麥克沙恩《組織行為學(xué)》7eIChap013課件

DesigningOrganizationalStructuresCopyright?2015McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ValveCorporationhasaflat,organicorganizationalstructuretoleveragethecreativeandentrepreneurialpotentialofits300employeesValveCorporation’sOrganizationalStructureOrganizationalStructureDefinedDivisionoflaborandpatternsofcoordination,communication,workflow,andformalpowerthatdirectorganizationalactivitiesRelatestomanyOBtopics(jobdesign,teams,power)DivisionofLaborandCoordinationDivisionoflaborResultsinspecialization,separatejobsfordifferentpeopleImprovesworkefficiencyCoordinationofworkValueofdivisionoflaborislimitedtoabilitytocoordinatethatworkCoordinatingworkcanbecostlyThreecoordinatingmechanismsinformalcommunicationformalhierarchystandardizationCoordinationThroughInformalCommunicationInformalcommunicationcoordinatesworkinallfirmsVitalinnonroutineandambiguoussituationsEasiestinsmallfirms,buttechnologyextendsitsuseinlargefirmsLargerfirmsalsoapplyinformalcommunicationthroughLiaisonrolesIntegratorrolesTemporaryteamsOtherCoordinatingMechanismsFormalhierarchyDirectsupervisionAssignslegitimatepowertomanageothersNecessaryinmostfirms,buthasproblemsStandardization–createroutinebehavior/outputStandardizedprocesses(e.g.,jobdescriptions)Standardizedoutputs(e.g.,salestargets)Standardizedskills(e.g.,training)Elementsof

OrganizationalStructureSpanofControlCentralizationDepartment-alizationFormalizationElementsofOrganizationalStructureKenGen’sFlatterStructureKenGen,Kenya’sleadingelectricitygenerationcompany,reduceditshierarchyfrom15layerstojust6layers.“Thisflatterstructurehasreducedbureaucracyandithasalsoimprovedteamwork,”explainsKenGenexecutiveSimonNgure.SpanofControlNumberofpeopledirectlyreportingtothenextlevelWiderspanofcontrolpossiblewhen:OthercoordinatingmechanismsarepresentRoutinetasksLowemployeeinterdependenceTallvsFlatStructuresAscompaniesgrow,they:BuildatallerhierarchyWidenspan,orbothProblemswithtallhierarchiesPoorerupwardinformationOverheadcostsFocuspoweraroundmanagers,sostafffeellessempoweredCentralization/DecentralizationCentralization–Formaldecisionmakingauthorityisheldbyafewpeople,usuallyatthetopDecentralizationincreasesascompaniesgrowVaryingdegreesofcentralizationindifferentareasofthecompanyExample:salesdecentralized;infosystemscentralizedUpperMgtMiddleMgtFrontlineSupervisoryUpperMgtMiddleMgtFrontlineSupervisoryUpperMgtMiddleMgtFrontlineSupervisoryProductionSalesInformation

Systems=locusofdecisionmakingauthorityFormalizationStandardizingbehaviorthroughrules,procedures,training,etcIncreasesasfirmsgetolder,larger,regulatedProblemswithformalizationLessorganizationalflexibilityDiscouragesorganizationallearning/creativityLessworkefficiencyIncreasesjobdissatisfactionandworkstressRules/proceduresbecomefocusofattentionMechanisticvs.OrganicStructuresMechanisticStructureNarrowspanofcontrolHighcentralizationHighformalizationOrganicStructureWidespanofcontrolDecentralizeddecisionsLowformalizationCEOFinanceProductionMarketingOrganizesemployeesaroundspecificknowledgeorotherresources(e.g.,marketing,production)FunctionalOrganizationalStructureEvaluatingFunctionalStructuresBenefitsEconomiesofscaleSupportsprofessionalidentityandcareerpathsEasiersupervisionLimitationsEmphasizessubunitmorethanorganizationalgoalsHigherdysfunctionalconflictPoorercoordination–requiresmorecontrolsOrganizesemployeesaroundoutputs,

clients,orgeographicareasDivisionalStructureCEOHealthcareLightingProductsConsumer

LifestyleDivisionalStructureBesttypeofdivisionalstructuredependsonenvironmentaldiversityoruncertaintyGeographicstructuresbecominglesscommonbecause:LessneedforlocalrepresentationReducedgeographicvariationMoreglobalclientsEvaluatingDivisionalStructuresBenefitsBuildingblockstructure–accommodatesgrowthFocusesonmarkets/products/clientsLimitationsDuplication,inefficientuseofresourcesSilosofknowledge–expertiseisolatedacrossdivisionsExecutivepoweraffectedbyshiftingdivisionalstructure–commonwithcomplexenvironmentSelf-directedworkteamsorganizedaroundworkprocessesTypicallyorganicstructureUsuallyfoundwithindivisionalizedstructureTeam-BasedStructureEvaluatingTeam-BasedStructuresBenefitsResponsive,flexibleLoweradmincostsQuicker,moreinformeddecisionsLimitationsInterpersonaltrainingcostsSlowercoordinationduringteamdevelopmentRoleambiguityincreasesstressTeamleaderissues–lesspower,ambiguousroles/careerDuplicationofresourcesNorthAmericaSouth

AmericaEuropeMiddleEast,Africa/IndiaAsia

PacificPowerProductsPowerSystemsDiscreteAutomationandMotionProductleaderinthatregionProductGroupsRegionalGroupsLowVoltage

ProductsProcess

AutomationABB’s*Geographic-ProductMatrixStructure*SimplificationofABB’sactualstructureEvaluatingMatrixStructuresBenefitsUsesresourcesandexpertiseeffectivelyPotentiallybettercommunication,flexibility,innovationFocusesspecialistsonclientsandproductsSupportsknowledgesharingwithinspecialtySolutionwhentwodivisionshaveequalimportanceLimitationsMoreconflictamongmanagerswhosharepowerTwobossesdilutesaccountabilityMoreconflict,organizationalpolitics,andstressExternalEnvironment&StructureDynamic? Highrateofchange? Useteam-based,network,orotherorganicstructureStable? Steadyconditions,predictablechange? UsemechanisticstructureComplex? Manyelements(suchasstakeholders)? DecentralizeSimple? Fewenvironmentalelements? LessneedtodecentralizeDiverse? Severalproducts,clients,regions? UsedivisionalformalignedwiththediversityHostile? Competitionandresourcescarcity? UseorganicstructureforresponsivenessIntegrated? Singleproduct,client,place? Usefunctionalstructure,orgeographicdivisionifglobalMunificent? Plentyofresourcesandproductdemand? LessneedfororganicstructureExternalEnvironment&StructureEffectsofOrganizationalSizeAsorganizationsgrow,they:Increasedivisionoflabor(jobspecialization)Increasestandardization

andformalhierarchyascoordinatingmechanismsBecomemoredecentralizedTechnologyandStructureMechanisms/processesformakingproductsorservicesTwocontingencies:Variability–thenumberofexcept