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tags: 組織行為
---
# Ch14 Foundations of Organization Structure

## Identify seven elements of an organization’s structure
* Seven key elements:
* work specialization
* Defn: dividing work activities into separate job tasks
* work specialization helps employees be more efficient

* departmentalization
* Defn: How jobs are grouped together
* Today most large organizations use combinations of *different forms of departmentalization*:
* functional, geographical, product, process, customer
* chain of command 指揮鏈
* Defn: The line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom
* line of authority 直線職權
賦予管理者指揮其部屬工作的職權
* staff of authority 幕僚職權
協助直線管理者的職位，用來減輕其負擔
* unity of command
The management principle that each person should report to only one manager
* 當代認為authority, responsibility and unity of command對organization的相關性不再像以往如此重要
* span of control 控制幅度
* Defn: The number of employees a manager can efficiently and effectively manage
* traditional view: managers should directly supervise no more than five to six individuals
* contemporary view: the span of control depends on the skills and abilities of the manager and the employees and on the characteristics of the situation.
* centralization/decentralization
* centralization: The degree to which decision making is concentrated at upper levels of the organization
* decentralization: The degree to which lower-level employees provide input or actually make decisions
* formalization
* 正規化(formalization)是指組織中的工作實行標準化的程度。如果一種工作的正規化程度較高，就意味著做這項工作的人對工作內容、工作時間、工作手段沒有多大自主權
* Today, organizations rely less on strict rules and standardization to guide and regulate employee behavior
* Boundary spanning 跨界溝通
* occurs when individuals form relationships with people outside their formally assigned groups
## Identify the characteristics of the functional structure, the bureaucracy, and the matrix structure
* 簡單結構 The Simple Structure
* the manager and the owner are one and the same。
* Strengths:
* Simple, fast, and flexible
* Inexpensive to maintain
* Accountability is clear
* Weaknesses:
* Difficult to maintain in anything other than small organizations
* Risky—everything depends on one person

* Bureaucracy 官僚結構
* 較高的工作專門化、較高的部門化、依據指揮系統進行決策、較窄的管理幅度、集權、高度規範化
* Strengths:
* 能夠以非常有效率的方式進行標準化的工作
* Weaknesses:
* 較高的專門化容易導致各部門有互相衝突的目標、各自為政
* two aspects:
* Functional structure: groups employees by their similar specialties, roles, or tasks
* Divisional structure: groups employees into units by product, service, customer, or geographical market area

* 矩陣結構 The Matrix Structure
* 結合「功能」及「產品」兩種部門化。
* The strength of functional is putting specialists together
* Product departmentalization facilitates coordination(協調)
* It provides clear responsibility for all activities related to a product, but with duplication of activities and costs

## Identify the characteristics of the virtual structure, the team structure, and the circular structure
* 虛擬組織 The Virtual Organization
* 小型、核心的組織，將大部份的功能外包出去，專注在最核心、最擅長的功能。
* 高度集權，幾乎沒有部門化。
* The team structure
* 試著消除指揮系統、最大化管理幅度、以賦權的團隊取代部門。
* 消除組織內垂直及水平的疆界，並打破組織和顧客及供應商的外部障礙

* circular structure
* in the center are the executives, and radiating outward in rings grouped by function are the managers, then the specialists, then the workers
* Has intuitive appeal for creative entrepreneur
* employees may be unclear about whom they report to and who is running the show

## Describe the effects of downsizing on organizational structures and employees

* The Leaner Organization: Downsizing 精實組織：組織瘦身
* 目的：砍掉組織中無法創造價值的部份、降低成本、降低官僚、加速決策。
* 方式：出售事業單位、關閉某個據點、降低員工人數。

## Contrast the reasons for using mechanistic versus organic structural models