组织行为学powerpolitics(编辑修改稿)

组织行为学powerpolitics(编辑修改稿)内容摘要：

y the 1960s:the human diseconomies from specializationboredom,fatigue,stress,low productivity, poor quality,increased absenteeism,amp。 high turnover. • Enlarge the scope of activitiesdoing whole amp。 plete job,team • The basis by which jobs are grouped together • Group by functionDeepen specialized knowledge, Achieve efficiencies though specialization。 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。 clarifies who reports to whom • authority:the right inherent in managerial position to give orders amp。 expect the orders to be obeyed • unity of mand:a subordinate should have only 1 superior to whom he(she) is directly responsible • conflicting demands or priorities from superiors • less relevance today because of amp。 empowering of Control • The number of subordinates a manager can efficiently amp。 effectively directed • anizational level (levels of management) • strength of small spans:maintain close control。 • drawback: expensive for adding。 plex vertical munication, slow down DM,isolate upper。 overly tight supervision discourage autonomy • recent efforts to reduce cost,cut overhead,speed up DM,get closer to customer,empower employees. amp。 Decentralization • The degree to which DM is concentrated at a single point in the anization • decentralization:decision discretion is pushed down to lowerlevel employees • actions can be taken more quickly to solve problems。 more people provide input into decisions。 employees are less likely to feel alienated from those who make the decisions that affect their work lives • marked trend toward decentralizing DM,make more flexible,responsive • The degree to which jobs within the anization are standardized • negatively related to the job incumbent’s discretion over his job. • Policy,procedure,ruleprofession • plexitydivision of labor,vertical levels, geographically dispersed 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。 2 or 3 vertical levels,a loose body of employees,amp。 1 individual in whom the DM authority is centralized • strengthfast,flexible,inexpensive to maintain,amp。 accountability is clear • weaknessdifficult to maintain in anything other than small anization。 risky,depends on 1 person. Bureaucracy • A structure with highly routine operating tasks achieved through specialization,very formalized rules amp。 regulations,tasks that are grouped into functional departments,centralized authority, narrow span of control, amp。 DM that follows the chain of mand • strength: perform in a highly efficient manner。 get by nicely with less talented • weakness:subunit conflicts,functional unit goals override。 obsessive concern with following the rules. • The peak of it’s popularity • obsolescent in the 1990s:hinders employee initiativethe majority of large anization still take on it’s basic characteristics,esp. Specialization amp。 high formalization 3. The Matrix Structure • A structure that creates dual lines of authority (chain of mand)。 bines functional amp。 product departmentalization • strength:facilitate coordination when anization has a multiplicity of plex amp。 interdependent activities。 reduce bureaupathologies。 facilitate the efficient deployment of specialists • downside:confusion amp。 ambiguity。