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# System prepended metadata

title: Ch14 Foundations of Organization Structure
tags: [組織行為]

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tags: 組織行為
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# 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
        ![](https://i.imgur.com/jruokFF.png =60%x)

    * 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。
      ![](https://i.imgur.com/RLYOPFI.png)
        * 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。
    ![](https://i.imgur.com/8vOeW73.png)

## Contrast the reasons for using mechanistic versus organic structural models
![](https://i.imgur.com/pekPorU.png)
