管理學(xué)（雙語）chap7 Organizational Structure and Design課件

1、Chapter 7ORGANIZATIONALSTRUCTURE AND DESIGN7-1110-Management Functions- Planning - defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities (Ch6789)- Organizing arranging and structuring work to accomplish the organizations goals

2、(determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made)組織設(shè)計(jì)、權(quán)力配置 (Ch10)、人員配備 (Ch12)- Leading motivating, leading, and any other actions involved in dealing with people (Ch14151617)- Controlling - monitoring activi

3、ties to ensure that they are accomplished as planned (Ch1819)7-2210-1. Defining Organizational Structure P2662. Organizational Design Decisions P2743. Common Organizational Designs P278Outline7-3310-Teaching Objectives1. Define organizational structure and organizational design2. Describe the six ke

4、y elements of organizational structure3. Differentiate mechanistic and organic organizational design4. Identify the four contingency factors that influence organizational design5. Describe a simple structure, a functional structure, and a divisional structure6. Explain team, matrix, project structur

5、es and learning organization7-4410-Lead-in Case 事情發(fā)生在10月的某一天，地點(diǎn)在圣路易斯的巴恩斯醫(yī)院。 戴安娜給院長(zhǎng)戴維斯打來電話，要求和他見面。從戴安娜急促的聲音中，院長(zhǎng)感覺到發(fā)生了什么事情。他要戴安娜馬上到他的辦公室來。大約5分鐘后，戴安娜來到了他的辦公室，遞給他一封辭職信。 “院長(zhǎng)先生，我再也干不下去了?！贝靼材乳_始陳述，“我在產(chǎn)科當(dāng)護(hù)士長(zhǎng)已經(jīng)四個(gè)月了，我簡(jiǎn)直沒法干，我有兩個(gè)上司，每個(gè)人都有不同的要求，都要求優(yōu)先處理。讓我舉個(gè)例子吧，這是一件平常的事，但這樣的事每天都在發(fā)生。昨天早晨7:45分，我來到辦公室，發(fā)現(xiàn)桌上有主任護(hù)士杰克遜的一張紙

6、條，她告訴我，上午10:00需要一份床位利用情況的報(bào)告，以便下午向董事會(huì)匯報(bào)時(shí)使用。這份報(bào)告至少需一個(gè)半小時(shí)才能寫出來。30分鐘后，基層護(hù)士監(jiān)督員喬伊斯，我的直接主管，走進(jìn)來問我為什么有兩位護(hù)士不在班上。我告訴她，外科主任雷諾茲醫(yī)生要走了她們，說外科急癥手術(shù)正缺人手借用一下。我不同意，但雷諾茲醫(yī)生說只能這樣辦。您猜，喬伊斯說什么？立即讓這些護(hù)士回產(chǎn)科部！一小時(shí)后我回來檢查你是否把事情辦好了。院長(zhǎng)，類似的事情每天發(fā)生好多次。醫(yī)院只能這樣運(yùn)作嗎？” 7-6610- （1）這家醫(yī)院在組織結(jié)構(gòu)的運(yùn)行上合理嗎？為什么？ （2）如果你是戴安娜你將如何處理這些沖突的要求呢? （3）戴維斯院長(zhǎng)能做些什么以改變

7、目前的現(xiàn)狀呢?話 題7-7710-1. Defining Organizational Structure- organizational structure - the formal arrangement of jobs within an organization 是組織對(duì)工作任務(wù)進(jìn)行分工、歸類和協(xié)調(diào)的正式框架體 系。 界定了組織內(nèi)部的勞動(dòng)分工與專業(yè)化 使組織成員通過規(guī)則、過程等整合機(jī)制形成合作關(guān)系 定義了組織邊界及組織與外部環(huán)境之間的界面7-9910-1. Defining Organizational Structure (cont.)- organizational design

8、- process of developing or changing an organizations structure 進(jìn)行專業(yè)分工和建立使各部分相互有機(jī)地協(xié)調(diào)配合的系統(tǒng)的過程 組織設(shè)計(jì)的任務(wù)是建立組織結(jié)構(gòu)、確定組織中 各成員的責(zé)權(quán)利和明確組織內(nèi)部的相互關(guān)系 組織設(shè)計(jì)內(nèi)容： 提供組織機(jī)構(gòu)圖、部門職能、崗位說明書7-101010-某房地產(chǎn)公司組織結(jié)構(gòu)圖 總裁工程總監(jiān)市場(chǎng)總監(jiān)財(cái)務(wù)總監(jiān)行政總監(jiān)地產(chǎn)研發(fā)部房產(chǎn)營(yíng)銷部規(guī)劃設(shè)計(jì)部工程管理部人力資源部總裁辦公室行政管理部財(cái)務(wù)管理部會(huì)計(jì)核算部7-111110-部 門 職 能 說 明 書部門名稱：營(yíng)銷部直接上級(jí)：公司總經(jīng)理主要職能：- 基本業(yè)務(wù)管理 - 市

9、場(chǎng)信息分析負(fù)責(zé)市場(chǎng)信息收集與處理兼管職能 :部門權(quán)力： 崗位設(shè)置： 經(jīng)理： 1 名 副經(jīng)理： 名 調(diào)研員： 名 信息員（數(shù)據(jù)庫、檔案建立與維護(hù)人員）： 名考核指標(biāo)：7-121210-崗位說明書崗位名稱：業(yè)務(wù)員所屬部門：銷售部崗位職級(jí)：直接上級(jí)：地區(qū)經(jīng)理直接下屬：無本職工作：指定區(qū)域的產(chǎn)品銷售工作責(zé)任： 負(fù)責(zé)具體執(zhí)行上級(jí)制訂的銷售計(jì)劃； 配合本地區(qū)經(jīng)銷商開展產(chǎn)品促銷工作； 負(fù)責(zé)及時(shí)向客戶提供貨物； 負(fù)責(zé)本人經(jīng)手貨款的及時(shí)回籠； 負(fù)責(zé)對(duì)客戶資信的調(diào)查分析，并及時(shí)向上級(jí)提交有關(guān)客戶資料； 保持與老客戶的密切聯(lián)系，積極開拓新客戶； 注意收集和整理市場(chǎng)信息和本公司質(zhì)量信息并及時(shí)向上級(jí)匯報(bào)； 在銷售過程中

10、遵守公司各項(xiàng)制度，維護(hù)公司形象； 及時(shí)向上級(jí)匯報(bào)工作情況，并完成上級(jí)下達(dá)的各種臨時(shí)性任務(wù)。主要權(quán)力： 在公司價(jià)格政策允許的范圍內(nèi)視情定價(jià)的權(quán)力； 對(duì)分管客戶的考查權(quán)和選擇建議權(quán)； 對(duì)所分管客戶進(jìn)行獎(jiǎng)懲的建議權(quán)； 要求上級(jí)協(xié)助做好產(chǎn)品銷售工作的權(quán)力； 在本職工作范圍內(nèi)按公司制度自主開展工作的權(quán)力。素質(zhì)要求： 從事本公司產(chǎn)品營(yíng)銷工作一年以上，并具有較豐富的銷售經(jīng)驗(yàn)； 熟悉公司產(chǎn)品與消費(fèi)群體； 具有較強(qiáng)的人際交往能力； 工作積極進(jìn)取，吃苦耐勞，敢于承擔(dān)責(zé)任； 做事踏實(shí)認(rèn)真，忠于職守； 具有一定的市場(chǎng)學(xué)、心理學(xué)知識(shí)；7-131310-1. Defining Organizational Structu

11、re (cont.)- Design process involves six key elementsWork specializationDepartmentalizationChain of commandSpan of controlCentralization and decentralizationFormalization7-141410- Departmentalization- the basis by which jobs are grouped together functional - grouping jobs by functions performed produ

12、ct - grouping jobs by product line geographical - grouping jobs on the basis of geographical region process - grouping jobs on the basis of product or customer flow customer - grouping jobs on the basis of specific and unique customers who have common needs1. Defining Organizational Structure (cont.

13、)7-161610-Functional Departmentalization7-17AdvantagesEfficiencies from putting together similar specialties and people with common skills, knowledge, and orientationsCoordination within functional areaIn-depth specializationDisadvantagesPoor communication across functional areasLimited view of orga

14、nizational goals1710-Geographical Departmentalization7-19AdvantagesMore effective and efficient handling of specific regional issues that ariseServe needs of unique geographic markets betterDisadvantagesDuplication of functionsCan feel isolated from other organizational areas1910-Process Departmenta

15、lization7-20+More efficient flow of work activitiesCan only be used with certain types of products2010-Customer Departmentalization7-21+ Customers needs and problems can be met by specialists- Duplication of functions- Limited view of organizational goals2110-1. Defining Organization Structure (cont

16、.) Departmentalization (cont.)- large organizations combine most or all forms of departmentalization- Todays view: trends customer departmentalization is increasingly being used- better able to monitor and respond to customer needs cross-functional teams are becoming popular- groups of individuals w

17、ho are experts in various specialties- involved in all aspects of bringing a new product to market7-222210-1. Defining Organization Structure (cont.)Chain of Command- continuous line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whomauth

18、ority - the rights inherent in a managerial position to tell people what to do and to expect them to do itresponsibility - the obligation to perform any assigned dutiesunity of command the management principle that each person should report to only one manager7-23 Todays view: - These traditional co

19、ncepts are less relevant.2310-1. Defining Organization Structure (cont.) Span of ControlThe number of employees who can be effectively and efficiently supervised by a manager.Width of span is affected by:Skills and abilities of the managerEmployee characteristicsSimilarity of tasksComplexity of task

20、sPhysical proximity of subordinatesStandardization of tasks The trend in recent years has been toward larger spans of control7-242410-1. Defining Organization Structure (cont) CentralizationThe degree to which decision-making is concentrated at upper levels of the organization. Organizations in whic

21、h top managers make all the decisions and lower-level employees simply carry out those orders. DecentralizationOrganizations in which decision-making is pushed down to the managers who are closest to the action.7-262610-1. Defining Organization Structure (cont)- Another term is employee empowerment

22、Increasing the decision-making authority (power) of employees. 授權(quán)的益處高層管理者從日常事務(wù)中擺脫出來提高下屬的積極性和責(zé)任感增長(zhǎng)下屬的才干充分發(fā)揮下屬的潛能 7-27Todays view: decentralizing decision making2710-1. Defining Organization Structure (cont.) FormalizationThe degree to which jobs within the organization are standardized and the extent

23、 to which employee behavior is guided by rules and procedures.Highly formalized jobs offer little discretion over what is to be done.Low formalization means fewer constraints on how employees do their work. Todays view: less reliant on strict rules and standardization7-292910-2. Organizational Desig

24、n Decisions Mechanistic Versus Organic Organization High specialization Rigid departmentalization Clear chain of command Narrow spans of control Centralization High formalizationA rigid and tightly controlled structure Cross-functional teams Cross-hierarchical teams Free flow of information Wide spa

25、ns of control Decentralization Low formalizationA highly flexible andadaptable structure7-303010-2. Organizational Design Decisions (cont.) -Contingency FactorsStructural decisions are influenced by:Overall strategy of the organizationOrganizational structure follows strategy.Size of the organizatio

26、nFirms change from organic to mechanistic organizations as they grow in size.Technology used by the organizationFirms adapt their structure to the technology they use.Degree of environmental uncertaintyDynamic environments require organic structures; mechanistic structures need stable environments.7

27、-313110-2. Organizational Design Decisions (cont.) -Contingency Factors (cont.)Strategy Frameworks:Innovation (Differentiation)Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring.Cost minimization (Cost leadership)Focusing on tightly controlling cos

28、ts requires a mechanistic structure for the organization.ImitationMinimizing risks and maximizing profitability by copying market leaders requires both organic and mechanistic elements in the organizations structure.7-323210-2. Organizational Design Decisions (cont.) - Contingency Factors (cont.) Si

29、ze and Structure - As an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations. 一般來說，規(guī)模越大，越專門化，標(biāo)準(zhǔn)化，規(guī)章制度越多，越正規(guī)。7-333310-2. Organizational Design Decisions (cont.) -Contingency

30、Factors (cont.) Technology and StructureOrganizations adapt their structures to their technology.Woodwards classification of firms based on the complexity of the technology employed:Unit production : organic organizationsMass production : mechanistic organizationsProcess production : organic organiz

31、ationsRoutine technology = mechanistic organizationsNon-routine technology = organic organizations7-343410-2. Organizational Design Decisions (cont.) -Contingency Factors (cont.) Environmental Uncertainty and StructureMechanistic organizational structures tend to be most effective in stable and simp

32、le environments.The flexibility of organic organizational structures is better suited for dynamic and complex environments.7-353510-3. Common Organizational Designs-Traditional Organizational DesignsSimple structureLow departmentalization, wide spans of control, centralized authority, little formali

33、zationFunctional structureDepartmentalization by functionOperations, finance, human resources, and product research and developmentDivisional structureAn organizational structure made up of separate, semi-autonomous units or divisions.7-363610-3. Common Organizational Designs (cont.)-Traditional Org

34、anizational Designs (cont.)- Simple Structure - An organizational design with low departmentalization, wide spans of control, centralized authority, and little formalization- commonly used by small businesses- as organizations increase in size, the structure tends to become more specialized and form

35、alized7-37營(yíng)業(yè)員1收銀員小百貨店老板營(yíng)業(yè)員23710-3. Common Organizational Designs (cont.)-Traditional Organizational Designs (cont.)- Functional Structure - An organizational design that groups similar or related occupational specialties together. （departmentalization by function）廠長(zhǎng)人力資源部財(cái)務(wù)部銷售部研發(fā)部生產(chǎn)車間主任班組長(zhǎng)班組長(zhǎng)班組長(zhǎng)7-383

36、810-3. Common Organizational Designs (cont.) -Traditional Organizational Designs (cont.) Divisional Structure - Composed of separate business units or divisions.- each division has limited autonomy- parent corporation acts as an external overseer to coordinate and control the divisions provides supp

37、ort services7-393910-董事會(huì)總經(jīng)理事業(yè)部工程職能部門職能部門職能部門職能部門事業(yè)部事業(yè)部生產(chǎn)工廠會(huì)計(jì)銷售工廠工廠7-404010- 1920年，斯隆在通用汽車公司最早引入了事業(yè)部制。 美國(guó)通汽車公司、杜邦公司被認(rèn)為是事業(yè)部型結(jié)構(gòu) 的創(chuàng)新者。美國(guó)通用汽車公司 1921年，為了解決產(chǎn)品多樣化、產(chǎn)品設(shè)計(jì)、信息傳遞和各部門決策協(xié)調(diào)問題，通用汽車公司新任總裁斯隆決定不建立單一的、集中化的、按職能劃分部門的組織。因?yàn)樵摴镜囊?guī)模太大、活動(dòng)太多、太復(fù)雜、太分散，無法用該種組織形式加以控制。于是創(chuàng)立了新型的多部門組織結(jié)構(gòu)，讓各個(gè)事業(yè)部管理人員基本享有針對(duì)各細(xì)分市場(chǎng)的經(jīng)營(yíng)決策自主權(quán)。公司總部

38、不再插手日常事務(wù)，主要執(zhí)行戰(zhàn)略決策、計(jì)劃協(xié)調(diào)、監(jiān)督等職能，并負(fù)責(zé)研發(fā)、資金、法律等問題。這種組織結(jié)構(gòu)的改革為通用創(chuàng)造了競(jìng)爭(zhēng)優(yōu)勢(shì)，使其超越了福特公司。7-414110-事業(yè)部型結(jié)構(gòu)特點(diǎn) 分權(quán)管理，總公司成為投資決策中心，事業(yè)部是利潤(rùn)中心，下屬的生產(chǎn)單位是是成本中心，實(shí)行“集中政策下的分散經(jīng)營(yíng)”。事業(yè)部在不違背公司總目標(biāo)、總方針和總計(jì)劃的前提下，充分發(fā)揮主觀能動(dòng)性，自主管理其日常的生產(chǎn)活動(dòng)?？偣局槐Ａ纛A(yù)算、人事任免和重大問題的決策權(quán)等權(quán)力，并運(yùn)用利潤(rùn)等指標(biāo)對(duì)事業(yè)部進(jìn)行控制。7-424210-Strengths and Weakness of Common Traditional Organiza

39、tional Designs7-434310- Case Study: 浪濤公司 7-444410-3. Common Organizational Designs -Contemporary Organizational Designs Team-Based Structures An organizational structure in which the entire organization is made up of work groups or teams.- employee empowerment is crucial- teams responsible for all work activity and performance- complements functional or divisional structures in large organizations allows efficiency of a bureaucracy provides flexibility of teams7-454510-3. Common Organizational Designs (cont.) -Contemporary Organizational Designs (cont