羅賓斯管理學(xué)組織結(jié)構(gòu)設(shè)計ppt課件

1、Organizational Design組織設(shè)計Chapter6What is organizing?D Organizing 組織任務(wù)Arranging and structuring work to accomplish the organizations goals.為達(dá)成組織目的對任務(wù)義務(wù)進(jìn)展安排的過程組織的普通特征人、目的、構(gòu)造 (Robbins)共同目的、協(xié)調(diào)才干、分工、職權(quán)體系 埃德加.沙因Edgar Schein)P265 R 2Contents -組織構(gòu)造設(shè)計一、根本的組織構(gòu)造設(shè)計Designing Organizational StructureMechanistic a

2、nd Organic StructuresFactors Affecting Structural ChoiceTraditional Organizational Designs 二、順應(yīng)環(huán)境的組織構(gòu)造設(shè)計1. Contemporary organizational designs 2. Organizing for collaboration 3. Flexible work arrangements4. Contingent workforce 5. Todays organizational design challenges3Contents -組織構(gòu)造設(shè)計一、根本的組織構(gòu)造設(shè)計De

3、signing Organizational Structure 設(shè)計組織構(gòu)造Mechanistic and Organic Structures 有機(jī)與機(jī)械組織構(gòu)造Factors Affecting Structural Choice 影響組織構(gòu)造的要素Traditional Organizational Designs 傳統(tǒng)的組織構(gòu)造4105Designing Organizational Structure 組織構(gòu)造設(shè)計Organizational Structure ChartD Organizational Structure 組織構(gòu)造The formal arrangement o

4、f jobs within an organization. 組織內(nèi)部對任務(wù)的正式安排P265 D6組織的維度縱向橫向7Exhibit 101Purposes of OrganizingDivides work to be done into specific jobs and departments.細(xì)分任務(wù)和部門Assigns tasks and responsibilities associated with individual jobs.分配責(zé)任Coordinates diverse organizational tasks.協(xié)調(diào)任務(wù)Clusters jobs into units.

5、 將假設(shè)干任務(wù)組合成為部門Establishes relationships among individuals, groups, and departments.協(xié)調(diào)建立個人小組和部門聯(lián)絡(luò)Establishes formal lines of authority. 建立指揮鏈Allocates and deploys organizational resources. 分配和調(diào)度組織的資源P2658109D Organizational DesignA process of creating or changing an organizations structure, involving

6、decisions about six key elements:發(fā)明和改動組織構(gòu)造的六要素：Work specializationDepartmentalizationChain of commandSpan of controlCentralization and decentralizationFormalizationP265 D1.2 Work SpecializationD Work Specialization 任務(wù)專門化The degree to which tasks in the organization are divided into separate jobs.組織中

7、任務(wù)的細(xì)分程度Traditional View division of laborDeveloped in the 18th century, Trend of specialization in the early of 20th century reasonable Reasons for specializationCardiac Surgeon A good thing can be carried too farP26510Exhibit 10-2: Economies and Diseconomies of Work SpecializationFoxconn 富士康流水線121.

8、2 Work SpecializationTodays view-PImportant mechanism to help employees be more efficiency-McDonaldOverspecialization can result in human diseconomies1310141.3 DepartmentalizationD Departmentalization 部門化Jobs are grouped together is called departmentalization 把假設(shè)干任務(wù)會聚在一同。會聚的5種方式There are 5 common fo

9、rms of departmentalizationP266Departmentalization by TypeFunctional Grouping jobs by functions performedProductGrouping jobs by product lineGeographicalGrouping jobs on the basis of territory or geographyProcess Grouping jobs on the basis of product or customer flowCustomerGrouping jobs by type of c

10、ustomer and needs15Exhibit 103Functional Departmentalization 職能部門化AdvantagesEfficiencies from putting together similar specialties and people with common skills, knowledge, and orientationsCoordination within functional areaIn-depth specializationDisadvantagesPoor communication across functional are

11、asLimited view of organizational goalsP26716Exhibit 102 (contd)Product Departmentalization產(chǎn)品部門化+Allows specialization in particular products and services+Managers can become experts in their industry+Closer to customersDuplication of functionsLimited view of organizational goalsP26717Exhibit 102 (co

12、ntd)Geographical Departmentalization區(qū)域部門化AdvantagesMore effective and efficient handling of specific regional issues that ariseServe needs of unique geographic markets betterDisadvantagesDuplication of functionsCan feel isolated from other organizational areasP26718Exhibit 102 (contd)Process Departm

13、entalization消費過程部門化+More efficient flow of work activitiesCan only be used with certain types of productsP26719Exhibit 102 (contd) Customer Departmentalization顧客部門化+ Customers needs and problems can be met by specialists- Duplication of functions- Limited view of organizational goalsP267201021Todays

14、 view on Departmentalization 部門化新趨勢Increasing use of customer departmentalization 顧客化部門Increasing use of cross-functional teams 交叉功能團(tuán)隊Ex: Fords material planning and logistics division1.4 Chain of Command D Chain of Command 指揮鏈The continuous line of authority that extends from upper levels of an org

15、anization to the lowest levels of the organization and clarifies who reports to whom.P26822Exhibit 10-4: Chain of Command and Line Authority 直線權(quán)益1.4 Chain of CommandD Authority 職權(quán)The rights inherent in a managerial position to tell people what to do and to expect them to do it.P268241.4 Chain of Com

16、mandD Acceptance theory of authority 權(quán)益接受實際The view that authority comes from the willingness of subordinates to accept it只需滿足以下條件，員工才會接授權(quán)益：Understand the orderConsistent with the organizational purposeDont conflict with their personal beliefsAble to perform the task as directedP26825Exhibit 10-5: 直

17、線權(quán)益和職能權(quán)益Line vs. Staff AuthorityP270 直線權(quán)益職能權(quán)益1.4 Chain of CommandD Responsibility 職責(zé)The obligation or expectation to perform.D Unity of Command 一致指揮The concept that a person should have one boss and should report only to that person.P27027Todays View on Chain of Command命令鏈?zhǔn)潜匦璧?早期管理實際命令鏈沒有過去那么重要 現(xiàn)代管理

18、實際EX: Michelin plant in Tours, France, managers have replaced top-down chain of command with “birdhouse meetings. Managers play a role of enablers rather than bossesIT 技術(shù)改動了命令鏈Get information without through chain of command1.5 Span of ControlD Span of Control 控制跨度The number of employees who can be

19、effectively and efficiently supervised by a manager.Traditional view was that managers could not-should not-directly supervise more than five or six subordinates.P27129Exhibit 103Contrasting Spans of ControlP188800 fewer managers33 mill. USD salaries a year3010311.5 Span of ControlWidth of span is a

20、ffected by:Skills and abilities of the manager 經(jīng)理才干Employee characteristics 員工性格Characteristics of the work being done 任務(wù)特征Similarity of tasks 任務(wù)的類似性Complexity of tasks 任務(wù)的復(fù)雜性Physical proximity of subordinates 下屬的臨近性Standardization of tasks 任務(wù)規(guī)范化程度Sophistication of the organizations information syst

21、em 組織的信息系統(tǒng)復(fù)雜性Strength of the organizations culture 公司文化Preferred style of the manager 經(jīng)理風(fēng)格P27110321.5 Span of ControlTodays view傳統(tǒng)的跨度5-6人Contemporary view of span of control recognizes that there is no magic number Trend toward larger spans of control例子：Cisco System 思科系統(tǒng)，跨度越大對企業(yè)越有利P2711.6 Centraliza

22、tion & DecentralizationD Centralization 集權(quán)The degree to which decision-making is concentrated at upper levels of the organizations.Organizations in which top managers make all the decisions and lower-level employees simply carry out those orders.D Decentralization 分權(quán)The degree to which lower-level e

23、mployees provide input or actually make decisions.D Employee Empowerment 授權(quán)Giving employees more authority (power) to make decisions.P27233Exhibit 107Factors that Influence the Amount of CentralizationMore Centralization 集權(quán)的影響要素Environment is stable.Lower-level managers are not as capable or experie

24、nced at making decisions as upper-level managers.Lower-level managers do not want to have a say in decisions.Decisions are relatively minor.Organization is facing a crisis or the risk of company failure.Company is large.Effective implementation of company strategies depends on managers retaining say

25、 over what happens.P27234 Exhibit 107 (contd) Factors that Influence the Amount of DecentralizationMore Decentralization 分權(quán)的影響要素Environment is complex, uncertain.Lower-level managers are capable and experienced at making decisions.Lower-level managers want a voice in decisions.Decisions are signific

26、ant.Corporate culture is open to allowing managers to have a say in what happens.Company is geographically dispersed.Effective implementation of company strategies depends on managers having involvement and flexibility to make decisions.351036Todays view: C or D? 分權(quán)還是集權(quán)？Decentralization and employee

27、 empowerment is an organizing trend Toward decentralizing decision makingEX: Terrex corporation $9.1billi. Revenues in 2021 with about 16,000 employees worldwide, and a small corporate headquarters staff. 授權(quán)妨礙：錯誤見見-必需身膂力行才干做好對下級不信任1.7 FormalizationD Formalization 正規(guī)化The degree to which jobs within t

28、he organization are standardized and the extent to which employee behavior is guided by rules and procedures. 組織中各項任務(wù)規(guī)范話程度以及員工行為遭到規(guī)那么和程序約束的程度。Highly formalized jobs offer little discretion over what is to be done.Low formalization means fewer constraints on how employees do their work.Todays ViewLes

29、s reliant on strict rules and standardization to guide and regulate employee behavior371038Mechanistic and Organic Structures 2. 機(jī)械式構(gòu)造和有機(jī)式構(gòu)造伯恩斯-斯道克方式Two Models of Organizational Design -Mechanistic and Organic Organizations伯恩斯-斯道克方式D Mechanistic OrganizationA rigid and tightly controlled structure 僵

30、化和嚴(yán)密控制的構(gòu)造D Organic OrganizationHighly flexible and adaptable structure 高度靈敏和順應(yīng)環(huán)境的構(gòu)造Non-standardized jobsFluid team-based structureLittle direct supervisionMinimal formal rulesOpen communication networkEmpowered employees39Exhibit 109Mechanistic versus Organic Organization High specialization Rigid d

31、epartmentalization Clear chain of command Narrow spans of control Centralization High formalization Cross-functional teams Cross-hierarchical teams Free flow of information Wide spans of control Decentralization Low formalizationP2764010413.Factors Affecting Structural Choice 影響組織構(gòu)造的權(quán)變要素 3 Contingen

32、cy FactorsStructural decisions are influenced by 4 factors:Overall strategy of the organizationSize of the organizationTechnology used by the organizationDegree of environmental uncertainty42Contingency Factors (contd)Factor 1: Strategy Frameworks:戰(zhàn)略框架Organizational structure follows strategy.Innova

33、tion 創(chuàng)新Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring.Cost minimization 降低本錢Focusing on tightly controlling costs requires a mechanistic structure for the organization.Imitation 仿制Minimizing risks and maximizing profitability by copying market

34、leaders requires both organic and mechanistic elements in the organizations structure.43Contingency Factors (contd)Factor 2: Size and Structure 公司規(guī)模與構(gòu)造Firms change from organic to mechanistic organizations as they grow in size.As an organization grows larger, its structure tends to change from organ

35、ic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations.44Contingency Factors (contd)Factor 3: Technology and Structure技術(shù)與構(gòu)造Organizations adapt their structures to their technology.Joan Woodwards (瓊.伍德沃德) classification of firms based on the co

36、mplexity of the technology employed:Unit production of single units or small batchesMass production of large batches of outputProcess production in continuous process of outputs45Exhibit 109Woodwards Findings on Technology, Structure, and EffectivenessP276Routine technology = mechanistic organizatio

37、nsNon-routine technology = organic organizations常規(guī)技術(shù)-機(jī)械組織非常規(guī)技術(shù)-有機(jī)組織消費類型構(gòu)造特征46Contingency Factors (contd)Factor 4: Environmental Uncertainty and Structure環(huán)境確實定性Dynamic environments = organic structures;Stable environments = mechanistic structuresMechanistic organizational structures tend to be most e

38、ffective in stable and simple environments.The flexibility of organic organizational structures is better suited for dynamic and complex environments.471048Todays viewThe evidence on the environment-structure relationship helps to explain why so many managers today are restructuring their organizati

39、ons to be lean, fast, and flexible.Mechanistic organizations are not equipped to respond to rapid environmental change and environmental uncertainty.Organizations become more organic.10494.Traditional Organizational Designs Simple 簡單Functional 職能Divisional 事業(yè)部Three Types of Traditional DesignsD Simp

40、le structure 簡單構(gòu)造An organizational design with low departmentalization, wide spans of control, centralized authority, little formalization部門少控制跨度大集權(quán)正規(guī)化程度低50Three Types of Traditional DesignsD Functional structure 職能型構(gòu)造An organizational design that groups similar or related occupational specialties t

41、ogether. Departmentalization by functionOperations, finance, human resources, and product research and development51Three Types of Traditional DesignsD Divisional structure 事業(yè)部型構(gòu)造An organizational structure made up of separate, semiautonomous units or divisions. 52Exhibit 1010Strengths and Weaknesse

42、s of Traditional Organizational DesignsP277531054Learning Summary 學(xué)習(xí)要點、重點What Do Managers Do When They Organize?OrganizingOrganizational structureOrganizational designWhat Are the Six Elements of Organizational Structure?Work specializationDepartmentalizationChain of command Span of controlcentraliz

43、ation-decentralization Formalization1055Learning SummaryWhat Are the Factors That Affect the Type of Organizational Structure Managers Design?StrategySizeTechnologyDegree of environmental uncertaintyWhat Are the Common Types of Organizational Designs?Traditional (simple, functional, divisional)Conte

44、mporary (team, matrix, project, boundaryless)Contents -組織構(gòu)造設(shè)計二、順應(yīng)環(huán)境的組織構(gòu)造設(shè)計1. Contemporary organizational designs 2. Organizing for collaboration 3. Flexible work arrangements4. Contingent workforce 5. Todays organizational design challenges561. Contemporary Organizational DesignsTeam Structure Matri

45、x Structure The Boundaryless OrganizationLearning Organizations1.1 Team structures 團(tuán)隊構(gòu)造Team Structure - an organizational structure in which the entire organization is made up of work teams 由任務(wù)團(tuán)隊組成的組織構(gòu)造Amazon, Boeing, Motorola, and many other leading companies using work teams to improve productivit

46、y.Definition of Groups and TeamsD Group 群體Two or more interacting and interdependent individuals who come together to achieve specific goals.Formal groups/Informal groups兩個或兩個以上相互作用、相互依賴的個體，為了實現(xiàn)特定的目的而組合在一同的集合體。D Work Team 任務(wù)團(tuán)隊A group whose members work intensely on a specific common goal using their

47、 positive synergy, individual and mutual accountability, and complementary skills.為了實現(xiàn)一個共同而詳細(xì)的目的，個體成員經(jīng)過他們正面的協(xié)同效應(yīng)、個體和相互的責(zé)任以及互補的技藝組合而成的正式群體。review591.1 Team structures 團(tuán)隊構(gòu)造 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)鏈不存在自在安排任務(wù)團(tuán)隊對任務(wù)擔(dān)任Exhibit 11-1: Contemporary Organizational Designs1.2 Matrix and Project Str

48、uctures 矩陣工程構(gòu)造Matrix Structure - an organizational structure that assigns specialists from different functional departments to work on one or more projectsProject Structure - an organizational structure in which employees continuously work on projectsExhibit 11-2: Example of a Matrix OrganizationExh

49、ibit 11-1: ContemporaryOrganizational Designs (cont.)1.3 Boundaryless OrganizationBoundaryless Organization 無邊境組織- an organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structureVirtual organizations 虛擬組織 Network organ

50、izations 網(wǎng)絡(luò)組織 Contemporary Organizational Designs (contd) Boundaryless Organization 無邊境組織Removes internal (horizontal) boundaries:Eliminates the chain of commandHas limitless spans of controlUses empowered teams rather than departmentsEliminates external boundaries:Uses virtual, network, and modular

51、 organizational structures to get closer to stakeholders.66Exhibit 11-1: Contemporary Organizational Designs (cont.)1.3 Boundaryless OrganizationBoundaryless Organization 無邊境組織-Virtual organizations 虛擬組織- an organization that consists of a small core of full-time employees and outside specialists te

52、mporarily hired as needed to work on projects.Research, sales, marketing, and social-media development例子：電影業(yè)Network organizations 網(wǎng)絡(luò)組織- an organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processe

53、s.Outsource organizational function such as accounting, product distribution, and sales, even production模塊組織，消費性企業(yè)，如耐克-開發(fā)與營銷2. Organizing for collaborationInternal CollaborationExternal Collaboration692.1 Internal CollaborationCross-functional team - a work team composed of individuals from various

54、functional specialties.Exhibit 11-3: Benefits and Drawbacks of Collaborative WorkInternal Collaboration (cont.)Communities of practice - groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in that area by interacting on an

55、 ongoing basis.Ex: Pharmaceutical firm Pfizer- employee councils and networksExhibit 11-4: Making Communities of Practice Work2.2 External CollaborationOpen innovation - opening up the search for new ideas beyond the organizations boundaries and allowing innovations to easily transfer inward and outward.眾包休閑農(nóng)莊和休閑自