組織生命周期(theppt課件

1、Chapter NineOrganization Size,Life Cycle, and Decline9-1Differences Between Large and Small OrganizationsLARGEEconomies of scaleGlobal reachVertical hierarchyMechanisticComplexStable marketCareer longevity and stabilitySMALLResponsiveFlexibleRegional reachFlat structureOrganicSimpleNiche findingEntr

2、epreneursSource: Based on John A. Byrne,“Is Your Company Too Big?Business Week, 27 March 1989, 84-94.2組織生命週期the organizational life cycle是指組織會經(jīng)歷一連串的成長與發(fā)展階段。組織生命週期的四個主要階段是創(chuàng)生、成長、衰敗與死亡。不同的組織經(jīng)歷各個階段所花費的時間不同，有些組織不會歷經(jīng)一切的階段。衰敗期亦可分為幾個次階段，如部分組織在進(jìn)入衰敗期時，立刻採取正確的行動，可讓組織重生。3組織的創(chuàng)生組織的創(chuàng)生原因於創(chuàng)業(yè)家(entreprenurs)發(fā)現(xiàn)機(jī)會與掌握機(jī)會，

3、並以本人所擁有的技術(shù)與才干去創(chuàng)造價值。Ex: Michael Dell(電腦)、Liz Claiborne(女性服裝)。組織創(chuàng)生organizational birth代表組織的創(chuàng)設(shè)與誕生，是組織生命週期中最危險、失敗率最高的階段。4組織成長組織成長organizational growth是指組織生命週期中，發(fā)展價值、創(chuàng)造所需的技術(shù)與才干，以爭取更多資源的階段。當(dāng)組織成長時，能夠會彼此模擬戰(zhàn)略、結(jié)構(gòu)與文化，因多數(shù)組織置信，透過接受特定的行為，可以提升組織的存活機(jī)會。當(dāng)同一族群生態(tài)中的組織類似性愈高，及構(gòu)成組織同形化organizational isomorphism5組織同形化強(qiáng)制同形化Co

4、ercive isomorphism-當(dāng)組織因為其他組織或社會大眾所加諸的壓力而遵守特定規(guī)範(fàn)時，即稱之。Ex: Xerox 迫使供應(yīng)商採行TQM；社會大眾對Wal-Mart 施壓，抵抗童工製品及雇用歧視之問題。模擬同形化Mimetic isomorphism-是指組織刻意彼此模擬與複製，以提升其正當(dāng)性。Ex: McDonalds 速食餐廳模擬彼此技術(shù)與作業(yè)流程、程序。規(guī)範(fàn)同形化Normative isomorphism-是指環(huán)境中的組織，因間接援用同業(yè)的規(guī)範(fàn)與價值觀，隨著時間經(jīng)過而自然構(gòu)成組織類似一致的現(xiàn)象。Ex: 新設(shè)的電信公司，會聘用來自於ATT與GTE等大企業(yè)的管理人員；國內(nèi)之科技產(chǎn)業(yè)挖

5、角風(fēng)？但能夠?qū)W到已過時與無法再創(chuàng)造效能的作法；模擬的壓力亦將降低整個產(chǎn)業(yè)的創(chuàng)新水準(zhǔn)。6組織衰敗與死亡組織衰敗organizational decline是組織生命週期中的一階段，當(dāng)組織無法去預(yù)測、確認(rèn)、規(guī)避、淡化、或適應(yīng)那些威脅其長期存續(xù)的內(nèi)、外在壓力時，即進(jìn)入組織衰敗階段。兩項要素將導(dǎo)致組織成長過度或走向衰敗，一是組織慣性，一是環(huán)境變遷。組織慣性organizational inertia是組織內(nèi)部導(dǎo)致其抗拒變革的一切力量，它讓組織無法輕易地回應(yīng)環(huán)境變化的需求。像風(fēng)險規(guī)避risk aversion、想要最大報酬the desire of maximize rewards、過度的科層式文化ov

6、erly bureaucratic culture，均會提高組織的慣性。7組織慣性參閱Donald N. Sull著:勝利不墜-最適者再生風(fēng)險規(guī)避risk aversion：隨著組織成長，管理者變得愈來愈不願意承擔(dān)組織活動的不確定性，能夠是太在意於確保本人的位置， 或為提昇本人的勝利率，再度投注於那些已經(jīng)為公司帶來勝利的專案，或設(shè)定一些能協(xié)助其嚴(yán)密監(jiān)控新投資的科層規(guī)則或程序，但卻扼殺了組織的創(chuàng)新與創(chuàng)業(yè)精神。想要最大報酬the desire of rewards：管理者能夠為了獲取更多的報酬而擴(kuò)充組織的規(guī)模，但卻有損於組織的效能。過度的科層式文化overly bureaucratic cultu

7、re：管理者能夠壓抑部屬的主動自發(fā)與創(chuàng)業(yè)精神、強(qiáng)調(diào)維持現(xiàn)狀與服從組織規(guī)定，以嚴(yán)密控制部屬，並確保本身之權(quán)位。8Organizational Life CycleORGANIZATION STAGES OF DEVELOPMENT1.EntrepreneurialStage2.CollectivityStage3.FormalizationStage4.ElaborationStageCrisis:Need to dealwith too muchred tapeCrisis:Need fordelegationwith controlCrisis:Need forleadershipCreat

8、ivityProvision of clear directionAddition of internal systemsDevelopment of teamworkCrisis:Need forrevitalizationDeclineContinuedmaturityStreamlining,small-companythinkingSIZELargeSmallSources: Adapted from Robert E. Quinn and Kim Cameron, “OrganizationalLife Cycles and Shifting Criteria of Effectiv

9、eness: Some Preliminary Evidence, Management Science 29 (1983): 33-51; and Larry E. Greiner,“Evolution and Revolution as Organizations Grow, Harvard BusinessReview 50 (July-August 1972): 37-46.9Weitzel & Jonsson 之組織衰敗方式第一階段：目盲階段Stage 1: Blinded第二階段：無行動階段 Stage 2: Inaction第三階段：錯誤行動階段 Stage 3: Fault a

10、ction第四階段：危機(jī)階段 Stage 4: Crisis第五階段：崩解階段 Stage 5: Dissolution10Organization Characteristics During Four Stages of Life Cycle1.Entrepreneurial2.Collectivity3. Formalization4.ElaborationCharacteristicNonbureaucraticPrebureaucraticBureaucraticVery BureaucraticStructureInformal, one-person showMostly inf

11、ormal, some proceduresFormal procedures, division of labor, specialties addedTeamwork within bureaucracy, small-company thinkingProducts or servicesSingle product or serviceMajor product or service with variationsLine of products or servicesMultiple product or services linesReward and control system

12、sPersonal, paternalisticPersonal, contribution to successImpersonal, formalized systemsExtensive, tailored to product and departmentInnovationBy owner-managerBy employees and managersBy separate innovation groupBy institutionalizedR&DGoalSurvivalGrowthInternal stability, market expansionReputation,

13、complete organizationTop Management StyleIndividualistic, entrepreneurialCharismatic, direction-givingDelegation with controlTeam approach, attack bureaucracySources: Adapted from Larry E. Greiner, “Evolution and Revolution as Organizations Grow, Harvard Business Review 50 (July-August 1972): 37-46;

14、 G. L. Lippitt and W. H. Schmidt, “Crises in a Developing Organization, Harvard Business Review 45 (November-December 1967): 102-12; B. R. Scott, “The Industrial State: Old Myths and New Realities, Harvard BusinessReview 51 (March-April 1973): 133-48; Robert E. Quinn and Kim Cameron; “Organizational

15、Life Cycles and Shifting Criteria of Effectiveness, Management Science 29 (1983): 33-51. 11Webers Dimensions of Bureaucracy and Bases of Organizational AuthorityBUREAUCRACY1. Rules and proceduresSpecialization and division of laborHierarchy of authorityTechnically qualified personnelSeparate positio

16、n and incumbentWritten communications and recordsLEGITIMATE BASES OF AUTHORITYRational-legalTraditionalCharismatic12Percentage of Personnel Allocated to Administrative and Support Activities5075250Organization SizeSmallLargeLine employeesTop administratorsClericalProfessional staffPercentageof Emplo

17、yees13Three Organizational Control StrategiesTYPEBureaucraticMarketClanREQUIREMENTSRules, standards, hierarchy, legitimate authorityPrices, competition, exchange relationshipTradition, shared values and beliefs, trustSource: Based upon William G. Ouchi, “A Conceptual Frameworkfor the Design of Organizational Control Mechanisms, ManagementScience 25 (1979): 833-48.14Evaluation of Control On the JobWorkbookActivity1.2.3.4.Your jobresponsibilitiesHow yourboss contr