【正文】 social issues: conflict of territory,ethnical,group interest ? technological uncertainty: technological innovation,deskill Sources of Stress (2)Organizational factors ? Task demands:design of one’s job(autonomy, variety,automation),working condition,physical layout ? role demands:role conflicts,overload,ambiguity ? interpersonal demands:social support from , ? a. structure:plex,discretion,participation ? leadership:climate ? anizational life stage:establishment,decline Sources of Stress (3)Indivicdual factors ? Privacy,family issues ? economic problems ? personality:an inherent tendency to accentuate negative aspects of the world ? stressors are additive:appraise the total amount of stress one is under, the straw that breaks the camel’s back Difference relationship between potential stressors amp。 regulations than do small anization ? size affects structure at a decreasing rate. ? How an anization transfer its inputs into outputs ? degree of routineness: automated amp。stress on individuals 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。 justice Chap. 14 Organization structure 167。 resource interdependence。 of influence。 Raven ? Coercive:being dependent on fearthe negative result due to application ? reward:pliance achieved based on the ability to distribute rewards that others views as valuable ? legitimate:the power received as a result of his position in the formal hierarchy of an anization ? expert:influence based on special skills or knowledge ? referent:possession by an individual of desirable resource or personal traits. Out of admiration 3. The key to power ? General postulate:the great B’s dependency on A,the great the power A has over B ? dependency increases when the resource you control is important,scarce,amp。 disadvantages ? Those activities that are not required as part of one’s formal role in the anization,but that influence,or attempt to influence,the distribution of advantages amp。 Highcost integration, Slowly responsive ? product Cluster Multidivisional Sys. ? Organized around Geography(territory)scrattered ? process departmentalization ? Customer departmentalization of mand ? The unbroken line of authority that extends from the top of the anization to the lowest eschelon amp。 regulations,tasks that are grouped into functional departments,centralized authority, narrow span of control, amp。 replace departments with empowered teams ? removing vertical amp。 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 amp。 implementing timemanagement techniquesmaking daily lists of activities to be acplished, prioritizing by importance amp。 job satisfaction: the decentralizationsatisfaction relationship is strongest with employees with low selfesteem Chap. 15 Technology,work design amp。 for woman,Mary Kay Cosmetics Chap. 14 Organization structure 167。 product departmentalization ? strength:facilitate coordination when anization has a multiplicity of plex amp。plex vertical munication, slow down DM,isolate upper 。 cover up fluctuations in effort to make you appear busy stallingsupportive publicly while doing little