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组织结构为什么会不同？
Why do
structures differ?
Organizational
structures
ranged
from
the
highly
structured
and
standardized
bureaucracy
to
the
loose
and
amorphous
boundaryless
organization.
The other designs tend to exist somewhere between
these two
extremes.
Mechanistic Model
?
?
?
?
?
?
Organic Model
?
?
?
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?
High
specialization
Rigid
departmentalization
Clear chain of
command
Narrow spans of control
Centralization
High
formalization
Cross-functional teams
Cross-hierarchical teams
Free flow of information
Wide spans of control
Decentralization
Low
formalization
Two extreme
models of organization design
?
Mechanistic
model
One extreme we call the
Mechanistic model
. It is
generally
synonymous
with
the
bureaucracy in that it has
extensive departmentalization, high formalization,
a
limited
information
network
(mostly
downward
communication),
and
little
participation by low-level members in
decision-making.
?
Organic model
At
the
other
extreme
is
the
organic
model.
This
model
looks
a
lot
like
the
boundaryless organization. It’s flat,
us
es cross-hierarchical and cross
functional
teams, has low
formalization, possesses a comprehensive
information network
(utilizing
lateral
and
upward
communication
as
well
as
downward),
and
it
involves high participation in decision
making.
With these two
m
odels in mind, we’re now prepared to
address this question: why
are some
organizations structured along more mechanistic
lines while others follow
organic
characteristics? What are the forces influencing
the design that is chosen?
Determinants
of an organi
zation’s
structure
Organization structure: its
determinants and outcomes
Causes
?
Strategy
?
Size
?
Technology
?
Environment
Structural
designs
?
Mechanistic
?
Organic
Performance
and
satisfaction
Determines
Leads to
Moderated
by
individual
differences
?
Strategy
An organization's structure is a means
to help management achieve its
objectives.
It
is
only
logical
that
strategy
and
structure
should
be
closely
linked
.
More
specifically,
structure
should
follow
str
ategy
management
makes
a
significant
change
结构追随战略
.
If
做
出
重
大
的
改
变
in
its
organization's
strategy,
the
structure
will
need
to
be
modified
to
accommodate and support this change.
?
Organization
size
Considerable
evidence
supports
the
idea
that
an
organization's
size
significantly affects its
structure
组织的大小深刻地影响着组织结构
.
For instance, large
organizations
—
those
typically
employing 2,000
people
—
tend to
have
more
specialization,
more
departmentalization,
more
vertical
levels,
and
more
rules
and regulations than do small organizations.
However,
the
relationship
isn
’
t
linear.
Rather,
size
affects
structure
at
a
decreasing
rate. The impact
of size becomes less important as an organization
expands. Why is
this? Essentially, once
an organization has around 2,000 employees,
it
’
s already fairly
mechanistic.
An
additional
500
employees
will
not
have
much
impact.
However,
adding 500 employees to an organization
that has only 300 members is likely to result
in a shift toward a more mechanistic
structure.
?
Technology
The term
technology
refers to how an
organization transfers its inputs
into
outputs
组织如何将输入转变为输出
.
< br> Every organization has at least one
technology
for
converting
financial,
human,
and
physical
resources
into products or services.
The common theme differentiating
technologies is their degree of routineness. By
this
we
mean
that
technologies
tend
toward
either
routine
or
non-
routine
activities.
The
former
are
characterized
by
automated
and
standardized
operations.
Non-routine
activities are
customized, they include such varied operations as
furniture restoring,
custom shoemaking,
and genetic research.
Although
the
relationship
between
technology
and
structure
is
no
overwhelmingly
strong, we find that routine tasks are
associated with taller and more departmentalized
structures.
The relationship
between technology and formalization is stronger.
Studies
consistent
show
routineness
to
be
associated
with
the
presence
of
rule
manuals,
job descriptions, and other formalized
documentation.