Organizational Structure and Design Manager Subordinate Subordinate Subordinate Organizational Design Purposeful and goal-oriented process Decisions/actions to predetermine the way employees do their work Organizational structure Relatively stable relationships and processes of the organization

ODISCUSS the importance of human resources to organizational success ODESCRIBE the discipline that have contributed to the field of organizational behavior DISCUSS the importance of understanding behavior in organizations EXPLAIN the goal approach to defining and measuring effectiveness EXPLAIN the relationship between quality and organizational effectiveness

Organizational Environment Organizational Environment: those forces outside its boundaries that can impact it. Forces can change over time and are made up of Opportunities and Threats. Opportunities: openings for managers to enhance revenues or open markets. New technologies, new markets and ideas. Threats: issues that can harm an organization. economic recessions, oil shortages

Designing organizational structure Organizing the process by which managers establish working relationships among employees to achieve goals. Organizational Structure: formal system of task& reporting relationships showing how workers use resources

Organizational Conflict Conflict exists in situations where goals, interests or values of people are incompatible and they block other's efforts to achieve their goals Some level of conflict is inevitable given the wide range of goals in a firm Some conflict is good for organizational performance Too much causes managers to spend much time responding to conflict

Chapter 1 An introduction to managing people in changing contexts 1 Chapter 2 The nature of management, managers and their work 29 Chapter 3 Managing in the individual–organizational context 67 Chapter 4 Managing in the organizational context 121 Chapter 5 Managing in an international context 157 Chapter 6 The corporate context, organizations and managing people 215 Chapter 7 The knowledge context, organizations and managing people 259 Chapter 8 The technological context, organizations and managing people 307 Chapter 9 Managing organizational change 365

DEFINE the terms organizational culture socialization. and career OEXPLAIN it is too simplistic to assume tha managers can state that they are creating a firm's culture ODESCRIBE the relationship between a society's culture and organizational culture OIDENTIFY specific practices and programs used by organizations to facilitate socialization

I. Personal Interests VS Organizational Interests个人利益与集体利益 II. Personal Interests VS Organizational& National Interests个人利益与集体和国家利益 IlI Communication Skills交际练习

Organizational Control Managers must monitor evaluate Are we efficiently converting inputs into outputs? Must accurately measure units of inputs and outputs. Is product quality improving e Are we competitive with other firms? Are employees responsive to customers? customer service is increasingly important. Are our managers innovative in outlook? Does the control system encourage risk-taking

Organizational Culture common perception held by the organization's members; a system of shared meaning Innovation and risk taking Attention to detail Outcome, people or team orientation Aggressiveness