10–6
Organizational Structure
• Work Specialization（工作专门化）
➢ The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.
Departmentalization by Type
• Functional
➢ Grouping jobs by functions performed
• Product
➢ Grouping jobs by product line
• Geographical
➢ Grouping jobs on the basis of territory or geography
STEPHEN P. ROBBINS
ninth edition
MARY COULTER
10 Chapter Organizational Structure and Design
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
➢ Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover.
10–7DepartFra bibliotekentalization(部门化)
• Coordinates diverse organizational tasks. • Clusters jobs into units. • Establishes relationships among individuals,
groups, and departments. • Establishes formal lines of authority. • Allocates and deploys organizational resources.
• 含义：将若干职位组合在一起的依据和方式 • 类型（Departmentalization by Type）：
❖ 职能部门化 - 依据职能组合工作 ❖ 产品部门化 - 依据产品线来组合工作 ❖ 地区部门化 - 按照地理区域进行工作的组合 ❖ 过程部门化- 依据产品或顾客流来组合工作 ❖ 顾客部门化 - 依据共同的顾客来组织工作
10–5
Exhibit 10–1 Purposes of Organizing
• Divides work to be done into specific jobs and departments.
• Assigns tasks and responsibilities associated with individual jobs.
• Process
➢ Grouping jobs on the basis of product or customer flow
• Customer
➢ Grouping jobs by type of customer and needs
10–9
Exhibit 10–2 Functional Departmentalization（职能部门化）
• Advantages • Efficiencies from putting together similar specialties and people with common skills, knowledge, and orientations • Coordination within functional area • In-depth specialization
• Organizational Design(组织设计)
－－发展和改变一个组织结构的过程 ➢ A process involving decisions about six key elements（涉及六个关键要
素）:
❖ Work specialization(工作专门化) ❖ Departmentalization(部门化) ❖ Chain of command(指挥链） ❖ Span of control(管理幅度) ❖ Centralization and decentralization(集权与分权) ❖ Formalization(正规化)
Defining Organizational Structure
• Organizational Structure(组织结构) ➢ The formal arrangement of jobs within an organization（组织中正式确 定的使工作任务得以分解、组合和协调的框架体系）.
案例
只管三个人?
美国著名的艾森豪威尔将军是第二次世界大战中 盟军的指挥官，在诺曼底登陆以前，一次他在英国打高 尔夫球，新闻记者采访他“前线战势紧急您怎么还有心 情在这里打球啊？”
艾森豪说：“我不忙，我只管三个人，大西洋有蒙 哥马利，太平洋有麦克阿瑟，喏，在那边拣球的是马歇 尔。”
其实艾森豪威尔手下有百万大军，诺曼底登陆也是 事关重大，是二次大战的转折点。难道他真的只管三个 人吗？
Chapter 10
• Organizational Structure and Design
（组织结构与设计）
案例
丁老板的问题该如何解决？
丁雷是一家民营企业的老板，原来的七、八个人均 由他直接指挥，大事小事均由他说了算。现在人数增加到 七、八百个人，他发现自己经常忙得不可开交，顾了这头， 忘了那头；而且企业员工工作有点松散，对他的一些做法 也不满。他整天被日常事务忙得团团转，随着企业的发展 扩大越来越感到力不从心。“企业大了，事情多，市场变 化这么快，稍有闪失企业就可能完。真是‘两眼一睁，忙 到熄灯’，不易呀”。