【正文】 people provide input into decisions。 DM that follows the chain of mand ? strength: perform in a highly efficient manner。 facilitate the efficient deployment of specialists ? downside:confusion amp。 horizontal boundariesflatten the hierarchy,status amp。 mechanistic ? An anization’s size significantly affects its structure ? large anizations tend to have more specialization,more departmentalization,more vertical levels,amp。 concentration among elements simple Chap. 14 Organization structure 167。 for which the oute is perceived to be both uncertain amp。 urgency,scheduling according to priorities set,knowing your daily cycle ? Organizational approaches:personnel selection amp。 breathing rates,blood pressure,bring on headaches,induce heart attack have the least direct relevance to OB students ? Psychological:cause dissatisfaction,tension, anxiety,irritability,boredom,procrastination ? behavioral: change in productivity, absence,amp。 employee performance someone prefers the security of a boss available at all time manager’s job satisfaction increases as ? fairly strong evidence linking centralization amp。 costomized ? routine taskstaller,more departmentalized structure。 connecting with others ? essentially managed by amp。the advancement of IT Business Process Reengineering team structure ? The use of teams as the central device to coordinate work activities ? breaks down departmental barriers,require employees to be generalists as well as specialists ? in large anization,plement bureaucracy, achieve the efficiency of bureaucracy’s standardization while gaining team’s flexibility virtual anization ? A small,core anization that outsources major business functions ? small executive group oversee activities done in house,coordinate the work of relationships with outsource firm. ? highly centralized,with little or no departmentalization ? focus on core petency:design,marketing,brand name。bines functional amp。 1 individual in whom the DM authority is centralized ? strengthfast,flexible,inexpensive to maintain,amp。 ? drawback: expensive for adding 。 coordinated 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: usage of employee’s skillless trained replace skilled. Efficient training. 2. Employee’s skills at performing a tasks successfully increase through repetition ? by the 1960s:the human diseconomies from specializationboredom,fatigue,stress,low productivity, poor quality,increased absenteeism,amp。 smoothingprolong a task amp。 Politics 167。 parison of the average size of offices for people。tactics for gaining pliance The ability to get others to do sth. They would not do out of their selfinterest ? A capacity that A has to influence the behavior of B so that B does things he or she would not otherwise do ? implication: potential that needn’t be actualized to be effective。Chapter 12 Power amp。 dependency relationship。 relative size growth,promotion rate ? At the individual level: the ability to intercede favorably on behalf of someone in trouble。 Politics:Power in Action key elements: attempt to use one’s power bases outside one’s specific job requirement。 cover up fluctuations in effort to make you appear busy stallingsupportive publicly while doing little Behavior political strategy,negative effect in long run ? avoiding blame:buffingrigorous documenting activity to project an image of petence。 high turnover. ? Enlarge the scope of activitiesdoing whole amp。plex vertical munication, slow down DM,isolate upper 。 accountability is clear ? weaknessdifficult to maintain in anything other than small anization。 produc