管理學(xué)-組織結(jié)構(gòu)設(shè)計-課件

OrganizationalDesign

組織設(shè)計Chapter

6OrganizationalDesign

組織設(shè)計ChapWhatisorganizing?DOrganizing組織工作Arrangingandstructuringworktoaccomplishtheorganization’sgoals.為達成組織目標(biāo)對工作任務(wù)進行安排的過程組織的一般特征人、目的、結(jié)構(gòu)(Robbins)共同目標(biāo)、協(xié)調(diào)能力、分工、職權(quán)體系（埃德加.沙因EdgarSchein)P265R10–2Whatisorganizing?DOrganizinContents-組織結(jié)構(gòu)設(shè)計

一、基本的組織結(jié)構(gòu)設(shè)計DesigningOrganizationalStructureMechanisticandOrganicStructuresFactorsAffectingStructuralChoiceTraditionalOrganizationalDesigns二、適應(yīng)環(huán)境的組織結(jié)構(gòu)設(shè)計1.Contemporaryorganizationaldesigns2.Organizingforcollaboration3.Flexibleworkarrangements4.Contingentworkforce5.Today’sorganizationaldesignchallenges10–3Contents-組織結(jié)構(gòu)設(shè)計

一、基本的組織結(jié)構(gòu)設(shè)計10Contents-組織結(jié)構(gòu)設(shè)計

一、基本的組織結(jié)構(gòu)設(shè)計DesigningOrganizationalStructure設(shè)計組織結(jié)構(gòu)MechanisticandOrganicStructures有機與機械組織結(jié)構(gòu)FactorsAffectingStructuralChoice影響組織結(jié)構(gòu)的因素TraditionalOrganizationalDesigns傳統(tǒng)的組織結(jié)構(gòu)10–4Contents-組織結(jié)構(gòu)設(shè)計

一、基本的組織結(jié)構(gòu)設(shè)計1010–5

DesigningOrganizationalStructure組織結(jié)構(gòu)設(shè)計10–510–5

DesigningOrganizationalOrganizationalStructureChartDOrganizationalStructure組織結(jié)構(gòu)Theformalarrangementofjobswithinanorganization.

組織內(nèi)部對工作的正式安排P265D10–6OrganizationalStructureChart組織的維度縱向橫向10–7組織的維度縱向10–7Exhibit10–1 PurposesofOrganizingDividesworktobedoneintospecificjobsanddepartments.細分工作和部門Assignstasksandresponsibilitiesassociatedwithindividualjobs.分配責(zé)任Coordinatesdiverseorganizationaltasks.協(xié)調(diào)工作Clustersjobsintounits.將若干工作組合成為部門Establishesrelationshipsamongindividuals,groups,anddepartments.協(xié)調(diào)建立個人小組和部門聯(lián)系Establishesformallinesofauthority.建立指揮鏈Allocatesanddeploysorganizationalresources.分配和調(diào)度組織的資源P26510–8Exhibit10–1 PurposesofOrgan10–9D

OrganizationalDesign

Aprocessofcreatingorchanginganorganization’sstructure,

involvingdecisionsaboutsixkeyelements:創(chuàng)造和改變組織結(jié)構(gòu)的六要素：WorkspecializationDepartmentalizationChainofcommandSpanofcontrolCentralizationanddecentralizationFormalizationP265D10–910–9DOrganizationalDesign

P21.2WorkSpecializationDWorkSpecialization工作專門化Thedegreetowhichtasksintheorganizationaredividedintoseparatejobs.組織中工作的細分程度TraditionalView–divisionoflaborDevelopedinthe18thcentury,Trendofspecializationintheearlyof20thcentury–reasonableReasonsforspecializationCardiacSurgeonAgoodthingcanbecarriedtoofarP26510–101.2WorkSpecializationDWorkExhibit10-2:EconomiesandDiseconomiesofWorkSpecialization10–11Exhibit10-2:EconomiesandDiFoxconn富士康流水線10–12Foxconn富士康流水線10–121.2WorkSpecializationToday’sview-PImportantmechanismtohelpemployeesbemoreefficiency-McDonaldOverspecializationcanresultinhumandiseconomies10–131.2WorkSpecializationToday’s10–141.3DepartmentalizationDDepartmentalization部門化Jobsaregroupedtogetheriscalleddepartmentalization把若干工作匯聚在一起。匯聚的5種形式Thereare5commonformsofdepartmentalizationP26610–1410–141.3DepartmentalizationDDepartmentalizationbyTypeFunctionalGroupingjobsbyfunctionsperformedProductGroupingjobsbyproductlineGeographicalGroupingjobsonthebasisofterritoryorgeographyProcessGroupingjobsonthebasisofproductorcustomerflowCustomerGroupingjobsbytypeofcustomerandneeds10–15DepartmentalizationbyTypeFunExhibit10–3 FunctionalDepartmentalization

職能部門化AdvantagesEfficienciesfromputtingtogethersimilarspecialtiesandpeoplewithcommonskills,knowledge,andorientationsCoordinationwithinfunctionalareaIn-depthspecializationDisadvantagesPoorcommunicationacrossfunctionalareasLimitedviewoforganizationalgoalsP26710–16Exhibit10–3 FunctionalDepartExhibit10–2(cont’d) ProductDepartmentalization

產(chǎn)品部門化+ Allowsspecializationinparticularproductsandservices+ Managerscanbecomeexpertsintheirindustry+ Closertocustomers– Duplicationoffunctions– LimitedviewoforganizationalgoalsP26710–17Exhibit10–2(cont’d) ProductExhibit10–2(cont’d)GeographicalDepartmentalization

區(qū)域部門化AdvantagesMoreeffectiveandefficienthandlingofspecificregionalissuesthatariseServeneedsofuniquegeographicmarketsbetterDisadvantagesDuplicationoffunctionsCanfeelisolatedfromotherorganizationalareasP26710–18Exhibit10–2(cont’d)GeographiExhibit10–2(cont’d)

ProcessDepartmentalization

生產(chǎn)過程部門化+ Moreefficientflowofworkactivities– CanonlybeusedwithcertaintypesofproductsP26710–19Exhibit10–2(cont’d) ProcessExhibit10–2(cont’d)CustomerDepartmentalization

顧客部門化+Customers’needsandproblemscanbemetbyspecialists-Duplicationoffunctions-LimitedviewoforganizationalgoalsP26710–20Exhibit10–2(cont’d)Customer10–21Today’sviewonDepartmentalization部門化新趨勢Increasinguseofcustomerdepartmentalization顧客化部門Increasinguseofcross-functionalteams交叉功能團隊Ex:Ford’smaterialplanningandlogisticsdivision10–2110–21Today’sviewonDepartmen1.4ChainofCommandD

ChainofCommand指揮鏈Thecontinuouslineofauthoritythatextendsfromupperlevelsofanorganizationtothelowestlevelsoftheorganizationandclarifieswhoreportstowhom.P26810–221.4ChainofCommandDChainExhibit10-4:ChainofCommand

andLineAuthority直線權(quán)力10–23Exhibit10-4:ChainofCommand1.4ChainofCommandDAuthority職權(quán)Therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.P26810–241.4ChainofCommandDAuthori1.4ChainofCommandDAcceptancetheoryofauthority

權(quán)力接受理論Theviewthatauthoritycomesfromthewillingnessofsubordinatestoacceptit只有滿足下列條件，員工才會接受權(quán)力：UnderstandtheorderConsistentwiththeorganizationalpurposeDon’tconflictwiththeirpersonalbeliefsAbletoperformthetaskasdirectedP26810–251.4ChainofCommandDAcceptaExhibit10-5:直線權(quán)力和職能權(quán)力

Linevs.StaffAuthorityP270直線權(quán)力職能權(quán)力10–26Exhibit10-5:直線權(quán)力和職能權(quán)力

Linev1.4ChainofCommandD

Responsibility職責(zé)Theobligationorexpectationtoperform.D

UnityofCommand統(tǒng)一指揮Theconceptthatapersonshouldhaveonebossandshouldreportonlytothatperson.P27010–271.4ChainofCommandDResponsToday’sViewonChainofCommand命令鏈是必須的-早期管理理論命令鏈沒有過去那么重要–現(xiàn)代管理理論EX:MichelinplantinTours,France,managershavereplacedtop-downchainofcommandwith“birdhouse”meetings.ManagersplayaroleofenablersratherthanbossesIT技術(shù)改變了命令鏈Getinformationwithoutthroughchainofcommand10–28Today’sViewonChainofComma1.5SpanofControlD

SpanofControl控制跨度Thenumberofemployeeswhocanbeeffectivelyandefficientlysupervisedbyamanager.Traditionalviewwasthatmanagerscouldnot-shouldnot-directlysupervisemorethanfiveorsixsubordinates.P27110–291.5SpanofControlDSpanofExhibit10–3 ContrastingSpansofControlP188800fewermanagers33mill.USDsalariesayear10–30Exhibit10–3 ContrastingSpans10–311.5SpanofControlWidthofspanisaffectedby:Skillsandabilitiesofthemanager經(jīng)理能力Employeecharacteristics員工性格Characteristicsoftheworkbeingdone工作特征Similarityoftasks工作的相似性Complexityoftasks工作的復(fù)雜性Physicalproximityofsubordinates下屬的鄰近性Standardizationoftasks工作標(biāo)準化程度Sophisticationoftheorganization’sinformationsystem組織的信息系統(tǒng)復(fù)雜性Strengthoftheorganization’sculture公司文化Preferredstyleofthemanager經(jīng)理風(fēng)格P27110–3110–311.5SpanofControlWidth10–321.5SpanofControlToday’sview傳統(tǒng)的跨度5-6人ContemporaryviewofspanofcontrolrecognizesthatthereisnomagicnumberTrendtowardlargerspansofcontrol例子：CiscoSystem思科系統(tǒng)，跨度越大對企業(yè)越有利P27110–3210–321.5SpanofControlP271101.6Centralization&DecentralizationD

Centralization集權(quán)Thedegreetowhichdecision-makingisconcentratedatupperlevelsoftheorganizations.Organizationsinwhichtopmanagersmakeallthedecisionsandlower-levelemployeessimplycarryoutthoseorders.DDecentralization分權(quán)Thedegreetowhichlower-levelemployeesprovideinputoractuallymakedecisions.D

EmployeeEmpowerment授權(quán)Givingemployeesmoreauthority(power)tomakedecisions.P27210–331.6Centralization&DecentralExhibit10–7

FactorsthatInfluencetheAmountofCentralizationMoreCentralization集權(quán)的影響因素Environmentisstable.Lower-levelmanagersarenotascapableorexperiencedatmakingdecisionsasupper-levelmanagers.Lower-levelmanagersdonotwanttohaveasayindecisions.Decisionsarerelativelyminor.Organizationisfacingacrisisortheriskofcompanyfailure.Companyislarge.Effectiveimplementationofcompanystrategiesdependsonmanagersretainingsayoverwhathappens.P27210–34Exhibit10–7

FactorsthatInfExhibit10–7(cont’d)FactorsthatInfluencetheAmountofDecentralizationMoreDecentralization分權(quán)的影響因素Environmentiscomplex,uncertain.Lower-levelmanagersarecapableandexperiencedatmakingdecisions.Lower-levelmanagerswantavoiceindecisions.Decisionsaresignificant.Corporatecultureisopentoallowingmanagerstohaveasayinwhathappens.Companyisgeographicallydispersed.Effectiveimplementationofcompanystrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions.10–35Exhibit10–7(cont’d)Factor10–36Today’sview:CorD?

分權(quán)還是集權(quán)？DecentralizationandemployeeempowermentisanorganizingtrendTowarddecentralizingdecisionmakingEX:Terrexcorporation$9.1billi.Revenuesin2009withabout16,000employeesworldwide,andasmallcorporateheadquartersstaff.授權(quán)障礙：錯誤見見-必須身體力行才能做好對下級不信任…10–3610–36Today’sview:CorD?分權(quán)還1.7FormalizationDFormalization正規(guī)化Thedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.組織中各項工作標(biāo)準話程度以及員工行為受到規(guī)則和程序約束的程度。Highlyformalizedjobsofferlittlediscretionoverwhatistobedone.Lowformalizationmeansfewerconstraintsonhowemployeesdotheirwork.Today’sViewLessreliantonstrictrulesandstandardizationtoguideandregulateemployeebehavior10–371.7FormalizationDFormalizati10–38

MechanisticandOrganicStructures2.機械式結(jié)構(gòu)和有機式結(jié)構(gòu)伯恩斯-斯道克模式10–3810–38

10–38TwoModelsofOrganizationalDesign

-MechanisticandOrganicOrganizations

伯恩斯-斯道克模式

DMechanisticOrganizationArigidandtightlycontrolledstructure僵化和緊密控制的結(jié)構(gòu)DOrganicOrganizationHighlyflexibleandadaptablestructure高度靈活和適應(yīng)環(huán)境的結(jié)構(gòu)Non-standardizedjobsFluidteam-basedstructureLittledirectsupervisionMinimalformalrulesOpencommunicationnetworkEmpoweredemployees10–39TwoModelsofOrganizationalDExhibit10–9 MechanisticversusOrganicOrganization?Highspecialization?Rigiddepartmentalization?Clearchainofcommand?Narrowspansofcontrol?Centralization?Highformalization?Cross-functionalteams?Cross-hierarchicalteams?Freeflowofinformation?Widespansofcontrol?Decentralization?LowformalizationP27610–40Exhibit10–9 Mechanisticversu10–41

3.FactorsAffectingStructuralChoice

影響組織結(jié)構(gòu)的權(quán)變因素

10–4110–41

10–413ContingencyFactorsStructuraldecisionsareinfluencedby4factors:OverallstrategyoftheorganizationSizeoftheorganizationTechnologyusedbytheorganizationDegreeofenvironmentaluncertainty10–423ContingencyFactorsStructuraContingencyFactors(cont’d)Factor1:StrategyFrameworks:戰(zhàn)略框架Organizationalstructurefollowsstrategy.Innovation創(chuàng)新Pursuingcompetitiveadvantagethroughmeaningfulanduniqueinnovationsfavorsanorganicstructuring.Costminimization降低成本Focusingontightlycontrollingcostsrequiresamechanisticstructurefortheorganization.Imitation仿制Minimizingrisksandmaximizingprofitabilitybycopyingmarketleadersrequiresbothorganicandmechanisticelementsintheorganization’sstructure.10–43ContingencyFactors(cont’d)FaContingencyFactors(cont’d)Factor2:SizeandStructure

公司規(guī)模與結(jié)構(gòu)Firmschangefromorganictomechanisticorganizationsastheygrowinsize.Asanorganizationgrowslarger,itsstructuretendstochangefromorganictomechanisticwithincreasedspecialization,departmentalization,centralization,andrulesandregulations.10–44ContingencyFactors(cont’d)FaContingencyFactors(cont’d)Factor3:TechnologyandStructure技術(shù)與結(jié)構(gòu)Organizationsadapttheirstructurestotheirtechnology.JoanWoodward’s(瓊.伍德沃德)classificationoffirmsbasedonthecomplexityofthetechnologyemployed:UnitproductionofsingleunitsorsmallbatchesMassproductionoflargebatchesofoutputProcessproductionincontinuousprocessofoutputs10–45ContingencyFactors(cont’d)FaExhibit10–9 Woodward’sFindingsonTechnology,Structure,andEffectivenessP276Routinetechnology=mechanisticorganizationsNon-routinetechnology=organicorganizations常規(guī)技術(shù)-機械組織非常規(guī)技術(shù)-有機組織生產(chǎn)類型結(jié)構(gòu)特征10–46Exhibit10–9 Woodward’sFindiContingencyFactors(cont’d)Factor4:EnvironmentalUncertaintyandStructure環(huán)境的確定性Dynamicenvironments=organicstructures;Stableenvironments=mechanisticstructuresMechanisticorganizationalstructurestendtobemosteffectiveinstableandsimpleenvironments.Theflexibilityoforganicorganizationalstructuresisbettersuitedfordynamicandcomplexenvironments.10–47ContingencyFactors(cont’d)Fa10–48Today’sviewTheevidenceontheenvironment-structurerelationshiphelpstoexplainwhysomanymanagerstodayarerestructuringtheirorganizationstobelean,fast,andflexible.Mechanisticorganizationsarenotequippedtorespondtorapidenvironmentalchangeandenvironmentaluncertainty.Organizationsbecomemoreorganic.10–4810–48Today’sviewTheevidence10–49

4.TraditionalOrganizationalDesignsSimple簡單Functional職能Divisional事業(yè)部10–4910–49

Simple簡單10–49ThreeTypesofTraditionalDesignsDSimplestructure簡單結(jié)構(gòu)Anorganizationaldesignwithlowdepartmentalization,widespansofcontrol,centralizedauthority,littleformalization部門少控制跨度大集權(quán)正規(guī)化程度低10–50ThreeTypesofTraditionalDesThreeTypesofTraditionalDesignsDFunctionalstructure職能型結(jié)構(gòu)Anorganizationaldesignthatgroupssimilarorrelatedoccupationalspecialtiestogether.DepartmentalizationbyfunctionOperations,finance,humanresources,andproductresearchanddevelopment10–51ThreeTypesofTraditionalDesThreeTypesofTraditionalDesignsDDivisionalstructure事業(yè)部型結(jié)構(gòu)Anorganizationalstructuremadeupofseparate,semiautonomousunitsordivisions.10–52ThreeTypesofTraditionalDesExhibit10–10 StrengthsandWeaknessesofTraditionalOrganizationalDesignsP27710–53Exhibit10–10 StrengthsandWe10–54LearningSummary學(xué)習(xí)要點、重點WhatDoManagersDoWhenTheyOrganize?OrganizingOrganizationalstructureOrganizationaldesignWhatAretheSixElementsofOrganizationalStructure?Workspecialization\Departmentalization\Chainofcommand\Spanofcontrol\centralization-decentralization\Formalization10–5410–54LearningSummary學(xué)習(xí)要點、重點W10–55LearningSummaryWhatAretheFactorsThatAffecttheTypeofOrganizationalStructureManagersDesign?StrategySizeTechnologyDegreeofenvironmentaluncertaintyWhatAretheCommonTypesofOrganizationalDesigns?Traditional(simple,functional,divisional)Contemporary(team,matrix,project,boundaryless)10–5510–55LearningSummaryWhatAreContents-組織結(jié)構(gòu)設(shè)計

二、適應(yīng)環(huán)境的組織結(jié)構(gòu)設(shè)計1.Contemporaryorganizationaldesigns2.Organizingforcollaboration3.Flexibleworkarrangements4.Contingentworkforce5.Today’sorganizationaldesignchallenges10–56Contents-組織結(jié)構(gòu)設(shè)計

10–561.ContemporaryOrganizationalDesignsTeamStructureMatrixStructureTheBoundarylessOrganizationLearningOrganizations10–571.ContemporaryOrganizational1.1Teamstructures

團隊結(jié)構(gòu)TeamStructure-anorganizationalstructureinwhichtheentireorganizationismadeupofworkteams由工作團隊組成的組織結(jié)構(gòu)Amazon,Boeing,Motorola,andmanyotherleadingcompaniesusingworkteamstoimproveproductivity.10–581.1Teamstructures團隊結(jié)構(gòu)TeamDefinitionofGroupsandTeamsD

Group

群體Twoormoreinteractingandinterdependentindividualswhocometogethertoachievespecificgoals.（Formalgroups/Informalgroups）兩個或兩個以上相互作用、相互依賴的個體，為了實現(xiàn)特定的目標(biāo)而組合在一起的集合體。D

WorkTeam工作團隊Agroupwhosemembersworkintenselyonaspecificcommongoalusingtheirpositivesynergy,individualandmutualaccountability,andcomplementaryskills.為了實現(xiàn)一個共同而具體的目標(biāo)，個體成員通過他們正面的協(xié)同效應(yīng)、個體和相互的責(zé)任以及互補的技能組合而成的正式群體。review10–59DefinitionofGroupsandTeams1.1Teamstructures

團隊結(jié)構(gòu)Google的拉里.佩奇和謝爾蓋.布林對員工的授權(quán)關(guān)鍵高層對基層的管理職權(quán)鏈不存在自由安排工作團隊對工作負責(zé)10–601.1Teamstructures團隊結(jié)構(gòu)GoogExhibit11-1:Contemporary

OrganizationalDesigns10–61Exhibit11-1:Contemporary

Or1.2MatrixandProjectStructures

矩陣項目結(jié)構(gòu)MatrixStructure-anorganizationalstructurethatassignsspecialistsfromdifferentfunctionaldepartmentstoworkononeormoreprojectsProjectStructure-anorganizationalstructureinwhichemployeescontinuouslyworkonprojects10–621.2MatrixandProjectStructExhibit11-2:ExampleofaMatrixOrganization10–63Exhibit11-2:ExampleofaMatExhibit11-1:Contemporary

OrganizationalDesigns(cont.)10–64Exhibit11-1:Contemporary

Org1.3BoundarylessOrganizationBoundarylessOrganization

無邊界組織-anorganizationwhosedesignisnotdefinedby,orlimitedto,thehorizontal,vertical,orexternalboundariesimposedbyapredefinedstructureVirtualorganizations虛擬組織

Networkorganizations網(wǎng)絡(luò)組織10–651.3BoundarylessOrganizationBContemporaryOrganizationalDesigns(cont’d)

BoundarylessOrganization無邊界組織Removesinternal(horizontal)boundaries:EliminatesthechainofcommandHaslimitlessspansofcontrolUsesempoweredteamsratherthandepartmentsEliminatesexternalboundaries:Usesvirtual,network,andmodularorganizationalstructurestogetclosertostakeholders.10–66ContemporaryOrganizationalDExhibit11-1:

ContemporaryOrganizationalDesigns(cont.)10–67Exhibit11-1:

ContemporaryOr1.3BoundarylessOrganizationBoundarylessOrganization

無邊界組織-Virtualorganizations虛擬組織-anorganizationthatconsistsofasmallcoreoffull-timeemployeesandoutsidespecialiststemporarilyhiredasneededtoworkonprojects.Research,sales,marketing,andsocial-mediadevelopment例子：電影業(yè)Networkorganizations網(wǎng)絡(luò)組織-anorganizationthatusesitsownemployeestodosomeworkactivitiesandnetworksofoutsidesupplierstoprovideotherneededproductcomponentsorworkprocesses.Outsourceorganizationalfunctionsuchasaccounting,productdistribution,andsales,evenproduction模塊組織，生產(chǎn)性企業(yè)，如耐克-開發(fā)與營銷10–681.3BoundarylessOrganizationB2.Organizing

forcollaborationInternalCollaborationExternalCollaboration10–692.Organizingforcollaboratio2.1InternalCollaborationCross-functionalteam-aworkteamcomposedofindividualsfromvariousfunctionalspecialties.10–702.1InternalCollaborationCrosExhibit11-3:BenefitsandDrawbacksofCollaborativeWork10–71Exhibit11-3:BenefitsandDraInternalCollaboration(cont.)Communitiesofpractice-groupsofpeoplewhoshareaconcern,asetofproblems,orapassionaboutatopic,andwhodeepentheirknowledgeandexpertiseinthatareabyinteractingonanongoingbasis.Ex:PharmaceuticalfirmPfizer-employeecouncilsandnetworks10–72InternalCollaboration(cont.)Exhibit11-4:

MakingCommunitiesofPracticeWork10–73Exhibit11-4:

MakingCommunit2.2ExternalCollaborationOpeninnovation

-openingupthesearchfornewideasbeyondtheorganization’sboundariesandallowinginnovationstoeasilytransferinwardandoutward.眾包休閑農(nóng)莊和休閑自行車公司與游客與農(nóng)家樂？Strategicpartnerships-collaborativerelationshipsbetweentwoormoreorganizationsinwhichtheycombinet