商學(xué)導(dǎo)論Chapter 8全部?jī)?nèi)容

Chapter8Organizational

StructurePurposeandTypesofOrganizationalStructureRelevant

interpreting

組織結(jié)構(gòu)（organizationalstructure）是表明組織各部分排列順序、空間位置、聚散狀態(tài)、聯(lián)系方式以及各要素之間相互關(guān)系的一種模式，是整個(gè)管理系統(tǒng)的“框架”。Relevant

interpreting組織結(jié)構(gòu)是組織的全體成員為實(shí)現(xiàn)組織目標(biāo)，在管理工作中進(jìn)行分工協(xié)作，在職務(wù)范圍、責(zé)任、權(quán)利方面所形成的結(jié)構(gòu)體系。組織結(jié)構(gòu)是組織在職、責(zé)、權(quán)方面的動(dòng)態(tài)結(jié)構(gòu)體系，其本質(zhì)是為實(shí)現(xiàn)組織戰(zhàn)略目標(biāo)而采取的一種分工協(xié)作體系，組織結(jié)構(gòu)必須隨著組織的重大戰(zhàn)略調(diào)整而調(diào)整。Chainofcommand行政管理系統(tǒng)Chainofcommand–行政管理系統(tǒng)、命令鏈identifysthejobpositiontowhicheachtypeofemployeemustreport.---itshowsinteractionamongjobpositions,helpstoknowwhoisresponsibleforeachtypeoftask.Chainofcommand行政管理系統(tǒng)Thechainofcommandcanbeusedtoensuredthatmanagersmakedecisionsthatmaximizethefirm’svalueratherthanservetheirowninterests.Forexample:Presidenthastheultimateresponsibilityforfirm’ssuccess,heneedtocoordinatealldivisionsandprovidedirectionforthefirm’sbusinessVice-presidentOverseesspecificdivisionorbroadfunctionsofthefirmandreporttothepresident.Howorganizationalstructurevariesamongfirms

spanofcontrol控制跨度一個(gè)主管可以有效地指導(dǎo)多少個(gè)下屬，這是有關(guān)控制跨度的問(wèn)題，在很大程度上，它決定著組織要設(shè)置多少層次，配備多少管理人員。在其他條件相同時(shí)，控制跨度越寬，組織效率越高。

organizationalheight組織高度（管理層級(jí)）

useoflineversusstaffposition

直線職位vs參謀職位組織結(jié)構(gòu)是企業(yè)的流程運(yùn)轉(zhuǎn)、部門設(shè)置及職能規(guī)劃等最基本的結(jié)構(gòu)依據(jù)，常見(jiàn)的組織結(jié)構(gòu)形式包括直線制、職能制、直線職能制、矩陣制、事業(yè)部制等。直線制

直線制是一種最早也是最簡(jiǎn)單的組織形式。它的特點(diǎn)是企業(yè)各級(jí)行政單位從上到下實(shí)行垂直領(lǐng)導(dǎo)，下屬部門只接受一個(gè)上級(jí)的指令，各級(jí)主管負(fù)責(zé)人對(duì)所屬單位的一切問(wèn)題負(fù)責(zé)。

Advantage：結(jié)構(gòu)比較簡(jiǎn)單，責(zé)任分明，命令統(tǒng)一。

Disadvantage：它要求行政負(fù)責(zé)人通曉多種知識(shí)和技能，親自處理各種業(yè)務(wù)。這在業(yè)務(wù)比較復(fù)雜、企業(yè)規(guī)模比較大的情況下，把所有管理職能都集中到最高主管一人身上，顯然是難以勝任的。因此，直線制只適用于規(guī)模較小，生產(chǎn)技術(shù)比較簡(jiǎn)單的企業(yè)，對(duì)生產(chǎn)技術(shù)和經(jīng)營(yíng)管理比較復(fù)雜的企業(yè)并不適宜。適用性：這種組織結(jié)構(gòu)適用于企業(yè)規(guī)模不大，職工人數(shù)不多，生產(chǎn)和管理工作都比較簡(jiǎn)單的情況或現(xiàn)場(chǎng)作業(yè)管理。董事會(huì)執(zhí)行董事及總經(jīng)理副總經(jīng)理經(jīng)營(yíng)經(jīng)理生產(chǎn)經(jīng)理財(cái)務(wù)經(jīng)理營(yíng)銷部市場(chǎng)部生管部生產(chǎn)部品管部供應(yīng)部財(cái)務(wù)部倉(cāng)庫(kù)辦公室職能制職能制又稱分職制或分部制，指行政組織同一層級(jí)橫向劃分為若干個(gè)部門，每個(gè)部門業(yè)務(wù)性質(zhì)和基本職能相同，但互不統(tǒng)屬、相互分工合作的組織體制。

advantage：是行政組織按職能或業(yè)務(wù)性質(zhì)分工管理，選聘專業(yè)人才，發(fā)揮專業(yè)特長(zhǎng)的作用；利于業(yè)務(wù)專精，思考周密，提高管理水平；同類業(yè)務(wù)劃歸同一部門，職有專司，責(zé)任確定，利于建立有效的工作秩序，防止顧此失彼和互相推諉；

Disadvantage：是不便于行政組織間各部門的整體協(xié)作，容易形成部門間各自為政的現(xiàn)象，使行政領(lǐng)導(dǎo)難于協(xié)調(diào)。通常職能制要與層級(jí)制相結(jié)合。直線集權(quán)型企業(yè)組織vs直線參謀制組織直線集權(quán)型企業(yè)組織直線參謀制組織

StaffpositionAccountabilityinanOrganizationalStructureExplainhowaccountabilitycanbeachievedinanorganizationalstructureWhiletheorganizationalstructureindicatesjobdescriptionsandtheresponsibilitiesofemployeesandthemangers,thefirmalsoneedstoensurethatitsemployeesandmanagersareaccountable.Theboardofdirectors,aninternalauditor,andaninternalcontrolprocesscanensurethatfirmsachieveaccountabilityintheorganizationalstructure.RoleoftheBoardofDirectorstheBoardofDirectors董事會(huì)Asetofexecutiveswhoareresponsibleformonitoringtheactivitiesofthefirm’spresidentandotherhigh-levelmangers.Alsoresponsibleformonitoringoperationsandensuringthatthefirmcomplieswiththelaw.Insideboardmembers內(nèi)部董事會(huì)成員Outsideboardmembers外部董事會(huì)成員ConflictsofInterestwithintheBoard董事會(huì)內(nèi)部的利益沖突ResolvingConflictsofInterestBoardCommitteesCompensationCommitteeNominatingCommitteeAuditCommitteeDistributingAuthorityamongtheJobPositionsCentralized–DecentralizedCentralized(集中的):Astructurewheremostauthorityisheldbythehigh-levelmanagers.Decentralized（分散的，分權(quán)的）:Astructurewhereauthorityisspreadamongseveraldivisionsormanagers.

Autonomy（自治，自治權(quán)）:Thisiswhendivisionsarepermittedtomaketheirowndivisionsandactindependently.Thetrendistowarddecentralization,duetoitspotentialadvantages.Decentralizationadvantage:1.Reduceoperatingexpenses2.Itcanshortenthedecision-makingprocess3.ImprovethemoraleofemployeesDisadvantage:Itcouldforcesomemanagerstomakemajordecisionseventhoughtheylacktheexperiencetomakesuchdecisionsorprefernottodoso.ProperdegreeofdecentralizationTheproperdegreeofdecentralizationforanyfirmsisdependentontheskillsofthemanagerswhocouldbeassignedmoreresponsibilities.Thehighertheskilllevel,themoredecentralizationmightbeappropriate.EffectofdownsizingonspanofcontrolDownsizing(縮減崗位)：anattemptbyafirmtocutexpensesbyeliminatingjobpositionsspanofcontrol控制跨度（企業(yè)管理），管理幅度Consequently,employeesarelessspecializedbecausetheymusthavediverseskillstoaccommodatethecustomers.StructuresThatAllowMoreEmployeeInputStructuresthatallowmoreemployeeinputAfirmmayobtainemployeeinputbyusingthefollowingtocomplementitsformalorganizationalstructure:MatrixorganizationIntrapreneurshipInformalorganizationalstructureMatrixorganizationAnorganizationalstructurethatenablesvariouspartsofthefirmtointeracttofocusonspecificprojects.AdvantageItbringstogetheremployeeswhocanofferinsightfromdifferentperspectives.DisadvantagesNoemployeemayfeelresponsiblebecauseresponsibilitiesareassignedtoteamsofseveralemployees.Anytimeusedtoparticipateinprojectsreducethetimeallocatedfornormaltasks.IntrapreneurshipTheassignmentofparticularemployeesofafirmtogenerateideas,asiftheywereentrepreneursrunningtheirownfirms.Difference:theyareemployees,notownersoftheirownfirms.AdvantageAllowfirmstobemoreinnovativebecauseemployeesareencouragedtosearchfornewideas.DisadvantageItcanpullemployeesawayfromnormal,day-to-dayproductiontasks.InformalorganizationalstructureAninformalcommunicationsnetworkamongafirm’semployees.Advantages:Theemployeesmaybemorewillingtoprovidetheirfeedback.Informationcantravelquicklyfrom