【正文】 個報告關(guān)系組成的組織，在這種組織中，一些管理者向兩個上級 —職能管理者和事業(yè)部管理者報告。事業(yè)部 A有自己的生產(chǎn)和營銷部門，事業(yè)部 B也有自己的生產(chǎn)和營銷部門。 The advantages of the functional anization職能型組織的優(yōu)點 1. Economies of scale can be 夠?qū)崿F(xiàn)規(guī)模經(jīng)濟 2. Monitoring of the environment is more 3. Performance standards are better 4. People have greater opportunity for specialized training and indepth skill 練和深度技能的發(fā)展 5. Technical specialists are relatively free of administrative 脫身 6. Decision making and lines of munication are simple and clearly 通的渠道簡單且容易理解。 through by discussing progress at appropriate intervals按計劃執(zhí)行，在合適的時段討論進展情況 5 Decentralization 分權(quán) The delegation of responsibility and authority decentralizes decision making. In a centralized anization, important decisions usually are made at the top. In decentralized anizations, more decisions are made at lower levels. 職權(quán)和責(zé)任的授予使決策分散。它要求下屬反過來向他或她的老板報告任務(wù)完成的情況。 Holding size constant, narrow spans build a tall anization that has many reporting levels. Wide spans create a flat anization with fewer reporting levels. 如果組織規(guī)模保持不變，小的管理跨度使組織有較多的管理層次。 CEO并非單獨作出關(guān)鍵決定，而是經(jīng)常與高層管理團隊開會，共同作出決策。 (2)determining the firm’ s strategic direction and reviewing financial performance。 第二節(jié)： The vertical structure 縱向結(jié)構(gòu) In order to understand issues such as reporting relationships, authority, responsibility, and the like, we need to begin with the vertical dimension of a firm’ s 、職權(quán)、職責(zé)等等概念，我們需要從組織結(jié)構(gòu)的縱向?qū)用骈_始。 Differentiation is high when there are many subunits and many kinds of specialists who think ，眾多專家的思維方式不同時，差異化程度較高。所有同一級別并向同一個人報告的個人或單位都在同一個等級水平上。第八章： Organization Structure 組織結(jié)構(gòu) 組織是管理的重要職能之一。 of management are indicated by the number of horizontal layers in the chart. All persons or units that are of the same rank and report to the same person are on one 。 The numerous tasks that must be carried out in an anization make specialization and division of labor necessities. Otherwise the plexity of the overall work of the anization would be too much for any 同的任務(wù)，從而使專業(yè)化和勞動分工成為必然，要不然，組織中工作的復(fù)雜性是任何個人都難以全部勝任的。任何一項連接不同工作單位的行動都執(zhí)行著一體化的職能。 Boards perform at least three major sets of duties: (1) selecting, assessing, rewarding, and replacing the CEO。高層管理者通常由 CEO、總裁、業(yè)務(wù)總監(jiān)、財務(wù)總監(jiān)和其他關(guān)鍵領(lǐng)導(dǎo)組成。 3 Span of control控制跨度 Span of control The number of subordinates who report directly to an executive or supervisor. 控制跨度：直接相某個管理者或主管匯報的下屬的數(shù)目。 Delegation is the assignment of authority and responsibility to a subordinate at a lower level. It requires that the subordinate report back to his or her boss as to how effectively the assignment was carried out. Delegation is perhaps the most fundamental feature of management, because it entails getting work done through others. 授權(quán)是將職權(quán)和責(zé)任分配給更低一級下屬。 The steps in effective delegation 有效授權(quán)的步驟 1. define the goal 2. select the person for the 3. solicit the subordinate’ s views about suggested the subordinate the authority, time, and resources ( people, money, equipment) to perform the assignment.給予下屬完成分配的工作的職權(quán)、時間和資源 5. schedule checkpoints for reviewing 度規(guī)劃好不同的時間點。大公司可以圍繞幾個不同的職能組織起來，比如，卡麥克公司有專門負責(zé)財務(wù)、房地產(chǎn)、制作、廣告、信息系統(tǒng)、技術(shù)和特許權(quán)的副總裁。在這種情況下，組織會重新構(gòu)造，將所有職能容納到單獨的事業(yè)部中去，并在每個事業(yè)部中重復(fù)設(shè)置所有的職能。一家醫(yī)院可以按小孩、成年人、精神問題病人、急診病人來組織服務(wù)。 When anizations coordinate activities by establishing routines and standard operating procedures that remain in place over time, We say that work has been 準(zhǔn)的操作程序來協(xié)調(diào)行為，而且這些規(guī)范會長久的保持下來，我們就說工作被標(biāo)準(zhǔn)化了。 :58:2023:58:20February 8, 2023 1他鄉(xiāng)生白發(fā)，舊國見青山。 08:58:2023:58:2023:58Wednesday, February 8, 2023 1不知香積寺，數(shù)里入云峰。 :58:2023:58Feb238Feb23 1越是無能的人，越喜歡挑剔別人的錯