管理學-組織結構設計-課件

OrganizationalDesign

組織設計Chapter

6OrganizationalDesign

組織設計ChapWhatisorganizing?DOrganizing組織工作Arrangingandstructuringworktoaccomplishtheorganization’sgoals.為達成組織目標對工作任務進行安排的過程組織的一般特征人、目的、結構(Robbins)共同目標、協調能力、分工、職權體系（埃德加.沙因EdgarSchein)P265R10–2Whatisorganizing?DOrganizinContents-組織結構設計

一、基本的組織結構設計DesigningOrganizationalStructureMechanisticandOrganicStructuresFactorsAffectingStructuralChoiceTraditionalOrganizationalDesigns二、適應環(huán)境的組織結構設計1.Contemporaryorganizationaldesigns2.Organizingforcollaboration3.Flexibleworkarrangements4.Contingentworkforce5.Today’sorganizationaldesignchallenges10–3Contents-組織結構設計

一、基本的組織結構設計10Contents-組織結構設計

一、基本的組織結構設計DesigningOrganizationalStructure設計組織結構MechanisticandOrganicStructures有機與機械組織結構FactorsAffectingStructuralChoice影響組織結構的因素TraditionalOrganizationalDesigns傳統的組織結構10–4Contents-組織結構設計

一、基本的組織結構設計1010–5

DesigningOrganizationalStructure組織結構設計10–510–5

DesigningOrganizationalOrganizationalStructureChartDOrganizationalStructure組織結構Theformalarrangementofjobswithinanorganization.

組織內部對工作的正式安排P265D10–6OrganizationalStructureChart組織的維度縱向橫向10–7組織的維度縱向10–7Exhibit10–1 PurposesofOrganizingDividesworktobedoneintospecificjobsanddepartments.細分工作和部門Assignstasksandresponsibilitiesassociatedwithindividualjobs.分配責任Coordinatesdiverseorganizationaltasks.協調工作Clustersjobsintounits.將若干工作組合成為部門Establishesrelationshipsamongindividuals,groups,anddepartments.協調建立個人小組和部門聯系Establishesformallinesofauthority.建立指揮鏈Allocatesanddeploysorganizationalresources.分配和調度組織的資源P26510–8Exhibit10–1 PurposesofOrgan10–9D

OrganizationalDesign

Aprocessofcreatingorchanginganorganization’sstructure,

involvingdecisionsaboutsixkeyelements:創(chuàng)造和改變組織結構的六要素：WorkspecializationDepartmentalizationChainofcommandSpanofcontrolCentralizationanddecentralizationFormalizationP265D10–910–9DOrganizationalDesign

P21.2WorkSpecializationDWorkSpecialization工作專門化Thedegreetowhichtasksintheorganizationaredividedintoseparatejobs.組織中工作的細分程度TraditionalView–divisionoflaborDevelopedinthe18thcentury,Trendofspecializationintheearlyof20thcentury–reasonableReasonsforspecializationCardiacSurgeonAgoodthingcanbecarriedtoofarP26510–101.2WorkSpecializationDWorkExhibit10-2:EconomiesandDiseconomiesofWorkSpecialization10–11Exhibit10-2:EconomiesandDiFoxconn富士康流水線10–12Foxconn富士康流水線10–121.2WorkSpecializationToday’sview-PImportantmechanismtohelpemployeesbemoreefficiency-McDonaldOverspecializationcanresultinhumandiseconomies10–131.2WorkSpecializationToday’s10–141.3DepartmentalizationDDepartmentalization部門化Jobsaregroupedtogetheriscalleddepartmentalization把若干工作匯聚在一起。匯聚的5種形式Thereare5commonformsofdepartmentalizationP26610–1410–141.3DepartmentalizationDDepartmentalizationbyTypeFunctionalGroupingjobsbyfunctionsperformedProductGroupingjobsbyproductlineGeographicalGroupingjobsonthebasisofterritoryorgeographyProcessGroupingjobsonthebasisofproductorcustomerflowCustomerGroupingjobsbytypeofcustomerandneeds10–15DepartmentalizationbyTypeFunExhibit10–3 FunctionalDepartmentalization

職能部門化AdvantagesEfficienciesfromputtingtogethersimilarspecialtiesandpeoplewithcommonskills,knowledge,andorientationsCoordinationwithinfunctionalareaIn-depthspecializationDisadvantagesPoorcommunicationacrossfunctionalareasLimitedviewoforganizationalgoalsP26710–16Exhibit10–3 FunctionalDepartExhibit10–2(cont’d) ProductDepartmentalization

產品部門化+ Allowsspecializationinparticularproductsandservices+ Managerscanbecomeexpertsintheirindustry+ Closertocustomers– Duplicationoffunctions– LimitedviewoforganizationalgoalsP26710–17Exhibit10–2(cont’d) ProductExhibit10–2(cont’d)GeographicalDepartmentalization

區(qū)域部門化AdvantagesMoreeffectiveandefficienthandlingofspecificregionalissuesthatariseServeneedsofuniquegeographicmarketsbetterDisadvantagesDuplicationoffunctionsCanfeelisolatedfromotherorganizationalareasP26710–18Exhibit10–2(cont’d)GeographiExhibit10–2(cont’d)

ProcessDepartmentalization

生產過程部門化+ Moreefficientflowofworkactivities– CanonlybeusedwithcertaintypesofproductsP26710–19Exhibit10–2(cont’d) ProcessExhibit10–2(cont’d)CustomerDepartmentalization

顧客部門化+Customers’needsandproblemscanbemetbyspecialists-Duplicationoffunctions-LimitedviewoforganizationalgoalsP26710–20Exhibit10–2(cont’d)Customer10–21Today’sviewonDepartmentalization部門化新趨勢Increasinguseofcustomerdepartmentalization顧客化部門Increasinguseofcross-functionalteams交叉功能團隊Ex:Ford’smaterialplanningandlogisticsdivision10–2110–21Today’sviewonDepartmen1.4ChainofCommandD

ChainofCommand指揮鏈Thecontinuouslineofauthoritythatextendsfromupperlevelsofanorganizationtothelowestlevelsoftheorganizationandclarifieswhoreportstowhom.P26810–221.4ChainofCommandDChainExhibit10-4:ChainofCommand

andLineAuthority直線權力10–23Exhibit10-4:ChainofCommand1.4ChainofCommandDAuthority職權Therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.P26810–241.4ChainofCommandDAuthori1.4ChainofCommandDAcceptancetheoryofauthority

權力接受理論Theviewthatauthoritycomesfromthewillingnessofsubordinatestoacceptit只有滿足下列條件，員工才會接受權力：UnderstandtheorderConsistentwiththeorganizationalpurposeDon’tconflictwiththeirpersonalbeliefsAbletoperformthetaskasdirectedP26810–251.4ChainofCommandDAcceptaExhibit10-5:直線權力和職能權力

Linevs.StaffAuthorityP270直線權力職能權力10–26Exhibit10-5:直線權力和職能權力

Linev1.4ChainofCommandD

Responsibility職責Theobligationorexpectationtoperform.D

UnityofCommand統一指揮Theconceptthatapersonshouldhaveonebossandshouldreportonlytothatperson.P27010–271.4ChainofCommandDResponsToday’sViewonChainofCommand命令鏈是必須的-早期管理理論命令鏈沒有過去那么重要–現代管理理論EX:MichelinplantinTours,France,managershavereplacedtop-downchainofcommandwith“birdhouse”meetings.ManagersplayaroleofenablersratherthanbossesIT技術改變了命令鏈Getinformationwithoutthroughchainofcommand10–28Today’sViewonChainofComma1.5SpanofControlD

SpanofControl控制跨度Thenumberofemployeeswhocanbeeffectivelyandefficientlysupervisedbyamanager.Traditionalviewwasthatmanagerscouldnot-shouldnot-directlysupervisemorethanfiveorsixsubordinates.P27110–291.5SpanofControlDSpanofExhibit10–3 ContrastingSpansofControlP188800fewermanagers33mill.USDsalariesayear10–30Exhibit10–3 ContrastingSpans10–311.5SpanofControlWidthofspanisaffectedby:Skillsandabilitiesofthemanager經理能力Employeecharacteristics員工性格Characteristicsoftheworkbeingdone工作特征Similarityoftasks工作的相似性Complexityoftasks工作的復雜性Physicalproximityofsubordinates下屬的鄰近性Standardizationoftasks工作標準化程度Sophisticationoftheorganization’sinformationsystem組織的信息系統復雜性Strengthoftheorganization’sculture公司文化Preferredstyleofthemanager經理風格P27110–3110–311.5SpanofControlWidth10–321.5SpanofControlToday’sview傳統的跨度5-6人ContemporaryviewofspanofcontrolrecognizesthatthereisnomagicnumberTrendtowardlargerspansofcontrol例子：CiscoSystem思科系統，跨度越大對企業(yè)越有利P27110–3210–321.5SpanofControlP271101.6Centralization&DecentralizationD

Centralization集權Thedegreetowhichdecision-makingisconcentratedatupperlevelsoftheorganizations.Organizationsinwhichtopmanagersmakeallthedecisionsandlower-levelemployeessimplycarryoutthoseorders.DDecentralization分權Thedegreetowhichlower-levelemployeesprovideinputoractuallymakedecisions.D

EmployeeEmpowerment授權Givingemployeesmoreauthority(power)tomakedecisions.P27210–331.6Centralization&DecentralExhibit10–7

FactorsthatInfluencetheAmountofCentralizationMoreCentralization集權的影響因素Environmentisstable.Lower-levelmanagersarenotascapableorexperiencedatmakingdecisionsasupper-levelmanagers.Lower-levelmanagersdonotwanttohaveasayindecisions.Decisionsarerelativelyminor.Organizationisfacingacrisisortheriskofcompanyfailure.Companyislarge.Effectiveimplementationofcompanystrategiesdependsonmanagersretainingsayoverwhathappens.P27210–34Exhibit10–7

FactorsthatInfExhibit10–7(cont’d)FactorsthatInfluencetheAmountofDecentralizationMoreDecentralization分權的影響因素Environmentiscomplex,uncertain.Lower-levelmanagersarecapableandexperiencedatmakingdecisions.Lower-levelmanagerswantavoiceindecisions.Decisionsaresignificant.Corporatecultureisopentoallowingmanagerstohaveasayinwhathappens.Companyisgeographicallydispersed.Effectiveimplementationofcompanystrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions.10–35Exhibit10–7(cont’d)Factor10–36Today’sview:CorD?

分權還是集權？DecentralizationandemployeeempowermentisanorganizingtrendTowarddecentralizingdecisionmakingEX:Terrexcorporation$9.1billi.Revenuesin2009withabout16,000employeesworldwide,andasmallcorporateheadquartersstaff.授權障礙：錯誤見見-必須身體力行才能做好對下級不信任…10–3610–36Today’sview:CorD?分權還1.7FormalizationDFormalization正規(guī)化Thedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.組織中各項工作標準話程度以及員工行為受到規(guī)則和程序約束的程度。Highlyformalizedjobsofferlittlediscretionoverwhatistobedone.Lowformalizationmeansfewerconstraintsonhowemployeesdotheirwork.Today’sViewLessreliantonstrictrulesandstandardizationtoguideandregulateemployeebehavior10–371.7FormalizationDFormalizati10–38

MechanisticandOrganicStructures2.機械式結構和有機式結構伯恩斯-斯道克模式10–3810–38

10–38TwoModelsofOrganizationalDesign

-MechanisticandOrganicOrganizations

伯恩斯-斯道克模式

DMechanisticOrganizationArigidandtightlycontrolledstructure僵化和緊密控制的結構DOrganicOrganizationHighlyflexibleandadaptablestructure高度靈活和適應環(huán)境的結構Non-standardizedjobsFluidteam-basedstructureLittledirectsupervisionMinimalformalrulesOpencommunicationnetworkEmpoweredemployees10–39TwoModelsofOrganizationalDExhibit10–9 MechanisticversusOrganicOrganization?Highspecialization?Rigiddepartmentalization?Clearchainofcommand?Narrowspansofcontrol?Centralization?Highformalization?Cross-functionalteams?Cross-hierarchicalteams?Freeflowofinformation?Widespansofcontrol?Decentralization?LowformalizationP27610–40Exhibit10–9 Mechanisticversu10–41

3.FactorsAffectingStructuralChoice

影響組織結構的權變因素

10–4110–41

10–413ContingencyFactorsStructuraldecisionsareinfluencedby4factors:OverallstrategyoftheorganizationSizeoftheorganizationTechnologyusedbytheorganizationDegreeofenvironmentaluncertainty10–423ContingencyFactorsStructuraContingencyFactors(cont’d)Factor1:StrategyFrameworks:戰(zhàn)略框架Organizationalstructurefollowsstrategy.Innovation創(chuàng)新Pursuingcompetitiveadvantagethroughmeaningfulanduniqueinnovationsfavorsanorganicstructuring.Costminimization降低成本Focusingontightlycontrollingcostsrequiresamechanisticstructurefortheorganization.Imitation仿制Minimizingrisksandmaximizingprofitabilitybycopyingmarketleadersrequiresbothorganicandmechanisticelementsintheorganization’sstructure.10–43ContingencyFactors(cont’d)FaContingencyFactors(cont’d)Factor2:SizeandStructure

公司規(guī)模與結構Firmschangefromorganictomechanisticorganizationsastheygrowinsize.Asanorganizationgrowslarger,itsstructuretendstochangefromorganictomechanisticwithincreasedspecialization,departmentalization,centralization,andrulesandregulations.10–44ContingencyFactors(cont’d)FaContingencyFactors(cont’d)Factor3:TechnologyandStructure技術與結構Organizationsadapttheirstructurestotheirtechnology.JoanWoodward’s(瓊.伍德沃德)classificationoffirmsbasedonthecomplexityofthetechnologyemployed:UnitproductionofsingleunitsorsmallbatchesMassproductionoflargebatchesofoutputProcessproductionincontinuousprocessofoutputs10–45ContingencyFactors(cont’d)FaExhibit10–9 Woodward’sFindingsonTechnology,Structure,andEffectivenessP276Routinetechnology=mechanisticorganizationsNon-routinetechnology=organicorganizations常規(guī)技術-機械組織非常規(guī)技術-有機組織生產類型結構特征10–46Exhibit10–9 Woodward’sFindiContingencyFactors(cont’d)Factor4:EnvironmentalUncertaintyandStructure環(huán)境的確定性Dynamicenvironments=organicstructures;Stableenvironments=mechanisticstructuresMechanisticorganizationalstructurestendtobemosteffectiveinstableandsimpleenvironments.Theflexibilityoforganicorganizationalstructuresisbettersuitedfordynamicandcomplexenvironments.10–47ContingencyFactors(cont’d)Fa10–48Today’sviewTheevidenceontheenvironment-structurerelationshiphelpstoexplainwhysomanymanagerstodayarerestructuringtheirorganizationstobelean,fast,andflexible.Mechanisticorganizationsarenotequippedtorespondtorapidenvironmentalchangeandenvironmentaluncertainty.Organizationsbecomemoreorganic.10–4810–48Today’sviewTheevidence10–49

4.TraditionalOrganizationalDesignsSimple簡單Functional職能Divisional事業(yè)部10–4910–49

Simple簡單10–49ThreeTypesofTraditionalDesignsDSimplestructure簡單結構Anorganizationaldesignwithlowdepartmentalization,widespansofcontrol,centralizedauthority,littleformalization部門少控制跨度大集權正規(guī)化程度低10–50ThreeTypesofTraditionalDesThreeTypesofTraditionalDesignsDFunctionalstructure職能型結構Anorganizationaldesignthatgroupssimilarorrelatedoccupationalspecialtiestogether.DepartmentalizationbyfunctionOperations,finance,humanresources,andproductresearchanddevelopment10–51ThreeTypesofTraditionalDesThreeTypesofTraditionalDesignsDDivisionalstructure事業(yè)部型結構Anorganizationalstructuremadeupofseparate,semiautonomousunitsordivisions.10–52ThreeTypesofTraditionalDesExhibit10–10 StrengthsandWeaknessesofTraditionalOrganizationalDesignsP27710–53Exhibit10–10 StrengthsandWe10–54LearningSummary學習要點、重點WhatDoManagersDoWhenTheyOrganize?OrganizingOrganizationalstructureOrganizationaldesignWhatAretheSixElementsofOrganizationalStructure?Workspecialization\Departmentalization\Chainofcommand\Spanofcontrol\centralization-decentralization\Formalization10–5410–54LearningSummary學習要點、重點W10–55LearningSummaryWhatAretheFactorsThatAffecttheTypeofOrganizationalStructureManagersDesign?StrategySizeTechnologyDegreeofenvironmentaluncertaintyWhatAretheCommonTypesofOrganizationalDesigns?Traditional(simple,functional,divisional)Contemporary(team,matrix,project,boundaryless)10–5510–55LearningSummaryWhatAreContents-組織結構設計

二、適應環(huán)境的組織結構設計1.Contemporaryorganizationaldesigns2.Organizingforcollaboration3.Flexibleworkarrangements4.Contingentworkforce5.Today’sorganizationaldesignchallenges10–56Contents-組織結構設計

10–561.ContemporaryOrganizationalDesignsTeamStructureMatrixStructureTheBoundarylessOrganizationLearningOrganizations10–571.ContemporaryOrganizational1.1Teamstructures

團隊結構TeamStructure-anorganizationalstructureinwhichtheentireorganizationismadeupofworkteams由工作團隊組成的組織結構Amazon,Boeing,Motorola,andmanyotherleadingcompaniesusingworkteamstoimproveproductivity.10–581.1Teamstructures團隊結構TeamDefinitionofGroupsandTeamsD

Group

群體Twoormoreinteractingandinterdependentindividualswhocometogethertoachievespecificgoals.（Formalgroups/Informalgroups）兩個或兩個以上相互作用、相互依賴的個體，為了實現特定的目標而組合在一起的集合體。D

WorkTeam工作團隊Agroupwhosemembersworkintenselyonaspecificcommongoalusingtheirpositivesynergy,individualandmutualaccountability,andcomplementaryskills.為了實現一個共同而具體的目標，個體成員通過他們正面的協同效應、個體和相互的責任以及互補的技能組合而成的正式群體。review10–59DefinitionofGroupsandTeams1.1Teamstructures

團隊結構Google的拉里.佩奇和謝爾蓋.布林對員工的授權關鍵高層對基層的管理職權鏈不存在自由安排工作團隊對工作負責10–601.1Teamstructures團隊結構GoogExhibit11-1:Contemporary

OrganizationalDesigns10–61Exhibit11-1:Contemporary

Or1.2MatrixandProjectStructures

矩陣項目結構MatrixStructure-anorganizationalstructurethatassignsspecialistsfromdifferentfunctionaldepartmentstoworkononeormoreprojectsProjectStructure-anorganizationalstructureinwhichemployeescontinuouslyworkonprojects10–621.2MatrixandProjectStructExhibit11-2:ExampleofaMatrixOrganization10–63Exhibit11-2:ExampleofaMatExhibit11-1:Contemporary

OrganizationalDesigns(cont.)10–64Exhibit11-1:Contemporary

Org1.3BoundarylessOrganizationBoundarylessOrganization

無邊界組織-anorganizationwhosedesignisnotdefinedby,orlimitedto,thehorizontal,vertical,orexternalboundariesimposedbyapredefinedstructureVirtualorganizations虛擬組織

Networkorganizations網絡組織10–651.3BoundarylessOrganizationBContemporaryOrganizationalDesigns(cont’d)

BoundarylessOrganization無邊界組織Removesinternal(horizontal)boundaries:EliminatesthechainofcommandHaslimitlessspansofcontrolUsesempoweredteamsratherthandepartmentsEliminatesexternalboundaries:Usesvirtual,network,andmodularorganizationalstructurestogetclosertostakeholders.10–66ContemporaryOrganizationalDExhibit11-1:

ContemporaryOrganizationalDesigns(cont.)10–67Exhibit11-1:

ContemporaryOr1.3BoundarylessOrganizationBoundarylessOrganization

無邊界組織-Virtualorganizations虛擬組織-anorganizationthatconsistsofasmallcoreoffull-timeemployeesandoutsidespecialiststemporarilyhiredasneededtoworkonprojects.Research,sales,marketing,andsocial-mediadevelopment例子：電影業(yè)Networkorganizations網絡組織-anorganizationthatusesitsownemployeestodosomeworkactivitiesandnetworksofoutsidesupplierstoprovideotherneededproductcomponentsorworkprocesses.Outsourceorganizationalfunctionsuchasaccounting,productdistribution,andsales,evenproduction模塊組織，生產性企業(yè)，如耐克-開發(fā)與營銷10–681.3BoundarylessOrganizationB2.Organizing

forcollaborationInternalCollaborationExternalCollaboration10–692.Organizingforcollaboratio2.1InternalCollaborationCross-functionalteam-aworkteamcomposedofindividualsfromvariousfunctionalspecialties.10–702.1InternalCollaborationCrosExhibit11-3:BenefitsandDrawbacksofCollaborativeWork10–71Exhibit11-3:BenefitsandDraInternalCollaboration(cont.)Communitiesofpractice-groupsofpeoplewhoshareaconcern,asetofproblems,orapassionaboutatopic,andwhodeepentheirknowledgeandexpertiseinthatareabyinteractingonanongoingbasis.Ex:PharmaceuticalfirmPfizer-employeecouncilsandnetworks10–72InternalCollaboration(cont.)Exhibit11-4:

MakingCommunitiesofPracticeWork10–73Exhibit11-4:

MakingCommunit2.2ExternalCollaborationOpeninnovation

-openingupthesearchfornewideasbeyondtheorganization’sboundariesandallowinginnovationstoeasilytransferinwardandoutward.眾包休閑農莊和休閑自行車公司與游客與農家樂？Strategicpartnerships-collaborativerelationshipsbetweentwoormoreorganizationsinwhichtheycombinet