management1419章英文笔记 考研笔记文档格式.docx

management1419章英文笔记 考研笔记文档格式.docx

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workspecializationisanimportantorganizingmechanism,butitcanleadtoproblemswhencarriedtoextremes.

3.Departmentalization

Howjobsaregroupedtogetheriscalleddepartmentalization.

Thefiveformsofdepartmentalization:

1）Functionaldepartmentalization—groupsjobsaccordingtofunction

2）Productdepartmentalization—groupsjobsbyproductline

3）Geographicaldepartmentalization—groupsjobsbygeographicalregion

4）Processdepartmentalization—groupsjobsonproductorcustomerflow

5）Customerdepartmentalization—groupsjobsonspecificanduniquecustomers

4.Chainofcommand

Chainofcommandisthelineofauthorityextendingfromupperorganizationallevelstothelowestlevels,whichclarifieswhoreportstowhom.

Authorityreferstotherightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.

Responsibilityistheobligationorexpectationtoperformassignedduties.

Unityofcommandisamanagerialprinciplethateachpersonshouldreporttoonlyonemanager.

thechainofcommandanditscompanionconcepts—authority,responsibility,andunityofcommand—wereviewedasimportantwaysofmaintainingcontrolinorganizations.

they’relessrelevantintoday’sorganizations.

5.Spanofcontrol

Spanofcontrolisthenumberofemployeesamanagercaneffectivelyandefficientlymanage.

managersshoulddirectlysupervisenomorethanfiveorsixemployees.

thespanofcontroldependsontheskillsandabilitiesofthemanagerandtheemployeesandonthecharacteristicsoftheworkbeingdone.

6.Centralizationanddecentralization

Centralizationisthedegreetowhichdecisionmakingisconcentratedatupperlevelsoftheorganization.

Decentralizationisthedegreetowhichlower-levelemployeesprovideinputoractuallymakedecisions.

（Centralization—decentralizationisastructuredecisionaboutwhomakedecision—upper-levelmanagersorlower-levelemployees.）

Morecentralization

1）Environmentisstable.

2）Lower-levelmanagersarenotascapableorexperiencedatmakingdecisionsasupper-levelmanagers.

3）Lower-levelmanagersdonotwantasayindecisions.

4）Decisionsarerelativelyminor.

5）Theorganizationisfacingacrisisortheriskofcompanyfailure.

6）Companyislarge.

7）Effectiveimplementationofcompanystrategiesdependsonmanagersretainingsayoverwhathappens.

Moredecentralization

1）Environmentiscomplex,uncertain.

2）Lower-managersarecapableandexperiencedatmakingdecisions.

3）Lower-managerswantavoiceindecisions.

4）Decisionsaresignificant.

5）Corporatecultureisopentoallowingmanagersasayinwhathappens.

6）Companyisgeographicallydispersed.

7）Effectiveimplementationofcompanystrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions.

7.Formalization

Formalizationreferstohowstandardizedanorganization’sjobsareandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.

Today’sview:

althoughformalizationisnecessaryforconsistencyandcontrol,manyorganizationstodayrelylessonittoguideandregulateemployeebehavior.

8.Contrastmechanisticandorganicorganizations.

Amechanisticorganizationisarigidandtightlycontrolledstructure.Anorganicorganizationisahighlyadaptiveandflexiblestructure.

Mechanisticorganic

Highspecializationcross-functionalteams

Rigiddepartmentalizationcross-hierarchicalteams

Clearchainofcommandfreeflowofinformation

Narrowspansofcontrolwidespansofcontrol

Centralizationdecentralization

Highformalizationlowformalization

9.Thecontingencyfactorsthataffectorganizationaldesign:

1）Strategy

Anorganizationalstructureshouldsupportitsstrategy.Ifthestrategychanges,thestructureshouldalsochange.

2）Size

Anorganizationalsizecanaffectitsstructureuptoacertainpoint.

Onceanorganizationreachesacertainsize（usuallyaround2000employees）,it’sfairlymechanistic.

3）Technology（Woodward’sfindings）

Anorganizationaltechnologycanalsoaffectitsstructure.

Anorganicstructureismosteffectivewithunitproductionandprocessproductiontechnology.Amechanisticstructureismosteffectivewithmassproductiontechnology.

（Unitproductionreferstotheproductionofitemsinunitsorsmallbatches.Massproductionreferstotheproductionofitemsinlargebatches.Processproductionreferstotheproductionofitemsincontinualprocess.）

4）Environmentaluncertainty

Instableandsimpleenvironments,mechanisticdesignscanbemoreeffective.

Thegreatertheuncertainty,themoreitneedstheflexibilityofanorganicdesign.

10.Contrastthethreetraditionalorganizationaldesigns.

Asimplestructureisonewithlowdepartmentalization,widespansofcontrol,authoritycentralizedinasingleperson,andlittleformalization.

Strengths:

Fast;

flexible;

inexpensivetomaintain;

clearaccountability.

Weaknesses:

Notappropriateasorganizationgrows;

relianceononepersonisrisky.

Afunctionalstructureisanorganizationaldesignthatgroupssimilarorrelatedoccupationalspecialiststogether.

Cost-savingadvantagesfromspecialization（economiesofscale,minimalduplicationofpeopleandequipment）;

employeesaregroupedwithotherswhohavesimilartasks.

Pursuitoforganizationalgoalscancausemanagerstolosesightofwhat’sbestfortheoverallorganization;

functionalspecialistsbecomeinsulatedandhavelittleunderstandingofwhatotherunitsaredoing.

Adivisionalstructureismadeupofseparatebusinessunitsordivisions.

Focusonresults—divisionmanagersareresponsibleforwhathappenstotheirproductsorservice.

Duplicationofactivitiesandresourcesincreasecostandreduceefficiency.

11.Describethecontemporaryorganizationaldesign.

Teamstructure

Inateamstructure,theentireorganizationismadeupofworkteams.

Advantages:

Employeesaremoreinvolvementandempowered.Reducedbarriersamongfunctionalareas

Disadvantages:

Noclearchainofcommand.Pressureonteamstoperform

Matrixandprojectstructure

Matrixisstructurethatassignspecialistsfromdifferentfunctionalareastoworkonprojectsbutwhoreturntotheirareaswhenprojectiscompleted.

Projectisastructureinwhichemployeescontinuouslyworkonprojects.Asoneprojectiscompleted,employeesmoveontothenextproject.

Fluidandflexibledesignthatcanrespondtoenvironmentalchanges.Fasterdecisionmaking

Complexityofassigningpeopletoprojects.Taskandpersonalityconflicts.

Boundarylessorganization

Boundarylessorganizationisastructurethatnotdefinedbyorlimitedtothehorizontal,vertical,orexternalboundaries.

Highflexibleandresponsive.Utilizetalentwhereverit’sfound.

Lackofcontrol.Communicationdifficulties

●Twotypes—virtualandnetwork

Avirtualorganizationconsistsofasmallcoreoffull-timeemployeesandoutsidespecialiststemporarilyhiredasneededtoworkonprojects.

Anetworkorganizationusesitsownemployeestodosomeworkactivitiesandusesnetworksofoutsidesupplierstoprovideotherproductcomponentsorworkprocesses.

12.Threeorganizationaldesignchallengestoday.

1）Keepingemployeesconnected.

2）Buildingalearningorganization.

Aleaningorganizationisonethathasdevelopedthecapacitytocontinuouslylearn,adapt,andchange.

3）Managingglobalstructureissues.

Chapter11managersandcommunication

1.Definecommunication,interpersonalcommunication,andorganizationalcommunication.

Communicationisthetransferandunderstandingofmeaning.

Interpersonalcommunicationiscommunicationbetweentwoormorepeople.

Organizationalcommunicationisallthepatterns,networks,andsystemsofcommunicationwithinanorganization.

2.Thefunctionsofcommunication:

（control,motivate,emotionalexpression,information）

1）Controllingemployeebehavior.

2）Motivatingemployees.

3）Providingareleaseforemotionalexpressionoffeelingsandfulfillmentsocialneeds.

4）Providinginformation.

3.Communicationprocess

Therearesevenelementsinthecommunicationprocess.（Sender,message,encoding,channel,decoding,receiver）

First,thereisasenderwhohasamessage.Amessageisapurposetobeconveyed.Encodingisconvertingamessageintosymbols.Achannelisthemediumamessagetravelsalong.Decodingiswhenthereceivertranslatesasender’smessage.Finally,there’sfeedback.

4.Thecriteriatoevaluatevariouscommunicationmethods:

Feedback,complexitycapacity,breadthpotential,confidentiality,encodingease,decodingease,time-spaceconstraint,cost,interpersonalwarmth,formality,scannability,timeofconsumption.

5.Listthecommunicationmethods.

Communicationmethodsincludeface-to-facecommunication,telephonecommunication,groupmeetings,formalpresentation,memos,faxes,traditionalmail,e-mail,voicemail,employeepublications,bulletinboards,othercompanypublications,audio-andvideotapes,hotlines,computerconferences,teleconferences,andvideoconferences.

Nonverbalcommunicationiscommunicationtransmittedwithoutwords.Thebest-knowntypesarebodylanguageandverbalintonation

6.Thebarriersto