《管理学》课程PPT教学课件（Management, 7th Edition）Chapter 10 ORGANIZATIONAL STRUCTURE AND DESIGN

Chapter 10 ORGANIZATIONAL DROB BI NS ACOULTER STRUCTURE AND DESIGN ©Prentice Hall,.2002 10-1

Chapter 10 ORGANIZATIONAL STRUCTURE AND DESIGN © Prentice Hall, 2002 10-1

Learning Objectives (cont.) You should learn to: Define organizational structure and organizational design Explain why structure and design are important to an organization Describe the six key elements of organizational structure Differentiate mechanistic and organic organizational design Identify the four contingency factors that influence organizational design ©Prentice Hall,2002 10-2

Learning Objectives (cont.) You should learn to: – Define organizational structure and organizational design – Explain why structure and design are important to an organization – Describe the six key elements of organizational structure – Differentiate mechanistic and organic organizational design – Identify the four contingency factors that influence organizational design © Prentice Hall, 2002 10-2

Learning Objectives You should learn to: Describe a simple structure,a functional structure, and a divisional structure Explain team-based structures and why organizations are using them Describe matrix structures,project structures. autonomous internal units,and boundaryless organizations Explain the concept of a learning organization and how it influences organizational design ©Prentice Hall,.2002 10-3

Learning Objectives You should learn to: – Describe a simple structure, a functional structure, and a divisional structure – Explain team-based structures and why organizations are using them – Describe matrix structures, project structures, autonomous internal units, and boundaryless organizations – Explain the concept of a learning organization and how it influences organizational design © Prentice Hall, 2002 10-3

Defining Organizational Structure Nomenclature -orguikiing-the process of creating an organization's structure -organizational structure-the formal framework by which job tasks are divided,grouped,and coordinated -organizutionall design-process of developing or changing an organization's structure process involves six key elements ©Prentice Hal,2002 10-4

Defining Organizational Structure Nomenclature – organizing - the process of creating an organization’s structure – organizational structure - the formal framework by which job tasks are divided, grouped, and coordinated – organizational design - process of developing or changing an organization’s structure • process involves six key elements © Prentice Hall, 2002 10-4

Defining Organizational Structure (cont. Work Specialization the degree to which tasks in an organization are divided into separate jobs individuals specialize in doing part of an activity rather than the entire activity too much specialization has created human diseconomies an important organizing mechanism,though not a source of ever-increasing productivity ©Prentice Hall,.2002 10-5

Defining Organizational Structure (cont.) Work Specialization – the degree to which tasks in an organization are divided into separate jobs • individuals specialize in doing part of an activity rather than the entire activity – too much specialization has created human diseconomies – an important organizing mechanism, though not a source of ever-increasing productivity © Prentice Hall, 2002 10-5

Defining Organizational Structure (cont.) Departmentalization -the basis by which jobs are grouped together tuctonall-groups jobs by functions performed prode-groups jobs by product line geograplicall-groups jobs on the basis of territory or geography process-groups jobs on the basis of product or customer flow cstoner-groups jobs on the basis of common customers ©Prentice Hall,.2002 10-6

Defining Organizational Structure (cont.) Departmentalization – the basis by which jobs are grouped together • functional - groups jobs by functions performed • product - groups jobs by product line • geographical - groups jobs on the basis of territory or geography • process- groups jobs on the basis of product or customer flow • customer - groups jobs on the basis of common customers © Prentice Hall, 2002 10-6

Defining Organization Structure(cont.) Departmentalization (cont.) -large organizations combine most or all forms of departmentalization 一 trends customer departmentalization is increasingly being used -better able to monitor and respond to customer needs -cross-functional teams are becoming popular >groups of individuals who are experts in various specialties >>involved in all aspects of bringing a new product to market ©Prentice Hall,2002 10-7

Defining Organization Structure (cont.) Departmentalization (cont.) – large organizations combine most or all forms of departmentalization – trends • customer departmentalization is increasingly being used – better able to monitor and respond to customer needs – cross-functional teams are becoming popular »groups of individuals who are experts in various specialties »involved in all aspects of bringing a new product to market © Prentice Hall, 2002 10-7

Functional Departmentalization Plant Manager Manager Manager, Manager Manager Manager Engineering Accounting Manufacturing Human Resources Purchasing ©Prentice Hall,2002 10-8

Functional Departmentalization Manager, Engineering Manager, Manufacturing Manager, Human Resources Manager, Purchasing Plant Manager Manager, Accounting © Prentice Hall, 2002 10-8

Product Departmentalization Bombardier,Ltd. Manager, Recreational and Utility Rail Products Retail Accounts Vehicles Sector Sector Mass Transit Recreational Products Division Division Bombardier-Rotax Logistic Equipment (Vienna) Division Industrial Equipment Division Bombadier-Rotax (Gunskirchen) ©Prentice Hall,.2002 10-9

Product Departmentalization Mass Transit Division Bombardier-Rotax (Vienna) Manager, Retail Accounts Recreational Products Division Logistic Equipment Division Industrial Equipment Division Bombadier-Rotax (Gunskirchen) Recreational and Utility Vehicles Sector Rail Products Sector Bombardier, Ltd. © Prentice Hall, 2002 10-9

Geographical Departmentalization Vice President for Sales Sales Director, Sales Director, Sales Director, Sales Director, Western Region Southern Region Midwestern Region Eastern Region ©Prentice Hall,2002 10-10

Geographical Departmentalization Sales Director, Western Region Sales Director, Southern Region Sales Director, Eastern Region Vice President for Sales Sales Director, Midwestern Region © Prentice Hall, 2002 10-10