15 ORGANIZATIONAL DESIGN AND STRUCTURE15组织结构设计.doc

15 ORGANIZATIONAL design and structure Chapter Scan Organizations are essentially structured around tasks. Organizational goals are broken into tasks, from which jobs are designed. Jobs are then grouped into departments, which are linked to form organizational structure. This chapter addresses differentiation and integration, six basic design dimensions, five structural configurations, contextual variables influencing organizational design, five forces shaping organizations today, and cautions for managers with regard to structural weaknesses. As the organization develops, the structure of the organization is likely to change. Organization size affects the centralization of the organization. Technology affects organizations whether structures are categorized as mechanistic or organic. LEARNING OBJECTIVES After reading this chapter, you should be able to do the following: 1. Define differentiation and integration as organizational design processes. 2. Discuss six basic design dimensions of an organization. 3. Briefly describe five structural configurations for organizations. 4. Describe four contextual variables for an organization. 5. Explain the four forces reshaping organizations. 6. Discuss emerging organizational structures. 7. Identify two cautions about the effect of organizational structures on people. key terms Chapter 15 introduces the following key terms: organizational design organizational structure contextual variables differentiation integration formalization centralization specialization standardization complexity hierarchy of authority simple structure machine bureaucracy professional bureaucracy divisionalized form adhocracy technological interdependence environment task environment environmental uncertainty mechanistic structure organic structure organizational life cycle THE CHAPTER SUMMARIZED THINKING AHEAD: Globalization and Change II. KEY ORGANIZATIONAL DESIGN PROCESSES Organizational design is the process of constructing and ad