组织结构case study
除了组织结构还有很多因素对组织性能产生重大影响。然而，组织结构是一个特别重要的方面，如果设计得当，它允许的其他方面，如战略工作，运转正常。例如，艾尔弗雷德钱德勒认为，公司结构跟随战略。这并不是说，如果一个组织设计不得当，它就会执行不充分（沃克，1996）。
组织结构
所有的有组织的人类活动引起的两个基本的和不同的要求：把劳动分配成各种要执行的任务，并协调这些任务完成的活动。一个组织的结构，因此可以定义为，其劳动划分为不同的任务的总和，以及如何协调来实现这些任务（明茨伯格，1983）。设计一个有效的组织结构（组织结构要素，有多大的增长，并用于生产的方法）应选择实现一个内部的一致性，以及与该组织的背景基本稳定（大小，年龄，在某种环境中它的功能，技术系统的使用等等）（明茨伯格，1983）。
There are many factors other than organizational structure that have a significant bearing upon the performance of an organization. However, organizational structure is a particularly important aspect as, if properly designed, it allows the other aspects e.g. strategic work, to function properly. For example, Alfred D Chandler argues that firm structure follows strategy. That is not to say that, if an organization is inappropriately designed, it will not perform adequately (Walker, 1996).
ORGANIZATIONAL STRUCTURES 组织结构
All organized human activity give rise to two basic and differing requirements: the distribution of labour into various tasks to be performed, and the coordination of these tasks to complete the activity. The structure of an organization can therefore be defined merely as the sum total of the ways in which its labour is divided into distinct tasks and how its coordination is achieved amongst these tasks (Mintzberg, 1983). To design an effective organizational structure the elements of structure, (the organizations niche, how large it grows, and the methods used to produce) should be selected to achieve an internal consistency, as well as a basic stability with the organization’s context (its size, its age, the kind of environment in which it functions, technical systems used and so on) (Mintzberg, 1983).Coordinating an organization engages a range of means. These can be referred to as coordinating mechanisms and are equally concerned with control and communication as coordination. Five coordinating mechanisms appear to explain the basic ways in which organizations coordinate their work: mutual adjustment, direct supervision, standardization of work processes, standardization of work outputs, and standardization of worker outputs. Mutual adjustments realize the coordination of work by the simple process of informal communication. Meaning, the control of the work rests in the hands of the doers. Direct supervision attain coordination by having one person in charge for the work of others, issuing them instructions and monitoring their actions. Work can also be coordinated without mutual adjustment or direct supervision, through standardization. Workers that constantly work in a certain way and know what is expected, proceed accordingly. Work processes are standardized when the contents of work are specified, or programmed. Outputs are standardized when the results of the work, for example, the dimensions of the product or the performance, are specified. Skills and knowledge are standardized when the kind of training required to perform the work is specified. As organizational work turns into more complicated activities, the preferred means of coordination seems to shift from mutual adjustment to direct supervision to standardization, preferably of work processes, otherwise of outputs, or else of skills, finally reverting back to mutual adjustment (Mintzberg, 1983).
To the degree that the organization relies on this mechanism of coordination, it is the managers of the strategic apex who affect it. They allocate resourc
