组织行为学 1.docx

组织行为学 1.docx

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组织行为学1

1.Introduction

Thisreportisdescribedoforganization.Thisreportissuppliedwhatisthecurrentlystructureoforganization;thereasonthatorganizationmusthavestructure;thewayandreasonofgroupwork;theformoforganizationstructurethatbasedontheproposednewdevelopment,andthewaythattheorganizationshouldbegrouped;themainsituationalvariablesoftask,technologyandsizehavehelpeddeterminetheneworganizationstructure;line,staff,functionaland/orlateralrelationshipswithintheproposednewstructure;howauthority,responsibilityanddelegationshouldbeexercisedwithinthenewstructure.

2.Procedure

Thedefinitionoforganizationstructure,thereason,thewayandreasonofgroup.

Thewayandshapeofaneworganizationstructure.

Thehelpoftechnology,taskandsizeforneworganization.

Theline,staff,functionedandlateralrelationshipforneworganizationstructure.

Theauthority,responsibility,delegationofaneworganizationstructure.

3.Findings

3.1Whatisorganizationandwhyorganizationmusthasstructure

Now,thestructureofBarbourBrownisHybridmanage.Andtheyarefacedwithsomeproblem,suchastheywillloseanybigcustomersandthemlesstodowiththecurrentpricingpolicy.ForsolvetheseproblemsandmaketheBarbourBrowndevelopbetter,theyshouldchangethestructure,inotherwordstheyneedanewstructure.Becausethestructureismoreimportantforanorganization.Andorganizationhasbeendefinedasanarrangementforachievingcontrolledperformanceinpursuitofcollectivegoals.Anotherdefinitionisagroupofpeopleengagedinajointenterprise.Itwillhavecontrolledperformancewithstandards,itsmembersidentifying:

goals,measurement,andcomparisonsofactualversusplan,correctiveaction.

3.2Structures

Structureinclude:

MechanisticStructure,OrganicStructure,MatrixStructureandFlexibilityStructure.

First,MechanisticStructure:

itismorerigidinstructureandwasconsideredmoreappropriateostableconditions.Thecharacteristicsofamechanisticorganizationare:

Thespecializationoftasks;

Closelydefinedduties,responsibilitiesandtechnicalmethods

Aclearhierarchicalstructure

Knowledgecenteredatthetopofthehierarchy

Theriseininstructionsanddecisionsbysuperiorsonmethodsofoperationandwordingbehavior

Insistenceonloyaltytotheorganizationandobediencetosuperiors

Second,OrganicStructure:

itisamorefluidstructureconsideredtobemoreappropriatetochangingconditions.Thissystemisusefulwhennewproblemsandunforeseencircumstancesconstantlyariseandrequireactionsoutsidedefinedrolesinthehierarchicalstructure.Theorganicsystemischaracterizedby:

knowledgespreadwidelyandpeopletackingmanyaspectsoftask,theadjustmentandcontinualredefinitionoftasks,anetworkstructureofcontrolauthorityandcommunication,technical/commercialknowledgelocatedthroughouttheorganization,superiorknowledgenotnecessarilycoincidingwithpositionalauthority,communicationbasedmoreoninformationandadvicethaninstructionsanddecisions,commitmenttothecommontaskoftheorganization,theimportanceofprestigeattachedtoindividualcontribution.

Third,MatrixStructure:

thisapproachoriginatedfromtheaerospaceindustrywherethistypeofstructurewasusedforspecificprojects.Andtheadvantagesofthisstructureare:

Bettercontrolofproject;greatersecurity,Bettercustomerrelationsandhigherprofitmargins,shorterprojectdevelopmenttime,Aidsthedevelopmentofmanagersasthewordincludeswiderresponsibilities.Butthisstructurealsohasdisadvantages:

Morecomplexinternaloperations,Lowerstaffutilizationandsoon.

Fourth,FlexibilityStructure:

thisstructuredrivestoimprovequalityandproductivityduetotheincreasedinternationalcompetitionhasmeantthatmanycompanieshavehadtorethinkhowtheyorganizethemselves.Atthesametimethisstructureisnimbleandeasysatisfiedbystaff.

BarbourBrownshouldknowthefactorsthatinfluencedthestructureiftheysetanewstructure.Andthefactorsare:

Size,HistoricalBackground,GeographicalDispersion,Technology,People,ExternalEnvironment,andCommunications.Especially,theGeographicalDispersion:

itLowercostofoperation,LocalKnowledgeofmarketandcustomers,Providesagoodtraininggroundformanagers,althoughitPotentiallossofcontrolbyheadoffice.SoIsuggestBarbourBrownuseFlexibilityStructureandconsidertheGeographicalDispersion,especiallythelocationofGeographicalDispersionandmakeagooduseofthiselement.WithitBarbourBrownwillsolvetheproblemanditisgoodforBarbourBrowndevelopment.ThebelowLocationshowofGeographicalDispersion,anditcanconsultforBarbourBrown.

Personnel

Accounts

AdministrationManager

MarketingManager

EuropeanandInternationalManager

3.3Themeaningandimportanceofteamwork

Organizationsarrangetheirworkforceintogroupsofpeoplewhoworktogetherforacommonpurposeorgoalbutwhoeachhavetheirownjobstodo.Suchgroupsareusuallyreferredtoasteams.However,havinggroupsofpeopleworkingtogetherdoesnotnecessarilymeanthattheyworkasateam.

ThemainbenefitoftheHawthornestudieshasbeenthediscoverythatinformalorganizationsexistinallorganizations.

Thewayofgroupsisworktogether.Inotherwords,thereisagroupworktogetherthatexchangetheidea,supplyeachplanandrealizetheaimoffirmtogetherattheend.

WhileNeilconcentratedonpromotingthebusinessandsettingupcontracts,David,methodicalbynature,actedasthegeneralmanager.Helikedtorunatightshipandhis10yearsintheRAFhadshapedhisstyleofmanagement.Davidsetthestaffspecifictasksasthisenabledhimtokeepatightcheckontheirperformance..

JackhadalwaysencouragedNeiltobringinstructuraldevelopmentprojects,asthisworkwasmorelucrativethanthecivilwork.Initiallyhetendedtoworkwithonetechnicianonstructuraldesignsfortheirmainhousingdevelopmentclient.David,whohadlittlestructuralexperience,leftNeiltomakedecisionsregardingthestructuralwork.SinceNeil’smanagementapproachwasmuchmoreflexible,coupledwiththefactthattheteamworkedtogetherinthedameoffice,Neilwoulddiscusstheprojectdesignanddevelopmentwiththeteam.NeilalsoexpectedJacktoattendmanagementmeetingswithclientstodiscusstheprojectplanninganddevelopment.3.4Task,Technologyandsizehelpforaneworganizationstructure

3.4.1Task,anotherconsiderationthataffectedtheshapingoforganizationswasthedivisionoflabororspecializationoftask.Manywriters,butinparticularAdamSmith,FrederickTaylorandAlfredSloan,promotedtheconceptofbreadingactivitiesdownintosmallelementssothatanindividualorgroupscouldspecializeinthemandbecomeveryefficient.Sloan,inparticular,promotedthedivisionoforganizationsintospecialistdepartmentswithspecialistmanagersandstaff,e.g.marketingorproductiondepartments.Hencehowworkisdivideduphasanimportantimpactonstructure.

3.4.2Technology,severalstudieshaveshownhowtheapproachtakentoproduceanitem,i.e.thetechnologycaninfluencethestructure.JoanWoodward,inparticular,examinedthingslikethenumberoflevelsofmanagementinanumberofcompanies.Shefounddifferencesdependingonwhetherthecompanyusedcraft,massorprocessproductionmethods.

3.4.3Size,theexistingevidenceindicatesthatthesizeofanorganizationisprobablythemostimportantvariableinfluencingthestructureandshapeofanorganization.e.g.largeorganizationstendtohavemoreformalizedsystemsandproceduresthansmallones.

Asaresultofnewtechnologyandcommunicationnetworks,itwasnolongeranecessitythatthedesignteamhadtobeclosetothedevelopmentsite.However,itwasusefulfortheprojectengineertobeabletomakesitevisitsduringthedevelopmentstage.Tothisend,Neilwasofheopinionthathavingasecondofficeinthecentralbeltwouldmakegoodsense.Itwouldalsoenablethemtoeventuallyexpandthecivilwordofthefirm.

Atthemaintime,theTransformationalTheoryhasitsfunctionfororganizationstructure.Transformationalleaderstreatrelationshipswithstaffintermsofmotivationandcommitment,influencingandinspiringpeopletogiveorethanjustmechanicalcomplianceandhencetoimproveorganizationalperformance.Thistheoryorganizeworkersworktogether,thisworkwayfitthefirm’sdemandandgoodforcompanydevelop.

3.5Line,StaffandFunctionalRelationships

Withinorganizationsdifficultiescanariseoverwhohasauthorityinrelationtoparticularactivitiesandhowmanagementdelegatesauthority.

Whereauthoritycomesdownfromthebosstotheirstaffdirectlyalinerelationshipissaidtoexist,i.e.theauthorityofthemanagerflowsdownthelineofcommand.Themanagerissaidtobethelinemanagerfortheparticulargroupofstaff.

Inanorganizationtheremaybespecialistswhoadviseandsupportmanagersandtheirstaff.Thesespecialistsmayactacrosstheorganization.Forexample,itisfairlycommonfortheretobefinancial,humanresource,andITspecialistswhosupportallotherdepartments.Insomesituationsthespecialistmayhavebeenassignedthedirectauthorityforparticularareas.Forexamplethehumanresourcemanagermighthaveauthorityoverothermanagersintermsofhealthandsafetymatters.WherethefunctionalspecialistsupportsorhasauthorityovercertainactivitiesofaparticulardepartmentthereissaidtobeaFunctionalrelationship.

Notethatthehumanresourcemanagerwouldhavealinerelationshipwiththeirstaffandtheirimmediateboss.

Otherr