Exhibit10-1 Purposes of Organizing图表10-1组织工作的主要目的 Divides work to be done into specific jobs and departments. ·将任务划分为可由各个职位和部门完成的工作 Assigns tasks and responsibilities associated with individual jobs.将工作职责分派给各个职位 Coordinates diverse organizational tasks. ·协调组织的多项任务 ·Clusters jobs into units.将若干职位组合为部门 Establishes relationships among individuals,groups,and departments.设定个人、群体及部门之间的关系 ·Establishes formal lines of authority.建立起正式的职权线 Allocates and deploys organizational resources. ·分配及调度组织的资源 2007 Prentice Hall,Inc.All rights reserved. 10-6
© 2007 Prentice Hall, Inc. All rights reserved. 10–6 Exhibit 10–1 Purposes of Organizing图表10-1 组织工作的主要目的 • Divides work to be done into specific jobs and departments. • 将任务划分为可由各个职位和部门完成的工作 • Assigns tasks and responsibilities associated with individual jobs.将工作职责分派给各个职位 • Coordinates diverse organizational tasks. • 协调组织的多项任务 • Clusters jobs into units.将若干职位组合为部门 • Establishes relationships among individuals, groups, and departments.设定个人、群体及部门之间的关系 • Establishes formal lines of authority.建立起正式的职权线 • Allocates and deploys organizational resources. • 分配及调度组织的资源
Organizational Structure:组织结构 ·Work Specialization.工作专门化 The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person. >描述组织中的任务被划分为各项专门工作的程度，工作的每一个步骤由 一个单独的个人来完成。 >Overspecialization can result in human diseconomies from boredom,fatigue,stress,poor quality,increased absenteeism,and higher turnover. >过度专门化会导致人员非经济性，如厌倦、疲劳、压力、劣质品、常旷 工和高离职流动率。 2007 Prentice Hall,Inc.All rights reserved. 10-7
© 2007 Prentice Hall, Inc. All rights reserved. 10–7 Organizational Structure组织结构 • Work Specialization工作专门化 ➢ The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person. ➢ 描述组织中的任务被划分为各项专门工作的程度，工作的每一个步骤由 一个单独的个人来完成。 ➢ Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover. ➢ 过度专门化会导致人员非经济性，如厌倦、疲劳、压力、劣质品、常旷 工和高离职流动率
Departmentalization by Type部门化方式 ·Functional职能部门化 ·Process过程部门化 >Groupingjobs by functions >Grouping jobs on the basis of performed product or customer flow >依据所履行的职能来组合工作 >依据产品或顾客流来组合工作 ·Product产品部门化 ·Customer顾客部门化 >Groupingjobs by product line Groupingjobs by type of >依据产品线来组合工作 customer and needs ·Geographical地区部门化 >依据顾客和需求的类型来组合工 >Groupingjobs on the basis of 作 territory or geography >根据领域和地理位置来组织工作 2007 Prentice Hall,Inc.All rights reserved. 10-8
© 2007 Prentice Hall, Inc. All rights reserved. 10–8 Departmentalization by Type部门化方式 • Functional 职能部门化 ➢ Grouping jobs by functions performed ➢ 依据所履行的职能来组合工作 • Product产品部门化 ➢ Grouping jobs by product line ➢ 依据产品线来组合工作 • Geographical地区部门化 ➢ Grouping jobs on the basis of territory or geography ➢ 根据领域和地理位置来组织工作 • Process过程部门化 ➢ Grouping jobs on the basis of product or customer flow ➢ 依据产品或顾客流来组合工作 • Customer顾客部门化 ➢ Grouping jobs by type of customer and needs ➢ 依据顾客和需求的类型来组合工 作
Exhibit 10-2 Functional Departmentalization 图表10-2职能部门化 工厂经理 工程经理 会计经理 制造经理 人力资源经理 采购经理 ·Advantages优点 Efficiencies from putting together similar specialties and people with common skills,knowledge,and orientations ·将同类专家及拥有相同技能、知识和观念的人员组合在一起从而提高效率 ·Coordination within functional area职能领域内部的协调 ·ln-depth specialization深度的专门化 ·Disadvantages缺点 ·Poor communication across functional areas?职能部门间的沟通不良 ·Limited view of organizational goals缺乏对组织整体目标的认识 2007 Prentice Hall,Inc.All rights reserved. 10-9
© 2007 Prentice Hall, Inc. All rights reserved. 10–9 Exhibit 10–2 Functional Departmentalization 图表10-2 职能部门化 • Advantages优点 • Efficiencies from putting together similar specialties and people with common skills, knowledge, and orientations • 将同类专家及拥有相同技能、知识和观念的人员组合在一起从而提高效率 • Coordination within functional area职能领域内部的协调 • In-depth specialization深度的专门化 • Disadvantages缺点 • Poor communication across functional areas职能部门间的沟通不良 • Limited view of organizational goals缺乏对组织整体目标的认识 工厂经理 工程经理 会计经理 制造经理 人力资源经理 采购经理
Exhibit 10-2(cont'd) Geographical Departmentalization 图表10-2（续）地区部门化 销售副总裁 西部区销售主管 南部区销售主管 中西部区销售主管 东部区销售主管 ·Advantages优点 More effective and efficient handling of specific regional issues that arise ·更有效地处理特定区域所产生的问题 Serve needs of unique geographic markets better ·更好地满足区域市场的独特需要 ·Disadvantagest缺点 ·Duplication of functions职能的重复配置 Can feel isolated from other organizational areas ·可能感觉到与组织其他领域的隔离 2007 Prentice Hall,Inc.All rights reserved. 10-10
© 2007 Prentice Hall, Inc. All rights reserved. 10–10 Exhibit 10–2 (cont’d) Geographical Departmentalization 图表10-2（续）地区部门化 • Advantages优点 • More effective and efficient handling of specific regional issues that arise • 更有效地处理特定区域所产生的问题 • Serve needs of unique geographic markets better • 更好地满足区域市场的独特需要 • Disadvantages缺点 • Duplication of functions职能的重复配置 • Can feel isolated from other organizational areas • 可能感觉到与组织其他领域的隔离 销售副总裁 西部区销售主管 南部区销售主管 中西部区销售主管 东部区销售主管