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1、Chap 8 Organisational structure and design,Learning objectives,define and compare organizational design and structure and discuss the relationship between them. explain the basic factors that impact upon designing organizational structures. define vertical specialisation and explain what is meant by
2、 chain of command, unity of command and span of control. describe and compare different patterns of horizontal specialisation used by organisation. examples of organisational design,Main contents,1.Formal structure and organizational design 2.Factors for organizational design 3.Goals,control and coo
3、rdination 4.Vertical specialization 5.Horizontal specialization 6.Implications of emerging forms of work organization,1.Organisational structure and design some basics and definitions,Organisational design The process of choosing and implementing a structural configuration for an organisation. Forma
4、l structure The intended configuration of the positions, job duties and lines of authority among the parts of an organisation. Organisational charts Organisational charts are diagrams that depict the structures of organisations. Organigraphs show how an organisation, works, what it does, and how peo
5、ple, products and information interact.,Organisational chart,2.Factors for organizational design,Factors impacting on the choices made when designing an organisation: Scale Technology Environment Strategy,Scale,As organizations grow, their structure is likely to become more complex. Larger organizat
6、ions can be more efficient, with potential economies of scale in production and services through repetition. Larger organizations often have more products, production processes, geographic locations and so on. This additional complexity calls for more sophisticated organizational designs. Parkinsons
7、 Law,Technology,The technological imperative is the idea that if an organization dose not adjust its internal structure to the requirements of the technology, it will not be successful. Technology is the combination of resources, knowledge and techniques that creates a product or services output for
8、 an organization.,Environment,Environmental complexity is the magnitude of the problems and opportunities in the organizations environment, as evidenced by the degree of richness, interdependence and uncertainty.,Strategy,Organizational strategy is the process of positioning the organization in the
9、competitive environment and implementing actions to complementing actions to complete successfully.,3.Goals,control and coordination,Organizational goals Output goals are the goals that define the organizations type of business. Primary beneficiaries Corporate social responsibility System goals are
10、goals concerned with conditions within the organization that are expected to increase its survival potential.,Organisational control (important!),Control is an important determinant of structure The set of mechanisms used to keep actions and outputs within predetermined limits Output controls are co
11、ntrols that focus on desired targets and allow managers to use their own methods for reaching defined targets. Process controls are controls that attempt to specify the manner in which tasks will be accomplished. policies, rules and procedures formalisation standardisation Quality management,Coordin
12、ation,is the set of mechanisms used in an organization to link the actions of its subunits into a consistent pattern. Personal methods of coordination Impersonal methods of coordination mechanistic design emphasizes vertical specialization, hierarchical levels, tight control and coordination through
13、 rules, polices and other impersonal methods. organic design is an organizational structure that emphasizes horizontal specialization, an extensive use of personal coordination, and loose rules, policies and procedures.,4.Vertical specialization,Vertical specialization is a hierarchical division of
14、labor that distributes formal authority and establishes how critical decisions will be made. Centralization is the degree to which the authority to make decisions is restricted to higher levels of management. Decentralization is the degree to which the authority to make decisions is given to lower l
15、evels in an organizations hierarchy.,Unity of command is the situation in an organization where each worker has a clear reporting relationship to only one supervisors. The span of control is the number of individuals reporting to a supervisor.,Contrasting Spans of Control,5.Horizontal specialization
16、,Horizontal specialization is the division of labor through the information of work units or groups within an organization. line personnel are work groups that conduct the major business of the organization. Staff personnel are groups that assist the line units by performing specialized services for
17、 the organizations. Functional departmentalization is the grouping of individuals and resources by skill, knowledge and action.,Horizontal specialization,Divisional departmentalization is the grouping of individuals and resources by product,sercvice and/or client. Departmentalization by geography is
18、 the grouping of individuals and resources by geographical territory. Departmentalization by customer is the grouping of individuals and resources by client.,Horizontal specialization,Departmentalization by matrix is a combination of functional and divisional patterns in which an individual is assig
19、ned to more than one type of unit.,6.Implications of emerging forms of work organization,Simple structure Bureaucracy Matrix structure Other structures,Simple Structure,Low degree of departmentalization Wide spans of control Little formalization Difficult to maintain in anything other than small org
20、anizations,Bureaucracy,Highly routine operating tasks achieved through specialization Formalized rules and regulations Tasks that are grouped into functional departments,Bureaucracy,Centralized authority Narrow spans of control Decision making that follows the chain of command,Matrix Structure,Combi
21、nes two forms of departmentalizationfunctional and product,New Options,Other structural arrangements: strategic alliances network organization virtual organizations,Mechanistic versus Organic Structures,Emphasis authority and control Emphasis on procedures, documented systems, middle management auth
22、ority Tall hierarchies; tight coordination and control Change can be slow,Mechanistic design,Summary,Organisational structure Definition of structure Different examples of structure Control and coordination,Parkinsons Law,1958年，英国历史学家、政治学家西里尔诺斯古德帕金森(Cyril Northcote Parkinson)通过长期调查研究，出版了帕金森定律(Parkin
23、sons Law)一书。他在书中阐述了机构人员膨胀的原因及后果：一个不称职的官员，可能有三条出路。第一是申请退职，把位子让给能干的人；第二是让一位能干的人来协助自己工作；第三是任用两个水平比自己更低的人当助手。 这第一条路是万万走不得的，因为那样会丧失许多权力；第二条路也不能走，因为那个能干的人会成为自己的对手；看来只有第三条路最适宜。于是，两个平庸的助手分担了他的工作，他自己则高高在上发号施令。两个助手既无能，也就上行下效，再为自己找两个无能的助手。如此类推，就形成了一个机构臃肿、人浮于事、相互扯皮、效率低下的领导体系。由此得出结论：在行政管理中，行政机构会像金字塔一样不断增多，行政人员会不断膨胀，每个人都很忙，但组织效率越来越低下。这条定律又被称为“金字塔上升”现象。,