پاورپوینت کامل Organizational Theory Design and Change (نظریه سازمان، طراحی و تغییر) ۴۵ اسلاید در PowerPoint

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 پاورپوینت کامل Organizational Theory Design and Change (نظریه سازمان، طراحی و تغییر) ۴۵ اسلاید در PowerPoint دارای ۴۵ اسلاید می باشد و دارای تنظیمات کامل در PowerPoint می باشد و آماده ارائه یا چاپ است

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پاورپوینت کامل Organizational Theory Design and Change (نظریه سازمان، طراحی و تغییر) ۴۵ اسلاید در PowerPoint

اسلاید ۴: ۴Copyright 2004 Prentice HallDesign Challenge 1DifferentiationPeople in this organization take on new tasks as the need arises and it’s very unclear who is responsible for what, and who should report to whom. This makes it difficult to know on whom to call when the need arises and to coordinate people’s activities so they work together as a team.

اسلاید ۵: ۵Copyright 2004 Prentice HallDifferentiationThe process by which an organization allocates people and resources to organizational tasks Establishes the task and authority relationships that allow the organization to achieve its goalsDivision of labor: the process of establishing and controlling the degree of specialization in the organization

اسلاید ۶: ۶Copyright 2004 Prentice HallDifferentiationIn a simple organization, differentiation is low because the division of labor is low. Individuals typically perform all organizational tasks.In a complex organization, differentiation is high because the division of labor is high.Total process is “divided up” so that individuals perform separate tasks.

اسلاید ۷: ۷Copyright 2004 Prentice HallOrganizational RolesSet of task-related behaviors required of a person by his or her position in an organizationAs the division of labor increases, managers specialize in some roles and hire people to specialize in others.Specialization allows people to develop their individual abilities and knowledge within their specific role.The identification of roles leads to authority and control issues.

اسلاید ۸: ۸Copyright 2004 Prentice HallAuthority and ControlAuthority: the power to hold people accountable for their actions and to make decisions concerning the use of organizational resourcesControl: the ability to coordinate and motivate people to work in the organization’s interests

اسلاید ۹: ۹Copyright 2004 Prentice HallSubunits: Functions and DivisionsFunction: a subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobsDivision: a subunit that consists of a collection of functions or departments that share responsibility for producing a particular good or services

اسلاید ۱۰: ۱۰Copyright 2004 Prentice HallFive Function TypesSupport functions: facilitate an organization’s control of its relations with its environment and its stakeholdersPurchasing, sales and marketing, public relations and legal affairsProduction functions: manage and improve the efficiency of an organization’s conversion processes so that more value is createdProduction operations, production control, and quality control

اسلاید ۱۱: ۱۱Copyright 2004 Prentice HallFunctionsMaintenance functions: enable an organization to keep its departments in operationPersonnel, engineering and janitorial servicesAdaptive functions: allow an organization to adjust to changes in the environmentResearch and development, market research, and long-range planning

اسلاید ۱۲: ۱۲Copyright 2004 Prentice HallManagerial FunctionManagerial function: facilitate the control and coordination of activities within and among departmentsTop management, middle management, and lower-level management

اسلاید ۱۳: ۱۳Copyright 2004 Prentice HallFigure 4-2: Building Blocks of Differentiation

اسلاید ۱۴: ۱۴Copyright 2004 Prentice HallVertical and Horizontal DifferentiationVertical differentiation: the way an organization designs its hierarchy of authority and creates reporting relationships to link organizational roles and subunitsHorizontal differentiation: the way an organization groups organizational tasks into roles and roles into subunits (functions and divisions)

اسلاید ۱۵: ۱۵Copy