Organizational behavior core concepts by kinicki chapter13

28 379 1
Organizational behavior core concepts by kinicki chapter13

Đang tải... (xem toàn văn)

Tài liệu hạn chế xem trước, để xem đầy đủ mời bạn chọn Tải xuống

Thông tin tài liệu

13 Organizational Behavior core concepts Organizational Design: How a Structure Connects Employees and Tasks 13-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill Companies, Inc All rights reserved Learning Objectives • Define organizations and their basic dimensions • Explain commonly used metaphors for organizations as closed or open systems, military/mechanical bureaucracies, and biological and cognitive systems • Describe basic criteria for organizational effectiveness 13-3 Learning Objectives • Summarize what is involved in the contingency approach to organizational design • Discuss new-style and old-style organizations, including virtual organizations 13-4 What is an Organization? • Organization – system of consciously coordinated activities of two or more people 13-5 What is an Organization? • Four common denominators – Coordination of effort – Common goal – Division of labor – Hierarchy of authority 13-6 Designing Effective Teams See an article from Administrative Science Quarterly on designing effective teams 13-7 What is an Organization? • Unity of command principle – each employee should report to a single manager 13-8 Organization Charts • Organization chart – boxes-and-lines illustration showing chain of formal authority and division of labor 13-9 Sample Organization Chart for a Hospital 13-10 Figure 13-1 Organizations as Military/Mechanical Bureaucracies • Bureaucracy – Max Weber’s idea of the most rationally efficient form of organization • Weber’s Bureaucracy – Division of labor – A hierarchy of authority – A framework of rules – Administrative personality 13-14 Organizations as Biological Systems • The complex organization is a set of interdependent parts which together make up a whole because each contributes something and receives something from the whole, which in turn is interdependent with some larger environment 13-15 The Organization as an Open System: The Biological Model 13-16 Figure 13-2 Organizations as Cognitive Systems • Organizations have mechanisms to interpret ambiguous events and to provide meaning and direction for participants 13-17 Question? Which effectiveness criteria is the most widely used? A Goal accomplishment B Resource acquisition C Internal processes D Strategic constituencies satisfaction 13-18 Generic Effectiveness Criteria • Goal accomplishment – most widely used effectiveness criteria, measured by comparing key organizational results with previously stated goals • Resource acquisition – organization is effective if it acquires necessary factors of production 13-19 Generic Effectiveness Criteria • Internal processes – healthy system if information flows smoothly and if employee loyalty, commitment, job satisfaction prevail • Strategic constituencies satisfaction – Strategic constituency: any group of people with a stake in the organization’s operation or success 13-20 Mixing Effectiveness Criteria: Practical Guidelines • Goal accomplishment – approach is appropriate when goals are clear, consensual, time-bounded, and measurable • Resource acquisition – approach is appropriate when inputs have a traceable effect on results or output 13-21 Mixing Effectiveness Criteria: Practical Guidelines • Internal processes – appropriate when organizational performance is strongly influenced by specific processes • Strategic constituencies – appropriate when powerful stakeholders can significantly benefit or harm the organization 13-22 The Contingency Approach to Designing Organizations • Contingency approach to organization design – creating an effective organizationenvironment fit 13-23 Mechanistic versus Organic Organizations • Mechanistic organizations – Rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication • Organic organizations – Flexible networks of multitalented individuals who perform a variety of tasks 13-24 Question? In what type of decision making top managers make all key decisions? A Centralized B Decentralized C Fundamental D Primary 13-25 Approaches to Decision Making • Centralized decision making – top managers make all key decisions • Decentralized decision making – lower-level managers are empowered to make important decisions 13-26 New-Style versus Old-Style Organizations 13-27 Table 13-1 Virtual Organizations • Virtual Organizations – modern information technology allows people to get something accomplished despite being geographically dispersed 13-28 ...13 Organizational Behavior core concepts Organizational Design: How a Structure Connects Employees and Tasks 13-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by. .. systems • Describe basic criteria for organizational effectiveness 13-3 Learning Objectives • Summarize what is involved in the contingency approach to organizational design • Discuss new-style... Effectiveness Criteria • Goal accomplishment – most widely used effectiveness criteria, measured by comparing key organizational results with previously stated goals • Resource acquisition – organization

Ngày đăng: 27/02/2018, 08:56

Từ khóa liên quan

Mục lục

  • Slide 1

  • Slide 2

  • Learning Objectives

  • Slide 4

  • What is an Organization?

  • Slide 6

  • Designing Effective Teams

  • Slide 8

  • Organization Charts

  • Sample Organization Chart for a Hospital

  • Slide 11

  • Line and Staff Positions

  • Needed: Open-System Thinking

  • Organizations as Military/Mechanical Bureaucracies

  • Organizations as Biological Systems

  • The Organization as an Open System: The Biological Model

  • Organizations as Cognitive Systems

  • Question?

  • Generic Effectiveness Criteria

  • Slide 20

Tài liệu cùng người dùng

  • Đang cập nhật ...

Tài liệu liên quan