第八章OrganizationStructure組織結構課件

第八章OrganizationStructure組織結構2023/10/9第八章OrganizationStructure組織結構第八章OrganizationStructure組織結構201第一節(jié)：Fundamentalsoforganizing組織的基礎OrganizationchartThereportingstructureanddivisionoflaborinanorganization.組織圖：一個組織里的匯報結構和勞動分工。Thechartprovidesapictureofthereportingstructureandthevariousactivitiesthatarecarriedoutbydifferentindividuals.組織結構圖展示了公司的匯報結構和不同個體執(zhí)行的不同任務。第八章OrganizationStructure組織結構第一節(jié)：Fundamentalsoforganizing2Thetraditionalorganizationchart1.Theboxesrepresentdifferentwork.方框代表不同的工作。2.Thetitlesintheboxesshowtheworkperformedbyeachunit.方框中的名稱表示每個單位做的工作。3.Reportingandauthorityrelationshipareindicatedbysolidlinesshowingsuperior-subordinateconnections.實線注明了匯報和職權關系，顯示了上下級的聯(lián)系。4.Levelsofmanagementareindicatedbythenumberofhorizontallayersinthechart.Allpersonsorunitsthatareofthesamerankandreporttothesamepersonareononelevel.水平排列的方框代表著管理層次。所有同一級別并向同一個人報告的個人或單位都在同一個等級水平上。第八章OrganizationStructure組織結構Thetraditionalorganizationc3Differentiation差異化DifferentiationAnaspectoftheorganization’sinternalenvironmentcreatedbyjobspecializationandthedivisionoflabor.差異化：組織的內部環(huán)境的一個方面，由工作專業(yè)化和勞動分工而產生。Differentiationmeansthattheorganizationiscomprisedofmanydifferentunitsthatworkondifferentkindsoftasks,usingdifferentskillsandworkmethods.差異化意味著企業(yè)由許多從事不同任務的不同單位構成，這些單位分別采用不同的工作技能和工作方法。第八章OrganizationStructure組織結構Differentiation差異化Differentiat4Differentiationiscreatedthroughdivisionoflaborandjobspecialization.Divisionoflabormeansthattheworkoftheorganizationissubdividedintosmallertasks.Variousindividualsandunitsthroughouttheorganizationperformdifferenttasks.Specialization,inturn,referstothefactthatdifferentpeopleorgroupsoftenperformspecificpartsoftheentiretask差異化由勞動分工和專業(yè)化分工而產生，勞動分工意味著組織中的工作被分為更小的工作任務，由企業(yè)中的不同個人和單位完成不同的任務。專業(yè)化指不同的個人或單位只負責完成整個工作任務中的某些特定部分。第八章OrganizationStructure組織結構Differentiationiscreatedthr5Secretariesandaccountantsspecializein,andperform,differentjobs;similarly,marketing,finance,andhumanresourcestasksaredividedamongthoserespectivedepartments.秘書和會計具有不同的專長因而從事不同的工作；與此類似，營銷、財務、和人力資源工作被劃分為不同的部門。第八章OrganizationStructure組織結構Secretariesandaccountantssp6Thenumeroustasksthatmustbecarriedoutinanorganizationmakespecializationanddivisionoflabornecessities.Otherwisethecomplexityoftheoverallworkoftheorganizationwouldbetoomuchforanyindividual.在組織中需要完成眾多不同的任務，從而使專業(yè)化和勞動分工成為必然，要不然，組織中工作的復雜性是任何個人都難以全部勝任的。Differentiationishighwhentherearemanysubunitsandmanykindsofspecialistswhothinkdifferently.當下屬單位數(shù)量較多，眾多專家的思維方式不同時，差異化程度較高。第八章OrganizationStructure組織結構Thenumeroustasksthatmustb7Integration一體化IntegrationThedegreetowhichdifferentiatedworkunitsworktogetherandcoordinatetheirefforts.一體化：差異化工作單位一起工作和協(xié)調他們工作的程度。第八章OrganizationStructure組織結構Integration一體化IntegrationThe8Asorganizationsdifferentiatetheirstructures,managersmustsimultaneouslyconsiderissuesofintegration.Allofthespecializedtasksinanorganizationcannotbeperformedcompletelyindependently.Becausethedifferentunitsarepartofthelargerorganization,somedegreeofcommunicationandcooperationmustexistamongthem.Integrationanditsrelatedconcept,coordination,refertotheproceduresthatlinkthevariouspartsoftheorganizationtoachievetheorganization’soverallmission.當組織結構差異化之后，管理者必須同時考慮一體化的問題。組織中所有的專業(yè)化工作任務都不可能獨立的完成。因為這些不同的單位都是某個更大組織的一部分，它們之間必然存在著某種程度的溝通和合作。一體化以及與其相關的概念協(xié)調，指的是連接組織中各個部分以實現(xiàn)企業(yè)整體使命的程序和步驟。第八章OrganizationStructure組織結構Asorganizationsdifferentiate9Integrationisachievethroughstructuralmechanismsthatenhancecollaborationandcoordination.Anyjobactivitythatlinksdifferentworkunitsperformsanintegrativefunction.Remember,themorehighlydifferentiatedyourfirm,thegreatertheneedforintegrationamongthedifferentunits.一體化可以通過促進合作和協(xié)調的機制實現(xiàn)。任何一項連接不同工作單位的行動都執(zhí)行著一體化的職能。第八章OrganizationStructure組織結構Integrationisachievethrough10第二節(jié)：Theverticalstructure

縱向結構Inordertounderstandissuessuchasreportingrelationships,authority,responsibility,andthelike,weneedtobeginwiththeverticaldimensionofafirm’sstructure.為了理解如上下級關系、職權、職責等等概念，我們需要從組織結構的縱向層面開始。第八章OrganizationStructure組織結構第二節(jié)：Theverticalstructure

縱向結111.Authorityinorganizations

組織中的職權AuthorityThelegitimaterighttomakedecisionsandtotellotherpeoplewhattodo.職權：法定的制定決策權和告訴其他人做什么的權力。第八章OrganizationStructure組織結構1.Authorityinorganizations12Authorityisfundamentaltothefunctioningofeveryorganization.職權是每個組織的職能基礎。Authorityresidesinpositionsratherthaninpeople.職權是與職位而不是人相聯(lián)系的。第八章OrganizationStructure組織結構Authorityisfundamentaltoth131.1Theboardofdirectors董事會Incorporations,theownersarethestockholders.Butbecausetherearenumerousstockholders,andtheseindividualsgenerallylacktimelyinformation,fewaredirectlyinvolvedinmanagingtheorganization.Stockholderselectaboardofdirectorstooverseetheorganization.在公司里，股東是所有者。但是股東人數(shù)眾多，他們通常缺乏及時的信息，只有極少數(shù)人直接參與到組織的直接管理當中。股東選出董事來監(jiān)督組織。第八章OrganizationStructure組織結構1.1Theboardofdirectors董事會I14Boardsperformatleastthreemajorsetsofduties:(1)selecting,assessing,rewarding,andreplacingtheCEO;(2)determiningthefirm’sstrategicdirectionandreviewingfinancialperformance;and(3)assuringethical,sociallyresponsible,andlegalconduct.董事會至少要執(zhí)行三大類職能：1）選擇、評估、獎勵或更換CEO；2）決定公司的戰(zhàn)略方向，檢查公司的財務狀況；3）確保道德的、對社會負責的、合法的行為。第八章OrganizationStructure組織結構Boardsperformatleastthree15Sometopexecutivesarelikelytositontheboard(theyareinsidedirectors).Thetrendinrecentyearshasbeentowardreducingthenumberofinsidersandincreasingthenumberofoutsiders.Today,mostcompanieshaveamajorityofoutsidedirectors.某些高層管理者可能在董事會中任職（他們被稱為內部董事），近年來的趨勢是減少內部董事，增加外部董事?，F(xiàn)在，大多數(shù)公司外部董事占了絕大多數(shù)。第八章OrganizationStructure組織結構Sometopexecutivesarelikely161.2Thechiefexecutiveofficer

首席執(zhí)行官Theauthorityofficiallyvestedintheboardofdirectorsisassignedtoachiefexecutiveofficer,whooccupiesthetopoftheorganizationalpyramid.Thechiefexecutiveispersonallyaccountabletotheboardandtotheownersfortheorganization’sperformance.首席執(zhí)行官位于組織金字塔的最頂層，由董事會授權行使權利。組織的業(yè)績由首席執(zhí)行官直接對董事會和所有者負責。第八章OrganizationStructure組織結構1.2Thechiefexecutiveoffic171.3Thetopmanagementteam

高層管理團隊Increasingly,CEOssharetheirauthoritywithotherkeymembersofthetopmanagementteam.TopmanagementteamsaretypicallycomprisedoftheCEO,president,chiefoperatingofficer,chieffinancialofficer,andotherkeyexecutives.Ratherthanmakecriticaldecisionsontheirown,CEOsregularlymeettheirtopmanagementteamstomakedecisionsasaunit.現(xiàn)在越來越多的情況是由CEO與高層管理團隊的其他關鍵成員共享權力。高層管理者通常由CEO、總裁、業(yè)務總監(jiān)、財務總監(jiān)和其他關鍵領導組成。CEO并非單獨作出關鍵決定，而是經常與高層管理團隊開會，共同作出決策。第八章OrganizationStructure組織結構1.3Thetopmanagementteam

高182Hierarchicallevels層級水平TheCEOoccupiesthetoppositionandistheseniormemberoftopmanagement.Thetopmanageriallevelalsoincludespresidentsandvicepresidents.Thesearethestrategicmanagersinchargeoftheentireorganization.CEO占據(jù)了最上面的位置，是高層管理者中的高級成員。高層管理者還包括總裁和副總裁。這些是掌管著整個組織的戰(zhàn)略管理者第八章OrganizationStructure組織結構2Hierarchicallevels層級水平The19Thesecondbroadlevelismiddlemanagement.Atthislevel,managersareinchargeofplantsordepartments第二大類是中層管理者，在這一層級上，管理者主管工廠或部門。Thelowestlevelismadeupoflowermanagementandworkers.Itincludesofficemanagers,salesmanagers,supervisors,andotherfirst-linemanagers,aswellastheemployees最低層級由更低一層的管理人員和工人組成，包括辦公室管理者、銷售管理者、主管和其他一線管理者，還包括雇員。第八章OrganizationStructure組織結構Thesecondbroadlevelismidd20Anauthoritystructureisthegluethatholdstheselevelstogether.Generally,peopleathigherlevelshavetheauthoritytomakedecisionsandtotelllower-levelpeoplewhattodo.職權結構就是把這些層次組合到一起來的主線。通常在更高層級的人有權做出決策并告訴低一層次的人該做什么。第八章OrganizationStructure組織結構Anauthoritystructureisthe213Spanofcontrol控制跨度SpanofcontrolThenumberofsubordinateswhoreportdirectlytoanexecutiveorsupervisor.控制跨度：直接相某個管理者或主管匯報的下屬的數(shù)目。第八章OrganizationStructure組織結構3Spanofcontrol控制跨度Spanof22Holdingsizeconstant,narrowspansbuildatallorganizationthathasmanyreportinglevels.Widespanscreateaflatorganizationwithfewerreportinglevels.如果組織規(guī)模保持不變，小的管理跨度使組織有較多的管理層次。大的管理跨度使組織扁平，層次較少。第八章OrganizationStructure組織結構Holdingsizeconstant,narrow23Theoptimalspanofcontrolmaximizeseffectivenessbecauseitis(1)narrowenoughtopermitmanagerstomaintaincontroloversubordinates,but(2)notsonarrowthatitleadstoovercontrolandanexcessivenumberofmanagerswhooverseeasmallnumberofsubordinates.理想的管理跨度能夠實現(xiàn)效果最大化，因為它（1）足夠小，允許管理者對下屬保持控制。（2）也沒有小到產生過度控制和過多的管理者監(jiān)督少量的下屬的程度。第八章OrganizationStructure組織結構Theoptimalspanofcontrolma24Theoptimalspanofcontroldependsonanumberoffactors.Thespanshouldbewiderwhen(1)theworkisclearlydefinedandunambiguous,(2)subordinatesarehighlytrainedandhaveaccesstoinformation,(3)themanagerishighlycapableandsupportive,(4)jobsaresimilarandperformancemeasuresarecomparable,and(5)subordinatespreferautonomytoclosesupervisorycontrol理想的管理跨度依賴于一些因素。當（1）工作定義明確，不模糊；（2）下屬訓練有素，能夠獲得信息；（3）管理者非常能干；（4）工作類似，有可比較的業(yè)績衡量標準；（5）下屬喜歡有一定的自由度，不希望被監(jiān)督控制時，跨度可能較寬。第八章OrganizationStructure組織結構Theoptimalspanofcontrolde254Delegation授權DelegationTheassignmentofneworadditionalresponsibilitiestoasubordinate.授權：將新的或另外的責任分派給下屬。第八章OrganizationStructure組織結構4Delegation授權DelegationThe26Delegationistheassignmentofauthorityandresponsibilitytoasubordinateatalowerlevel.Itrequiresthatthesubordinatereportbacktohisorherbossastohoweffectivelytheassignmentwascarriedout.Delegationisperhapsthemostfundamentalfeatureofmanagement,becauseitentailsgettingworkdonethroughothers.授權是將職權和責任分配給更低一級下屬。它要求下屬反過來向他或她的老板報告任務完成的情況。授權也許是管理最基本的特征之一，因為它使工作由他人完成。第八章OrganizationStructure組織結構Delegationistheassignmento27Advantagesofdelegation

授權的優(yōu)點1.Themanagersavestimebygivingsomeofhisorherownresponsibilitiestosomeoneelse.Thenthemanagerisfreetodevoteenergytoimportant,higher-levelactivitieslikeplanning,settingobjectives,andmonitoringperformance.管理者通過把他或她自己的責任分給其他人而節(jié)省了時間，于是管理者可以把精力抽出來從事象計劃、設定目標和監(jiān)控業(yè)績等更重要、更高級的工作。第八章OrganizationStructure組織結構Advantagesofdelegation

授權的優(yōu)點282.Delegationessentiallygivesthesubordinateamoreimportantjob.Thesubordinateacquiresanopportunitytodevelopnewskillsandtodemonstratepotentialforadditionalresponsibilitiesandperhapspromotion.Inessence,thesubordinatereceivesavitalformofon-the-jobtrainingthatcouldpayoffinthefuture.授權使下屬有機會執(zhí)行一項更重要的任務，使下屬有機會發(fā)展新技能，為日后承擔更大的責任或晉升積累資本。下屬相當于接受了一次在將來能夠受益的在職培訓。第八章OrganizationStructure組織結構2.Delegationessentiallygive293.Theorganizationalsoreceivespayoffs.Allowingmanagerstodevotemoretimetoimportantmanagerialfunctionswhilelower-levelemployeescarryoutassignmentsmeansthatjobsaredoneinamoreefficientandcost-effectivemanner.組織也能夠得到益處。允許管理者把更多的時間投入重要的管理職能，而讓低層雇員執(zhí)行分配的任務，這意味著以更有效的方式進行工作。第八章OrganizationStructure組織結構3.Theorganizationalsorecei30Thestepsineffectivedelegation

有效授權的步驟1.definethegoalsuccinctly.簡潔的確定目標2.selectthepersonforthetask.選擇完成任務的人選3.solicitthesubordinate’sviewsaboutsuggestedapproaches.就建議的方案了解下屬的意見4.givethesubordinatetheauthority,time,andresources(people,money,equipment)toperformtheassignment.給予下屬完成分配的工作的職權、時間和資源5.schedulecheckpointsforreviewingprogress.為檢查進度規(guī)劃好不同的時間點。6.Followthroughbydiscussingprogressatappropriateintervals按計劃執(zhí)行，在合適的時段討論進展情況第八章OrganizationStructure組織結構Thestepsineffectivedelegat315Decentralization分權Thedelegationofresponsibilityandauthoritydecentralizesdecisionmaking.Inacentralizedorganization,importantdecisionsusuallyaremadeatthetop.Indecentralizedorganizations,moredecisionsaremadeatlowerlevels.職權和責任的授予使決策分散。在集權組織里，重要決策通常由最高層作出；在分權組織里，較低層級有權作出更多的決策。第八章OrganizationStructure組織結構5Decentralization分權Thedele32MostAmericanexecutivestodayunderstandtheadvantagesofpushingdecision-makingauthoritydowntothepointoftheaction.Thelevelthatdealsdirectlywithproblemsandopportunitieshasthemostrelevantinformationandcanbestforeseetheconsequencesofdecision.Theyalsoseehowthedecentralizedapproachallowspeopletotakemoretimelyaction.現(xiàn)在大多數(shù)美國管理者都認識到將決策權下放到實際操作層次的好處。直接與問題或機遇接觸的層級擁有最相關的信息，能夠最好的預測到決策的結果。這些管理者們也看到了分權的方法能使人們更及時的行動起來第八章OrganizationStructure組織結構MostAmericanexecutivestoday33第三節(jié)：thehorizontalstructure

橫向結構第八章OrganizationStructure組織結構第三節(jié)：thehorizontalstructure

橫34Thefunctionalorganization

職能型組織FunctionalorganizationDepartmentalizationaroundspecializedactivities,suchasproduction,marketing,humanresources,etc.職能型組織：按照專門的活動（職能）來組織部門結構，比如生產、營銷、人力資源等。

第八章OrganizationStructure組織結構Thefunctionalorganization

職能35Inafunctionalorganization,jobs(anddepartments)arespecializedandgroupedaccordingtobusinessfunctionsandtheskillstheyrequire:production,marketing,humanresources,researchanddevelopment,finance,accounting,andsoforth.工作（和部門）按企業(yè)的職能和它們所需要的技能被劃分和組織起來：生產、營銷、人力資源、開發(fā)與研究、財務、會計等等。第八章OrganizationStructure組織結構Inafunctionalorganization,36Functionaldepartmentalizationiscommoninbothlargeandsmallorganizations.Largecompaniesmayorganizealongseveraldifferentfunctionalgroupings.Forexample,CarmikeCinemahasvicepresidentsoffinance,realestate,operations,advertising,informationsystems,technical,andconcessions.職能型的部門結構在大公司和小公司里都很普遍。大公司可以圍繞幾個不同的職能組織起來，比如，卡麥克公司有專門負責財務、房地產、制作、廣告、信息系統(tǒng)、技術和特許權的副總裁。第八章OrganizationStructure組織結構Functionaldepartmentalization37Theadvantagesofthefunctionalorganization職能型組織的優(yōu)點1.Economiesofscalecanberealized.能夠實現(xiàn)規(guī)模經濟2.Monitoringoftheenvironmentismoreeffective.更有效的跟蹤環(huán)境的變化3.Performancestandardsarebettermaintained.能更好的保持業(yè)績標準第八章OrganizationStructure組織結構Theadvantagesofthefunction384.Peoplehavegreateropportunityforspecializedtrainingandin-depthskilldevelopment.員工有更多的機會接受專業(yè)化的訓練和深度技能的發(fā)展5.Technicalspecialistsarerelativelyfreeofadministrativework.技術專家得以從管理工作中脫身6.Decisionmakingandlinesofcommunicationaresimpleandclearlyunderstood.制定決策和溝通的渠道簡單且容易理解。第八章OrganizationStructure組織結構4.Peoplehavegreateropportu39Thedisadvantages缺點1.Peoplemaycaremoreabouttheirownfunctionthanaboutthecompanyasawhole,andtheirattentiontofunctionaltasksmaymakethemlosefocusonoverallproductqualityandcustomersatisfaction.員工可能更關心他們自己的職能，而不關心公司整體的利益，他們對職能性工作的關注可能會妨礙對產品整體質量和顧客滿意度的重視程度。第八章OrganizationStructure組織結構Thedisadvantages缺點1.Peoplem402.Managersdevelopfunctionalexpertisebutdonotacquireknowledgeoftheotherareasofthebusiness;theybecomespecialists,butnotgeneralists.管理人員擁有職能專業(yè)知識，卻對其他經營領域缺乏了解；他們成為專家，而不是通才。3.Betweenfunctions,conflictsarise,andcommunicationandcoordinationfalloff.在不同職能之間，沖突增加了，溝通和協(xié)調降低了。第八章OrganizationStructure組織結構2.Managersdevelopfunctional41Thedivisionalorganization

事業(yè)部型組織DivisionalorganizationDepartmentalizationthatgroupsunitsaroundproducts,customers,orgeographicregions.事業(yè)部型組織：按照產品、顧客或地理區(qū)域來組織部門結構。第八章OrganizationStructure組織結構Thedivisionalorganization

事業(yè)42Asorganizationgrowandbecomeincreasinglydiversified,theyfindthatfunctionaldepartmentshavedifficultymanagingawidevarietyofproducts,customers,andgeographicregions.Inthiscase,organizationsmayrestructureinordertogroupallfunctionsintoasingledivision,andduplicateeachofthefunctionsacrossallofthedivisions.DivisionAhasitsownoperationsandmarketingdepartment,DivisionBhasitsownoperationsandmarketingdepartment,andsoon.Inthisregard,separatedivisionsmayactalmostasseparatebusinessesorprofitcentersandworkautonomouslytoaccomplishthegoalsoftheentireenterprise.第八章OrganizationStructure組織結構Asorganizationgrowandbecom43當組織增長并變得日益多樣化時，職能型組織已不足以應付多種多樣的產品、顧客和地理區(qū)域。在這種情況下，組織會重新構造，將所有職能容納到單獨的事業(yè)部中去，并在每個事業(yè)部中重復設置所有的職能。事業(yè)部A有自己的生產和營銷部門，事業(yè)部B也有自己的生產和營銷部門。這樣，不同的事業(yè)部幾乎作為單獨的企業(yè)或利潤中心來運作，獨立自主為完成整個公司的目標而努力。第八章OrganizationStructure組織結構當組織增長并變得日益多樣化時，職能型組織已不足以應付多種多樣442.1productdivisions產品型事業(yè)部Intheproductorganization,allfunctionsthatcontributetoagivenproductareorganizedunderonemanager.在產品型組織中，所有為特定產品服務的職能都被組織在一個管理者之下。第八章OrganizationStructure組織結構2.1productdivisions產品型事業(yè)部In45Advantages優(yōu)點1.Informationneedsaremanagedmoreeasily.更容易管理信息需求。2.Peoplehaveafull-timecommitmenttoaparticularproductline.員工對某個產品線全力投入3.Taskresponsibilitiesareclear.工作責任明晰4.Peoplereceivebroadertraining.員工接受更廣泛的培訓。第八章OrganizationStructure組織結構Advantages優(yōu)點1.Informationne46Disadvantages缺點

Itisdifficulttocoordinateacrossproductlinesanddivisions.And,althoughmanagerslearntobecomegeneralists,theymaynotacquirethedepthoffunctionalexpertisethatdevelopsinthefunctionalstructure.跨產品線、跨事業(yè)部的協(xié)調工作變得困難，雖然管理者成為通才，他們或許缺乏在職能型結構中深入的職能專業(yè)知識。第八章OrganizationStructure組織結構Disadvantages缺點

Itisdifficul472.2customerandgeographicaldivisions顧客和地域型事業(yè)部Somecompaniesbuilddivisionsaroundgroupsofcustomersoraroundgeographicaldistinctions.Ahospitalmayorganizeitsservicesaroundchild,adult,psychiatric,andemergencycases.一些公司依靠顧客或地理區(qū)域建立事業(yè)部。一家醫(yī)院可以按小孩、成年人、精神問題病人、急診病人來組織服務。第八章OrganizationStructure組織結構2.2customerandgeographical48Thematrixorganization

矩陣型組織MatrixorganizationAnorganizationcomposedofdualreportingrelationshipsinwhichsomemanagersreporttotwosuperiors—afunctionalmanagerandadivisionalmanager.矩陣型組織：由兩個報告關系組成的組織，在這種組織中，一些管理者向兩個上級—職能管理者和事業(yè)部管理者報告。第八章OrganizationStructure組織結構Thematrixorganization

矩陣型組織M493.1matrixsurvivalskills

矩陣生存技能1.Thetopexecutivemustlearntobalancepowerandemphasisbetweentheproductandfunctionalorientations.高級管理者必須學會在產品和職能兩個方向上平衡權力和重心。2.Pr