《组织行为学》课程教学课件（英文讲稿）Chapter 10 Foundations of Organizational Structure

ORGANIZATIONALBEHAVIOR 12WProf. Luo, FanManagement School,Wuhan University of TechnologyEmail:sailluof@126.com

Management School, Wuhan University of Technology Email: sailluof@126.com Organizational Behavior 12 Prof. Luo, Fan

12.Foundations of OrganizationalStructureWhatIs OrganizationalCommonStructure?OrganizationDesignsNewDesignOptionsWhyDoOrganizational Designs andStructuresDiffer?EmployeeBehavior

12. Foundations of Organizational Structure What Is Organizational Structure? Organizational Designs and Employee Behavior Why Do Structures Differ? Common Organization Designs New Design Options

Teaching PlanObjectsHelp the students understanding organizationalstructure, so as to help them diagnose and optimizeorganizational structure.TeachingEmphasesDeterminants of Organizational Structure, NewDesign Options*Learning difficultyDiagnosis and Optimization of OrganizationalStructure心MethodsLecture;CaseDiscussion

Teaching Plan  Objects Help the students understanding organizational structure, so as to help them diagnose and optimize organizational structure.  Teaching Emphases Determinants of Organizational Structure, New Design Options  Learning difficulty Diagnosis and Optimization of Organizational Structure  Methods Lecture; Case Discussion

Case:Can a structure be too flat?Questions:+&How does theNucorcaseillustratethelimitations ofthe simple organizational structure?Do you think other organizations should attempt toreplicate Nucor's structure? Why or why not? Why do you think other organizations have developedstructures much more complex than Nucor's?& As more and more“new blood"comes into Nucor, doyou think the structure will begin to look that of otherorganizations?

Case: Can a structure be too flat?  Questions:  How does the Nucor case illustrate the limitations of the simple organizational structure?  Do you think other organizations should attempt to replicate Nucor’s structure? Why or why not?  Why do you think other organizations have developed structures much more complex than Nucor’s?  As more and more “new blood” comes into Nucor, do you think the structure will begin to look that of other organizations?

(1)WhatIs Organizational Structure?Organizational StructureHow job tasks are formally divided, grouped,and coordinatedKeyElementsWorkspecializationOrganizationalDepartmentalizationStructureChainofcommandSpanof controlCentralizationanddecentralizationFormalization

(1) What Is Organizational Structure? Organizational Structure • Key Elements • Departmentalization • Span of control • Centralization and decentralization Organizational Structure How job tasks are formally divided, grouped, and coordinated • Chain of command • Formalization • Work specialization

Key Design Questions and Answers for Designingthe Proper OrganizationStructureTheKeyQuestionThe Answer Is Provided by1. To what degree are articlesWork specializationsubdivided into separate jobs?2.On what basis will jobs begroupedDepartmentalizationtogether?3.To whom do individuals and groupsChain ofcommandreport?4.Span of controlHow many individuals cana managerefficientlyand effectivelydirect?5.CentralizationWheredoes decision-makingand decentralizationauthority lie?6.To what degree will there be rulesFormalizationand regulations to direct employeesand managers?

Key Design Questions and Answers for Designing the Proper Organization Structure The Key Question The Answer Is Provided by 1. To what degree are articles Work specialization subdivided into separate jobs? 2. On what basis will jobs be grouped Departmentalization together? 3. To whom do individuals and groups Chain of command report? 4. How many individuals can a manager Span of control efficiently and effectively direct? 5. Where does decision-making Centralization authority lie? and decentralization 6. To what degree will there be rules Formalization and regulations to direct employees and managers?

What Is Organizational Structure?Work SpecializationThe degree to which tasks in the organization are subdivided into separatejobsMakes efficient useof employee skillsIncreasesemployeeskillsthrough repetitionDivisionLessbetween-job downtime increasesofproductivityLaborSpecialized training is more efficientAllows use ofspecializedequipment

Company Logo What Is Organizational Structure? • Increases employee skills through repetition Work Specialization The degree to which tasks in the organization are subdivided into separate jobs Division of Labor • Makes efficient use of employee skills Less between-job downtime increases productivity • Allows use of specialized equipment • Specialized training is more efficient

Economies and Diseconomies ofWork SpecializationImpactfromhuman diseconomieseconomies(High)fspecializationImpactfromoWork specialization(Low)(High)

Economies and Diseconomies of Work Specialization

What Is OrganizationalStructure?DepartmentalizationThe basis by which jobs are grouped togetherCustomerFunctionProcessGroupingProductActivitiesbyGeography

What Is Organizational Structure? • Customer • Function • Product • Geography • Process Grouping Activities by Departmentalization The basis by which jobs are grouped together

What IsOrganizationalStructure?The rights inherent in a managerial position to giveAuthorityordersandto expecttheorderstobeobeyedThe unbroken line ofauthority thatextendsfromthe top of theorganization to the lowest echelonChainofand clarifies who reports towhomCommandA subordinate should haveonlyonesuperiortowhom heorsheisdirectlyresponsibleUnityofCommand

What Is Organizational Structure? Authority The rights inherent in a managerial position to give orders and to expect the orders to be obeyed Chain of Command Unity of Command The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom A subordinate should have only one superior to whom he or she is directly responsible