人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_06.docx

CHAPTER6ORGANIZATIONA1.STRUCTUREANDDESIGN1.earnincoutcomesAfterreadingthischapter,studentsshouldbeableto:6-1.Describesixkeyelementsinorganizationaldesign.6-2.IdentifythecontingencyfactorsthatfavortheIiwchanisticmodelortheorganicmodeloforganizationaldesign.6-3.Compareandcontrasttraditionalandcontemporaryorganizationaldesigns.6-4.Discussthedesignchallengesfacedbytoday'sorganizations.ManagementMythMYTH:Bureaucraciesareinefficient.TRUTH:Bureaucraticorganizationsarestillaliveandwellandcontinuetodominatemostinedium-sizedandlargeorganizations.SUMMARYThischapterdiscussesthekeyconceptsandtheircomponentsandhowmanagerscreateastructuredenvironmentwhereemployeescanworkefficientlyandeffectively.OncetheOrganizatioifsgoals,plans,andstrategiesareinplace,managersmustdevelopastructureIhalwillbestfacilitatetheattainmentof(hosegoals.VVHATARETHESIXKEYE1.EMENTSINORGANIZATIONA1.DESIGN?A. Introduction1. Organizingisthefunctionofmanagementthatdetermineswhatneedstobedone:howitwillbedone;andwhois(odoit.Itcreatestheorganizationalst11cture.2. Organizationdesigndecisionsaretypicallymadebyseniormanagers.3. BasicconceptsoforganizationdesignwereformulatedbymanagementwriterssuchasHenriFayolandMaxWeberintheearly1900s.4. Theseprinciplesstillprovidevaluableinsightsintodesigningeffectiveandefficientorganizations.B. WhatIsWorkSpecialization?1. Traditionalview:a) Workspecializationisdividingworkactivitiesintoseparatejobstasks.J)Individualsspecializeindoingpartofanactivity.2) WorkspecializationmakeseflcieniuseofthediversityOfskillsthatworkershold.b) Sometasksrequirehighlydevelopedskills：ocherslowerskilllevels.c) Excessiveworkspecializationorhumandiseconomies,canleadIoboredom,fatigue,stress,lowr<xluc(ivity.poorquality,increasedabsenteeism,andhighturnover.(SeeExhibit6-1.)2. Today'sview:a)Specializationisanimportantorganizingmechanismf>remployeeefficiency,hutitisimportanttorecognizetheeconomiesworkspecializationcanprovideaswellasitslimitations.C. WhatIsDepartmentalization?1. Traditionalview:1) Departmentalization-commonworkactivitiesaregroupedbacktogethersoworkgetsdoneinacoordinatedandintegratedway.2) TherearcfivecommonIbrmsofdepartmentalizalion(secExhibit6-2).3) Functionaldepartmentalization-employeesbasedonworkPerfornlCd(e.g.,engineering,accounling,inlb11nationsyslc11s,humanresources)4) Productdepartmentalization-employeesbasedonmajorPnXiUClareasinthecorporation(e.g.,WomCrfSfootwear,men'sfootwear,andapparelandaccessories)5) Customerdepartmentalization-employeesbasedoncustomers,p11)blemsandneeds(e.g.,wholesale,retail,government)6) Geographicdepartmentalization-employeesbasedonlocationscn-cd(c.g.,North.South,Midwest.East)7) Processdepartmentalization-employeesbasedonthebasisofworkorcustomerow(c.g.,testing,payment)2. Today'sview:a)Manycompaniesareusingcross-functionalteams,whichareteamsmadeupofindividualsfromvariousdepartmentsandthatcrosstraditionaldepartmentallines.D. WhatareAuthorityandResponsibility?1. Traditionalview:a) Thechainofcommandisthecontinuouslineofauthoritythatextendsfromupperorganizationallevelstothelowest,andclarifieswhoreportstowhom.b) Authorityreferstotherightsinherentinamanagerialposition-togiveordersandexpecttheorderstobeobeyed.c) Eachmanagementpositionhasspecificinherentrightsthatincumbentsacquireirontheposition'srankortitle.1) Authorityisrelatedtoone'spositionandignorespersonalcharacteristics.d) Whenmanagersdelegateauthority,theymustallocatecommensurateresponsibility.1) Whenemployeesaregivenrights,theyassumeacorrespondingobligationtoPerfOrmandshouldbeheldaccountableforthatperformance.2) Allocatingauthorityw,ithouiresponsibilitycreatesOPPOrIUnilieSforabuse.3) Nooneshouldbeheldresponsibleforsomethingoverwhichheorshehasnoauthority.2. Whatarethedifferenttypesofauthorityrelationships?a)Theearlymanagementwritersdistinguishedbetweentwoformsofauthority.1) 1.ineauthorityenlitleamanagertodirecttheworkounemployee.(a) Itistheemployer-employeeauthori(yrelationshipthatextendsfromtoptolx)iton.(b) SeeExhibit6-3.(c) Alinemanagerhastherighttodirecttheworkofemployeesandmakecertaindecisionswithoutconsultinganyone.(d) Somelitnesthe(erm"line"isusedtdifferentiatelinemanagers11)11stamanagers.(e) 1.ineemphasizesmanagerswhoseorganizationalfunctioncontributesdirectlytotheachievementofOrganizalional<>bjec(ives(e.g.,productionandsales).2) Staffmanagershavestaffauthority(e.g.,humanresourcesandpayroll).(a) Amanager'sftnctionisclassifiedaslineorstaffbasedontheorganization'sobjectives.(b) Asorganizationsgetlargerandmorecomplex,linemanagersfindthattheydonothavethetime,expertise,orresourcestogettheirjobsdoneeffectively.(c) Theycreatestaffauthorityfunctionstosupport,assist,advise,arlgenerallyreducesomeoftheirinformationalburdens.(d) Exhibit6-4illustrateslineandstaffauthority.3. WhatisUnityofCommand?a) Thechainofcommandisthecontinuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestandclarifieswh