組織結構與組織行為是任何組織中極為關鍵的因素，對其績效產生重大影響。 這兩者之間的關係複雜而動態。組織結構可以影響成員的行為，而成員的行為也可 以影響組織的結構。因此，為了優化組織績效，必須理解這兩個因素之間的關係， 並根據特定的行為條件確定最佳組織結構。
本論文旨在探究這種關係並提出一個基於組織行為的組織結構優化模型。該模 型基於Milton Harris和Artur Raviv的開創性研究，並融合了組織行為學概念， 以更全面地理解組織結構與行為之間的關係。具體而言，這個擴展模型考慮了員工 的工作能力其中包含了學習能力、多任務能力以及中間協調經理的誠信。研究從組 織結構優化的概念出發，探討不同組織結構如何最適應不同情況。然後，將組織行 為概念納入研究，探討不同行為如何影響組織結構的有效性。研究涵蓋了三種主要 的組織結構形式:扁平、等級和矩陣，以及對生產力影響最直接的兩種組織行為: 組織公民行為(OCB)和反生產行為(CWB)。研究的目標是透過該模型調查這三種 組織結構類型與其中的 OCB 和 CWB 行為之間的關係。
所提出的模型是一種全面的組織結構模型，可以以定量方式解釋不同組織結構 (包括扁平、矩陣和等級制度)的優化及其對組織行為，尤其是 OCB 和 CWB 的影響。 通過使用定量數據和分析，該模型可以提供更堅實可靠的見解，了解不同組織結構 對組織行為的影響，並可用於制定更有效的優化組織結構的策略，以提高績效。
本論文旨在為組織理論和研究領域做出貢獻，提供一個基於行為的組織結構優 化模型。所提出的模型對於希望提高績效並適應不斷變化情況的組織非常有價值。 它將為研究組織行為和結構的學者提供有用的工具。研究結果可以幫助組織確定最有可能支持期望行為和績效結果的組織結構，並使他們能夠更明智地做出有關組織結構的決策。

Organizational structure and behavior are two crucial aspects of any organization that can significantly impact its performance. The relationship between these two aspects is complex and dynamic. While the structure of an organization can influence the behavior of its members, the behavior of its members can also impact the structure of the organization. Therefore, to optimize organizational performance, it is essential to understand the relationship between these two aspects and identify the best organizational structure for a given set of behavioral conditions.
This thesis aims to investigate this relationship and propose a model for optimizing organizational structure based on behavior. The model is based on the seminal work of Milton Harris and Artur Raviv, and this study incorporates key organizational behavior concepts to provide a more complete understanding of the relationship between organizational structure and behavior. Specifically, this extended model considers the learning ability and multitasking ability of employees, as well as the integrity of middle managers. The research begins by examining the concept of organizational structure optimization, and how different organizational structures can be best suited for different conditions. The study then incorporates the concept of organizational behavior and explores how different behaviors can impact the effectiveness of the organizational structure. The study takes into account the three main organizational structures: flat, hierarchy, and matrix, and the two organizational behaviors that have the most direct impact on productivity: Organizational Citizenship Behavior (OCB) and Counterproductive Work Behaviors (CWB). The goal of the study's model is to investigate the relationship between these three types of organizational structures and the OCB and CWB behaviors within them.
The proposed model is a comprehensive organizational structure model that can explain the optimization of different organizational structures, including flat, matrix, and hierarchy, and the impact of these structures on organizational behavior, specifically OCB and CWB in a quantitative way. By using quantitative data and analysis, the model could provide more robust and reliable insights into the effects of different organizational structures on organizational behavior and could be used to develop more effective strategies for optimizing organizational structure to improve performance.
This thesis aims to contribute to the field of organizational theory and research by providing a model for optimizing organizational structure based on behavior. The proposed model will be valuable for organizations seeking to improve their performance and adapt to changing circumstances. It will provide a useful tool for researchers studying organizational behavior and structure. The findings of this study could help organizations to identify the organizational structure that is most likely to support desired behaviors and performance outcomes, and enable them to make more informed decisions about their organizational structure.

Achua, C., & Lussier, R. N. (2010). Effective leadership: Cengage Learning.
Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzberg’s two-factor theory. Life Science Journal, 14(5), 12-16.
Baron, R. A., & Neuman, J. H. (1996). Workplace violence and workplace aggression: Evidence on their relative frequency and potential causes. Aggressive Behavior: Official Journal of the International Society for Research on Aggression, 22(3), 161-173.
Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of applied psychology, 85(3), 349.
Burns, T., & Stalker, G. M. (1961). Mechanistic and organic systems. Classics of Organizational Theory, 209-214.
Daft, R. L. (2014a). The leadership experience: Cengage Learning.
Daft, R. L. (2014b). Organizational theory and design. South Western College.
Den Hartog, D. N., House, R. J., Hanges, P. J., Ruiz-Quintanilla, S. A., Dorfman, P. W., Abdalla, I. A., . . . Akande, A. (1999). Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed? The Leadership Quarterly, 10(2), 219-256.
Donaldson, L. (2001). The contingency theory of organizations: Sage.
Drucker, P. (2012). The practice of management: Routledge.
Gilbody, S., Whitty, P., Grimshaw, J., & Thomas, R. (2003). Educational and organizational interventions to improve the management of depression in primary care: a systematic review. Jama, 289(23), 3145-3151.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
Han, Z., Wang, Q., & Yan, X. (2019). How responsible leadership motivates employees to engage in organizational citizenship behavior for the environment: A double-mediation model. Sustainability, 11(3), 605.
Harris, M., & Raviv, A. (2002). Organization design. Management Science, 48(7), 852-865.
Judge, T. A., & Robbins, S. P. (2017). Essentials of organizational behavior: Pearson Education (us).
Kast, F. E., & Rosenzweig, J. E. (1972). General systems theory: Applications for organization and management. Academy of Management Journal, 15(4), 447-465.
Kieserling, A. (2019). Blau (1964): exchange and power in social life. In Schlüsselwerke der Netzwerkforschung (pp. 51-54): Springer.
Kozica, A., Kaiser, S., & Friesl, M. (2014). Organizational routines: Conventions as a source of change and stability. Schmalenbach Business Review, 66(3), 334-356.
Lawrence, P. R., & Lorsch, J. W. (1967). Differentiation and integration in complex organizations. Administrative Science Quarterly, 1-47.
McLeod, S. (2007). Maslow's hierarchy of needs. Simply Psychology, 1(1-18).
Mintzberg, H. (1980). Structure in 5's: A Synthesis of the Research on Organization Design. Management Science, 26(3), 322-341.
Mitchell, T. R. (2018). A dynamic, inclusive, and affective evolutionary view of organizational behavior. Annual Review of Organizational Psychology and Organizational Behavior, 5, 1-19.
Motowildo, S. J., Borman, W. C., & Schmit, M. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10(2), 71-83.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome: Lexington books/DC heath and com.
Organ, D. W., & Ryan, K. (1995). A meta‐analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48(4), 775-802.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The leadership Quarterly, 1(2), 107-142.
Robbins, S. P., & Coulter, M. (2017). Management 13E: Pearson India Noida, India.
Senge, P., Schneider, F., & Wallace, D. (2014). Peter senge on the 25th anniversary of the fifth discipline. Reflections, 14(3).
Staw, B. M. (1984). Organizational behavior: A review and reformulation of the field's outcome variables. Annual Review of Psychology, 35(1), 627-666.
Tett, R. P., Toich, M. J., & Ozkum, S. B. (2021). Trait activation theory: A review of the literature and applications to five lines of personality dynamics research. Annual Review of Organizational Psychology and Organizational Behavior, 8, 199-233.
Theobald, S., Prenner, N., Krieg, A., & Schneider, K. (2020). Agile leadership and agile management on organizational level-a systematic literature review. Paper presented at the International Conference on Product-Focused Software Process Improvement.
Tung, A., Baird, K., & Schoch, H. P. (2011). Factors influencing the effectiveness of performance measurement systems. International Journal of Operations & Production Management.
Vandewalle, D., Van Dyne, L., & Kostova, T. (1995). Psychological ownership: An empirical examination of its consequences. Group & Organization Management, 20(2), 210-226.
Westlund, O., & Ekström, M. (2019). News organizations and routines. In The handbook of journalism studies (pp. 73-89): Routledge.
Williamson, O., & Winter, S. (1993). The nature of the firm: origins, evolution, and development: Oxford University Press.
Williamson, O. E. (1991). Strategizing, economizing, and economic organization. Strategic Management Journal, 12(S2), 75-94.
Wong, L., Bliese, P., & McGurk, D. (2003). Military leadership: A context specific review. The Leadership Quarterly, 14(6), 657-692.

Achua, C., & Lussier, R. N. (2010). Effective leadership: Cengage Learning.
Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzberg’s two-factor theory. Life Science Journal, 14(5), 12-16.
Baron, R. A., & Neuman, J. H. (1996). Workplace violence and workplace aggression: Evidence on their relative frequency and potential causes. Aggressive Behavior: Official Journal of the International Society for Research on Aggression, 22(3), 161-173.
Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of applied psychology, 85(3), 349.
Burns, T., & Stalker, G. M. (1961). Mechanistic and organic systems. Classics of Organizational Theory, 209-214.
Daft, R. L. (2014a). The leadership experience: Cengage Learning.
Daft, R. L. (2014b). Organizational theory and design. South Western College.
Den Hartog, D. N., House, R. J., Hanges, P. J., Ruiz-Quintanilla, S. A., Dorfman, P. W., Abdalla, I. A., . . . Akande, A. (1999). Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed? The Leadership Quarterly, 10(2), 219-256.
Donaldson, L. (2001). The contingency theory of organizations: Sage.
Drucker, P. (2012). The practice of management: Routledge.
Gilbody, S., Whitty, P., Grimshaw, J., & Thomas, R. (2003). Educational and organizational interventions to improve the management of depression in primary care: a systematic review. Jama, 289(23), 3145-3151.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
Han, Z., Wang, Q., & Yan, X. (2019). How responsible leadership motivates employees to engage in organizational citizenship behavior for the environment: A double-mediation model. Sustainability, 11(3), 605.
Harris, M., & Raviv, A. (2002). Organization design. Management Science, 48(7), 852-865.
Judge, T. A., & Robbins, S. P. (2017). Essentials of organizational behavior: Pearson Education (us).
Kast, F. E., & Rosenzweig, J. E. (1972). General systems theory: Applications for organization and management. Academy of Management Journal, 15(4), 447-465.
Kieserling, A. (2019). Blau (1964): exchange and power in social life. In Schlüsselwerke der Netzwerkforschung (pp. 51-54): Springer.
Kozica, A., Kaiser, S., & Friesl, M. (2014). Organizational routines: Conventions as a source of change and stability. Schmalenbach Business Review, 66(3), 334-356.
Lawrence, P. R., & Lorsch, J. W. (1967). Differentiation and integration in complex organizations. Administrative Science Quarterly, 1-47.
McLeod, S. (2007). Maslow's hierarchy of needs. Simply Psychology, 1(1-18).
Mintzberg, H. (1980). Structure in 5's: A Synthesis of the Research on Organization Design. Management Science, 26(3), 322-341.
Mitchell, T. R. (2018). A dynamic, inclusive, and affective evolutionary view of organizational behavior. Annual Review of Organizational Psychology and Organizational Behavior, 5, 1-19.
Motowildo, S. J., Borman, W. C., & Schmit, M. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10(2), 71-83.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome: Lexington books/DC heath and com.
Organ, D. W., & Ryan, K. (1995). A meta‐analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48(4), 775-802.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The leadership Quarterly, 1(2), 107-142.
Robbins, S. P., & Coulter, M. (2017). Management 13E: Pearson India Noida, India.
Senge, P., Schneider, F., & Wallace, D. (2014). Peter senge on the 25th anniversary of the fifth discipline. Reflections, 14(3).
Staw, B. M. (1984). Organizational behavior: A review and reformulation of the field's outcome variables. Annual Review of Psychology, 35(1), 627-666.
Tett, R. P., Toich, M. J., & Ozkum, S. B. (2021). Trait activation theory: A review of the literature and applications to five lines of personality dynamics research. Annual Review of Organizational Psychology and Organizational Behavior, 8, 199-233.
Theobald, S., Prenner, N., Krieg, A., & Schneider, K. (2020). Agile leadership and agile management on organizational level-a systematic literature review. Paper presented at the International Conference on Product-Focused Software Process Improvement.
Tung, A., Baird, K., & Schoch, H. P. (2011). Factors influencing the effectiveness of performance measurement systems. International Journal of Operations & Production Management.
Vandewalle, D., Van Dyne, L., & Kostova, T. (1995). Psychological ownership: An empirical examination of its consequences. Group & Organization Management, 20(2), 210-226.
Westlund, O., & Ekström, M. (2019). News organizations and routines. In The handbook of journalism studies (pp. 73-89): Routledge.
Williamson, O., & Winter, S. (1993). The nature of the firm: origins, evolution, and development: Oxford University Press.
Williamson, O. E. (1991). Strategizing, economizing, and economic organization. Strategic Management Journal, 12(S2), 75-94.
Wong, L., Bliese, P., & McGurk, D. (2003). Military leadership: A context specific review. The Leadership Quarterly, 14(6), 657-692.