媒體管理概論-組織

媒體管理概論第二部分媒體組織1WANGHong,TVDept.CUC媒介行業(yè)Star模型

2.1戰(zhàn)略

2.2組織結(jié)構(gòu)

2.3人員發(fā)展2WANGHong,TVDept.CUC媒介:一個(gè)，還是多個(gè)行業(yè)？3WANGHong,TVDept.CUC媒介行業(yè)多樣的多變的快節(jié)奏的4WANGHong,TVDept.CUC媒介行業(yè)的主要細(xì)分方式：主要的收入來源出售的產(chǎn)品和服務(wù)發(fā)布的頻道目標(biāo)群體顧客互動(dòng)的程度下級(jí)劃分：運(yùn)用極其不同的商業(yè)模式如：電視

免費(fèi)（商業(yè)）電視、公共廣播和各種形式的付費(fèi)電視。地面轉(zhuǎn)播的、衛(wèi)星電視、有線電視網(wǎng)絡(luò)，或者互聯(lián)網(wǎng)節(jié)目流。5WANGHong,TVDept.CUC媒介領(lǐng)域傳統(tǒng)方式印刷產(chǎn)品：書、報(bào)紙和雜志電子產(chǎn)品：電影、電視、廣播、游戲、音樂、互聯(lián)網(wǎng)和移動(dòng)內(nèi)容6WANGHong,TVDept.CUC其它方面:易變性顧客范圍內(nèi)容種類價(jià)值鏈中的位置顧客焦點(diǎn)收入模式7WANGHong,TVDept.CUC易變性某些媒介領(lǐng)域是強(qiáng)烈地靠成功驅(qū)動(dòng)的。

由于依賴于公司是否能制造轟動(dòng)一時(shí)的產(chǎn)品，銷售額和利潤(rùn)可能會(huì)變化很大。

如：現(xiàn)代音樂和電影、消費(fèi)書和雜志（為了其新的發(fā)布會(huì)而準(zhǔn)備的）。成功驅(qū)動(dòng)的行業(yè)8WANGHong,TVDept.CUC易變性2.有些領(lǐng)域依靠穩(wěn)定的消費(fèi)模式如：報(bào)紙已被普遍接受的雜志，其銷售額確實(shí)是每一期都在變化的

取決于話題如何，但是總體來說，變動(dòng)是有限的。9WANGHong,TVDept.CUC易變性電視頻道和小報(bào)處于成功推動(dòng)和穩(wěn)定消費(fèi)之間的某個(gè)位置。10WANGHong,TVDept.CUC成功驅(qū)動(dòng)穩(wěn)定的消費(fèi)模式電視頻道和小報(bào)易變性11WANGHong,TVDept.CUC顧客范圍典型的大眾媒介贏利模式基于最大化其所獲得的使用者－如：在廣泛界定的目標(biāo)范圍內(nèi)的消費(fèi)者數(shù)量－不了解具體的個(gè)人。

如：開路電視和單一拷貝的報(bào)紙或雜志。關(guān)鍵的技能在于理解媒介使用者的需要，可通過市場(chǎng)研究，

精細(xì)調(diào)整內(nèi)容，

滿足需要的整合/包裝以及對(duì)產(chǎn)品的大眾市場(chǎng)推廣12WANGHong,TVDept.CUC顧客范圍2.其它領(lǐng)域關(guān)注于同其使用者建立個(gè)別的關(guān)系，媒體知道使用者的名字和地址。這些領(lǐng)域的焦點(diǎn)在于獲取最有利可圖的顧客，充分利用用戶平均收益（ARPUaveragerevenueperuser）和減少訂戶的損失。

如：訂閱的印刷產(chǎn)品、付費(fèi)有線電視運(yùn)營商，或互聯(lián)網(wǎng)服務(wù)供應(yīng)商。.13WANGHong,TVDept.CUC內(nèi)容種類聚焦于新聞和信息的媒體專門作娛樂的媒體混合提供聚焦于新聞的企業(yè)不得不應(yīng)對(duì)政治的敏感性，并在保證客觀性上要嚴(yán)格得多。

如：日?qǐng)?bào)、新聞?lì)l道、商業(yè)雜志。14WANGHong,TVDept.CUC在價(jià)值鏈中的位置僅僅有幾種媒介企業(yè)是真正自己制造內(nèi)容的：報(bào)紙、雜志和電影。大多數(shù)的媒介是在做辨別有吸引力的內(nèi)容、包裝它，再推廣它的事情。

如：CD、電視編排、報(bào)紙和雜志的版面設(shè)計(jì)有些發(fā)布者，那些經(jīng)營平臺(tái)的公司，一方面管理基礎(chǔ)設(shè)施，另一方面建立和具體的終端用戶的關(guān)系。

如：有線電視、互聯(lián)網(wǎng)服務(wù)商或衛(wèi)星天線提供商15WANGHong,TVDept.CUC顧客焦點(diǎn)1.–以商業(yè)為目標(biāo)的媒體公司-從事教育，或?qū)W術(shù)，金融或商業(yè)信息的機(jī)構(gòu)2.以終端個(gè)人客戶為目標(biāo)的公司每一種標(biāo)準(zhǔn)都需要考慮到不同的焦點(diǎn)，如內(nèi)容、銷售額和市場(chǎng)推廣的方法。16WANGHong,TVDept.CUC收入模式以廣告為收入來源的媒體（廣告媒體）很多媒體業(yè)務(wù)至少是部分地有廣告來資助的。

如：免費(fèi)電視、報(bào)紙（尤其是大開本報(bào)紙），和特定類型的雜志，如高端時(shí)裝雜志。客戶收益資助的媒體一些媒體大部分是通過客戶收益資助的。

如：以訂戶為基礎(chǔ)的，或單本拷貝為基礎(chǔ)的17WANGHong,TVDept.CUC不同的收入在媒體領(lǐng)域中是分開的。Thedifferentrevenuesplitsoutacrossmediasectors.依靠收入來源，其對(duì)內(nèi)容、市場(chǎng)推廣和銷售都有深遠(yuǎn)的含義。-媒體公司要考慮廣告商的目標(biāo)群體嗎？18WANGHong,TVDept.CUC媒介行業(yè)的共性幾乎所有的媒介企業(yè)都面臨五中主要的挑戰(zhàn)：管理短命的產(chǎn)品處理三方市場(chǎng)界面應(yīng)對(duì)易變性處理多樣的本地市場(chǎng)，而不是真正的國際市場(chǎng)平衡彼此沖突的經(jīng)濟(jì)和更多的社會(huì)目標(biāo)19WANGHong,TVDept.CUC短命的商品：內(nèi)容內(nèi)容首先是無形的，并依賴于時(shí)尚、潮流和靈感。常常每天都要?jiǎng)?chuàng)造新的，而且大多是短命的（除了幾個(gè)經(jīng)久不衰的）。如：體育或新聞的直播。例子:a.一般說來，一個(gè)電視頻道的內(nèi)容組合有三到五年的壽命，除了幾個(gè)走紅的節(jié)目，如《幸運(yùn)輪》、《好日子，壞日子》。b.核心印刷品，如：Elle內(nèi)容一直在變化以反應(yīng)最近的新聞和潮流。20WANGHong,TVDept.CUC

結(jié)論：與大多數(shù)其它行業(yè)的個(gè)案不同，今天的媒體贏家更有可能是明天的失敗者。創(chuàng)造的過程受制于快速且頻繁的變化，處于這一過程的頂端的挑戰(zhàn)，使得媒介成為“人的行業(yè)”。21WANGHong,TVDept.CUC媒介參與者在三個(gè)不同的市場(chǎng)競(jìng)爭(zhēng)最終消費(fèi)者作者廣告商媒體公司發(fā)行/覆蓋價(jià)格收入訂戶收入票作者和藝術(shù)家的合約許可和版權(quán)交易內(nèi)容辛迪加播出時(shí)間和廣告空間銷售活動(dòng)贊助來源:McKinseyanalyses22WANGHong,TVDept.CUC2.ComplexmarketstructureMediacompaniesgenerallycompeteonthreefronts:Forcompellingcontent(authormarket)Forend-consumerattentionandspending(consumermarket)Forcorporatemarketingbudgets(advertisersandsponsorsmarket)Publisherstryingtoequallyattractivetoaudiencesasdiverseaswriters,readersandadvertisersmustbalancetheireffortsverycarefullyandoftenstillrunintoconflictsofinterest.23WANGHong,TVDept.CUC3.Mediaindustry-veryvolatileincomparisontootherindustries

IndustryrevenuestendtobecyclicalAdvertisingspend,especially,isstronglycorrelatedtoGDP24WANGHong,TVDept.CUCRevenuesareingeneralalsoverydependentonsinglehits.Inmanycases,creatingandmarketingnewproductssuchasTVshows,CDsorfilmsinvolveshighuncertaintyastoconsumeracceptance.Example:80%ofthenewprime-timeshowsintheUSAarenotrenewedforasecondseasonontheair.Highlevelofuncertainty,combinedwiththeindustry’shighproductioncosts,presentsveryhighrisk,notunlikecaredevelopment.Asaresult,thesystematicriskcomponentofthecostofcapitalinthemediaindustry(called‘Beta’inthefinancialjargon)issignificantlyaboveaverage.25WANGHong,TVDept.CUC4.Mediamarkets:local,ratherthanglobal,contentmarketsOnlyafewcharactershaveglobalappeal,suchasMickeyMouse.Ofthetop20best-ratedTVshowsinEurope,itiscommonthat80to90%arelocal.Onlythosepan-Europeanchannelswithuniquelycompellingbrandsandcontentcanattractlargeadvertisingbudgets,suchasEurosport.ThelargestUSmediacompanieshavehadsofaronlylimitedsuccessintheirgeographicexpansion,andhavenotmanagedtogenerateasubstantialshareoftheirrevenuesoutsidetheUSAandrelatedEnglish-speakingmarkets.26WANGHong,TVDept.CUC5.

Mediacompanies:importantrole

Mediacompaniesplayanimportantroleinsocietyastheyfilterandcommentoninformationanddeterminethe‘quality’ofentertainmentoffered.Media:organizationswithsocialresponsibility?Howtobalancethesocialresponsibilitywithprofit-maximizingobjectives.Theyoftenhavetocopewithpoliticalpressureandpowerplays.Mediacompanieshavetohaveobjectiveswhichgobeyondeconomicvaluecreationandhaveavisiononhowtheyshouldcontributetosociety.Thisisuncommonformediacompanies-especiallythosethatareprivatelyowned,andalsoforsomepubliclylistedcompanies.27WANGHong,TVDept.CUCTheUniqueCharacteristicsofMediaFirms28WANGHong,TVDept.CUCTheUniqueCharacteristicsofMediaFirmsNatureoftheproductTypesofEmployeesSpecialorganizationalfactorsinmediacompaniesMedia’suniqueroleinsocietyBlurringoflinesbetweentraditionalmedia29WANGHong,TVDept.CUCNatureoftheproductMostmediafirmsproduceaperishablecommodity–information>onceamessagereachesitsaudienceitlosesmuchofitsvalue.>Effectiveness,timeliness,andperishablilityarecloselyintertwined.

30WANGHong,TVDept.CUCImplications:Mediacompaniesmustproduceanewproductduringeveryproductioncycle.-nonmedia:anychangesbetweencycleareusuallymadeinthepackagingoftheproduct,notcontent.-media:thepackagingremainsthesame,butthecontentoftheproductmustbedevelopedfromscratch.Itcreatesenormousdeadlinepressure,whichdemandsahighlycoordinatedworkflow.Itrequiresconstantcreativityandinnovationonthepartofmediaworkers.31WANGHong,TVDept.CUCTypesofEmployeesThenatureofaninformationproductdemandsthat:thestaffshouldbeeducated,professional,extremelyhardworking,and,inmanycases,verycreative.Mostlytheydonotworkatworkplaceunderthesupervisionofmanagers.Messagedevelopmentisnotarepetitiveprocess,soexperiencedprofessionalscannotteachnewworkersexactlyhowtowriteastoryorcreateanadvertisement.Manymediaemployeesviewthemselvesasmembersofaprofession,notasworkersfortheiremployer.32WANGHong,TVDept.CUCSpecialorganizationalfactorsinmediacompaniesAflexible,horizontalstructureismoresuitabletomediafirmsthanthetraditional,rigid,verticalhierarchy.Thestructuremustaccomplishtwosomewhatcontradictoryobjectives:1.producingmediaproductsinanorderlyfashionsocrucialproductiondeadlinescanbemet,2.producingmediaproductscontainingfresh,innovative,informative,high-qualitymessages.33WANGHong,TVDept.CUCMedia’suniqueroleinsocietyWatchdogsandinterpretersofpublicissuesandeventsManystatutesaredirectedatthemedia:copyright,libel,slander,defamation,shield,andprivacy.34WANGHong,TVDept.CUCResultsbroughtbytheuniqueroleInformationcompaniesarefarmorevisiblethanmostbusinesses.Moreattentionisgiventothemistakesofthemedia.Morestatusbroughtbytheorganizationwhichisgrantedapowerfulanduniqueroleinthissocietybytheenvironment.Intheinformation-basedsociety,themediahaveadisproportionate,particularlyvisible,andofteninfluentialrole.35WANGHong,TVDept.CUCBlurringoflinesbetweentraditionalmediaAmediacompanyistodaymoreacompanywhichoperatesindifferentmediasectorsatthesametime.Mediaconvergence36WANGHong,TVDept.CUCBasicconceptsandmodelsinmanagement37WANGHong,TVDept.CUCDefinition:ValueChainAvaluechainisachainofactivities.Productspassthroughallactivitiesofthechaininorderandateachactivitytheproductgainssomevalue.Thechainofactivitiesgivestheproductsmoreaddedvaluethanthesumofaddedvaluesofallactivities.38WANGHong,TVDept.CUC39WANGHong,TVDept.CUCItisimportantnottomixtheconceptofthevaluechainwiththecostsoccurringthroughouttheactivities.Case:Adiamondcuttercanbeusedasanexampleofthedifference.Thecuttingactivitymayhavealowcost,buttheactivityaddsmuchofthevaluetotheendproduct,sincearoughdiamondissignificantlylessvaluablethanacutdiamond.40WANGHong,TVDept.CUCInfrastructureProgrammerMajorValuePoints–strategicplanning,innovativemanagement,customerinformationsystem,andfinanceServiceProviderMajorValuePoints–strategicplanning,innovativemanagement,flatterCSRstructure,finance,governmentrelations,&E-commercearrangementHumanResourcesManagementProgrammerMajorValuePoints–incentivestoencouragecreativityServiceProviderMajorValuePoints–generalpersonnelmanagement,integratedpersonnelTechnologicalDevelopmentProgrammerMajorValuePoints–technologiesthatenabledifferentiationandmultiplatformpresentationsServiceProviderMajorValuePoints–consumer-centered,integratedproductdevelopmentProcurementProgrammerMajorValuePoints–accesstocreativetalents,agents,andcontentsServiceProviderMajorValuePoints–accesstovaluable,brandedcontentandcontentenhancementtechnologiesInboundLogisticsProgrammerMajorValuePoints–efficiencyandcostcontrol(minimal)ServiceProviderMajorValuePoints–efficiencyandcostcontrol(minimal)OperationsProgrammerMajorValuePoints–contentselectionandscheduling,rapidcontentcustomizationtospecificcustomerneedsServiceProviderMajorValuePoints–packagingbundling,ande-producttransformationOutboundLogisticsProgrammerMajorValuePoints–efficiencyandcostcontrol(minimal)ServiceProviderMajorValuePoints–consumer-centereddeliveryandcostcontrolMarketingandSalesProgrammerMajorValuePoints–selectionofdistributionchannels,promotion/brandingofproducts,developandsupportsalesforceServiceProviderMajorValuePoints–packaging,branding,promotion,developmentofinnovativesalesforceande-commercemechanismsServiceProgrammerMajorValuePoints–content/functionenhancementServiceProviderMajorValuePoints–content/functionenhancement41WANGHong,TVDept.CUCModel:Porter’sFiveForcesModelPorter'sfiveforcesanalysisisaframeworkfortheindustryanalysisandbusinessstrategydevelopmentdevelopedbyMichaelE.PorterofHarvardBusinessSchoolin1979.ItusesconceptsdevelopedinIndustrialOrganization(IO)economicstoderivefiveforceswhichdeterminethecompetitiveintensityandthereforeattractivenessofamarket.Attractivenessinthiscontextreferstotheoverallindustryprofitability.An"unattractive"industryisonewherethecombinationofforcesactstodrivedownoverallprofitability.Averyunattractiveindustrywouldbeoneapproaching"purecompetition".42WANGHong,TVDept.CUC43WANGHong,TVDept.CUCThethreatofsubstituteproducts

Theexistenceofclosesubstituteproductsincreasesthepropensity(傾向）ofcustomerstoswitchtoalternativesinresponsetopriceincreases(highelasticityofdemand).buyerpropensitytosubstituterelativepriceperformanceofsubstitutesbuyerswitchingcostsperceivedlevelofproductdifferentiation44WANGHong,TVDept.CUCThethreatoftheentryofnewcompetitors

Profitablemarketsthatyieldhighreturnswilldrawfirms.Thisresultsinmanynewentrants,whichwilleffectivelydecreaseprofitability.Unlesstheentryofnewfirmscanbeblockedbyincumbents(先入者，占市場(chǎng)份額較大的公司）,theprofitratewillfalltowardsacompetitivelevel(perfectcompetition).theexistenceofbarrierstoentry(patents,rights,etc.)economiesofproductdifferencesbrandequity

switchingcostsorsunkcostscapitalrequirementsaccesstodistributionabsolutecostadvantageslearningcurveadvantagesexpectedretaliationbyincumbentsgovernmentpolicies

45WANGHong,TVDept.CUCTheintensityofcompetitiverivalry

Formostindustries,thisisthemajordeterminantofthecompetitivenessoftheindustry.Sometimesrivalscompeteaggressivelyandsometimesrivalscompeteinnon-pricedimensionssuchasinnovation,marketing,etc.numberofcompetitorsrateofindustrygrowthintermittentindustryovercapacityexitbarriersdiversityofcompetitorsinformationalcomplexityandasymmetryfixedcostallocationpervalueaddedlevelofadvertisingexpenseEconomiesofscaleSustainablecompetitiveadvantagethroughimprovisation46WANGHong,TVDept.CUCThebargainingpowerofcustomers

Alsodescribedasthemarketofoutputs.Theabilityofcustomerstoputthefirmunderpressureanditalsoaffectsthecustomer'ssensitivitytopricechanges.buyerconcentrationtofirmconcentrationratiodegreeofdependencyuponexistingchannelsofdistributionbargainingleverage,particularlyinindustrieswithhighfixedcostsbuyervolumebuyerswitchingcostsrelativetofirmswitchingcostsbuyerinformationavailabilityabilitytobackwardintegrateavailabilityofexistingsubstituteproductsbuyerpricesensitivitydifferentialadvantage(uniqueness)ofindustryproducts47WANGHong,TVDept.CUCThebargainingpowerofsuppliers

Alsodescribedasmarketofinputs.Suppliersofrawmaterials,components,labor,andservices(suchasexpertise)tothefirmcanbeasourceofpoweroverthefirm.Suppliersmayrefusetoworkwiththefirm,ore.g.chargeexcessivelyhighpricesforuniqueresources.supplierswitchingcostsrelativetofirmswitchingcostsdegreeofdifferentiationofinputspresenceofsubstituteinputssupplierconcentrationtofirmconcentrationratioemployeesolidarity(e.g.laborunions)threatofforwardintegrationbysuppliersrelativetothethreatofbackwardintegrationbyfirmscostofinputsrelativetosellingpriceoftheproduct.48WANGHong,TVDept.CUC49WANGHong,TVDept.CUCThesethreegenericstrategiesaredefinedalongtwodimensions:strategicscopeandstrategicstrength.

Strategicscopeisademand-sidedimensionandlooksatthesizeandcompositionofthemarketyouintendtotarget.Strategicstrengthisasupply-sidedimensionandlooksatthestrengthorcorecompetencyofthefirm.Inparticularheidentifiedtwocompetenciesthathefeltweremostimportant:productdifferentiationandproductcost(efficiency).50WANGHong,TVDept.CUCTheresource-basedviewofstrategicadvantage

Source:JayB.Barney

Valuable? Rare? Costly/difficultWellexploitedCompetitive toimitate?

bythefirm?

ImplicationNo - - -

DisadvantageYes No -

ParityYes Yes No

Temporaryadv.Yes Yes Yes

Yes

Sustainable

advantage51WANGHong,TVDept.CUCOrganization52WANGHong,TVDept.CUCOrganizationDefinition:Organizationsare:socialentitiesthataregoaldirected,aredesignedasdeliberatelystructuredandcoordinatedactivitysystems,andarelinkedtotheexternalenvironment.53WANGHong,TVDept.CUCOrganizationAnorganizationexistswhenpeopleinteractwithoneanothertoperformessentialfunctionsthathelpattaingoals.54WANGHong,TVDept.CUC

AnInformation-ProcessingViewofOrganizations-Anorganizationprocessesinformationinordertocoordinateandcontrolitsactivities.

-Information“channelscanbecreatedorabandoned,andtheircapacitiesandthetypesofsignalstobetransmittedoverthemaresubjecttochoice,achoicebasedonacomparisonofbenefitsandcosts”(Arrow,1974)55WANGHong,TVDept.CUCAnInformation-ProcessingViewofOrganizations

-Organizationaldesignproblemisaninformation-processingproblem:”thegreatertheuncertaintyofthetask,thegreatertheamountofinformationthathastobeprocessedbetweendecisionmakers”(Galbraith,1974,p.28)56WANGHong,TVDept.CUCAnInformation-ProcessingViewofOrganizationsOrganizationdesign:-isanormativesciencethatfocusesoncreatinganorganizationtoobtaingivengoals.-hastomatchthedemandforinformationprocessingwiththeinformation-processingcapacityoftheorganization.57WANGHong,TVDept.CUCEffectiveness:ifitrealizesitspurposeandaccomplishesitsgoals.Efficiency:ifitutilizestheleastamountofresourcesnecessarytoobtainitsproductsorservices.Viability:ifitexistsoveralongperiodoftime.Threeparamountcriteriainorganizationdesign58WANGHong,TVDept.CUCCriteriainOrganizationDesignEffectivenessismeasuredbyhowwelltheorganizationproducesgoodsorservicesthatarevalued,anexternalmeasure.-theorganization’soutputsmustbedesiredbysomeone,eitheracustomerorthepublicatlarge.·Efficiencyisincreasedwithfewerresourcesutilizedormoreproductscreated,isaninternalmeasure.59WANGHong,TVDept.CUCEffectiveness

≠EfficiencyEffectiveness:doingtherightthingEfficiency:doingitrightThefundamentalorganizationaldesignproblem:tostructuretheorganizationtobeefficient,effectiveandviable.→Providegeneralguidanceinselectingappropriateorganizationalconfigurationsandorganizationalproperties.60WANGHong,TVDept.CUC

Organizationalfit:isameasureofhowwellthestructurefacilitatescoordinatedactivities-bothinternallyandexternally.Misfitoforganizationalstructure:thestructuredoesnotfacilitatetheneededcoordination.

61WANGHong,TVDept.CUCFundamentaldesigncriterion:-theorganizationmustfittogethertoobtaincoordinatedactivities;-theorganizationmustfititsenvironmentandstrategysothatitsactivitiesmakeitviableinthelargerworld62WANGHong,TVDept.CUCStaticOrganizationDesign-Basedonthepresentstrategytoresearchthepresentorganizationandtomakeitmoreeffectiveandefficiency63WANGHong,TVDept.CUC

Frameworkfororganizationdesign-isthefoundationonwhichacompanybasesitsdesignchoices-consistsofaseriesofdesignpoliciesthatiscontrollablebymanagementandcaninfluenceemployeebehavior-thepoliciesarethetoolswithwhichtheresearchercouldshapethedecisionsandbehaviorsoftheirorganizationeffectively64WANGHong,TVDept.CUC65WANGHong,TVDept.CUC

TheStarModel

-Strategy,whichdeterminesdirection-Structure,whichdeterminesthelocationofdecision-makingpower-Process,whichhavetodowiththeflowofinformation,alsocalledcoordination-Rewardsandrewardssystems,whichinfluencethemotivationofpeopletoperformandaddressorganizationalgoals-People,whichinfluenceandfrequentlydefinetheemployees’mind-setsandskills66WANGHong,TVDept.CUCStrategyPeopleStructureRewardsProcessTheStarModelDirectionSkillsandmind-setsPowerMotivationInforma-tion67WANGHong,TVDept.CUC

DesignProcess:1.DescribePresentStrategy2.DescribetheOrganization(focusonstructureandprocess)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizeorcoordinate?

68WANGHong,TVDept.CUC

DesignProcess:1.DescribePresentStrategy

2.DescribetheOrganization(focusonstructure)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizationorcoordinaton?

69WANGHong,TVDept.CUC“StructureFollowsStrategy”Chandler(1962)70WANGHong,TVDept.CUCMissionTheoverallgoalforanorganizationisoftencalledthemission—theorganization’sreasonforexistence.Themissiondescribestheorganization’svision,itssharedvaluesandbeliefs,anditsreasonforbeing.Itcanhaveapowerfulimpactonanorganization.mission=officialgoals71WANGHong,TVDept.CUCOrganizationalStrategiesandDesignAstrategyisaplanforinteractingwiththecompetitiveenvironmenttoachieveorganizationalgoals.Goal:definewheretheorganizationwantstogoStrategies:definehowitwillgetthere.72WANGHong,TVDept.CUCExample:Goal:15%annualsalesgrowth.Strategies:thatgoalmightincludeaggressiveadvertisingtoattractnewcustomers,motivatingsalespeopletoincreasetheaveragesizeofcustomerpurchases,etc.73WANGHong,TVDept.CUC

“StrategyFollowsStructure”?HallandSaias(1980),Frederickson(1984,1986),Kuhn(1979,1986)74WANGHong,TVDept.CUCSARFTTheStateAdministrationofRadio,FilmandTelevisionPropagandaDepartmentoftheCPCCentralCommitteeInformationOffice(StateCouncil)ForeignPropagandaOffice(CPCCentralCommittee)StateCouncilOrders,directions,policiesandguidelineAppointmentAdvertisersAudienceChinaCentralTelevisionCCTVTimewithAudienceMoneyInformationEntertainmentAttention&money75WANGHong,TVDept.CUCCCTV’sStrategy:It’smission:themouthpieceoftheparty,governmentandthepublicIt’sgoals:basedonthefulfillmentofthemissiontomaximizetheprofitthroughbuildingfamouschannelbrandsinChina.

………………

Whataboutthepublic?

76WANGHong,TVDept.CUC

DesignProcess:

1.DescribePresentStrategy2.DescribetheOrganization(focusonstructure)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizationorcoordinaton?

77WANGHong,TVDept.CUC

ResearchPoint:OrganizationalStructure-Specialization-Shape-Distributionofpower-Departmentalization78WANGHong,TVDept.CUCSpecialization:-referstothetypesandnumbersofspecialtiestobeusedinperformingthework.Shape:-determinedbythenumberofpeopleformingdepartmentsateachhierarchicallevel.thenumberofpeopleinadepartment:spanofcontrol79WANGHong,TVDept.CUC

DistributionofPower:Verticaldistributionofdecision-makingpowerandauthoritycentralizationordecentralizationHorizontaldistributionofpowertheleaderneedstoshiftpowertothedepartmentdealingwithmission-criticalissues80WANGHong,TVDept.CUC

DepartmentalizationorConfiguration:-referstothechoiceofdepartmentstointegratethespecializedworkandformahierarchyofdepartments-thechoiceoftypeofdepartmentismadeateachhierarchicallevel81WANGHong,TVDept.CUCBasicformsofdepartmentform:FunctionalstructureDivisionalstructureMatrixstructure82WANGHong,TVDept.CUCHEADQUARTERSTopManagementDEPARTMENTOperationsDEPARTMENTMarketingDEPARTMENTFinanceDEPARTMENTHumanResourcesFunctionalStructure83WANGHong,TVDept.CUCStrengthsofFunctionalStructureGatheringtogetherallworkersofonetypeallowthemtotransferideas,knowledge,andcontactsamongthemselves.Allowsthemtoachieveagreaterlevelofspecialization84WANGHong,TVDept.CUC

AdvantagesofFunctionalStructure-Usingtheexampleofasinglepurchasingfunctioninoperations,poolingtheworkersallowsthecompanytopresentasinglefacetovendorsandexercisebuyingleverage.-possibilitytorealizeeconomiesofscalepermitsmorescaleandspecialization

85WANGHong,TVDept.CUC

Weaknessesoffunctionalorganization:-notsuitableforvarietyproducts,services,channels,andcustomers-thebarrierscreatedbetweendifferentfunctions,inhibitingcross-functionalprocesssuchasnewproductdevelopment.-----processinterdependencyBestatmanagingasingleproductorserviceline.86WANGHong,TVDept.CUCHEADQUARTERSTopManagement1.Supply:Materials,LaborEquipmentManufacturingSales2.ResearchEngineeringandDesignManufacturingandTestProductflowInformationflowFunctionalStructure87WANGHong,TVDept.CUCCoordinationofFunctionalStructure:

-requiresthattheproductsandtheirquantitiesshouldbethesameforeachofthefunctions-toreduceprocessinterdependency88WANGHong,TVDept.CUCDivisionalStructures:-characterizedbyorganizationalsubunitsbasedonagroupingofproducts,markets,orcustomers.-89WANGHong,TVDept.CUCDivisionalstructure:(product,region,customer)90WANGHong,TVDept.CUC91WANGHong,TVDept.CUC

Weaknessesofproductstructures:-productgeneralmanagersallwantautonomy

-thepossiblelossofeconomiesofscalenotallfunctionscanbedividedintoproductunitswithoutascaleloss----functionalinterdependency92WANGHong,TVDept.CUC

HEADQUARTERSTopManagementDivision1Division2Division3MarketMarketMarketProductdivisions,i.e.groupofsimilarproductsProductflowInformationflowDivisionalStructure93WANGHong,TVDept.CUCServiceCommitteeEditorialCommitteeTechnologicalCommitteeOfficeCPCPersonnelSportProgCenterAdvertisement&BusinessCenterAuditOfficeSupervisingOfficeFinanceGeneralEditorOverseasProgCenterSocial&EducationalProgCenterEntertainmentProgCenterYouthProgCenterNewsProgCenterChinaTV(Newspaper)ChinaSatelliteBroadcastingCo.,LtdChinaInternationalTVCorporationTechnologyManagementOfficeTransmitionCenterChinaTeleplayProductionCenterBSEFilmCNDFilmTechnologyProductionCenterChinaCentralDigitalProgCo.,LtdChinaPhilharmonicOrchestraCCTVPresident94WANGHong,TVDept.CUCCCTVPresidentCCTV-1CorporateCCTV-2BusinessCCTV-3EntertainmentCCTV-4ChineseInterCCTV-5SportCCTV-6MovieCCTV-7Children,Military&AgricultureCCTV-8TeleplayCCTV-9EnglishCCTV-10Scietech&EduCCTV-11TheaterCCTV-12Society&LawCCTV-NewsCCTV-M