組織行為學(xué)powerpolitics(已改無(wú)錯(cuò)字)
2022-10-12 12:51:58 本頁(yè)面
【正文】 foster the seeds of conflict,power struggle 。stress on individuals Chap. 14 Organization structure 167。 New Design Options Since the early 1980s,help firms pete effectively。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。in contrast to control through ownership? ? advantage: allow someone with an innovative idea amp。 little money to pete against large pany ? drawback:reduce management’s control over Boundaryless Organization ? An anization that seeks to eliminate the chain of mand,have limitless span of control,amp。 replace departments with empowered teams ? removing vertical amp。 horizontal boundariesflatten the hierarchy,status amp。 rank are minimized, ? break down external boundaries(barriers to constituencies amp。 barriers created by geography)globalization,strategic alliances, customanization linkage, tele. ? Intrainteranizational work 4. The Feminine Organization ? An anization characterized by humanistic treatment of individuals,nonopportunism,careers defined through service to others,mitment to employee growth,creation of a caring munity, amp。 power sharing ? nonopportunistic. Relationships are seen as possessing value in themselves,rather than a mean ? women prefered anizations that emphasized relatedness amp。 connecting with others ? essentially managed by amp。 for woman,Mary Kay Cosmetics Chap. 14 Organization structure 167。 Why do structures differ? vs. Organic Model ? Mechanistic Organic ? high specialization crossfunctional teams ? rigid departmentalization crosshierarchical ? clear chain of mand free flow of information ? narrow span of control wide ? centralization decentralization ? high formalization low ? Structure follow strategy ? MissionStrategy,Assess environmentBusiness activities ? innovation :emphasizes the introduction of major new products amp。 servicesanic ? costminimization:emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses,pricecuttingmechanistic,tight control ? imitation:seeks to move into new products or new markets only after their viability has already been proven anic amp。 mechanistic ? An anization’s size significantly affects its structure ? large anizations tend to have more specialization,more departmentalization,more vertical levels,amp。 more rules 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。 standardized operations。 costomized ? routine taskstaller,more departmentalized structure。formalized documentation ? technologycentralization relation is moderated by the degree of formalization。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,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 in
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