Intrapreneurship
• The assignment of particular employees of a firm to generate ideas, as if they were entrepreneurs running their own firms.
Compensation Committee Nominating Committee Audit Committee
Distributing Authority among the Job Positions
Centralized – Decentralized
• Centralized(集中的): A structure where most authority is held by the high-level managers. • Decentralized（分散的，分权的）: A structure where authority is spread among several divisions or managers. • • Autonomy（自治，自治权）: This is when divisions are permitted to make their own divisions and act independently.
• The trend is toward decentralization, due to its potential advantages.
Decentralization advantage:
• 1.Reduce operating expenses
• 2.It can shorten the decision-making process • 3.Improve the morale of employees
Disadvantage:
• It could force some managers to make major decisions even though they lack the experience to make such decisions or prefer not to do so.
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Consequently, employees are less specialized because they must have diverse skills to accommodate the customers.
Structures That Allow More Employee Input
Proper degree of decentralization • The proper degree of decentralization for any firms is dependent on the skills of the managers who could be assigned more responsibilities. • The higher the skill level, the more decentralization might be appropriate.
Structures that allow more employee input • A firm may obtain employee input by using the following to complement its formal organizational structure: • Matrix organization • Intrapreneurship • Informal organizational structure
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Chain of command 行政管理系统
• Chain of command – 行政管理系统、命令链 • identify s the job position to which each type of employee must report. • ---it shows interaction among job positions, helps to know who is responsible for each type of task.
ExplainThe how board of directors, an internal auditor, and accountability can be an internal control process can ensure that achieved in an firms achieve accountability in the organizational structure. organizational structure


organizational height 组织高度（管理层级）
use of line versus staff position

直线职位
流程运转、部门设置及职 能规划等最基本的结构依据，常见的组织结 构形式包括直线制、职能制、直线职能制、 矩阵制、事业部制等。
直线集权型企业组织 vs 直线参谋制组织
直线集权型企业组织
直线参谋制组织
Staff position
Accountability in an Organizational Structure
While the organizational structure indicates job descriptions and the responsibilities of employees and the mangers, the firm also needs to ensure that its employees and managers are accountable.
• Inside board members 内部董事会成员 • Outside board members 外部董事会成员
Conflicts of Interest within the Board
• 董事会内部的利益冲突
Resolving Conflicts of Interest
Board Committees
Relevant interpreting
• 组织结构是组织的全体成员为实现组织目标， 在管理工作中进行分工协作，在职务范围、责 任、权利方面所形成的结构体系。 组织结构是组织在职、责、权方面的动态结构 体系，其本质是为实现组织战略目标而采取的一 种分工协作体系，组织结构必须随着组织的重大 战略调整而调整。
Effect of downsizing on span of control
• Downsizing(缩减岗位)：an attempt by a firm to cut expenses by eliminating job positions • span of control 控制跨度（企业管理），管理 幅度
直线制
直线制是一种最早也是最简单的组织形式。它的特点是企业各级行政单位从上到下实行 垂直领导，下属部门只接受一个上级的指令，各级主管负责人对所属单位的一切问题负责。 Advantage： 结构比较简单，责任分明，命令统一。
Disadvantage：它要求行政负责人通晓多种知识和技能，亲自处理各种业务。这在业务比较复 杂、企业规模比较大的情况下，把所有管理职能都集中到最高主管一人身上，显然是难以胜任 的。因此，直线制只适用于规模较小，生产技术比较简单的企业，对生产技术和经营管理比较 复杂的企业并不适宜。 适用性：这种组织结构适用于企业规模不大，职工人数不多，生产和管理工作都比较简单的情 况或现场作业管理。
Matrix organization
• An organizational structure that enables various parts of the firm to interact to focus on specific projects.
• Advantage • It brings together employees who can offer insight from different perspectives. • Disadvantages • No employee may feel responsible because responsibilities are assigned to teams of several employees. • Any time used to participate in projects reduce the time allocated for normal tasks.
Chain of command 行政管理系统
The chain of command can be used to ensured that managers make decisions that maximize the firm’s value rather than serve their own interests. For example: President has the ultimate responsibility for firm’s success, he need to coordinate all divisions and provide direction for the firm’s business Vice-president Oversees specific division or broad functions of the firm and report to the president.
How organizational structure varies among firms


span of control 控制跨度