管理學(xué)英文課件：ch09 Organizational Structure and Design

1、Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall91Management Stephen P. Robbins Mary Coulter tenth editionCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall92Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall93Copyright 2010 Pearson Education, Inc. P

2、ublishing as Prentice Hall94Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall95 Divides work to be done into specific jobs and departments. Assigns tasks and responsibilities associated with individual jobs. Coordinates diverse organizational tasks. Clusters jobs into units. Establi

3、shes relationships among individuals, groups, and departments. Establishes formal lines of authority. Allocates and deploys organizational resources.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall96Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall97Copyright 2010

4、Pearson Education, Inc. Publishing as Prentice Hall98The Five Common Forms of DepartmentalizationCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall99Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall910Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

5、911+ More efficient flow of work activities Can only be used with certain types of productsCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall912+ Customers needs and problems can be met by specialists- Duplication of functions- Limited view of organizational goalsCopyright 2010 Pears

6、on Education, Inc. Publishing as Prentice Hall913Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall914Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall915Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall916Copyright 2010 Pearson Education, Inc. Publi

7、shing as Prentice Hall917Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall918Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall919Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall920Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall92

8、1 High specialization Rigid departmentalization Clear chain of command Narrow spans of control Centralization High formalization Cross-functional teams Cross-hierarchical teams Free flow of information Wide spans of control Decentralization Low formalizationCopyright 2010 Pearson Education, Inc. Pub

9、lishing as Prentice Hall922Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall923Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall924Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall925Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

10、926Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall927Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall928Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall929Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall930Copyright 2010 Pearso

11、n Education, Inc. Publishing as Prentice Hall931Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall932Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall933Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall934Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall935Copyright 2010 Pearson Educatio