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2024年3月28日发(作者：input属性value)
Ten
Organizational Structure and Design
1. INTRODUCTION.
Organizational structure can play an important role in an
organization’s success. The process of organizing—the second
management function—is how an organization’s structure is created.
2. DEFINING ORGANIZATIONAL STRUCTURE.
Managers are seeking structural designs that will best support and
allow employees to effectively and efficiently do their work.
A. Before we look at the elements of organizational structure and
design, we need to define some important terms.
1. Organizing is the process of creating an organization’s
structure. That process has several purposes, as shown in Exhibit 10.1.
2. An organizational structure is the formal arrangement of jobs
within an organization.
1
3. Organizational design is the process of developing or changing
an organization’s structure. It involves decisions about six key elements:
work specialization, departmentalization, chain of command, span of
control, centralization/decentralization, and formalization. We need to take
a closer look at each of these structural elements.
B. Work specialization is the degree to which tasks in an
organization are divided into separate jobs. Most managers today see work
specialization as an important organizing mechanism but not as a source of
ever-increasing productivity.
C. Once work tasks have been defined, they must be grouped
together in some way through a process called departmentalization—the
basis on which jobs are grouped in order to accomplish organizational
goals. There are five major ways to departmentalize. (Exhibit 10.2)
1. Functional departmentalization is grouping jobs by functions
performed.
2. Product departmentalization is grouping jobs by product line.
3. Geographical departmentalization is grouping jobs on the
basis of territory or geography.
2
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