13、北科大管理學生講義管理學basic organization designs

1、Fundamentals of Management: 5-1Gao Junshan, UST BeijingBasic Organization DesignsFundamentals of Management: 5-2Gao Junshan, UST BeijingWhere We Are Part 1 Introduction Part 2 Planning Part 3 Organizing Part 4 Leading Part 5 Controlling Part 3 OrganizingChapter 5 Basic Organization DesignChapter 6 S

2、taffing and Human Resource ManagementChapter 7Managing Change and InnovationChapter 5 Basic Organization DesignFundamentals of Management: 5-3Gao Junshan, UST BeijingChapter Guide6 Basic elements of organization structureWork specialization, chain of command, span of control, authority and power, de

3、gree of centralization, departmentalization4 Contingency variables affecting structureStrategy, size, technology, environment5 Types of organization design Simple structure, bureaucracies, matrix structure, team based structure, boundaryless organization Study of Organizational BehaviorIndividual be

4、havior in organizations, concept of group, organizational cultureFundamentals of Management: 5-4Gao Junshan, UST BeijingWork SpecializationChain of CommandSpan of ControlAuthority and ResponsibilityDepartmentalizationDegree of CentralizationBasic Elements of StructureBasic elements: OverviewFundamen

5、tals of Management: 5-5Gao Junshan, UST BeijingEconomies of Work SpecializationImpact fromEconomies ofSpecializationImpact fromHumanDiseconomiesWork SpecializationHighLowLowHighProductivityBasic elements: Work specializationFundamentals of Management: 5-6Gao Junshan, UST BeijingThe Chain of CommandD

6、istrictADistrictBDistrictCDistrictDDistrictEDistrictFDistrictGRegion1Region2Region3Region4Region5VicePresidentVicePresidentVicePresidentVicePresidentVicePresidentChief ExecutiveOfficerExecutiveVice PresidentExecutiveVice PresidentPresidentBasic elements: Chain of commandFundamentals of Management: 5

7、-7Gao Junshan, UST BeijingThe Span of ControlContingencyVariablesLevel in theOrganizationBasic elements: Span of controlFundamentals of Management: 5-8Gao Junshan, UST Beijing Contingency Variables that Influence the Span of ControlTraining and experience employees haveSimilarity and complexity of e

8、mployees tasksPhysical proximity of employeesPresence of standardized proceduresCapabilities of the information management systemStrength of the firms value systemPreferred style of managementBasic elements: Span of controlFundamentals of Management: 5-9Gao Junshan, UST BeijingAuthorityandResponsibi

9、lity Responsibility refers the obligation to perform assigned activitiesAuthority refers the right inherent in a managerial position to give ordersBasic elements: Authority and responsibilityFundamentals of Management: 5-10Gao Junshan, UST BeijingExecutiveDirectorAssistant to theExecutive DirectorUn

10、it 2ManagerUnit 1ManagerOtherHumanResourcesOperationsPurchasingOtherDirectorsDirector of PurchasingDirector of HumanResourcesDirector ofOperationsOtherOperationsPurchasingHumanResourcesLine AuthorityStaff AuthorityBasic elements: Authority and responsibilityLine Versus Staff AuthorityFundamentals of

11、 Management: 5-11Gao Junshan, UST BeijingAuthority Power Defining An individuals capacity to influence decisionsIndividual and group behavior: Group (see Chap 8 p276)The right inherent in a managerial position to give ordersFundamentals of Management: 5-12Gao Junshan, UST BeijingAuthority vs. PowerM

12、arketingHumanResourcesProductionAccountingFinanceChief ExecutiveOfficerResearch andDevelopmentFinanceAccountingMarketingHumanResourcesProductionResearch andDevelopmentFunctionAuthorityLevelThe Power CoreAuthority is a right based one ones position in an organization, while Power refers to individual

13、s capacity to influence decisions.Authority is a two dimensional concept, while Power is a three dimensional one.Basic elements: Authority and responsibilityFundamentals of Management: 5-13Gao Junshan, UST BeijingExpertLegitimateCoerciveReferentRewardPowerBasic elements: Authority and responsibility

14、Fundamentals of Management: 5-14Gao Junshan, UST BeijingBuilding a Power BaseRespect othersBuild power relationshipsDevelop associationsControl important informationGain seniorityBuild power in stagesManagement skills: Building a power base Fundamentals of Management: 5-15Gao Junshan, UST BeijingThe

15、 Degree of CentralizationHigherEmployee Empowerment CentralizationDecentralizationHigherLowerTop Management ControlLowerBasic elements: Degree of centralizationFundamentals of Management: 5-16Gao Junshan, UST BeijingMovement of DecentralizationChoose the degree of decentralization that allow managem

16、ent to best implement their decisions and achieve organizational goals. Determine the amount of decentralization according to the situation of each organization and the units within it.Remain financial and product distribution decisions in the hand of senior managementBasic elements: Degree of centr

17、alizationFundamentals of Management: 5-17Gao Junshan, UST BeijingFive Ways to DepartmentalizeProcessFunctionalCustomerProductGeographicBasic elements: DepartmentalizationFundamentals of Management: 5-18Gao Junshan, UST BeijingProduct vs. Customer or Geographic DepartmentalizationPresidentMarketingPl

18、anning &EconomicsSupply &DistributionManufacturingMarketingPlanning &EconomicsSupply &DistributionManufacturingMarketingPlanning &EconomicsSupply &DistributionManufacturingVice President,FuelsVice President,Lubricantsand waxesVice President,Lubricantsand waxesDirectorof SalesManager,GovernmentAccoun

19、tsManager,WholesaleAccountsManager,Retail AccountsSales DirectorMidwesternRegionSales DirectorSouthernRegionSales Director,WesternRegionSales DirectorEasternRegionVice Presidentof SalesBasic elements: DepartmentalizationFundamentals of Management: 5-19Gao Junshan, UST BeijingFunctional vs. Process D

20、epartmentalization Manager,EngineeringPlant ManagerManager,PurchasingManager,InformationSystemsManager,HumanResourcesManager,AccountingMVADirectorTreasuryDepartmentManagerLicensingDepartmentManagerValidationDepartmentManagerBasic elements: DepartmentalizationFundamentals of Management: 5-20Gao Junsh

21、an, UST BeijingThe Contemporary View of DepartmentalizationMost large organization still use most or all of the types of departmental groupingsCompetitive environment has refocused the attention of managers on monitoring the needs of customers and responding to them.More and more use of the crossing

22、 department team as a device to plish organizational objectivesBasic elements: DepartmentalizationFundamentals of Management: 5-21Gao Junshan, UST BeijingContingency variables and structure: Two types of organizationOrganic Collaboration Adaptable Duties Few Rules Informal Communication Decentralize

23、d Decisions Flatter StructuresMechanistic Rigid Hierarchy Fixed Duties Many Rules Formal Communication Centralized Decisions Taller StructuresOrganizational FormsFundamentals of Management: 5-22Gao Junshan, UST BeijingWhat Determines the Best Structure?StrategySizeTechnologyEnvironmentContingency va

24、riables and structure: Major contingency variablesFundamentals of Management: 5-23Gao Junshan, UST BeijingOrganization Design ApplicationsSimple StructureBureaucracyMatrix structuresTeam basedBoundaryless Types of designFundamentals of Management: 5-24Gao Junshan, UST BeijingWide Spansof ControlFewD

25、epartmentsLittleFormalizationThe Simple StructureTypes of design: Simple structureCentralizedAuthorityFundamentals of Management: 5-25Gao Junshan, UST BeijingTheBureaucracyDivisionalStructureFunctionalStructureTypes of design: the bureaucracyFundamentals of Management: 5-26Gao Junshan, UST BeijingTh

26、e Matrix StructureDesignEngineeringContractEngineeringManufacturingPurchasingAccountingHumanResourcesDesignGroupContractGroupManufacturingGroupHumanResourcesGroupAlphaProjectOmegaProjectRepeatedas abovefor eachprojectPurchasingGroupAccountingGroupBetaProjectGammaProjectTypes of design: The matrixFun

27、damentals of Management: 5-27Gao Junshan, UST BeijingThe Matrix StructureCross-FunctionalCoordinationClearAccountabilityAllocation of SpecialistsDual Chainof CommandTypes of design: The matrixFundamentals of Management: 5-28Gao Junshan, UST BeijingThe Team-BasedStructureHold TeamsAccountableEmpowerW

28、orkersTypes of design: Team basedFundamentals of Management: 5-29Gao Junshan, UST BeijingThe BoundarylessOrganizationLimited ChainOf CommandWidened SpansOf ControlEmpoweredEmployee TeamsTypes of design: BoundarylessFundamentals of Management: 5-30Gao Junshan, UST BeijingThe BoundarylessOrganizationG

29、lobalization ofMarket and CompetitionAdvances of IT TechnologiesChanging and Volatile Business Environment Types of design: BoundarylessFundamentals of Management: 5-31Gao Junshan, UST BeijingThe Organization IcebergVisible AspectsStrategiesObjectivesPolicies and proceduresStructure TechnologyFormal

30、 authorityChains of commandHidden aspectsAttitudesPerceptionsGroup normsInformal interactionsInterpersonal and inter-group conflictsIndividual and group behavior: Overview (see Chap 8 p256)Fundamentals of Management: 5-32Gao Junshan, UST BeijingOrganizational BehaviorGroupsIndividualsOB Focus OB Goa

31、ls PredictExplainIndividual and group behavior: Overview (see Chap 8 p257)Fundamentals of Management: 5-33Gao Junshan, UST BeijingLearningPerceptionIndividual BehaviorPersonalityAttitudesIndividual and group behavior: Individual (see Chap 8 p257275)Fundamentals of Management: 5-34Gao Junshan, UST Be

32、ijingEmotional IntelligenceSelf-AwarenessSelf-ManagementSelf-MotivationEmpathySocial SkillsIndividual and group behavior: Individual (see Chap 8 p264)Fundamentals of Management: 5-35Gao Junshan, UST BeijingInformal Formal What Is a Group?Formally EstablishedWork AssignmentsSpecific TasksOccur Natura

33、llyFriendshipsCommon InterestsIndividual and group behavior: Group (see Chap 8 p276)Fundamentals of Management: 5-36Gao Junshan, UST BeijingBasic Group ConceptsAcceptable Standards of Behavior Sharedby the Members of a GroupExpected Patterns ofBehavior Based on aGiven Position in aSocial UnitGroup RolesGroup NormsIndividual and group behavior: Group (see Chap 8 p276)Fundamentals of Management: 5-37Gao Junshan, UST BeijingAffilia