organizationstructure(英文版)-免費閱讀
【正文】 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, plex the environment,the more anic ? capacity:the degree to which it can support growth. Abundant capacity leave room for to make mistakes ? volatility: the degree of instability in an . Static easy to predict accurately low unpredictability ? plexity: the degree of heterogeneity concentration among elements simple Chap. 14 Organization structure 167。 facilitate the efficient deployment of specialists ? downside:confusion ambiguity foster the seeds of conflict,power struggle 。 employees are less likely to feel alienated from those who make the decisions that affect their work lives ? marked trend toward decentralizing DM,make more flexible,responsive ? The degree to which jobs within the anization are standardized ? negatively related to the job incumbent’ s discretion over his job. ? Policy,procedure,ruleprofession ? plexitydivision of labor,vertical levels, geographically dispersed Chap. 14 Organization structure 167。Chap. 14 Organization structure 167。 Common Organizational design Formal structureUtype, Mtype,Matrix Multiple foci, Conflict Dow Cornning,19671976 simple structure ? A structure characterized by a low degree of departmentalization,wide span of control,authority centralized in a single person, little formalization ? lean,flat。stress on individuals Chap. 14 Organization structure 167。 Organization designs Employee behavior have profound effects on its members No generalization individual difference ? Specialization conducive to high productivity at the price of reduced job satisfaction there is still a segment of the work force prefers the routine repititiveness of highly specialized job ? no evidence supports a relation between span of control employee performance someone prefers the security of a boss available at all time manager’ s job satisfaction increases as ? fairly strong evidence linking centralizatio
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