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of management increase anizational efficiency. ? Narrow Span Drawbacks: ? Expense of additional layers of management. ? Increased plexity of vertical munication. ? Encouragement of overly tight supervision and discouragement of employee autonomy. Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2023. 國立臺(tái)灣大學(xué)商學(xué)研究所 12 陳家聲 教授 版權(quán)所有 Work Specialization ? With too much work specialization, employees are isolated and do only a single, tiny, boring job, which can lead to: ? Fatigue ? Stress ? Lower productivity ? Increased absenteeism ? Higher turnover. Source: Daft. R. L., Noe, R. A. Organizational behavior. Harcourt College Publishers, 2023. 國立臺(tái)灣大學(xué)商學(xué)研究所 13 陳家聲 教授 版權(quán)所有 Departmentalization ? Departmentalization – The process by which jobs are grouped into departments and departments into the total anization. ? There are five approaches to structural design that reflect different uses of the chain of mand in departmentalization. ? Functional ? Divisional ? Matrix ? Horizontal grouping ? Networks Source: Daft. R. L., Noe, R. A. Organizational behavior. Harcourt College Publishers, 2023. 國立臺(tái)灣大學(xué)商學(xué)研究所 14 陳家聲 教授 版權(quán)所有 Coordination Mechanisms ? Widely used mechanisms for horizontal linkage include: ? Crossfunctional information systems ? Direct contact between managers or employees in different departments ? Task forces ? Project managers ? Teams Source: Daft. R. L., Noe, R. A. Organizational behavior. Harcourt College Publishers, 2023. 國立臺(tái)灣大學(xué)商學(xué)研究所 15 陳家聲 教授 版權(quán)所有 ?直接監(jiān)督( direct supervision) ?工作流程標(biāo)準(zhǔn)化( standardization of work process) ?產(chǎn)出的標(biāo)準(zhǔn)化( standardization of output ) ?技能的標(biāo)準(zhǔn)化( standardization of skill) ?相互調(diào)適( mutual adjustment) 五 種 協(xié) 調(diào) 機(jī) 制 國立臺(tái)灣大學(xué)商學(xué)研究所 16 陳家聲 教授 版權(quán)所有 一、直接的接觸(溝通):由共同涉及問題的決策者做直接的接觸(溝通)。 二、設(shè)立連絡(luò)者的角色:在兩部門之間建立連絡(luò)者的角色。 三、成立臨時(shí)性的任務(wù)小組:聯(lián)合數(shù)個(gè)部門建立任務(wù)小組以解決問題。