessiveworkspecializationorhumandiseconomies,canleadtoboredom,fatigue,stress,lowproductivity,poorquality,increasedabsenteeism,andhighturnover.(SeeExhibit6-1.)
4.Today'sviewisthatspecializationisanimportantorganizingmechanismforemployeeefficiency,butitisimportanttorecognizetheeconomiesworkspecializationcanprovideaswellasitslimitations.
C.WhatIsDepartmentalization?
1.Departmentalizationiswhencommonworkactivitiesaregroupedbacktogethersoworkgetsdoneinacoordinatedandintegratedway.
2.Therearefivecommonformsofdepartmentalization(seeExhibit6-2).
a)FunctionalGroups-employeesbasedonworkperformed(e.g.,engineering,accounting,informationsystems,humanresources)
b)ProductGroups-employeesbasedonmajorproductareasinthecorporation(e.g.,women’sfootwear,men’sfootwear,andapparelandaccessories)
c)CustomerGroups-employeesbasedoncustomers’problemsandneeds(e.g.,wholesale,retail,government)
d)GeographicGroups-employeesbasedonlocationserved(e.g.,North,South,Midwest,East)
e)ProcessGroups-employeesbasedonthebasisofworkorcustomerflow(e.g.,testing,payment)
3.Withtoday'sfocusonthecustomer,manycompaniesareusingcross-functionalteams,whichareteamsmadeupofindividualsfromvariousdepartmentsandthatcrosstraditionaldepartmentallines.
D.WhatareAuthorityandResponsibility?
1.Thechainofcommandisthecontinuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestandclarifieswhoreportstowhom.
2.Anemployeewhohastoreporttotwoormorebossesmighthavetocopewithconflictingdemandsorpriorities.
3.Authorityreferstotherightsinherentinamanagerialposition,togiveordersandexpecttheorderstobeobeyed.
4.Eachmanagementpositionhasspecificinherentrightsthatincumbentsacquirefromtheposition’srankortitle.
a)Authorityisrelatedtoone’spositionandignorespersonalcharacteristics.
5.Whenmanagersdelegateauthority,theymustallocatecommensurateresponsibility.
a)Whenemployeesaregivenrights,theyassumeacorrespondingobligationtoperformandshouldbeheldaccountableforthatperformance.
b)Allocatingauthoritywithoutresponsibilitycreatesopportunitiesforabuse.
c)Nooneshouldbeheldresponsibleforsomethingoverwhichheorshehasnoauthority.
6.Whatarethedifferenttypesofauthorityrelationships?
a)Theearlymanagementwritersdistinguishedbetweentwoformsofauthority.
(1)Lineauthorityentitlesamanagertodirecttheworkofanemployee.
(a)Itistheemployer-employeeauthorityrelationshipthatextendsfromtoptobottom.
(b)SeeExhibit6-3.
(c)Alinemanagerhastherighttodirecttheworkofemployeesandmakecertaindecisionswithoutconsultinganyone.
(d)Sometimestheterm“line”isusedtodifferentiatelinemanagersfromstaffmanagers.
(e)Lineemphasizesmanagerswhoseorganizationalfunctioncontributesdirectlytotheachievementoforganizationalobjectives(e.g.,productionandsales).
(2)Staffmanagershavestaffauthority(e.g.,humanresourcesandpayroll).
(a)Amanager’sfunctionisclassifiedaslineorstaffbasedontheorganization’sobjectives.
(b)Asorganizationsgetlargerandmorecomplex,linemanagersfindthattheydonothavethetime,expertise,orresourcestogettheirjobsdoneeffectively.
(c)Theycreatestaffauthorityfunctionstosupport,assist,advice,andgenerallyreducesomeoftheirinformationalburdens.
(d)Exhibit6-4illustrateslineandstaffauthority.
7.WhatisUnityofCommand?
a)Thechainofcommandisthecontinuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestandclarifieswhoreportstowhom.
b)Anemployeewhohastoreporttotwoormorebossesmighthavetocopewithconflictingdemandsorpriorities.
c)Therefore,theearlymanagementwritersarguedthatanemployeeshouldhaveonlyonesuperior(Unityofcommand).
d)Ifthechainofcommandhadtobeviolated,earlymanagementwritersalwaysexplicitlydesignatedthattherebeaclearseparationofactivitiesandasupervisorresponsibleforeach.
e)Theunityofcommandconceptwaslogicalwhenorganizationswerecomparativelysimple.
f)Thereareinstancestodaywhenstrictadherencetotheunityofcommandcreatesadegreeofinflexibilitythathindersanorganization’sperformance.
8.Howdoesthecontemporaryviewofauthorityandresponsibilitydifferfromthehistoricalview?
a)Theearlymanagementwritersassumedthattherightsinherentinone’sformalpositioninanorganizationwerethesolesourceofinfluence.
b)Thismighthavebeentrue30or60yearsago.
c)Itisnowrecognizedthatyoudonothavetobeamanagertohavepower,andthatpowerisnotperfectlycorrelatedwithone’slevelintheorganization.
d)Authorityisbutoneelementinthelargerconceptofpower.
9.Howdoauthorityandpowerdiffer?
a)Authorityandpowerarefrequentlyconfused.
b)Authorityisaright,thelegitimacyofwhichisbasedontheauthorityfigure’spositionintheorganization.
(1)Authoritygoeswiththejob.
c)Powerreferstoanindividual’scapacitytoinfluencedecisions.
(1)Authorityispartofthelargerconceptofpower.
(2)Exhibit6-5visuallydepictsthedifference.
d)Powerisathree-dimensionalconcept.
(1)Itincludesnotonlythefunctionalandhierarchicaldimensionsbutalsocentrality.
(2)Whileauthorityisdefinedbyone’sverticalpositioninthehierarchy,powerismadeupofbothone’sverticalpositionandone’sdistancefromtheorganization’spowercore,orcenter.
e)ThinkoftheconeinExhibit6-5asanorganization.
(1)Thecloseryouaretothepowercore,themoreinfluenceyouhaveondecisions.
(2)TheexistenceofapowercoreistheonlydifferencebetweenAandBinExhibit6-5.
f)Theconeanalogyexplicitlyacknowledgestwofacts:
(1)Thehigheronemovesinanorganization(anincreaseinauthority),thecloseronemovestothepowercore.
(2)Itisnotnecessarytohaveauthorityinordertowieldpowerbecauseonecanmovehorizontallyinwardtowardthepowercorewithoutmovingup.
(a)Example,administrativeassistants,“powerful”asgatekeeperswithlittleauthority.
(3)Low-rankingemployeeswithcontactsinhighplacesmightbeclosetothepowercore.
(4)So,too,areemployeeswithscarceandimportantskills.
(a)Thelowlyproductionengineerwithtwentyyearsofexperiencemightbetheonlyoneinthefirmwhoknowstheinnerworkingsofalltheoldproductionmachinery.
g)Powercancomefromdifferentareas.
(1)JohnFrenchandBertramRavenhaveidentifiedfivesources,orbases,ofpower.
(a)SeeExhibit6-6.
(b)Coercivepower-basedonfear;Rewardpower-basedontheabilitytodistributesomethingthatothersvalue;Legitimatepower-basedonone’spositionintheformalhierarchy;Expertpower-basedonone’sexpertise,specialskill,orknowledge;Referentpower-basedonidentificationwithapersonwhohasdesirableresources.
E.WhatisSpanofControl?
1.Howmanyemployeescanamanagerefficientlyandeffectivelydirect?
2.Thisquestionreceivedagreatdealofattentionfromearlymanagementwriters.
3.Therewasnoconsensusonaspecificnumberbutearlywritersfavoredsmallspansoflessthansixtomaintainclosecontrol.
4.Levelintheorganizationisacontingencyvariable.
a)Topmanagersneedasmallerspanthandomiddlemanagers,andmiddlemanagersrequireasmallerspanthandosupervisors.
5.Thereissomechangeintheoriesabouteffectivespansofcontrol.
6.Manyorganizationsareincreasingtheirspansofcontrol.
7.Thespanofcontr
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