2015英文11版10 organizational structure任務(wù)劃分為具體職位部門完成工作

ninthSTEPHENP.ninthSTEPHENP.pp263-Allrightsreserved.TheUniversityofWestLEARLEARNINOUTLINFollowthisLearningOutlineasyoureadandstudythisWorkspecialization,chainofcommand,andspanofFiveFormsofDifferentiate,authority,responsibility,andunityofCentralizationanddecentralizationFormalizationusedin?2007PrenticeHall,Inc.AllrightsLEARNILEARNINOUTLINFollowthisLearningOutlineasyoureadandstudythis MechanisticandStrategyandSizeaffectsWoodward’sfindingsontherelationshipoftechnologyand10.3Environmentaluncertaintyaffects?2007PrenticeHall,Inc.AllrightsLEARNLEARNINOUTLINFollowthisLearningOutlineasyoureadandstudythis10.4CommonOrganizationalDesignsContrastthethreetraditionalExplainteam,matrix,andprojectVirtualandnetworkDesignchallengesfacing?2007PrenticeHall,Inc.Allrights推薦圖?推薦圖?2007PrenticeHall,Inc.AllrightsMeettheBrewer辛迪·MeettheBrewer辛迪·布雷StaffSearsHolding客戶渠道經(jīng)Chicago,Illinois希爾斯控股TellthetruthalwaysAndberesponsible瘋狂的定義是再三反復(fù)地做同一件事卻期望獲得不同結(jié)果。此外，需要始終說真話并盡忠職守?2007PrenticeHall,Inc.AllrightsMarkVicepresidentMarkVicepresidentServicesLLCCleveland,OhioHelpsupport,develop,andleadmanagementteamsatbranchesthroughouttheMidwestwhilealsomanagingourbranchinCleveland.Advice:Nomatterhowhardyourun,youaren’tlikelytowinaraceunlessyouknowwherethefinishlineis.Makesureyouknowwhatyourcompanyexpectsofyou.?2007PrenticeHall,Inc.Allrights?2007?2007PrenticeHall,Inc.Allrights管理者困三種主打藥品專利到期2016管理者困三種主打藥品專利到期2016?????????2007PrenticeHall,Inc.Allrights?2007?2007PrenticeHall,Inc.AllrightsOpencaseOpencaseFactorycomplex,SouthofMcAlester,Whattheydo,100%marketBombsforU.Smilitary美國軍隊(duì)制造炸Workenvironmentmixofmundanestructured,disciplined,coupledwithhighlevelsofriskandEfficientlyandeffectivelyCiscoSystems思科系統(tǒng)公司Noastructuredandformal70workfromhome20oftime.70%的員工至少20%的?2007PrenticeHall,Inc.Allrights組織（動(dòng)詞組織（動(dòng)詞）是什么Organizing:arrangingandstructuringworktoaccomplishorganizationalgoals.?2007PrenticeHall,Inc.AllrightsExhibitPurposesofDividesExhibitPurposesofDividesworktobedoneintospecificjobsandAssignstasksandresponsibilitiesassociatedjobs.將工作職責(zé)分配給各個(gè)職Clustersjobsintounits.Establishesrelationshipsamongindividualsgroups,anddepartments.設(shè)定個(gè)人、群體及部門間關(guān)系?2007PrenticeHall,Inc.Allrights設(shè)計(jì)組織結(jié)The設(shè)計(jì)組織結(jié)TheformalarrangementofjobswithinanAprocessinvolvingdecisionsaboutsixkeyChainofcommandSpanofcontrol?2007PrenticeHall,Inc.Allrights組織結(jié)Specialization工作專業(yè)化組織結(jié)Specialization工作專業(yè)化Thedegreetowhichtasksintheorganizationaredividedintoseparatejobswitheachstepcompletedbyadifferentperson.描述組織中的任務(wù)被劃分為各項(xiàng)專門工作的程度，每個(gè)步驟由不同的人來完成DivisionoflaborCase1WilsonSportingGoodsfactoryinAdaOhio威爾遜體育用品工NationalFootballLeague美國國家橄欖球聯(lián)盟Collegeandhighschoolfootballgames150工人，工作平均超過20,Case2:McDonald’sproductsmadeand烹制漢堡、炸雞塊、備飲料，打包，接受訂單、外?2007PrenticeHall,Inc.Allrights圖標(biāo)10-pp圖標(biāo)10-pp工作專門化的經(jīng)濟(jì)性和非經(jīng)濟(jì)?2007PrenticeHall,Inc.AllrightsOverspecializationcanresultinhumanOverspecializationcanresultinhumandiseconomiesfromboredomfatiguestresspoorqualityincreasedabsenteeism,andhigherturnover.過分專業(yè)化將導(dǎo)致人員非經(jīng)濟(jì)性、厭倦、疲勞、壓力、劣質(zhì)品、常曠工、高離職流動(dòng)率等缺Avery-Dennison艾利丹尼森公司Australia福特澳大利亞分公司Hallmark賀曼供公司,AmericanExpress美國運(yùn)Minimalworkspecializationgivebroadrangeoftasks最低程度工作專?2007PrenticeHall,Inc.Allrights部門化方式1.Functional部門化方式1.Functional職能部門Groupingjobsbyfunctions2.Product產(chǎn)品部門Groupingjobsbyproduct3.Geographical地區(qū)部門 Groupingjobsonthebasisofterritoryorgeography地4.Process過程部門Groupingjobsonthebasisofproductor5.Customer顧客部門Groupingjobsbytypeofcustomerandneeds共同Large:combinemostorallformJapaneseElectronicsDivisionsfunctionallinesmanufacturingunits-process,salesunits-7geographicregions,salesregions-4customergrouping?2007PrenticeHall,Inc.AllrightsExhibit職能部門EfficienciesfromExhibit職能部門Efficienciesfromputtingtogethersimilarspecialtiesandpeoplewithcommonskills,knowledgeandorientations將同類專家及擁In-specialization深度的專門Poorcommunicationacrossfunctionalareas職能部門之間的溝通?2007PrenticeHall,Inc.AllrightsExhibit10–2地區(qū)部門?MoreExhibit10–2地區(qū)部門?Moreeffectiveandefficienthandlingofspecificregionalarise更有效地處理特定區(qū)域所產(chǎn)生的問Serveneedsofuniquegeographicmarketsbetter更好地滿足區(qū)域Canfeelisolatedfromotherorganizationalareas可能感覺到與組??2007PrenticeHall,Inc.AllrightsExhibit10–2產(chǎn)Exhibit10–2產(chǎn)品部門+Allowsspecializationinparticularproductsandservices促進(jìn)特定產(chǎn)品Managerscanbecomeexpertsintheirindustry經(jīng)理人成為所在領(lǐng)域的專+Closertocustomers貼近客Duplicationoffunctions職能的重復(fù)配Exhibit10–2過程部Exhibit10–2過程部門Moreefficientflowofworkactivities工作活動(dòng)的更有效流–Canonlybeusedwithcertaintypesofproducts只適用?2007PrenticeHall,Inc.AllrightsExhibit10–2顧客部Exhibit10–2顧客部門+Customers’needsandproblemscanbemetby能由專家來滿足和處理顧客的需要及問Limitedviewoforganizationalgoals缺乏對組織整體目標(biāo)的認(rèn)?2007PrenticeHall,Inc.Allrights?2007PrenticeHall,Inc.Allrights1.Increasinguse1.Increasinguse-customerGettingandkeepingcustomersisessentialforWorkteam-individualsfromvariousfunctionalFord福Materialplanningandlogisticsdivision原料規(guī)劃物流Financepurchasingengineeringqualitycontrolareas,representativesfromoutsidelogisticsOrganizationStructureOrganizationStructureThecontinuouslineofauthoritythatextendsfromupperlevelsofanorganizationtothelowestlevelsoftheorganizationandclarifieswhoreportstowho.?2007PrenticeHall,Inc.AllrightsOrganizationStructureAuthority職OrganizationStructureAuthority職Therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.指管理Responsibility職Theobligationorexpectationtoperform.對完成任務(wù)UnityofCommand統(tǒng)一指揮(Fayol14Theconceptthatapersonshouldhaveonebossandshouldreportonlytothatperson.指每個(gè)下屬應(yīng)當(dāng)而且?2007PrenticeHall,Inc.AllrightsDamianBirkel達(dá)米安·波克爾merchandisingmanager銷售FullerBrandsdivisionofCPAC,Inc.Department-storebusiness,discountchains百貨商場業(yè)務(wù)+折扣鎖店業(yè)尷尬Reportto?2007PrenticeHall,Inc.AllrightsMakeacombinedto-dolistthathewouldupdateandchangeasworktasksMakeacombinedto-dolistthathewouldupdateandchangeasworktaskschanged.綜合兩位上司意見工作事項(xiàng)列表，根據(jù)工作任務(wù)變化對列表事項(xiàng)更新或修改Q：Doyouthinkchainofcommand,authority,responsibility,unityofdirection,havebecomemoreorlessimportant?你認(rèn)為指揮鏈，職權(quán)，責(zé)任，統(tǒng)一指揮是越來越不重要？為什么？Chainofcommand,authority,Chainofcommand,authority,responsibility,unityofcommandFarlessimportanttoday.Example1MichelinplantinToursFrance-Birdhousemeetings籠會(huì)5minutesregularintervals\dayatcolumnshopfloorandstudysimpletablesandchartstoidentifyproductionbottlenecks每天隔一段時(shí)間在生產(chǎn)車間內(nèi)某?2007PrenticeHall,Inc.AllrightsOrganizationStructureOrganizationStructureThenumberofemployeeswhocanbeeffectivelyandefficientlysupervisedbyamanager.管理者能夠有效Widthofspanisaffectedby:SkillsandabilitiesofthemanagerCharacteristicsoftheworkbeingdoneSimilarityoftasksComplexityoftasksPhysicalproximityofsubordinates?2007PrenticeHall,Inc.AllrightsExhibitControl管理跨度ExhibitControl管理跨度對?2007PrenticeHall,Inc.AllrightsOrganizationStructureOrganizationStructureTraditional–notover5or41004-82fewer800fewerWiderspansave?2007PrenticeHall,Inc.Allrights關(guān)于管理跨關(guān)于管理跨度的當(dāng)代趨勢問?2007PrenticeHall,Inc.AllrightsContemporaryNoContemporaryNomagic1.Skillofmanagerand2.CharacteristicsofTrend–largerspansofDecisionmaking,flexibility,getclosertocustomers,empoweremployees,reducecostCan–whenemployeeknowjobwellandunderstandprocesses.ExamplePepsiCo’sGemasacookieplantMexico百事墨西哥餅56employeesreporttoeachThoroughlybriefedoncompanygoalsandprocesses充分培Newpaysystemsrewardqualityserviceproductivity,?2007PrenticeHall,Inc.Allrights組織結(jié)構(gòu)（續(xù)Centralization集權(quán)組織結(jié)構(gòu)（續(xù)Centralization集權(quán)Thedegreetowhichdecision-makingisconcentratedatasinglepointintheorganizations.組織高層進(jìn)行決策制定的集中Organizationsinwhichtopmanagersmakeallthedecisionsandlower-levelemployeessimplycarryoutthoseorders.組織內(nèi)部高層Decentralization分權(quán)Organizationsinwhichdecision-makingispushedtothemanagerswhoareclosesttotheaction決定權(quán)被分配Empowerment員工Increasingthedecision-makingauthority(power)employees.給雇員更多的制定決策?2007PrenticeHall,Inc.AllrightsExhibitFactorsthatInfluenceExhibitFactorsthatInfluencetheAmountof?更集權(quán)化的情Environmentisstable.Lower-levelmanagersarenotascapableorexperiencedatmakingdecisionsasupper-levelmanagers.底層管理者不具有高層Lower-levelmanagersdonotwanttohaveasayindecisions.底層Organizationisfacingacrisisortheriskofcompanyfailure.組織正Companyislarge.Effectiveimplementationofcompanystrategiesdependsonmanagersretainingsayoverwhathappens.企業(yè)戰(zhàn)略的有效執(zhí)行依?2007PrenticeHall,Inc.AllrightsExhibit10–4(cont’d)FactorsExhibit10–4(cont’d)FactorsthatInfluencetheAmountof?更分權(quán)化的情Environmentiscomplexuncertain.Lower-levelmanagersarecapableandexperiencedatmakingLower-levelmanagerswantavoiceindecisions.底層管理者樂于參Corporatecultureisopentoallowingmanagerstohaveasayinwhathappens.公司文化容許底層管理者對所發(fā)生的事有發(fā)言權(quán)Effectiveimplementationofcompanystrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions.企業(yè)?2007PrenticeHall,Inc.AllrightsNordstromemployeeNordstromemployeeFocusandfreedomBusinessconsultantFailtopackanyties.10o’clock9thenextmorningbutlockedUnlockedthedoorsearlyandbroughtthemantothemensweardepartment.?2007PrenticeHall,Inc.Allrights當(dāng)代集權(quán)化當(dāng)代集權(quán)化趨勢問?2007PrenticeHall,Inc.AllrightsLower-levelmangerclosertoactionanddetailedknowledgeaboutproblemsandhowbesttosolveEg1TerexCorporationCEORonDefeo設(shè)備制造商德雷克斯-Bigproponentofdecentralizedmanagement$4billionin2009-16,000employeeSmallheadquarterEg2.TernarySoftwareDecisionsunanimous-Newincentiveplan-programmerscriticizedwhattheCEOproposingAfterdiscussion,attendeesvoted?2007PrenticeHall,Inc.Allrights組織結(jié)構(gòu)（續(xù)組織結(jié)構(gòu)（續(xù)Formalization正規(guī)Thedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.組織中各HighlyformalizedjobsofferlittlediscretionoverwhatistobeLowformalizationmeansfewerconstraintsonhowemployeesdotheirwork.正規(guī)化組織較低的企業(yè)員工工作有較?2007PrenticeHall,Inc.Allrights關(guān)于當(dāng)代正關(guān)于當(dāng)代正規(guī)化的趨勢問?2007PrenticeHall,Inc.AllrightsRelylessRelylessonstrictrulesandBreakrules--Bringrevenue,providecustomerEg2:37pmnationaldrugstorechain某家全國Customer:DropoffStatepolicy:before?2007PrenticeHall,Inc.Allrights用數(shù)字說用數(shù)字說話?2007PrenticeHall,Inc.AllrightsDecisions組織設(shè)計(jì)ArigidandtightlycontrolledDecisions組織設(shè)計(jì)ArigidandtightlycontrolledHighlyflexibleandadaptableNarrowspansofcontrol窄管理跨LimitedinformationnetworkMinimalformalrules正式規(guī)章最小?2007PrenticeHall,Inc.Allrights卡羅爾·巴卡羅爾·巴?2007PrenticeHall,Inc.AllrightsPeteRahn,PeteRahn,directorofMissouriDepartmentofAnnualStateofTransportationspeechtoState866$7.3billioninthenext5Wedreambig,wedeliverbig.Goneistheindecisivebureaucracy.Arrivedisthemorenimbleorganizationthatgetsthingsdone.?2007PrenticeHall,Inc.AllrightsFordTaurus&4-wheelFordTaurus&4-wheeldriveJeep.福特金牛&四輪吉Whentheroadswide,flat,predictable,Taurus–best.greatride.pavementdisappears-onsomebumpybackroad,needsomethingmoreagilethanaTaurus.BetterinJeep.WhileTauruspoorlyoff-roadconditions,Jeepinefficient-farlesseffectiverideonMechanisticstructuredoeswellonsmoothandpredictablehighways;Organicbestinsituationsrequire?PeteaI.lrgtleeved.影響組織結(jié)影響組織結(jié)構(gòu)選擇的權(quán)變因組織規(guī)Firmschangefromorganictomechanisticorganizationsastheygrowinsize.企業(yè)規(guī)模增長，有機(jī)式組織向機(jī)械式組織轉(zhuǎn)變組織技Firmsadapttheirstructuretothetechnologytheyuse.組織根據(jù)環(huán)境不確定性程Dynamicenvironmentsrequireorganicstructures;動(dòng)態(tài)環(huán)境需mechanisticstructuresneedstableenvironments.機(jī)械式組織需?2007PrenticeHall,Inc.AllrightsContingencyFactorsFrameworks:ContingencyFactorsFrameworks:戰(zhàn)略分析框Pursuingcompetitiveadvantagethroughmeaningfulanduniqueinnovationsfavorsanorganicstructuring.反映組織對于Focusingontightlycontrollingcostsrequiresamechanisticstructurefortheorganization.反映組織對嚴(yán)格控制成本的追求Minimizingrisksandmaximizingprofitabilitybycopyingmarketleadersrequiresbothorganicandmechanisticelementsintheorganization’sstructure.反映組織通過效仿市場上的領(lǐng)先者，力求使風(fēng)險(xiǎn)最小而盈利機(jī)會(huì)最?2007PrenticeHall,Inc.AllrightsContingencyFactorsContingencyFactorsAchievementofstrategicgoalsisfacilitatedbychangesinorganizationalstructurethataccommodateandsupportchange.組織結(jié)構(gòu)應(yīng)促進(jìn)組織目標(biāo)實(shí)現(xiàn)。當(dāng)組織戰(zhàn)略做出重大調(diào)整，就需要修改結(jié)構(gòu)，以適應(yīng)支持改變Asanorganizationgrowslargeritsstructuretendstochangefromorganictomechanisticwithincreasedspecialization,departmentalization,centralization,andrulesandregulations.隨組織規(guī)模增長，組織結(jié)構(gòu)由有機(jī)式向機(jī)械式轉(zhuǎn)變，專業(yè)化、部門化和集權(quán)化更高，規(guī)則條例也更?2007PrenticeHall,Inc.AllrightsContingencyFactorsContingencyFactorsTechnologyandStructure技術(shù)與結(jié)Organizationsadapttheirstructurestotheirtechnology.組織據(jù)技術(shù)調(diào)整其結(jié)Woodward’sclassificationoffirmsbasedonthecomplexityofthetechnologyemployed:伍德沃德依據(jù)技術(shù)復(fù)雜程度對企業(yè)分類Unitproductionofsingleunitsorsmallbatches單件生產(chǎn)單件或小Massproductionoflargebatchesofoutput批量生產(chǎn)大批、大量Processproductionincontinuousprocessofoutputs連續(xù)生產(chǎn)生Routinetechnologymechanisticorganizations常規(guī)技術(shù)機(jī)械Non-routinetechnologyorganicorganizations非常規(guī)技術(shù)有?2007PrenticeHall,Inc.AllrightsContingencyFactorsTechnologyandContingencyFactorsTechnologyandStructure技術(shù)與結(jié)??Whirlpool’sManaus,Brazil巴西馬瑙斯工Microwaveovensandair-conditionersonastandardizedassemblyline.惠而FedExKinko’sproducecustomdesignandprintjobsforindividualBayer’sfacilityinKarachi,Makepharmaceuticalproductsusingacontinuous-flowproductionline.拜耳????2007PrenticeHall,Inc.AllrightsExhibitWoodward’sFindingsonExhibitWoodward’sFindingsonTechnologyStructureand?2007PrenticeHall,Inc.AllrightsContingencyFactorsContingencyFactors性與結(jié)Mechanisticorganizationalstructurestendtobemosteffectiveinstableandsimpleenvironments.機(jī)械式組織結(jié)構(gòu)在穩(wěn)定單一的環(huán)境中更加有Theflexibilityoforganicorganizationalstructuresisbettersuitedfordynamicandcomplexenvironments.靈活的有機(jī)式組織結(jié)構(gòu)更適合于動(dòng)態(tài)復(fù)雜的環(huán)石油行業(yè)需要靈活變荷蘭皇家殼牌石油公司首席執(zhí)行吉若恩·范德維爾Jearoenvander流線型組織結(jié)?2007PrenticeHall,Inc.Allrights10.4CommonOrganizationalDesigns10.4CommonOrganizationalDesigns常見組織設(shè)計(jì)pp277Designs傳統(tǒng)的組織設(shè)Lowdepartmentalization,widespansofcontrol,centralizedauthoritylittleformalization低部門化、寬管理跨度、集權(quán)管理、低正–Operations,finance,humanresources,andproductresearchanddevelopment生產(chǎn)、經(jīng)營、財(cái)務(wù)、人力資源、產(chǎn)品研Divisionalstructure事業(yè)部型結(jié)Composedofseparatebusinessunitsordivisionswithlimitedautonomyunderthecoordinationandcontroltheparent?2007PrenticeHall,Inc.AllrightsExhibitStrengthsandWeaknessesExhibitStrengthsandWeaknessesofTraditionalOrganizationalDesigns?2007PrenticeHall,Inc.AllrightsOrganizationalDesignsDesigns現(xiàn)代的組織設(shè)OrganizationalDesignsDesigns現(xiàn)代的組織設(shè)Matrixandprojectstructures矩陣型和項(xiàng)目型結(jié)構(gòu)BoundarylessOrganization無邊界組織?2007PrenticeHall,Inc.Allrights當(dāng)代組織設(shè)當(dāng)代組織設(shè)計(jì)pp288團(tuán)隊(duì)結(jié)構(gòu)teamTheentireorganizationismadeupofworkgroupsorself-managedteamsofempoweredemployees.整個(gè)組織由執(zhí)行組織各項(xiàng)任務(wù)的工作小Google,LarryPage,SergeyBrin.Tacklesmostbigprojectsinsmall,tightlyfocusedteams.Large,Amazon,Boeing,Hewlett-Packard,LouisVuitton,Motorola,Xerox,extensivelyuseteamstoimproveproductivity.?2007PrenticeHall,Inc.Allrights11.1當(dāng)代組織設(shè)計(jì)11.1當(dāng)代組織設(shè)計(jì)矩陣型和項(xiàng)目型結(jié)構(gòu)matrixandprojectSpecialistsfromdifferentfunctionaldepartmentsareassignedtoworkonprojectsledbyprojectmanagers.不同職能部門的專家在項(xiàng)目Matrixparticipantshavetwomanagers.矩陣和項(xiàng)目參與者有兩個(gè)管理者dualchainofcommand-functionalareamanager,productorprojectmanager-communicatecoordinateresolveconflicttogetherProjectstructures,employees continuouslyonprojects;movingontoanotherprojectaseachprojectiscompleted.員工持續(xù)在項(xiàng)目小組中工作，一個(gè)項(xiàng)目完成后，再Projectstructure-noformaldepartmentsIDEO,form,disband,formagainaswork?2007PrenticeHall,Inc.AllrightsExhibitAnExampleExhibitAnExampleofaMatrixOrganization某消費(fèi)品公司的矩陣型組?2007PrenticeHall,Inc.AllrightsOrganizationalDesignsOrganizationalDesignsAnflexibleandunstructuredorganizationaldesignthatisintendedtobreakdownexternalbarriersbetweentheorganizationanditscustomersandsuppliers.一個(gè)靈活的和非結(jié)構(gòu)化的組織設(shè)計(jì)，目的是要Removesinternal(horizontal)boundaries:取消內(nèi)部（水平）邊Eliminatesthechainofcommand消除指揮Haslimitlessspansofcontrol無限的控制跨Usesempoweredteamsratherthandepartments授權(quán)團(tuán)隊(duì)不是部Usesvirtual,network,andmodularorganizationalstructurestogetclosertostakeholders.虛擬、網(wǎng)絡(luò)、模塊化組織結(jié)構(gòu)更加貼近利益相關(guān)?2007PrenticeHall,Inc.Allrights$60億$60億粒子加速地下175米深，圓周27公里的圓形隧龐大，一份簡要的狀況報(bào)告包含2900作者?2007PrenticeHall,Inc.AllrightsExhibitTeamStructure團(tuán)隊(duì)結(jié)WhatitExhibitTeamStructure團(tuán)隊(duì)結(jié)Whatitis:Astructureinwhichtheentireorganizationismadeupofworkgroupsorteams.整個(gè)組織由工作群體或團(tuán)隊(duì)組成EmployeesaremoreinvolvedandempoweredReducedbarriersamongfunctionalareas.員工參與更多，并得到授權(quán)NoclearchainofcommandPressureonteamstoperform.指揮鏈不矩陣—項(xiàng)目結(jié)WhatitAstructurethatassignsspecialistsfromdifferentfunctionalareastoworkonprojectsbutwhoreturntotheirareaswhentheprojectiscompleted.Projectisastructureinwhichemployeescontinuouslyworkonprojects.Asoneprojectiscompleted,employeesmoveontothenextproject.矩陣型：組織將不同職能部門的專家分派在項(xiàng)目小Fluidandflexibledesignthatcanrespondtoenvironmentalchanges.Fasterdecisionmaking.流動(dòng)性和靈活性的設(shè)計(jì)使組織能應(yīng)對環(huán)境變化Complexityofassigningpeopletoprojects.Taskandpersonality?2007PrenticeHall,Inc.AllrightsExhibit10–8Structure無邊界Exhibit10–8Structure無邊界組WhatitAstructurethatisnotdefinedbyorlimitedtoartificialhorizontal,vertical,orexternalboundaries;includesvirtualandnetworktypesoforganizations.橫向的、縱向的或外部的邊界不受定義或HighlyflexibleandresponsiveDrawsontalentwhereverit’s?2007PrenticeHall,Inc.Allrights消除外界邊界-無邊界組Organization虛消除外界邊界-無邊界組Organization虛擬組Anorganizationthatconsistsofasmallcoreoffull-timeemployeesandthattemporarilyhiresspecialiststoworkonopportunitiesthatarise.由少數(shù)核心專職人員組成，此外，組織還Organization網(wǎng)絡(luò)Asmallcoreorganizationthatoutsourcesitsmajorbusinessfunctions(e.g.,manufacturing)inordertoconcentratewhatitdoesbest.一個(gè)小的核心組織，精力集中在自己做的最好的業(yè)務(wù)上，而把其他業(yè)務(wù)活動(dòng)外包給做的最好的公 Organization模塊化組（制造業(yè)中網(wǎng)絡(luò)組織Amanufacturingorganizationthatusesoutsidesupplierstoprovideproductcomponentsforitsfinalassemblyoperations.生產(chǎn)組織使用外部供應(yīng)商的產(chǎn)品，組裝生產(chǎn)最終產(chǎn)?2007PrenticeHall,Inc.Allrights消除外界邊界-無邊界組消除外界邊界-無邊界組Organization虛擬組Anorganizationthatconsistsofasmallcoreoffull-timeemployeesandthattemporarilyhiresspecialiststoworkonopportunitiesthatarise.由少數(shù)核心專職人員組成，此外，組織還會(huì)依據(jù)項(xiàng)目的需要臨時(shí)雇傭外部的專家StrawberryFrog,globaladvertisingagency,officeinAmsterdamandNY.Freelancer,networkoftalentwithoutunnecessaryoverheadandstructuralcomplexityPeoplefreeagents,-directing,talentcasting,costuming,makeup,setdesign,asneed?2007PrenticeHall,Inc.AllrightsOrganization網(wǎng)絡(luò)Asmallcoreorganizationthatoutsourcesitsmajorbusinessfunctions(e.g.,manufacturing)inordertoconcentratewhatitdoesOrganization網(wǎng)絡(luò)Asmallcoreorganizationthatoutsourcesitsmajorbusinessfunctions(e.g.,manufacturing)inordertoconcentratewhatitdoesbest.一個(gè)小的核心組織，精力集中在自己做的最好的業(yè)務(wù)上，而把thousandsemploees-100suppliers–morethan100sitesindifferentcountries.2.EricssonSwedencontractmanufactureandresearchincost-effectivecontractorinNewDelhiSingaporeCalifornia.3.PenskeTruckLeasing,dozenofbusinessSecuringpermitsandtitles,enteringdatafromdrivers’logs,processingdatafrotaxfilings,accounting,outsourcedtoMexicoandIndia潘世奇卡車租賃公司，許可證和所有權(quán)憑證的檢測、SometimesModularOrganization模SometimesModularOrganization模塊化組制造業(yè)公司的稱Amanufacturingorganizationthatusesoutsidesupplierstoprovideproductcomponentsforitsfinalassembly?2007PrenticeHa