英国莱斯特论文代写:穆斯林组织

Keywords:英国莱斯特论文代写

穆林斯（2007）将组织结构定义为组织成员之间的分工，并协调他们的活动，使其指向组织的目标和目标。它是组织中的位置和组织成员之间的关系。它使管理过程的应用成为可能，并创建了一个秩序和指挥框架，通过该框架可以组织、组织、指导和控制组织的活动。它定义了任务和职责，工作角色和关系，以及沟通渠道。本质上，组织的各种组织形式取决于组织的性质，例如集中的、复杂的、分层的和正式的结构。有效的结构是协调组织各部分和不同工作区域的结构。同时，组织结构可以是高即长层次的指挥链，下属的自由和责任限制或平即与指令的短链，有更有效的管理和工人，但员工可以有多个经理之间。然而，上述两种结构都受到直接向某个经理汇报的雇员数量的影响。黑尔里格尔et al（1998）解释说，控制跨度是指直接向经理报告的雇员人数。当控制跨度很宽时，组织顶部和底部之间存在相对较少的级别。相反，当控制范围狭窄时，同样数量的雇员需要更多的级别。虽然管理者不能有效监督下属的正确数量，但管理者和员工的能力、被监督任务的相似性以及规则和操作标准的范围都会影响经理的控制跨度。
英国莱斯特论文代写:穆斯林组织
Mullins (2007) defined, Organization Structure as the division of work among members of the organization, and the co - ordination of their activities so they are directed towards the goals and objectives of the organization. It is the relationships among positions in the organization and among members of the organization. It makes possible the application of process of management and creates a framework of order and command through which the activities of the organization can be planned, organized, directed, and controlled. It defines tasks and responsibilities, work role and relationships, and channels of communication.Essentially there are various types of organizational structures depending on the nature of organization, such as centralized, complex, stratified and formalized structures. An effective structure is the one that coordinates various parts of the organization and different work areas. Meanwhile the structure of the organization can either be tall i.e. with a long hierarchical chain of command where the freedom and responsibility of the subordinates is restricted or flat i.e. with a short chain of command, there is more effective between management and workers but employees may have more than one manager. However both of two structures above are highly affected by the number of employees who reports direct to a certain manager that is Span of Control. Hellriegel et al (1998) explained that span of control refers to the number of employees reporting directly to one manager. When the span of control is broad, relatively few levels exists between the top and bottom of the organization. Conversely when the span of control is narrow, more levels are required for the same number of employees. Although there is no correct number of subordinates that a manager can supervise effectively, the competencies of both the manager and employees, the similarity of tasks being supervised and the extent of rules and operating standards all influence a manager's span of control.