mpo-4-review演示課件

1、.MerryChristmas2017..ganisationalstructure.ganisationalstructure(P220)ganisationalstructurereferstothewaytasksaredivideduphowthewkflowshowthisflowiscodinatedthefcesmechanismsthatallowthiscodinationtooccur..StategySizeEnv

2、ironmentTechnologyFactsaffectingganizationstructure.StategyganizationstructureshouldfollowstrategyStrategystructurerelationship:DifferentiationstrategyStructure：lowinspecialization，fmalization，centelization(flexibility)C

3、ostleadershipstrategyStructure:rigidspecializedcentralized(stability)Factsaffectingganizationstructure.Size:Smallganization:lessdivisionoflabfewerrulesregulationsmecentralization.Largeganization:mespecializedmestardizedm

4、edecentralized.Factsaffectingganizationstructure.EnvironmentMechanisticganization:arigiddelineationoffunctionaldutiesprecisejobdeionsfixedauthityresponsibilityawelldevelopedganizationalhierarchy(stableenvironment).ganicg

5、anization:lowspecializationfmalizationcentralization(dynamicuncertainenvironment).Factsaffectingganizationstructure.Techonology1)Thenumberoflevelsinanganizationincreasedastechnicalcomplexityincreased.2)Theratioofmanagers

6、supervisstototalpersonnelincreasedastechnicalcomplexityincreased.3)Firmsemployingroutinetechnologytendedtobestardizedwhilefirmswithlessroutinetechnologyweremeganic.Factsaffectingganizationstructure.Typesofganizationastru

7、ctures.1.Identifywithreasonsthestructurethatbestdescribestheganizationatpresent.Yourdeionshouldillustratethewayinwhichactivitiesarecurrentlygroupedtogetherprovidereasonsfthis.ProductservicestructureFlatstructureHybridstr

8、ucture.2.Describeafmofstructurethatwouldbemeappropriateftheganizationbasedontheproposednewdevelopments.Againyourdeionshouldillustratethewaytheactivitiesshouldbegroupedprovidereasonsfthis.HybridstructureMatrixstructurePro

9、ductservicestructureShamrockstructure.Typesofganizationastructures(P220)DivisioanlstructureProductservicestructureFlatstructureHybridstructureMatrixstructureShamrockstructure.DivisioanlstructureKnownasthemultidivisionalf

10、m(“Mfm”)Eachdivisioncontainsallthenecessaryresourcesfunctionswithinittosupptthatproductlinegeography(fexampleitsownfinanceITmarketingdepartments……).Controlledbycentralmanagementhowevermostdecisionsarelefttoautonomousdivi

11、sions.VirginGroupistheparentcompanyofVirginMobileVirginRecds...DivisioanlstructureGreateroperationalflexibilityfailureofonedivisiondoesn’tdirectlythreatentheotherdivisions.Benefitfromtheuseofthebrcapitaloftheparentcompan

12、y.OperationalinefficienciesfromseparatingspecializedfunctionIncreasedaccountingtaxes.Financepersonnelinonedivisiondonotcommunicatewiththoseinanotherdivision..Productservicestructure...ProductservicestructureAssignemploye

13、esregardlessofthetypeoftheirdutiesaccdingtotheproductcustomertheirwkrelatesto.Eachdivisioncanhaveitsownmarketingteamitsownsalesteam……Shapesaroundthegroupingoftheproductionsalesefftsofabusinessaccdingtoaparticularlineofgo

14、odsservices..ProductservicestructureHelpshtenproductdevelopmentcycles；helpmeetcustomerneedsmeeffectively.Encouragepositivecompetitionbetweeneachdepartment；Provideincentivesftheteamthatproducesthemostviableproducts.Diffic

15、ulttoscaletheganizationmayendupwithduplicateresourcesasdifferentdivisionsstrivefautonomySuitableflargercompanieswithtwomeproductlinesmarkets.Itiscommoninretila..GeographicalstructureThisparticularstructurebringswkerstoge

16、theringeographicaldivisions.Thedivisionsestablishthemselvesinthegeographicalareatheyservecreatingregionalnationalinternationaloperations.Geographicalunitscanbehighlyeffectiveiftheyarelocatedwithintheregionstheyserveemplo

17、ywkersfromthelocallabpool....GeographicalstructureWkwelltogetherengageinplanningdecisionmakingtogetherundersteachotherspersonalitieswkstyles.Quicklytochangesindivisionalgoalsprocessestobringeveryoneonboardwithnewstrategi

18、cinitiatives.Decisionmakingeffectivenesssufficientlyadaptabletolocalconditionswhilestillbeingtruetoitscebusinessmethodologies..GeographicalstructureWkwelltogetherengageinplanningdecisionmakingtogetherundersteachothersper

19、sonalitieswkstyles.Quicklytochangesindivisionalgoalsprocessestobringeveryoneonboardwithnewstrategicinitiatives..Duplicatebothactivitiesinfrastructure(marketingdepartmentsproducingseveraldistributionwksseveralresearchdepa

20、rtments).Economiesofscalereferstoincreasesinefficiencysavingsasthesameactivitiesareperfmedinincreasingscope.Differentdivisionsmighthavetocompetewithoneanotherfresourcesfromtheparentcompany.Alsoemployeeexpertisedoesntnece

21、ssarilytransferbetweenregions.Geographicalstructure.FlatHizontalStructure.FlatHizontalStructure.FlatHizontalStructureResponsibilityaddedbonusreducesbudgetcostsselfmotivationteamwk.EqualvoiceinsubmittingnewideasfeedbackDi

22、scovernewideasthatmayleadtocompetitivesuccessincreasedinvolvement.Improvesthecodinationspeedofcommunicationbetweenemployeeseasierdecisionmakingprocessamongemployees..FlatHizontalStructureLackaspecificbosstoreptwhichcreat

23、esconfusionpossiblepowerstrugglesamongmanagement.Producealotofgeneralistsbutnospecialists.Thespecificjobfunctionmaynotbeclear.MaylimitlongtermgrowthofanganizationLargerganizationsstruggletoadapttheflatstructureunlessthec

24、ompanydividesintosmallermemanageableunits.....HybridStructure(P249)..HybridStructureIncreasedEfficiency:RightquantityofwkisassignedattherighttimetotherightprofessionalsthusmakingtheoptimumuseofresourcespreventionofwasteD

25、evelopmentofCrossFunctionalSkills:fmedconsideringthespecializationsaswellasservicesalsoresultsinminimizationofprojectscostsasresourcescanbeshared.Flexibility:Healthyrelationshipbetweenthesenimanagersjuniemployees..Hybrid

26、StructureConflicts:employeesbecomeconfusedaboutthelineofauthityalsobeconfusionregardingtherolesresponsibilitiesofeachemployee.Toomuchadministrationoverhead:wasteoftimeefft..MatrixStructure（P245）Astructureisadoptedthatgro

27、upsemployeesaccdingtothefunctionsproducts....MatrixStructureAspecializedcrewcanbechosenonthemeritsoftheirwkthefunctionsthattheycarryfth.Theneedsoftheprojectisthesolecriteriafhiringofprofessionals.Thusallowingfmechancesof

28、success.Sincethekeypeoplethatarehiredasapartofoneteamalsowkunderotherteamsitbecomesproperbalancebetweencosttimeperfmance.Lessconflictsbecauseofthehierarchicalsetup..Projectiscompletedontimewithintheallottedbudgetlesschan

29、ceofexternalfactsaffectingtheproject.Alotofdifferentthinkingfcesarewkingontheprojecttherefethestressauthityproblemsolvingabilitiesbecomestronger.ConfusionconflictoverfactslikethesharingofresourcesThecostislikelytoincreas

30、elotofprojectmanagershiredfthejob.MatrixStructure..TheshamrockStructure..Thefirstrepresentsthecestaffoftheganizationtheyarelikelytobehighlytrainedprofessionalswhofmthesenimanagement.Thesecondleafconsistsofthecontractualf

31、ringemayincludeindividualswhooncewkedftheganizationbutnowsupplyservicestoithaveahighdegreeofflexibilitydiscretionarypowers.Flexiblelabourfce.Methansimplyhiredhsthesewkersfeelasenseofcommitmentalthoughparttimeintermittent

32、–iscarriedouttoahighstard.TheshamrockStructure..3.UsingtheContingencyApproachdescribehowthemainsituationalvariablesoftasktechnologysizehaveinfluencedthenewganizationstructure.AnyONEsituationalfactsmissingwillcauseredo...

33、.ContingencyApproach（P252）Noonebestwaytostructuremanagecontrolabusiness.TaskTechnologySize.Mechanisticganicstructure（P240）..DeterminantsofganisationalDesignSizeHisticalbackgroundGeographicaldispersionTechnologyPeopleExte

34、rnalenvironmentCommunications.4.Identifythedifferentlinestafffunctionallateralrelationshipswithintheproposednewstructure.AnyONErelationshipmissingwillcauseredo..Typesofrelationships(p258)LineRelationshipTherelationshipbe

35、tweensuperisubdinates.LateralRelationshipTherelationshipbetweenstaffatthesamelevelintheganization..Typesofrelationships(p258)StaffRelationshipTherelationshipbetweentheassistantsofsenistaffotherstaffFunctionalRelationship

36、Therelationshipbetweenfunctionalspecialistsparticulardepartment.....5.Highlightjustifytherelevanceofauthityresponsibilitydelegationwithinthenewstructure.AnyONEitemmissingwillcauseredo..AuthityResponsibilityDelegationAuth