第八章OrganizationStructure組織結(jié)構(gòu)課件

第八章OrganizationStructure組織結(jié)構(gòu)2023/12/7第八章OrganizationStructure組織結(jié)構(gòu)第一節(jié)：Fundamentalsoforganizing組織的基礎(chǔ)OrganizationchartThereportingstructureanddivisionoflaborinanorganization.組織圖：一個(gè)組織里的匯報(bào)結(jié)構(gòu)和勞動分工。Thechartprovidesapictureofthereportingstructureandthevariousactivitiesthatarecarriedoutbydifferentindividuals.組織結(jié)構(gòu)圖展示了公司的匯報(bào)結(jié)構(gòu)和不同個(gè)體執(zhí)行的不同任務(wù)。第八章OrganizationStructure組織結(jié)構(gòu)Thetraditionalorganizationchart1.Theboxesrepresentdifferentwork.方框代表不同的工作。2.Thetitlesintheboxesshowtheworkperformedbyeachunit.方框中的名稱表示每個(gè)單位做的工作。3.Reportingandauthorityrelationshipareindicatedbysolidlinesshowingsuperior-subordinateconnections.實(shí)線注明了匯報(bào)和職權(quán)關(guān)系，顯示了上下級的聯(lián)系。4.Levelsofmanagementareindicatedbythenumberofhorizontallayersinthechart.Allpersonsorunitsthatareofthesamerankandreporttothesamepersonareononelevel.水平排列的方框代表著管理層次。所有同一級別并向同一個(gè)人報(bào)告的個(gè)人或單位都在同一個(gè)等級水平上。第八章OrganizationStructure組織結(jié)構(gòu)Differentiation差異化DifferentiationAnaspectoftheorganization’sinternalenvironmentcreatedbyjobspecializationandthedivisionoflabor.差異化：組織的內(nèi)部環(huán)境的一個(gè)方面，由工作專業(yè)化和勞動分工而產(chǎn)生。Differentiationmeansthattheorganizationiscomprisedofmanydifferentunitsthatworkondifferentkindsoftasks,usingdifferentskillsandworkmethods.差異化意味著企業(yè)由許多從事不同任務(wù)的不同單位構(gòu)成，這些單位分別采用不同的工作技能和工作方法。第八章OrganizationStructure組織結(jié)構(gòu)Differentiationiscreatedthroughdivisionoflaborandjobspecialization.Divisionoflabormeansthattheworkoftheorganizationissubdividedintosmallertasks.Variousindividualsandunitsthroughouttheorganizationperformdifferenttasks.Specialization,inturn,referstothefactthatdifferentpeopleorgroupsoftenperformspecificpartsoftheentiretask差異化由勞動分工和專業(yè)化分工而產(chǎn)生，勞動分工意味著組織中的工作被分為更小的工作任務(wù)，由企業(yè)中的不同個(gè)人和單位完成不同的任務(wù)。專業(yè)化指不同的個(gè)人或單位只負(fù)責(zé)完成整個(gè)工作任務(wù)中的某些特定部分。第八章OrganizationStructure組織結(jié)構(gòu)Secretariesandaccountantsspecializein,andperform,differentjobs;similarly,marketing,finance,andhumanresourcestasksaredividedamongthoserespectivedepartments.秘書和會計(jì)具有不同的專長因而從事不同的工作；與此類似，營銷、財(cái)務(wù)、和人力資源工作被劃分為不同的部門。第八章OrganizationStructure組織結(jié)構(gòu)Thenumeroustasksthatmustbecarriedoutinanorganizationmakespecializationanddivisionoflabornecessities.Otherwisethecomplexityoftheoverallworkoftheorganizationwouldbetoomuchforanyindividual.在組織中需要完成眾多不同的任務(wù)，從而使專業(yè)化和勞動分工成為必然，要不然，組織中工作的復(fù)雜性是任何個(gè)人都難以全部勝任的。Differentiationishighwhentherearemanysubunitsandmanykindsofspecialistswhothinkdifferently.當(dāng)下屬單位數(shù)量較多，眾多專家的思維方式不同時(shí)，差異化程度較高。第八章OrganizationStructure組織結(jié)構(gòu)Integration一體化IntegrationThedegreetowhichdifferentiatedworkunitsworktogetherandcoordinatetheirefforts.一體化：差異化工作單位一起工作和協(xié)調(diào)他們工作的程度。第八章OrganizationStructure組織結(jié)構(gòu)Asorganizationsdifferentiatetheirstructures,managersmustsimultaneouslyconsiderissuesofintegration.Allofthespecializedtasksinanorganizationcannotbeperformedcompletelyindependently.Becausethedifferentunitsarepartofthelargerorganization,somedegreeofcommunicationandcooperationmustexistamongthem.Integrationanditsrelatedconcept,coordination,refertotheproceduresthatlinkthevariouspartsoftheorganizationtoachievetheorganization’soverallmission.當(dāng)組織結(jié)構(gòu)差異化之后，管理者必須同時(shí)考慮一體化的問題。組織中所有的專業(yè)化工作任務(wù)都不可能獨(dú)立的完成。因?yàn)檫@些不同的單位都是某個(gè)更大組織的一部分，它們之間必然存在著某種程度的溝通和合作。一體化以及與其相關(guān)的概念協(xié)調(diào)，指的是連接組織中各個(gè)部分以實(shí)現(xiàn)企業(yè)整體使命的程序和步驟。第八章OrganizationStructure組織結(jié)構(gòu)Integrationisachievethroughstructuralmechanismsthatenhancecollaborationandcoordination.Anyjobactivitythatlinksdifferentworkunitsperformsanintegrativefunction.Remember,themorehighlydifferentiatedyourfirm,thegreatertheneedforintegrationamongthedifferentunits.一體化可以通過促進(jìn)合作和協(xié)調(diào)的機(jī)制實(shí)現(xiàn)。任何一項(xiàng)連接不同工作單位的行動都執(zhí)行著一體化的職能。第八章OrganizationStructure組織結(jié)構(gòu)第二節(jié)：Theverticalstructure

縱向結(jié)構(gòu)Inordertounderstandissuessuchasreportingrelationships,authority,responsibility,andthelike,weneedtobeginwiththeverticaldimensionofafirm’sstructure.為了理解如上下級關(guān)系、職權(quán)、職責(zé)等等概念，我們需要從組織結(jié)構(gòu)的縱向?qū)用骈_始。第八章OrganizationStructure組織結(jié)構(gòu)1.Authorityinorganizations

組織中的職權(quán)AuthorityThelegitimaterighttomakedecisionsandtotellotherpeoplewhattodo.職權(quán)：法定的制定決策權(quán)和告訴其他人做什么的權(quán)力。第八章OrganizationStructure組織結(jié)構(gòu)Authorityisfundamentaltothefunctioningofeveryorganization.職權(quán)是每個(gè)組織的職能基礎(chǔ)。Authorityresidesinpositionsratherthaninpeople.職權(quán)是與職位而不是人相聯(lián)系的。第八章OrganizationStructure組織結(jié)構(gòu)1.1Theboardofdirectors董事會Incorporations,theownersarethestockholders.Butbecausetherearenumerousstockholders,andtheseindividualsgenerallylacktimelyinformation,fewaredirectlyinvolvedinmanagingtheorganization.Stockholderselectaboardofdirectorstooverseetheorganization.在公司里，股東是所有者。但是股東人數(shù)眾多，他們通常缺乏及時(shí)的信息，只有極少數(shù)人直接參與到組織的直接管理當(dāng)中。股東選出董事來監(jiān)督組織。第八章OrganizationStructure組織結(jié)構(gòu)Boardsperformatleastthreemajorsetsofduties:(1)selecting,assessing,rewarding,andreplacingtheCEO;(2)determiningthefirm’sstrategicdirectionandreviewingfinancialperformance;and(3)assuringethical,sociallyresponsible,andlegalconduct.董事會至少要執(zhí)行三大類職能：1）選擇、評估、獎勵或更換CEO；2）決定公司的戰(zhàn)略方向，檢查公司的財(cái)務(wù)狀況；3）確保道德的、對社會負(fù)責(zé)的、合法的行為。第八章OrganizationStructure組織結(jié)構(gòu)Sometopexecutivesarelikelytositontheboard(theyareinsidedirectors).Thetrendinrecentyearshasbeentowardreducingthenumberofinsidersandincreasingthenumberofoutsiders.Today,mostcompanieshaveamajorityofoutsidedirectors.某些高層管理者可能在董事會中任職（他們被稱為內(nèi)部董事），近年來的趨勢是減少內(nèi)部董事，增加外部董事?，F(xiàn)在，大多數(shù)公司外部董事占了絕大多數(shù)。第八章OrganizationStructure組織結(jié)構(gòu)1.2Thechiefexecutiveofficer

首席執(zhí)行官Theauthorityofficiallyvestedintheboardofdirectorsisassignedtoachiefexecutiveofficer,whooccupiesthetopoftheorganizationalpyramid.Thechiefexecutiveispersonallyaccountabletotheboardandtotheownersfortheorganization’sperformance.首席執(zhí)行官位于組織金字塔的最頂層，由董事會授權(quán)行使權(quán)利。組織的業(yè)績由首席執(zhí)行官直接對董事會和所有者負(fù)責(zé)。第八章OrganizationStructure組織結(jié)構(gòu)1.3Thetopmanagementteam

高層管理團(tuán)隊(duì)Increasingly,CEOssharetheirauthoritywithotherkeymembersofthetopmanagementteam.TopmanagementteamsaretypicallycomprisedoftheCEO,president,chiefoperatingofficer,chieffinancialofficer,andotherkeyexecutives.Ratherthanmakecriticaldecisionsontheirown,CEOsregularlymeettheirtopmanagementteamstomakedecisionsasaunit.現(xiàn)在越來越多的情況是由CEO與高層管理團(tuán)隊(duì)的其他關(guān)鍵成員共享權(quán)力。高層管理者通常由CEO、總裁、業(yè)務(wù)總監(jiān)、財(cái)務(wù)總監(jiān)和其他關(guān)鍵領(lǐng)導(dǎo)組成。CEO并非單獨(dú)作出關(guān)鍵決定，而是經(jīng)常與高層管理團(tuán)隊(duì)開會，共同作出決策。第八章OrganizationStructure組織結(jié)構(gòu)2Hierarchicallevels層級水平TheCEOoccupiesthetoppositionandistheseniormemberoftopmanagement.Thetopmanageriallevelalsoincludespresidentsandvicepresidents.Thesearethestrategicmanagersinchargeoftheentireorganization.CEO占據(jù)了最上面的位置，是高層管理者中的高級成員。高層管理者還包括總裁和副總裁。這些是掌管著整個(gè)組織的戰(zhàn)略管理者第八章OrganizationStructure組織結(jié)構(gòu)Thesecondbroadlevelismiddlemanagement.Atthislevel,managersareinchargeofplantsordepartments第二大類是中層管理者，在這一層級上，管理者主管工廠或部門。Thelowestlevelismadeupoflowermanagementandworkers.Itincludesofficemanagers,salesmanagers,supervisors,andotherfirst-linemanagers,aswellastheemployees最低層級由更低一層的管理人員和工人組成，包括辦公室管理者、銷售管理者、主管和其他一線管理者，還包括雇員。第八章OrganizationStructure組織結(jié)構(gòu)Anauthoritystructureisthegluethatholdstheselevelstogether.Generally,peopleathigherlevelshavetheauthoritytomakedecisionsandtotelllower-levelpeoplewhattodo.職權(quán)結(jié)構(gòu)就是把這些層次組合到一起來的主線。通常在更高層級的人有權(quán)做出決策并告訴低一層次的人該做什么。第八章OrganizationStructure組織結(jié)構(gòu)3Spanofcontrol控制跨度SpanofcontrolThenumberofsubordinateswhoreportdirectlytoanexecutiveorsupervisor.控制跨度：直接相某個(gè)管理者或主管匯報(bào)的下屬的數(shù)目。第八章OrganizationStructure組織結(jié)構(gòu)Holdingsizeconstant,narrowspansbuildatallorganizationthathasmanyreportinglevels.Widespanscreateaflatorganizationwithfewerreportinglevels.如果組織規(guī)模保持不變，小的管理跨度使組織有較多的管理層次。大的管理跨度使組織扁平，層次較少。第八章OrganizationStructure組織結(jié)構(gòu)Theoptimalspanofcontrolmaximizeseffectivenessbecauseitis(1)narrowenoughtopermitmanagerstomaintaincontroloversubordinates,but(2)notsonarrowthatitleadstoovercontrolandanexcessivenumberofmanagerswhooverseeasmallnumberofsubordinates.理想的管理跨度能夠?qū)崿F(xiàn)效果最大化，因?yàn)樗?）足夠小，允許管理者對下屬保持控制。（2）也沒有小到產(chǎn)生過度控制和過多的管理者監(jiān)督少量的下屬的程度。第八章OrganizationStructure組織結(jié)構(gòu)Theoptimalspanofcontroldependsonanumberoffactors.Thespanshouldbewiderwhen(1)theworkisclearlydefinedandunambiguous,(2)subordinatesarehighlytrainedandhaveaccesstoinformation,(3)themanagerishighlycapableandsupportive,(4)jobsaresimilarandperformancemeasuresarecomparable,and(5)subordinatespreferautonomytoclosesupervisorycontrol理想的管理跨度依賴于一些因素。當(dāng)（1）工作定義明確，不模糊；（2）下屬訓(xùn)練有素，能夠獲得信息；（3）管理者非常能干；（4）工作類似，有可比較的業(yè)績衡量標(biāo)準(zhǔn)；（5）下屬喜歡有一定的自由度，不希望被監(jiān)督控制時(shí)，跨度可能較寬。第八章OrganizationStructure組織結(jié)構(gòu)4Delegation授權(quán)DelegationTheassignmentofneworadditionalresponsibilitiestoasubordinate.授權(quán)：將新的或另外的責(zé)任分派給下屬。第八章OrganizationStructure組織結(jié)構(gòu)Delegationistheassignmentofauthorityandresponsibilitytoasubordinateatalowerlevel.Itrequiresthatthesubordinatereportbacktohisorherbossastohoweffectivelytheassignmentwascarriedout.Delegationisperhapsthemostfundamentalfeatureofmanagement,becauseitentailsgettingworkdonethroughothers.授權(quán)是將職權(quán)和責(zé)任分配給更低一級下屬。它要求下屬反過來向他或她的老板報(bào)告任務(wù)完成的情況。授權(quán)也許是管理最基本的特征之一，因?yàn)樗构ぷ饔伤送瓿伞５诎苏翺rganizationStructure組織結(jié)構(gòu)Advantagesofdelegation

授權(quán)的優(yōu)點(diǎn)1.Themanagersavestimebygivingsomeofhisorherownresponsibilitiestosomeoneelse.Thenthemanagerisfreetodevoteenergytoimportant,higher-levelactivitieslikeplanning,settingobjectives,andmonitoringperformance.管理者通過把他或她自己的責(zé)任分給其他人而節(jié)省了時(shí)間，于是管理者可以把精力抽出來從事象計(jì)劃、設(shè)定目標(biāo)和監(jiān)控業(yè)績等更重要、更高級的工作。第八章OrganizationStructure組織結(jié)構(gòu)2.Delegationessentiallygivesthesubordinateamoreimportantjob.Thesubordinateacquiresanopportunitytodevelopnewskillsandtodemonstratepotentialforadditionalresponsibilitiesandperhapspromotion.Inessence,thesubordinatereceivesavitalformofon-the-jobtrainingthatcouldpayoffinthefuture.授權(quán)使下屬有機(jī)會執(zhí)行一項(xiàng)更重要的任務(wù)，使下屬有機(jī)會發(fā)展新技能，為日后承擔(dān)更大的責(zé)任或晉升積累資本。下屬相當(dāng)于接受了一次在將來能夠受益的在職培訓(xùn)。第八章OrganizationStructure組織結(jié)構(gòu)3.Theorganizationalsoreceivespayoffs.Allowingmanagerstodevotemoretimetoimportantmanagerialfunctionswhilelower-levelemployeescarryoutassignmentsmeansthatjobsaredoneinamoreefficientandcost-effectivemanner.組織也能夠得到益處。允許管理者把更多的時(shí)間投入重要的管理職能，而讓低層雇員執(zhí)行分配的任務(wù)，這意味著以更有效的方式進(jìn)行工作。第八章OrganizationStructure組織結(jié)構(gòu)Thestepsineffectivedelegation

有效授權(quán)的步驟1.definethegoalsuccinctly.簡潔的確定目標(biāo)2.selectthepersonforthetask.選擇完成任務(wù)的人選3.solicitthesubordinate’sviewsaboutsuggestedapproaches.就建議的方案了解下屬的意見4.givethesubordinatetheauthority,time,andresources(people,money,equipment)toperformtheassignment.給予下屬完成分配的工作的職權(quán)、時(shí)間和資源5.schedulecheckpointsforreviewingprogress.為檢查進(jìn)度規(guī)劃好不同的時(shí)間點(diǎn)。6.Followthroughbydiscussingprogressatappropriateintervals按計(jì)劃執(zhí)行，在合適的時(shí)段討論進(jìn)展情況第八章OrganizationStructure組織結(jié)構(gòu)5Decentralization分權(quán)Thedelegationofresponsibilityandauthoritydecentralizesdecisionmaking.Inacentralizedorganization,importantdecisionsusuallyaremadeatthetop.Indecentralizedorganizations,moredecisionsaremadeatlowerlevels.職權(quán)和責(zé)任的授予使決策分散。在集權(quán)組織里，重要決策通常由最高層作出；在分權(quán)組織里，較低層級有權(quán)作出更多的決策。第八章OrganizationStructure組織結(jié)構(gòu)MostAmericanexecutivestodayunderstandtheadvantagesofpushingdecision-makingauthoritydowntothepointoftheaction.Thelevelthatdealsdirectlywithproblemsandopportunitieshasthemostrelevantinformationandcanbestforeseetheconsequencesofdecision.Theyalsoseehowthedecentralizedapproachallowspeopletotakemoretimelyaction.現(xiàn)在大多數(shù)美國管理者都認(rèn)識到將決策權(quán)下放到實(shí)際操作層次的好處。直接與問題或機(jī)遇接觸的層級擁有最相關(guān)的信息，能夠最好的預(yù)測到?jīng)Q策的結(jié)果。這些管理者們也看到了分權(quán)的方法能使人們更及時(shí)的行動起來第八章OrganizationStructure組織結(jié)構(gòu)第三節(jié)：thehorizontalstructure

橫向結(jié)構(gòu)第八章OrganizationStructure組織結(jié)構(gòu)Thefunctionalorganization

職能型組織FunctionalorganizationDepartmentalizationaroundspecializedactivities,suchasproduction,marketing,humanresources,etc.職能型組織：按照專門的活動（職能）來組織部門結(jié)構(gòu)，比如生產(chǎn)、營銷、人力資源等。

第八章OrganizationStructure組織結(jié)構(gòu)Inafunctionalorganization,jobs(anddepartments)arespecializedandgroupedaccordingtobusinessfunctionsandtheskillstheyrequire:production,marketing,humanresources,researchanddevelopment,finance,accounting,andsoforth.工作（和部門）按企業(yè)的職能和它們所需要的技能被劃分和組織起來：生產(chǎn)、營銷、人力資源、開發(fā)與研究、財(cái)務(wù)、會計(jì)等等。第八章OrganizationStructure組織結(jié)構(gòu)Functionaldepartmentalizationiscommoninbothlargeandsmallorganizations.Largecompaniesmayorganizealongseveraldifferentfunctionalgroupings.Forexample,CarmikeCinemahasvicepresidentsoffinance,realestate,operations,advertising,informationsystems,technical,andconcessions.職能型的部門結(jié)構(gòu)在大公司和小公司里都很普遍。大公司可以圍繞幾個(gè)不同的職能組織起來，比如，卡麥克公司有專門負(fù)責(zé)財(cái)務(wù)、房地產(chǎn)、制作、廣告、信息系統(tǒng)、技術(shù)和特許權(quán)的副總裁。第八章OrganizationStructure組織結(jié)構(gòu)Theadvantagesofthefunctionalorganization職能型組織的優(yōu)點(diǎn)1.Economiesofscalecanberealized.能夠?qū)崿F(xiàn)規(guī)模經(jīng)濟(jì)2.Monitoringoftheenvironmentismoreeffective.更有效的跟蹤環(huán)境的變化3.Performancestandardsarebettermaintained.能更好的保持業(yè)績標(biāo)準(zhǔn)第八章OrganizationStructure組織結(jié)構(gòu)4.Peoplehavegreateropportunityforspecializedtrainingandin-depthskilldevelopment.員工有更多的機(jī)會接受專業(yè)化的訓(xùn)練和深度技能的發(fā)展5.Technicalspecialistsarerelativelyfreeofadministrativework.技術(shù)專家得以從管理工作中脫身6.Decisionmakingandlinesofcommunicationaresimpleandclearlyunderstood.制定決策和溝通的渠道簡單且容易理解。第八章OrganizationStructure組織結(jié)構(gòu)Thedisadvantages缺點(diǎn)1.Peoplemaycaremoreabouttheirownfunctionthanaboutthecompanyasawhole,andtheirattentiontofunctionaltasksmaymakethemlosefocusonoverallproductqualityandcustomersatisfaction.員工可能更關(guān)心他們自己的職能，而不關(guān)心公司整體的利益，他們對職能性工作的關(guān)注可能會妨礙對產(chǎn)品整體質(zhì)量和顧客滿意度的重視程度。第八章OrganizationStructure組織結(jié)構(gòu)2.Managersdevelopfunctionalexpertisebutdonotacquireknowledgeoftheotherareasofthebusiness;theybecomespecialists,butnotgeneralists.管理人員擁有職能專業(yè)知識，卻對其他經(jīng)營領(lǐng)域缺乏了解；他們成為專家，而不是通才。3.Betweenfunctions,conflictsarise,andcommunicationandcoordinationfalloff.在不同職能之間，沖突增加了，溝通和協(xié)調(diào)降低了。第八章OrganizationStructure組織結(jié)構(gòu)Thedivisionalorganization

事業(yè)部型組織DivisionalorganizationDepartmentalizationthatgroupsunitsaroundproducts,customers,orgeographicregions.事業(yè)部型組織：按照產(chǎn)品、顧客或地理區(qū)域來組織部門結(jié)構(gòu)。第八章OrganizationStructure組織結(jié)構(gòu)Asorganizationgrowandbecomeincreasinglydiversified,theyfindthatfunctionaldepartmentshavedifficultymanagingawidevarietyofproducts,customers,andgeographicregions.Inthiscase,organizationsmayrestructureinordertogroupallfunctionsintoasingledivision,andduplicateeachofthefunctionsacrossallofthedivisions.DivisionAhasitsownoperationsandmarketingdepartment,DivisionBhasitsownoperationsandmarketingdepartment,andsoon.Inthisregard,separatedivisionsmayactalmostasseparatebusinessesorprofitcentersandworkautonomouslytoaccomplishthegoalsoftheentireenterprise.第八章OrganizationStructure組織結(jié)構(gòu)當(dāng)組織增長并變得日益多樣化時(shí)，職能型組織已不足以應(yīng)付多種多樣的產(chǎn)品、顧客和地理區(qū)域。在這種情況下，組織會重新構(gòu)造，將所有職能容納到單獨(dú)的事業(yè)部中去，并在每個(gè)事業(yè)部中重復(fù)設(shè)置所有的職能。事業(yè)部A有自己的生產(chǎn)和營銷部門，事業(yè)部B也有自己的生產(chǎn)和營銷部門。這樣，不同的事業(yè)部幾乎作為單獨(dú)的企業(yè)或利潤中心來運(yùn)作，獨(dú)立自主為完成整個(gè)公司的目標(biāo)而努力。第八章OrganizationStructure組織結(jié)構(gòu)2.1productdivisions產(chǎn)品型事業(yè)部Intheproductorganization,allfunctionsthatcontributetoagivenproductareorganizedunderonemanager.在產(chǎn)品型組織中，所有為特定產(chǎn)品服務(wù)的職能都被組織在一個(gè)管理者之下。第八章OrganizationStructure組織結(jié)構(gòu)Advantages優(yōu)點(diǎn)1.Informationneedsaremanagedmoreeasily.更容易管理信息需求。2.Peoplehaveafull-timecommitmenttoaparticularproductline.員工對某個(gè)產(chǎn)品線全力投入3.Taskresponsibilitiesareclear.工作責(zé)任明晰4.Peoplereceivebroadertraining.員工接受更廣泛的培訓(xùn)。第八章OrganizationStructure組織結(jié)構(gòu)Disadvantages缺點(diǎn)

Itisdifficulttocoordinateacrossproductlinesanddivisions.And,althoughmanagerslearntobecomegeneralists,theymaynotacquirethedepthoffunctionalexpertisethatdevelopsinthefunctionalstructure.跨產(chǎn)品線、跨事業(yè)部的協(xié)調(diào)工作變得困難，雖然管理者成為通才，他們或許缺乏在職能型結(jié)構(gòu)中深入的職能專業(yè)知識。第八章OrganizationStructure組織結(jié)構(gòu)2.2customerandgeographicaldivisions顧客和地域型事業(yè)部Somecompaniesbuilddivisionsaroundgroupsofcustomersoraroundgeographicaldistinctions.Ahospitalmayorganizeitsservicesaroundchild,adult,psychiatric,andemergencycases.一些公司依靠顧客或地理區(qū)域建立事業(yè)部。一家醫(yī)院可以按小孩、成年人、精神問題病人、急診病人來組織服務(wù)。第八章OrganizationStructure組織結(jié)構(gòu)Thematrixorganization

矩陣型組織MatrixorganizationAnorganizationcomposedofdualreportingrelationshipsinwhichsomemanagersreporttotwosuperiors—afunctionalmanagerandadivisionalmanager.矩陣型組織：由兩個(gè)報(bào)告關(guān)系組成的組織，在這種組織中，一些管理者向兩個(gè)上級—職能管理者和事業(yè)部管理者報(bào)告。第八章OrganizationStructure組織結(jié)構(gòu)3.1matrixsurvivalskills

矩陣生存技能1.Thetopexecutivemustlearntobalancepowerandemphasisbet