【正文】 stressperformance relation,the reaction to stress over time: invertedU relationship Stress ? Individual approaches:increase physical exercise,relaxation training,social support work。 stress 167。both control mechanismssubstitute one for the other routine technology lead to centralization? ? Those institutions or forces outside the anization that potentially affect its performance ? 3 dimensions of environmental uncertainty the more scarce,dynamic,amp。 Why do structures differ? vs. Organic Model ? Mechanistic Organic ? high specialization crossfunctional teams ? rigid departmentalization crosshierarchical ? clear chain of mand free flow of information ? narrow span of control wide ? centralization decentralization ? high formalization low ? Structure follow strategy ? MissionStrategy,Assess environmentBusiness activities ? innovation :emphasizes the introduction of major new products amp。 little money to pete against large pany ? drawback:reduce management’s control over Boundaryless Organization ? An anization that seeks to eliminate the chain of mand,have limitless span of control,amp。 interdependent activities。risky,depends on 1 person. Bureaucracy ? A structure with highly routine operating tasks achieved through specialization,very formalized rules amp。overly tight supervision discourage autonomy ? recent efforts to reduce cost,cut overhead,speed up DM,get closer to customer,empower employees. amp。 plete job,team ? The basis by which jobs are grouped together ? Group by functionDeepen specialized knowledge, Achieve efficiencies though specialization。 playing safeevade unfavorably situation。 influence the distribution of advantages amp。 to get approval for extra expenditure。 has discretion over his own behavior ? dependency:B’s relationship to A when A possesses sth. That B requires (sources) of Power 5 category classification scheme by French amp。 Politics 167。 emphasis, style。 salary parison at the same level。 the more routine the task of a group,the great the likelihood of coalition formation Chapter 12 Power amp。 protective behaviors to avoid action,blame,or change ? avoiding action: overconformingrigid adherence to rules passing the bucktransfer duty to others playing dumbfalsely plead ignorance or inability depersonalizationignore specific idiosyncrasies stretching amp。 Definition How job tasks are formally divided,grouped amp。 effectively directed ? anizational level (levels of management) ? strength of small spans:maintain close control。2 or 3 vertical levels,a loose body of employees,amp。 high formalization 3. The Matrix Structure ? A structure that creates dual lines of authority (chain of mand)。 New Design Options Since the early 1980s,help firms pete effectively。 power sharing ? nonopportunistic. Relationships are seen as possessing value in themselves,rather than a mean ? women prefered anizations that emphasized relatedness amp。 standardized operations。 repititiveness of highly specialized job ? no evidence supports a relation between span of control amp。 experienced stress ? Perception:stress potential lies in one’s interpretation of those factors rather than ? job experience:negatively related to stressselective withdrawal,coping mecganism ? social support:palliative,buffer the impact ? belief in locus of control:those with an internal locus believe they control their destiny ? hostility:at high risk for heart disease 4. Consequences of Stress ? Physiological symptoms:create changes in metabolism,increase heart amp。 job placement,goals setting a