1、管理学教学资料chapter-9Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall92Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall934 有两个划船队，J队和M队要进行划船比赛。两队经过长时间的训练后，进行了正式比赛，结果M队落后J队1公里，输给了J队。M队领导很不服气，决心总结教训，在第二年比赛时，一定要把第一名夺回来。通过反复讨论分析，发现J队是八个人划桨，一个人掌舵；而M队是八个人掌舵，一个人划桨。不过，M队领导并没有看重这点区
2、别，而是认为，他们的主要教训是八个人掌舵，没有中心，缺少层次，这是失败的主要原因。5于是，M队重新组建了船队的领导班子。新班子结构如下四个掌舵经理，三个区域掌舵经理，一个划船员，还专设一个勤务员，为船队领导班子指挥工作服务，并具体观察、督促划船员的工作。这一年比赛的结果是J队领先2公里。M队领导班子感到脸上无光，讨论决定划船员表现太差，予以辞退。勤务员监督工作不力，应予处分，但考虑到他为领导班子指挥工作的服务做得较好，将功补过，其错误不予追究；领导班子成员每人发给一个红包，以奖励他们共同发现了划船员工作不力的问题。南通大学商学院工商管理教室南通大学商学院工商管理教室61.Whatever ac
3、tivity we are engaged in,to achieve the goals,there should be an organization 2.there should be job division,with every organization doing different job,which forms its internal structure,namely organizational structure 3.As an organization,because of its different internal structure,its performance
4、 will be different.好好学习好好学习 天天向上天天向上A deliberate arrangement of people to accomplish some specific goals组织是人们为了实现某一个特定目的而形成的系统集合A：Common goals are the precondition for the existence of organization共同目标的存在是组织存在的前提 B:If there is no division of labor or cooperation,there is no organization.没有分工与合作的群体不是
5、组织 C：Organization needs to have different level of authority and accountability组织要有不同层次的权力与责任制度。Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall98 Divides work to be done into specific jobs and departments.Assigns tasks and responsibilities associated with individual jobs.Coordinates
6、 diverse organizational tasks.Clusters jobs into units.Establishes relationships among individuals,groups,and departments.Establishes formal lines of authority.Allocates and deploys organizational resources.Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall99Copyright 2010 Pearson Educ
7、ation,Inc.Publishing as Prentice Hall910112022-10-3Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall912132022-10-3General ManagerProduction departmentMarketing departmentFinancial departmentMaterials PurchasingTechnology and FacilitiesQuality ManagementResearch and DevelopmentMarket R
8、esearchMarketing PlanningAd and SalesCustomers ServicesFinancialPlanningBudgetingComprehensivePlanCost AccountingHR Depart.PR Depart.L A Depart.142022-10-3152022-10-3General ManagerFinancialProduction MarketingPersonnelRD DepartChinese MarketJapanese MarketAustralian MarketPersonnel DepartKorean Mar
9、ketFinancial DepartLA department162022-10-3General ManagerPersonnelGM Office LA SupplyManagerProduction managerMarketing MangerFinancial mangerGM of Product ARDFinanceSupplyManagerProduction managerMarketing MangerFinancial MangerGM of Product BProduction managerProduction managerCopyright 2010 Pear
10、son Education,Inc.Publishing as Prentice Hall917Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall918Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall919Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall920Copyright 2010 Pearson Education,Inc.Publishing as
11、Prentice Hall921222022-10-3AuthorityResponsibilitiesSales DepartmentSigning contractIn charge of the whole processProduction DepartmentDecide order of productionGuarantee product quality and on-time delivery of productsDepartment of FinancePrice of product(profit rate)Provide correct cost informatio
12、n232022-10-3一仆多主一仆多主Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall924Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall925Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall926Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall927Copyright 20
13、10 Pearson Education,Inc.Publishing as Prentice Hall928Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall929Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall930 High specialization Rigid departmentalization Clear chain of command Narrow spans of control Centralization Hi
14、gh formalization Cross-functional teams Cross-hierarchical teams Free flow of information Wide spans of control Decentralization Low formalizationCopyright 2010 Pearson Education,Inc.Publishing as Prentice Hall931Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall932Copyright 2010 Pears
15、on Education,Inc.Publishing as Prentice Hall933Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall934Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall935Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall936Copyright 2010 Pearson Education,Inc.Publishing as P
16、rentice Hall937Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall938Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall939Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall940Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall941Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall942Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall943Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall944Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall945
