[管理学]Organizational Structure.ppt

Designing Organizational Structure Organizing: the process by which managers establish working relationships among employees to achieve goals. Principle of Organizational Design Vertical dimension Unity of Command Centralization Decentralization Authority Responsibility Span of Management/control Horizontal dimension Division of Labor Departmentalization Principle-Unity of Command The principle that a subordinate should have one n only one superior to whom he or she is directly responsible. Embarrassing Situation Authority Responsibility Authority : The rights inherent lie in a managerial position to give orders and expect them to be obeyed. Responsibility: An obligation to perform assigned activities. Authority Line authority: the authority that entitles a manager to direct the work of a subordinate. Staff authority: authority given to individuals who support ,assist ,and advise others who have line authority. Chain of command : the flow of authority from the top to the bottom of an organization. Theory of Authority Acceptance theory of authority: The theory that authority comes from the willingness of subordinates to accept it. The classical view: The rights inherently lie in one’s formal organizational position, if an order is given , it would be obeyed. Responsibility Equating responsibility and authority When managers delegate authority, responsibility must be given as well. Centralization Centralization :lower managers are not capable at making decisions. Validity : More stable environment. Decision is significant. Company is large. Disadvantage:Face crisis or failure risk. Decentralization Decentralization: lower managers are capable at making decisions. Validity: uncertain Environment . Decision is minor Company is geographically dispersed. Centralization-Decentralization is a relative Span of Control The number of subordinates a manager can supervise efficiently and effectively 管理跨度 概念：一个上司能有效指挥的下属个数 。 管理跨度的意义 管