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Summary范文-现代结构组织理论综述。本文是一篇留学生论文Summary写作范文。主要内容是讲述“现代”结构主义者关注的问题与古典社会结构主义者相同，但他们的理论受到第二次世界大战以来组织理论进步的影响，并从中受益匪浅。
“现代”结构主义者的信条与古典结构主义者类似：组织效率是组织理性的本质，理性的目标是增加实际商品和服务方面的财富生产。
结构组织理论关注纵向差异（组织权威和协调的层级，以及组织单位之间的横向差异），如产品或服务线、地理区域或技能之间的差异。下面就一起来看以下这篇Summary范文具体写作格式。 
Introduction 引言
The “modern” structuralists are concerned with many of the same issues that the classical social structuralists were, but their theories have been influenced by and benefited greatly from advancements in organization theory since the second World War.
“Modern” structuralists’ tenets are similar to Classical structuralists’ thinking: organizational efficiency is the essence of the organizational rationality, and the goal of the rationality is to Increase the production of wealth in terms of real goods and services.
Structural organization theory is concerned with vertical differentiations (hierarchical levels of organizational authority and coordination, and horizontal differentiations between organizational units) such as those between product or service lines, geographical areas, or skills.
The basic assumptions of the structural perspective: 结构观点的基本假设
Organizations are rational institutions whose primary purpose is to accomplish established objectives; rational organizational behavior is achieved best through systems of defined rules and formal authority. Organizational control and coordination are key for maintaining organizational rationality.
组织是理性的机构，其主要目的是实现既定目标；理性的组织行为最好通过定义的规则和正式的权威体系来实现。组织控制和协调是保持组织合理性的关键。
There is a “best” structure for any organization, or at least a most appropriate structure in light of its given objectives, the environmental conditions surrounding, the nature of its products or services, and the technology of the production process.
Specialization and the division of labor increase the quality and quantity of production, particularly in highly skilled operations and professions.
任何组织都有一个“最佳”结构，或者至少根据其既定目标、环境条件、产品或服务的性质以及生产过程的技术，有一个最合适的结构。
专业化和分工提高了生产的质量和数量，特别是在高技能操作和专业领域。
Most problems in an organization result from structural flaws and can be solved by changing the structure.
组织中的大多数问题都是由结构缺陷引起的，可以通过改变结构来解决。
The Most Important Theorists and Their Contributions 最重要的理论家及其贡献
Mechanistic and Organic Systems (Tom Burns and G. M. Stalker)机械和有机系统（汤姆·伯恩斯和G.M.史塔克）
The beginning of administrative wisdom is the awareness that there is no one optimum type of management system.
They developed their widely cited theory of “mechanistic and organic systems of organization”, and Contribute to the creation of the “sociotechnical approach”.
行政智慧的开始是意识到没有一种最佳类型的管理系统。
他们发展了被广泛引用的“机械和有机组织系统”理论，并为“社会技术方法”的创立做出了贡献。
They found that stable conditions may suggest the use of a mechanistic form of organization where a traditional pattern of hierarchy, reliance on formal rules and regulations, vertical communications, and structured decision making is possible.
Dynamic conditions(situations in which the environment changes rapidly) require the use of an organic form of organization where there is less rigidity, more participation, and more reliance on workers to define and redefine their positions and relationships.
Either form of organization may be appropriate in particular situations.
他们发现，稳定的条件可能意味着使用一种机械的组织形式，在这种组织形式中，传统的等级模式、对正式规则和条例的依赖、纵向沟通和结构化决策是可能的。
动态条件（环境快速变化的情况）要求使用一种有机组织形式，在这种组织形式中，较少僵化，更多参与，更多依赖工人来定义和重新定义他们的位置和关系。
任何一种组织形式都可能适用于特定情况。
Characteristics of the “Mechanistic Management System” are: “机械化管理系统”的特点是：
The specialized differentiation of functional tasks into which the problems and tasks facing the concern as a whole are broken down.
功能任务的专门区分，将关注的问题和任务作为一个整体进行分解。
The abstract nature of each individual task, which is pursued with techniques and purposes more or less distinct from those of the concern as a whole.
每项任务的抽象性质，其追求的技术和目的或多或少不同于关注的整体。
The reconciliation, for each level in the hierarchy, of these distinct performances by the immediate superiors, who are also, in turn, responsible for seeing that each is relevant in his own special part of the task.
对于层级中的每一个级别，由直接上级协调这些不同的表现，而直接上级又负责确保每一个都与任务的特定部分相关。
The precise definition of rights and obligations and technical methods attached to each functional role.
权利和义务的精确定义以及每个职能角色所附带的技术方法。
The translation of rights and obligations and methods into the responsibilities of a functional position.
将权利、义务和方法转化为职能职位的职责。
Hierarchic structure of control, authority, and communication.
控制、权威和沟通的层次结构。
A reinforcement of the hierarchic structure by the location of knowledge of actualities exclusively at the top of the hierarchy, where the final reconciliation of distinct tasks and assessment of relevance is made.
通过将现实知识专门放在层次结构的顶部来加强层次结构，在那里对不同任务进行最终协调并评估相关性。
A tendency for interaction between members of the concern to be vertical (between superior and subordinate).
关注点成员之间的互动倾向于垂直（上级和下级之间）。
A tendency for operations and working behavior to be governed by the instructions and decisions issued by superiors.
操作和工作行为受上级指示和决定支配的趋势。
Insistence on loyalty to the concern and obedience to superiors as a condition of membership.
作为会员资格的一个条件，坚持对上级的关注和服从。
A greater importance and prestige attaching to internal (local) than to general (cosmopolitan) knowledge, experience, and skill.
与一般（世界性）知识、经验和技能相比，对内部（本地）的重视和威望更大。
Characteristics of the “Organic Management System” are: “有机管理体系”的特点是：
The contributive nature of special knowledge and experience to the common task of the concern.特殊知识和经验对关注的共同任务的贡献性质。
The “realistic” nature of the individual task, which is seen as set by the total situation of the concern.单个任务的“现实”性质，视为关注的总体情况而定。
The adjustment and continual redefinition of individual tasks through interaction with others.通过与他人的互动调整和不断重新定义个人任务。
The shedding of “responsibility” as a limited field of rights, obligations, and methods.将“责任”作为权利、义务和方法的有限领域。
The spread of commitment to concern beyond any technical definition.对关注的承诺超出了任何技术定义。
A network structure of control, authority, and communication. The sanctions which apply to the individual’s conduct in his working role derive more from presumed community of interest with the rest of the working organization in the survival and growth of the firm, and less from a contractual relationship between himself and a nonpersonal corporation, represented for him by an immediate superior.
控制、权威和通信的网络结构。适用于个人在工作岗位上的行为的制裁更多地来自于与工作组织其他成员在公司生存和发展中的利益共同体，而更少地来自于其本人与非个人公司之间的合同关系，该公司由直接上级代表。
Omniscience no longer imputed to the head of the concern; knowledge about the technical or commercial nature of the here and now task may be located anywhere in the network; this location becoming the ad hoc center of control authority and communication.
综合科学不再被归咎于关注的焦点；关于此时此刻任务的技术或商业性质的知识可以位于网络中的任何地方；该位置成为控制权限和通信的临时中心。
A lateral rather than a vertical direction of communication through the organization, communication between people of different rank, also, resembling consultation rather than command.
通过组织的横向而非纵向沟通，不同级别的人之间的沟通，也类似于协商而非指挥。
A content of communication which consists of information and advice rather than instructions and decisions.
由信息和建议而不是指示和决定组成的交流内容。
Commitment to the concern’s tasks and to the “technological ethos” of material progress and expansion is more highly valued than loyalty and obedience.
与忠诚和服从相比，对企业任务和物质进步和扩张的“技术精神”的承诺更受重视。
Importance and prestige attach to affiliations and expertise valid in the industrial and technical and commercial milieux external to the firm.
在公司外部的工业、技术和商业环境中有效的从属关系和专业知识具有重要性和威望。
The Concept of Formal Organization (Peter M. Blau and W. Richard Scott) 正式组织的概念
Social organization refers to the ways in which human conduct becomes socially organized, that is to the observed regularities in the behavior of people that are due to the social conditions in which they find themselves rather than to their physiological or psychological characteristics as individuals.
社会组织是指人类行为成为社会组织的方式，即人们行为中观察到的规律，这是由于他们发现自己的社会条件，而不是他们作为个体的生理或心理特征。
Since the distinctive characteristics of these organizations is that they have been formally established for the explicit purpose of achieving certain goals, the term “formal organization” is used to designate them.
由于这些组织的显著特点是它们是为了实现某些目标而正式成立的，因此使用“正式组织”一词来表示它们。
They assert that all organizations include both a formal and informal element. The informal organization by its nature is rooted in the formal structure and supports its formal organization by establishing norms for the operation of the organization that cannot always be spelled out by rules and policies.
他们声称，所有组织都包括正式和非正式的组成部分。非正式组织的性质植根于正式结构，并通过建立规则和政策无法明确规定的组织运作规范来支持其正式组织。
It is impossible to know and understand the true structure of a formal organization without a similar understanding of its parallel informal organization.
如果没有对平行的非正式组织的类似理解，就不可能知道和理解正式组织的真正结构。
Organizational Choice: Product versus Function (Arthur Walker and Jay Lorsch) 组织选择：产品与功能
A manager facing the same basic question when he think about the form of his organization, whether to group activities primarily by product (various functional specialist working on a single product be grouped together under the same superior) or by function (all specialist in a given function be grouped under a common boss regardless of difference in products they are involved in).
一位经理在思考其组织形式时，面临着同样的基本问题，即是主要按产品分组活动（从事单一产品的各种职能专家被分组在同一上级之下）还是按职能分组活动（给定职能的所有专家都被分组在一个共同的上司之下，而不管他们所涉及的产品有什么不同）。
The manager should make choices based on these three criteria: 经理应根据以下三个标准进行选择
Which approach permit maximum use of technical knowledge?哪种方法允许最大限度地使用技术知识？
Which provides the most efficient utilization of machinery and equipment?哪种方式能最有效地利用机械和设备？
Which provides the best hope of obtaining the required control and coordination?哪一项提供了获得所需控制和协调的最佳希望？
The characteristics of manufacturing companies, the first are organized by product basis, and the other by function basis. 制造业公司的特点，第一个是按产品基础组织的，第二个是按功能基础组织的。
For function based company: 基于功能的公司
Less differentiation except in goal orientation.除目标导向外，差异较小。
Integration is somewhat less effective.整合的效果稍差。
Confrontation of conflicts, but also “smoothing over” and avoidance; rather restricted communication pattern.对抗冲突，但也“缓和”和避免冲突；相当受限的通信模式。
Efficient, stable production, but less successful in improving plant capabilities.高效、稳定的生产，但在提高工厂能力方面不太成功。
Prevalent feeling of satisfaction among the employees, but less feeling of stress and involvement.员工普遍感到满意，但较少感到压力和参与。
For product based company: 基于产品的公司
Greater differentiation except in structure and time orientation.除结构和时间方向外，差异更大。
Integration is more effective.集成更有效。
Confrontation of conflicts, open, face-to-face communication.面对冲突，公开面对面交流。
Successful in improving plant capabilities, but less effective in stable production.在提高工厂能力方面取得了成功，但在稳定生产方面效果不佳。
Prevalent feeling of stress and involvement, but less feeling of satisfaction.普遍的压力感和参与感，但较少的满足感。
They concluded that either structural arrangement can be appropriate, depending upon the organization’s environment and the nature of the organization itself.他们得出的结论是，根据组织的环境和组织本身的性质，任何一种结构安排都可能是适当的。
The Five Basic Parts of the Organization (Henry Mintzberg) 组织的五个基本部分
Synthesized many schools of organizational management theory. 综合了许多组织管理理论流派。
Created a model of organizations with five interdependent parts: the strategic apex, the middle line, the operating core, the technostructure, and the support staff. 创建了一个具有五个相互依存部分的组织模型：战略顶点、中间线、运营核心、技术结构和支持人员。
Operating Core: the operators carry out the basic work of the organization.操作核心：操作员执行组织的基本工作。
Strategic Apex: Those at the very top of the hierarchy, together with their own staff. The apex is charged with ensuring that the organization executes its mission.战略顶点：那些处于最高层的人，以及他们自己的员工。顶点负责确保组织执行其任务。
Middle Line: Managers that join the apex to the core. Middle line which transmits authority from the top to the bottom. 中间线：将顶点连接到核心的经理。从上到下传递权力的中间线。
Technostructure: The analysts carry out their work of standardizing the work of others, in addition to applying their analytical techniques to help the organization adapt to its environment.技术结构：除了应用他们的分析技术帮助组织适应其环境之外，分析师还开展了标准化他人工作的工作。
Support Staff: Supports the functioning of the operating core indirectly, that is, outside the basic flow of operating work.支持人员：间接支持运营核心的运作，即在运营工作的基本流程之外。
The interdependencies among the organizational members can be showed as: 组织成员之间的相互依赖关系可以表现为
Pooled coupling: Members share common resources but are otherwise independent.共享耦合：成员共享公共资源，但在其他方面是独立的。
Sequential coupling: Members work in series as in a relay race.顺序耦合：成员在接力赛中串联工作。
Reciprocal coupling: Members feed their work back and forth among themselves in effect each receives inputs from and provides outputs to the others.相互耦合：成员之间相互反馈他们的工作，实际上每个成员都从其他成员那里接收输入并向其他成员提供输出。
In Praise of Hierarchy (Elliott Jaques) 赞扬等级制度
Managerial hierarchy is the most efficient, the hardiest, and in fact the most natural structure ever devised for large organizations. Properly structured hierarchy can release energy and creativity, rationalize productivity, and actually improve morale.
管理阶层是最有效率、最坚韧的，事实上也是为大型组织设计的最自然的结构。结构合理的层次结构可以释放能量和创造力，使生产力合理化，并实际上提高士气。
Managerial hierarchy or layering is the only effective organizational form for deploying people and tasks at complementary levels, where people can do the tasks assigned to them, where the people in any given layer can add value to the work of those in the layer below them, and, finally, where this stratification of management strikes everyone as necessary and welcome.
管理层级或分层是在互补的层次上部署人员和任务的唯一有效组织形式，在这里，人们可以完成分配给他们的任务，任何给定层的人员都可以为其下一层的人员的工作增加价值，最后，这种管理分层对每个人来说都是必要的和受欢迎的。
One of business’s great contemporary problems is how to release and sustain among the people who work in corporate hierarchies the thrust, initiative, and adaptability of the entrepreneur.
当代商业的一个重大问题是如何在企业层级中工作的人中释放和保持企业家的推动力、主动性和适应性。
Hierarchical structure has been the source of a great deal of trouble and inefficiency, the common complaint it face are: 等级结构一直是许多麻烦和效率低下的根源，它面临的常见投诉有：
The excessive layering, too many rungs on the ladder. Information passes through too many people, decisions through too many levels.过度分层，梯子上的梯级太多。信息通过太多人，决策通过太多层次。
Few managers seem to add real value to the work of their subordinates.似乎很少有经理能为下属的工作增加真正的价值。
Hierarchies bring out the nastier aspects of human behavior, like greed, insensitivity, careerism, and self importance.等级制度揭示了人类行为中更恶劣的方面，如贪婪、麻木不仁、野心和自我重要性。
Group authority without group accountability is dysfunctional, and group authority with group accountability is unacceptable. 没有集团责任的集团权力是不正常的，有集团责任的团体权力是不可接受的。
Group authority without group accountability is dysfunctional, and group authority with group accountability is unacceptable.没有集团责任的集团权力是不正常的，有集团责任的团体权力是不可接受的。
Why Hierarchy? 为什么选择层次结构？
Managerial hierarchy is and will remain the only way to structure unified working systems with hundreds, or thousands of employees,
管理层级是并将继续是构建具有数百或数千名员工的统一工作系统的唯一途径，
for the very good reason that managerial hierarchy is the expression of two fundamental characteristics of real work: 因为管理层级是真实工作的两个基本特征的表达，这是非常有道理的：
The tasks we carry out are not only more or less complex but they also become more complex as they separate out into discrete categories or types of complexity.我们执行的任务不仅或多或少复杂，而且随着它们被划分为不同的类别或复杂类型，它们也变得更加复杂。
The same is true of the mental work that people do on the job, for as this work grows more complex, it too separates out into distinct categories or types of mental activity.人们在工作中所做的脑力劳动也是如此，因为随着这项工作越来越复杂，它也被划分为不同的类别或类型的脑力活动。
These two characteristics permit hierarchy to meet four of any organization’s fundamental needs: to add real value to work as it moves through the organization, to identify and nail down accountability at each stage of the value adding process, to place people with the necessary competence at each organizational layer, and to build a general consensus and acceptance of the managerial structure that achieves these ends.
这两个特点使层级结构能够满足任何组织的四个基本需求：在工作通过组织时为其增加真正的价值，在增值过程的每个阶段确定并确定责任，在每个组织层安排具有必要能力的人员，并建立对实现这些目标的管理结构的普遍共识和接受。
Hierarchical layers depend on jumps in responsibility that depends in turn on how far ahead a manager must think and plan.
分层取决于责任的跳跃，而责任的跳跃又取决于管理者必须思考和计划的未来。
He suggested as to make hierarchy work is to distinguish carefully between hierarchical layers and pay grades, and set up a different managerial hierarchy based on responsibility rather than salary.
他建议，要使等级制度发挥作用，就必须仔细区分等级制度和薪酬等级，并根据责任而非薪酬建立不同的管理等级制度。
Companies need more than seven pay grades as a rule, many more.公司通常需要七个以上的工资等级，甚至更多。
Technology as a contingency Factor (Richard M. Burton and Borge Obel) 技术作为偶然因素
They covers technology’s effect on formalization, centralization, complexity, configuration, coordination and control, and incentives.
They studied the effects that various dimensions of technology have on organizational design.
它们涵盖了技术对形式化、集中化、复杂性、配置、协调和控制以及激励的影响。他们研究了技术的各个维度对组织设计的影响。
The effects of technology assessed on six dimensions of organization: formalizations, centralizations, complexity, configuration, coordination and control, and incentives.
评估了技术对组织六个维度的影响：形式化、集中化、复杂性、配置、协调和控制以及激励。
Technology effects on formalization, propositions: 技术对形式化的影响，提议：
If technology routineness is low, then formalization should be low.如果技术常规性很低，那么形式化应该很低。
If technology routineness is high, then formalization should be high.如果技术常规性很高，那么形式化应该很高。
If the organization employs many professionals, then Proposition 2 is not strong. 如果组织雇佣了许多专业人员，那么第2号提案就不强了。
If the organization is in the service industry, then the strength of proposition 1 and 2 is greater than if it is in the manufacturing industry. Retail and wholesale organizations can be expressed to fall in between.如果该组织在服务业，那么命题1和命题2的强度就比在制造业更大。零售和批发组织可以说介于两者之间。
If the technology type is process(high automation), then formalization should be higher than it would be otherwise. 如果技术类型是过程（高度自动化），那么形式化应该高于其他类型。
If the organization uses modern information technology, then formalization should be high.如果组织使用现代信息技术，那么形式化应该很高。
Technology effects on centralization, propositions: 技术对集中化的影响，提议：
If technology routineness is high and the size of the organization is small, then centralization should be high. 如果技术常规性很高，组织规模很小，那么集中化应该很高。
If the organization is large and technology routineness is high, then centralization should be medium.如果组织规模大，技术常规性高，那么集中应该是中等规模的。
Technology effects on organizational complexity, propositions: 技术对组织复杂性的影响，提议：
If the size of the organization is large and the organization has a technology that is routine, then complexity should be high(particularly horizontal differentiation). 如果组织规模很大，并且组织拥有常规技术，那么复杂性应该很高（特别是横向差异）。
If the size of the organization is small and the organization has a technology that is routine, then complexity should be medium.如果组织的规模很小，并且组织拥有常规的技术，那么复杂性应该是中等的。
If the size of the organization is large and has a nonroutine technology, then complexity should be high(particularly vertical differentiation).如果组织规模很大，并且拥有非常规技术，那么复杂性应该很高（特别是纵向差异）。
If the organization has a nonroutine technology, then the span of control should be narrow.如果组织拥有非常规技术，那么控制范围应该很窄。
If the organization has a routine technology, then the span of control should be wide.如果组织拥有常规技术，那么控制范围应该很广。
If the technology type is process(high automation), then complexity is high.如果技术类型是过程（高度自动化），那么复杂性很高。 Technology effects on configuration, propositions: 技术对配置的影响，提议：
If the technology type is unit, then it is more likely that the organization has a matrix configuration.如果技术类型是单位，那么组织更有可能具有矩阵配置。
If the organization has a nonroutine technology, then the functional configuration is not likely to be an efficient configuration.如果组织拥有非常规技术，那么功能配置不太可能是有效配置。
If the technology is not divisible, then the configuration cannot be divisional.如果技术不可分割，那么配置就不可分割。
If the technology is divisible, then it isn’t very likely that the configuration should be a matrix configuration.如果技术是可分割的，那么配置不太可能是矩阵配置。
If the organization has a nonroutine technology, then it isn’t likely that machine or professional bureaucracy is an efficient configuration.如果组织拥有非常规技术，那么机器或专业官僚机构不太可能是有效的配置。
If the technology isn’t nonroutine, then the configuration can’t be an ad hoc configuration.如果该技术不是非常规的，则该配置不能是临时配置。
Technology effects on coordination and control mechanisms, propositions: 技术对协调和控制机制的影响，提议：
If the size of the organization isn’t small and if the technology is routine, then coordination and control should be obtained via rules and planning, and a media with low richness and a small amount of information can be used. Incentives should based on procedures.
如果组织规模不小，而且技术是常规的，那么应该通过规则和规划来协调和控制，并且可以使用丰富性低、信息量少的媒体。激励措施应基于程序。
If the technology is nonroutine, then coordination should be obtained via group meetings, and a media with high richness and a large amount of information can be used. Incentives should based on results.
如果这项技术是非常规的，那么应该通过小组会议进行协调，并且可以使用具有高度丰富性和大量信息的媒体。激励措施应以结果为基础。
If the organization doesn’t have a dominant technology, then the technology structure recommendation should be discounted relative to other contingency factor. 如果组织没有主导技术，那么技术结构建议应相对于其他应急因素予以考虑。
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