(1) Normalization refers to the number of written documents in an organization. These documents include working procedures, job descriptions, rules and policy manuals, etc.

(2) Specialization is the degree to which an organization's tasks are broken down into individual tasks. If the degree of specialization is high, then each employee only needs to engage in a small part of organizational work. If the degree of specialization is low, the scope of work of employees will be wider. Specialization is sometimes called division of labor.

(3) Standardization refers to the extent to which similar work activities are carried out in a unified way. In a highly standardized organization like McDonald's, the work content is described in detail, and similar work is done in the same way everywhere.

(4) The power hierarchy describes who reports to whom and the management span of each manager. This hierarchy is described by vertical lines in the organization table. The hierarchy is related to the span of management (reporting the number of employees to the supervisor). If the management span is narrow, there will be more hierarchical trends. The management span is wider and there are fewer levels.

(5) Complexity refers to the number of organizational activities or subsystems. Complexity can be measured from three aspects: horizontal, vertical and spatial. Vertical complexity is the number of levels; Horizontal complexity is the number of departments and jobs that span the organization horizontally; Spatial complexity refers to the number of geographical locations and so on.

(6) Centralization refers to the hierarchy with decision-making power. When decision-making is at a high level, the organization is centralized, and when decision-making is at a lower level, the organization is decentralized.

(7) Professional quality refers to the training and formal education level of employees. When employees need long-term training to master the work, the organization is considered to have high professional characteristics. Professional characteristics are generally measured by the average years of education of employees. For example, the pharmaceutical industry may be as high as 20 years, while the construction industry is less than 10 years.

(8) Personnel ratio refers to the allocation of organizational personnel between different departments and functions. Personnel ratio includes the ratio of managers, secretaries, professionals and employees engaged in indirect and direct labor. The personnel ratio is measured by dividing all kinds of personnel in the organization by the total number of personnel.

The associated dimensions include:

1, and the scale refers to the organization scale reflected by the number of people in the organization. It can be measured by the whole organization or specific composition, such as a factory or business department. As an organization is a social system, its scale is generally measured by the number of people. Others, such as total sales or total assets, also reflect the size of the organization, but they cannot reflect the size of people in the social system.

2. Organizational technology is the attribute of production subsystem, which includes actions and technologies used to change the organization from input to output. For example, an assembly line, a university classroom and an oil refinery are all organizational technologies, although they are different from each other.

3. The environment includes all factors outside the organizational boundaries, mainly including industries, governments, customers, suppliers and financial institutions. Other organizations are usually the most influential environmental factors.

4, the organization's goals and strategies determine that it is different from other organizations' goals and competitive skills. Goals are usually recorded as descriptions of the company's long-term plans. A strategy is an action plan that describes resource allocation and activities to cope with the environment and achieve organizational goals. Goals and strategies determine the business scope of an organization and the relationship among employees, customers and competitors.

5. Organizational culture is the basic combination of values, beliefs, understanding and standards enjoyed by employees. These basic values may be related to moral behavior, commitment to employees, efficiency or service to customers. , and closely combine the members of the organization. Organizational culture is unwritten, but it can be observed through notes, slogans, etiquette, clothing, office layout and so on.