工作設計與組織結構.ppt
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1、工作設計與組織結構工作設計與組織結構國立台灣大學商學研究所 2 陳家聲 教授 版權所有Conceptual Frameworks for Analyzing Work TasksTask Attributes/Characteristics Theories:Theories that seek to identify task characteristics in jobs,how these characteristics are combined to form different jobs,and their relationship to employee motivation,an
2、d performance.Job Characteristics ModelSocial Information Processing ModelSource:Robbins,S.T.Organizational behavior(10th ed.).New Jersey:Pearson Education Inc.,2003.Task Characteristics:1.Variety2.Autonomy3.Responsibility4.Knowledge and skill5.Required social interaction6.Optional social interactio
3、n國立台灣大學商學研究所 3 陳家聲 教授 版權所有工作設計概念的演變工作設計概念的演變國立台灣大學商學研究所 4 陳家聲 教授 版權所有效果效果1.提高工作動機2.提升產品品質3.提升工作績效4.提高工作滿足5.降低缺席率和離職率工作的核心特性工作的核心特性技能多樣性工作整體性工作重要性工作自主性工作回饋性Source:Hackman,J.R.,and Oldham,G.R.Work redesign.Addison-Wesley Publishing Company,Inc.,1980.海克曼工作特性模型海克曼工作特性模型(Hackman,J.R.,and Oldham,G.R.,1980
4、)心理歷程心理歷程覺得工作有意義產生責任感了解工作結果國立台灣大學商學研究所 5 陳家聲 教授 版權所有Computing a Motivating Potential ScorePeople who work on jobs with high core dimensions are generally more motivated,satisfied,and productive.Job dimensions operate through the psychological states in influencing personal and work outcome variables
5、 rather than influencing them directly.Source:Robbins,S.T.Organizational behavior(10th ed.).New Jersey:Pearson Education Inc.,2003.國立台灣大學商學研究所 6 陳家聲 教授 版權所有Work Space DesignQFeng Shui(風水風水)Designing work surroundings so the“Chi”or life force of the space is in harmony and balance with nature.QWorksp
6、ace Design and ProductivityWorkspaces alone dont provide substantial motivation.Workspaces make it easier for employees to perform behaviors that make them more effective.“Cognitive ergonomics”:matching the office to the brain work.Source:Robbins,S.T.Organizational behavior(10th ed.).New Jersey:Pear
7、son Education Inc.,2003.國立台灣大學商學研究所 7 陳家聲 教授 版權所有遠景、企業文化、價值觀技術管理風格策略組織結構管理制度組織效能人員與技能影響組織效能之因素影響組織效能之因素環境國立台灣大學商學研究所 8 陳家聲 教授 版權所有What Is Organizational Structure?FOrganizational Structure:How job tasks are formally divided,grouped,and coordinated.FKey Elements:Work specializationDepartmentalization
8、Chain of commandSpan of controlCentralization and decentralizationFormalizationSource:Robbins,S.T.Organizational behavior(10th ed.).New Jersey:Pearson Education Inc.,2003.國立台灣大學商學研究所 9 陳家聲 教授 版權所有Key Design Questions and Answers for Designing the Proper Organization StructureSource:Robbins,S.T.Organ
9、izational behavior(10th ed.).New Jersey:Pearson Education Inc.,2003.國立台灣大學商學研究所 10 陳家聲 教授 版權所有Dimensions of Organization Structure and DesignQWhen managers create an organization structure,they consider several basic dimensions of organization design,including:Chain of commandLine and staff position
10、sSpan of controlCentralization and decentralizationFormalization.國立台灣大學商學研究所 11 陳家聲 教授 版權所有控制幅度控制幅度(Span of Control)FSpan of Control:The number of subordinates a manager can efficiently and effectively direct.FThe span of control largely determines how many management levels and managers an organiza
11、tion has.FConcept:Wider spans of management increase organizational efficiency.FNarrow Span Drawbacks:Expense of additional layers of management.Increased complexity of vertical communication.Encouragement of overly tight supervision and discouragement of employee autonomy.Source:Robbins,S.T.Organiz
12、ational behavior(10th ed.).New Jersey:Pearson Education Inc.,2003.國立台灣大學商學研究所 12 陳家聲 教授 版權所有Work SpecializationQWith too much work specialization,employees are isolated and do only a single,tiny,boring job,which can lead to:FatigueStressLower productivityIncreased absenteeismHigher turnover.Source:D
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