Chap. 14 Organization structure §14.1 Definition                          How job tasks are formally divided,grouped & coordinated 1.Work Specialization(labor division) To what degree are tasks subdivided into separate jobs? Individuals specialize in doing part of an activity rather than the entire activity prevalent by the late 1940s: 1.efficient usage of employee’s skill--less trained replace skilled. Efficient training.           2. Employee’s skills at performing a tasks successfully increase through repetition--- by the 1960s:the human diseconomies from specialization--boredom,fatigue,stress,low productivity, poor quality,increased absenteeism,& high turnover. Enlarge the scope of activities--doing whole & complete job,team 2.Departmentalization The basis by which jobs are grouped together Group by function--Deepen specialized  knowledge, Achieve efficiencies though specialization; High-cost integration, Slowly responsive    product Cluster --Multidivisional Sys. Organized around Geography(territory)--scrattered process departmentalization  Customer departmentalization 3.Chain of command The unbroken line of authority that extends from the top of the organization to the lowest eschelon &clarifies who reports to whom authority:the right inherent in managerial position to give orders & expect the orders to be obeyed unity of command:a subordinate should have only 1 superior to whom he(she) is directly responsible conflicting demands or priorities from superiors less relevance today because of -- & empowering 4.Span of Control The number of subordinates a manager can efficiently & effectively directed organizational level (levels of management) strength of small spans:maintain close control; drawback: expensive for adding --;complex vertical communication, slow down D-M,isolate upper --;overly tight supervision discourage -- autonomy recent efforts to reduce cost,cut overhead,speed up D-M,get closer to customer,empower employees. 5.Centralization & Decentralization The degree to which D-M is concentrated at a single point in the organization decentralization:decision discretion is pushed down to lower-level employees actions can be taken more quickly to solve problems;   more people provide input into decisions;      employees are less likely to feel alienated from those who make the decisions that affect their work lives  marked trend toward decentralizing D-M,make -- more flexible,responsive 6.Formalization The degree to which jobs within the organization are standardized negatively  related to the job incumbent’s discretion over his job. Policy,procedure,rule--profession  complexity--division of labor,vertical levels, geographically dispersed  Chap. 14 Organization structure §14.2 Common Organizational design                                            Formal structure----U-type, M-type,Matrix      Multiple foci, Conflict                                          Dow Cornning,1967--1976 1.The simple structure A structure characterized by a low degree of departmentalization,wide span of control,authority centralize

中国股市和美国股市镜像关系的实证研究12.ppt