留学生管理学作业代写范例-环境对组织结构的影响。本文是一篇由本站代写服务提供的留学生管理学作业范文，主要内容是讲述组织结构提供了一个组织的框架及其管理模式。结构的目的是成员之间的工作分工和活动协调，以便他们能够实现组织的目标。组织结构直接决定了正式的指挥系统和通信网络，这不仅影响信息和物质的流动和利用效率，还影响组织内部的心理和社会功能。因此，适当的组织结构对于有效实现组织目标至关重要。在下面的段落中，我将解释技术和环境对组织结构创建的重要影响。以下就是这篇留学生管理学作业代写范例，供参考。
Organizational structure provides the framework of an organization and its pattern of management. The purpose of structure is division of work and co-ordination of activities among members, so that they can achieve objectives of the organization. The organizational structure directly determines the formal command system and communication network, which not only affect the flow of information and material and utilization efficiency, but also affect the psychological and social functions inside the organization. Therefore, the appropriate organization structure is very crucial to effectively reach goals of the organization. In the following paragraphs, I will explain the vital impacts of technology and environment on the creation of organizational structure.
An organisational structure is a construction which directs members through controlling, co-ordinating and motivation to complete organizational goals. Horizontal division of labour is related to specialization of the labour force. The vertical division of labour is associated with controlling, monitoring, decision making and program of authority distribution.
组织结构是指通过控制、协调和激励来指导成员完成组织目标的结构。横向分工与劳动力的专业化有关。垂直分工与权力分配的控制、监督、决策和程序有关。
An organization has different ways and styles to be structured, owing to different goals and conditions. There are three opinions about which factor affects variation of organization structure .The first argument in favour of environment condition, which is a very important constraint to select an effective structure form. The remaining factors which are considered to influence organizational structures are technology and size.
由于不同的目标和条件，一个组织有不同的结构方式和风格。关于组织结构变化的影响因素有三种观点。第一个论点支持环境条件，这是选择有效结构形式的一个非常重要的制约因素。影响组织结构的其他因素是技术和规模。
Technology mainly refers to the process from input to output within the organization. The level of certainty on technical activities of the organization determines different management and coordination requirements for the organizational structure. A high degree of certainty can strengthen formalization and centralization of organizational structure. On the contrary, the structure of organization in this circumstance needs to have greater flexibility.
技术主要是指组织内部从输入到输出的过程。组织技术活动的确定性水平决定了组织结构的不同管理和协调要求。高度的确定性可以加强组织结构的形式化和集中化。相反，在这种情况下，组织结构需要有更大的灵活性。
Technology is a transformation process of mechanism to complete its tasks in an organization. A crucial issue in technology is meeting an organizational customers’ demand for output customization. The speed of which products must be changed is related to this. When the demand for product change or output customization is high, a stable organizational structure (for instance, machine bureaucracy) is inappropriate for controlling the production process. In order to efficiently fulfill needs of customization and change, an adaptive structure (for example, organic) is more effective and advisable. For instance, in the Microsoft, the development of new technology and product is a major mission in the fierce market competition. To achieve the goal, employees and departments need to pay more attention to market demand and other competitors. Therefore, flexible structure is essential to take effective measures in terms of environmental changes.
技术是一个组织中完成任务的机制转换过程。技术中的一个关键问题是满足组织客户对输出定制的需求。产品必须更换的速度与此有关。当产品变更或输出定制的需求很高时，稳定的组织结构（例如，机器官僚机构）不适合控制生产过程。为了有效地满足定制和更改的需求，自适应结构（例如，有机结构）更有效和可取。例如，在微软，开发新技术和新产品是激烈的市场竞争中的一项主要任务。为了实现这一目标，员工和部门需要更多地关注市场需求和其他竞争对手。因此，灵活的结构对于针对环境变化采取有效措施至关重要。
If outputs are standardized, product life-cycles are long, and consumer exceptions are few, more bureaucratic or mechanistic structures will be suitable. It is likely that organizations which are faced with high demands for output customization or change pay higher attention to effective problem solving, while organizations with relatively stable transformation technologies focus more on the efficient performance. As the work in organizations with routine technologies is standardized, employees are likely to be required less training and education. Employees in organization with non-routine technologies need professional training and relevant work experience. Compared to a worker in the assembly line, a costume designer may be required more professional knowledge and skill training.
如果产出标准化，产品生命周期长，消费者例外很少，那么更官僚或机械的结构将是合适的。可能是那些面临高输出定制或更改需求的组织更关注有效的问题解决，而那些拥有相对稳定的转换技术的组织则更关注高效的性能。随着拥有常规技术的组织的工作标准化，员工可能需要更少的培训和教育。组织中使用非常规技术的员工需要专业培训和相关工作经验。与流水线上的工人相比，服装设计师可能需要更多的专业知识和技能培训。
Span of control refers to the number of subordinates supervised by a manager or a supervisor. Span of control is also different in organizations with different types of technology. The more complex the technology, the more that the requirement of a supervisor for problem solving. However, it relies on professional employees in an organization with non-routine technologies. Professional staffs have expert knowledge and personal experience that can perform well without close supervision, so the span of control can be larger. The span of control in organizations with non-routine technologies is smaller than that in organizations with routine technologies.
控制范围是指由经理或主管监督的下属人数。不同技术类型的组织的控制范围也不同。技术越复杂，主管解决问题的要求就越高。然而，它依赖于一个拥有非常规技术的组织中的专业员工。专业人员具有专业知识和个人经验，可以在没有密切监督的情况下表现良好，因此控制的跨度可以更大。非常规技术组织的控制跨度小于常规技术组织。
Centralization of decision making is also a character of organizations with routine technologies. Moreover, coordination and control are contained within a centralized management structure. The organization’s task is usually in the form of memos, reports and procedures when it is analyzable and the communication is frequent. On the contrary, if the task is less analyzable, information is conveyed by interpersonal communication, for instance, telephone conversation and group meetings. The scope of decision making authority is extended in organizations with non-routine technologies, so are coordination and control activities.
决策的集中化也是拥有常规技术的组织的一个特点。此外，协调和控制包含在一个集中的管理结构中。组织的任务通常是以备忘录、报告和程序的形式进行分析，并且沟通频繁。相反，如果任务不太可分析，信息则通过人际沟通传达，例如电话交谈和小组会议。决策权的范围在拥有非常规技术的组织中得到了扩展，协调和控制活动也得到了扩展。
Based on the relationship between technology and organizational structure, we can predict that which organizational structure is appropriate for which form of technology. For instance, machine bureaucracies should only be applied to routine technologies. Organic structure is adequate for other kinds of technologies, even though it may work best with non-routine technologies.
基于技术和组织结构之间的关系，我们可以预测哪种组织结构适合哪种形式的技术。例如，机器官僚机构只应适用于常规技术。有机结构适用于其他类型的技术，即使它可能与非常规技术配合得最好。
There is a technological determinism which argues that technology is the primary force to determine jobs, attitudes, behaviours and organizational structures. Joan Woodward, James Thompson and Charles Perrow are the representative figures in this school.
有一种技术决定论认为，技术是决定工作、态度、行为和组织结构的主要力量。琼·伍德沃德、詹姆斯·汤普森和查尔斯·佩罗是这所学校的代表人物。
Joan Woodward found that an organization structure was related to its performance through technology. She believed that it was the complexity of technology determined which structure to be used. Woodward discovered that as the technology became more complex, the length of the chain demand would increase, so did the proportion of managers in total employment. With the increasing complexity of technology, the management personnel’s span of control enlarged.
琼·伍德沃德发现，组织结构通过技术与绩效相关。她认为，是技术的复杂性决定了使用哪种结构。伍德沃德发现，随着技术变得更加复杂，链需求的长度会增加，经理在总就业人数中的比例也会增加。随着技术的日益复杂，管理人员的控制范围不断扩大。
James Thompson argues that organizational structures are determined by the type of coordination, which is indicated by interdependence between individuals, groups and divisions. Different kinds of technology create different types of interdependence, so technology indirectly influences the organization structure. It is the pooled task interdependence when the contributions made by individuals and departments are separate and independent. In such a case, it is easy to evaluate the performance of each group member or division, so a bureaucratic organization structure with low coordination costs is adapted. Long-linked technology is a technology that requires a series of tasks to be performed in a predetermined order. One division or an individual cannot perform until the former has completed their tasks. It is sequential task interdependence when the performance of a team member or a department is difficult to be evaluated, so different divisions need to achieve a consensus through coordination and integration. For instance, in the flow process of fruit juice production, fruit juice has to be processed before it can be packaged.
詹姆斯·汤普森认为，组织结构是由协调类型决定的，协调类型表现为个人、团体和部门之间的相互依存关系。不同类型的技术产生了不同类型的相互依赖，因此技术间接影响组织结构。当个人和部门的贡献是独立的和独立的时，这就是集合任务的相互依赖性。在这种情况下，很容易评估每个小组成员或部门的绩效，因此适应了协调成本较低的官僚组织结构。长链接技术是一种需要按预定顺序执行一系列任务的技术。一个部门或个人在前者完成任务之前无法执行任务。当团队成员或部门的绩效难以评估时，这是一种连续的任务相互依存关系，因此不同部门需要通过协调和整合达成共识。例如，在果汁生产的流程中，果汁必须经过加工才能包装。
External environment factors, trends and developments lead to change in internal organisation structure, processes and behaviours. As the external environment is becoming more and more complex, organizations have to adapt to the changes. The strategies an organization uses to manage its environment are reflected in the structure of the organization. Organisational structure is not static, it will change as the times progress and variation of surroundings. For example, in 2004, Motorola announced reorganization in the framework of company, because the first deficit in the last three years occurred. Motorola attributed the losses to lower demand for highpoint mobile phones and continuous decline of market prices. There were only two business departments in the firm after reorganization: research and development department and marketing department.
外部环境因素、趋势和发展导致内部组织结构、过程和行为的变化。随着外部环境变得越来越复杂，组织必须适应这些变化。组织用于管理其环境的策略反映在组织的结构中。组织结构不是一成不变的，它会随着时代的进步和环境的变化而变化。例如，2004年，摩托罗拉宣布在公司框架内进行重组，因为最近三年出现了第一次赤字。摩托罗拉将亏损归因于高端手机需求下降和市场价格持续下跌。公司重组后只有两个业务部门：研发部和市场部。
Organic structure and mechanistic are two patterns of organizational structure that can be created by environmental conditions. An organic structure is suitable for a company operated in a turbulent environment, while the organization with stable surroundings should employ the mechanistic structure. As these two structures are appropriate for different environment, so it is difficult to judge which one is more efficient.
有机结构和机械结构是环境条件可以创造的两种组织结构模式。有机结构适用于在动荡环境中运营的公司，而环境稳定的组织应采用机械结构。由于这两种结构适用于不同的环境，因此很难判断哪种结构更有效。
To some extent, the success of an organization’s operation depends on its responds to environmental conditions. Environmental variability is the main element which is taken into consideration of decision makers. It refers to the degree of change in environmental activities relating to the operation of organizations. Mintzberg classified environmental elements which are related to organizational framework into four areas, including stability, complexity, market diversity, and hostility.
在某种程度上，组织运作的成功取决于其对环境条件的反应。环境变异性是决策者考虑的主要因素。是指与组织运作有关的环境活动的变化程度。Mintzberg将与组织框架相关的环境因素分为四个领域，包括稳定性、复杂性、市场多样性和敌意。
Differentiation is the process of dividing an organization into different departments and each of them is responsible for different types of tasks. As differentiation allows employees to make more efficient response to the environment, many organizations increase their differentiation when their environment becomes more uncertain. However, excessive differentiation of departments may lead to difficulties in co-operation and aggravation of conflicts. In order to prevent this from happening, organizations must strengthen co-ordination between different departments. It is the reason why the environment determinists believe that the level of environment uncertain determined the organization structure.
差异化是将一个组织划分为不同的部门，每个部门负责不同类型的任务的过程。由于差异化使员工能够更有效地应对环境，许多组织在环境变得更加不确定时会增加差异化。但是，部门的过度分化可能导致合作困难和冲突加剧。为了防止这种情况发生，各组织必须加强不同部门之间的协调。这就是环境决定论者认为环境不确定性水平决定组织结构的原因。
Duncan produced the typology of organizational environments, which is different from the viewpoint that external environments determine internal structures. He argues that organizational reaction made to the environmental changes depends on the managers’ perception rather than objective observer’s classification. If a manager have not realised that the environment is changing, he will not give a corresponding response. The internal structures and processes will transform with changes in our perception. Since different managers focus on different aspects of the environment, they get different information and make different decisions about organizational strategy and structure.
邓肯提出了组织环境的类型学，这与外部环境决定内部结构的观点不同。他认为，组织对环境变化的反应取决于管理者的感知，而不是客观观察者的分类。如果管理者没有意识到环境正在发生变化，他不会做出相应的回应。内部结构和过程将随着我们感知的变化而改变。由于不同的管理者关注环境的不同方面，他们获得的信息和对组织战略和结构做出的决策也不同。
Conclusion 结论
In conclusion, the selection of organizational structure depends largely on the technology and environment it faces. Even though a lot of modern theorists of technology do not consider that technological determinism is an accurate concept to express the relationship between organization structure and technological improvements, it makes a significant contribution to development of organizational theory. Organizational structure plays an important role in the operation of organizations and development of organizational behaviour. The study of organization structure can help us learn how to establish efficient and functional form of organizations.
总之，组织结构的选择在很大程度上取决于它所面临的技术和环境。尽管许多现代技术理论家并不认为技术决定论是一个准确的概念来表达组织结构与技术进步之间的关系，但它对组织理论的发展做出了重大贡献。组织结构在组织运作和组织行为发展中起着重要作用。对组织结构的研究可以帮助我们学习如何建立高效、功能化的组织形式。本站提供各国各专业留学生作业范文，留学生作业代写以及留学生作业写作指导，如有需要可咨询本平台。