管理新思維與素質(zhì)培養(yǎng)七

1、管理新思維與素質(zhì)培養(yǎng)The Management Revolution1第七課 建立基礎(chǔ)：組織的設(shè)計Laying the Groundwork: Organizational Design2本課概要組織結(jié)構(gòu)設(shè)計的任務是將一個組織的目標、計劃和各項活動導入組織內(nèi)部各個單位和人員之間的關(guān)系之中。如果一個公司設(shè)計了一種能有效協(xié)調(diào)所有員工工作的組織形式，它自然努力想使這種形式保持下去。這就是公司的組織結(jié)構(gòu)。世界處在變化之中。科技、競爭、政府法規(guī)等等所有這些圍繞著企業(yè)的環(huán)境在不停的變化。任何想立于不敗之地的公司都 必須自覺地采用新的戰(zhàn)略和組織結(jié)構(gòu)。盡管具體的組織形式公司之間各有不同，總體上說企業(yè)組織結(jié)構(gòu)

2、形式發(fā)展變化的大方向是從機械趨向有機。機械的組織結(jié)構(gòu)依賴于集權(quán)的多級官僚體制。有機的組織結(jié)構(gòu)則將權(quán)力分散化，這樣有助于企業(yè)對環(huán)境的變化做出反應。3學習目標了解組織結(jié)構(gòu)設(shè)計的重要性。闡述一個組織的生命周期、規(guī)模和技術(shù)水平對其結(jié)構(gòu)形式有何影響。說明每種組織結(jié)構(gòu)形式在何種環(huán)境下最為有效。描述組織結(jié)構(gòu)設(shè)計對員工個人的影響。認識到組織隨時間而發(fā)展變化，因而需要不斷調(diào)整其結(jié)構(gòu)形式來適應變化。 4引例：諾基亞：結(jié)構(gòu)調(diào)整激發(fā)新戰(zhàn)略 2003年9月26日下午，諾基亞全球公司宣布對高級管理層和公司結(jié)構(gòu)進行重組，原先的移動電話、網(wǎng)絡(luò)、投資三大部門將變?yōu)樗膫€，其中主營業(yè)務移動電話和網(wǎng)絡(luò)部門被保留下來，投資部門被取消，

3、取代它的是多媒體和企業(yè)解決方案部門。在兩個新成立的部門中，側(cè)重于消費領(lǐng)域的多媒體部門將主要負責向手機和其他移動設(shè)備提供游戲、音樂、娛樂等內(nèi)容。而企業(yè)解決方案部門則專注于企業(yè)客戶，主要向企業(yè)用戶提供移動互聯(lián)網(wǎng)的接入服務。作為諾基亞全球最重要的市場之一，中國公司的瘦身也成為諾基亞改革的重點。諾基亞中國公司可以將精力集中于手機、網(wǎng)絡(luò)系統(tǒng)和將來的移動應用服務等主業(yè)上來.諾基亞在中國確定了15個主要領(lǐng)域，例如移動游戲等。相對于全球手機產(chǎn)品利潤下降的現(xiàn)狀，諾基亞瞄準的無疑是一個更為巨大的市場。 5 組織工作的步驟分 工明確目標、計劃和任務配備人員授予職權(quán)配 合6組織工作的內(nèi)容組織結(jié)構(gòu)設(shè)計程序常見的組織結(jié)構(gòu)

4、形式組織變革與發(fā)展7組織設(shè)計的程序 組織設(shè)計就是設(shè)計清晰的組織結(jié)構(gòu)，規(guī)劃和設(shè)計組織中各部門的職責和職權(quán)，確定組織中各種職權(quán)的活動范圍并編制職務說明書。8 組織設(shè)計的程序1）工作劃分與工作專門化 劃分成相應的工作崗位，使每項工作專門化 2）工作歸類與部門化 按照職能相似性、任務活動相似性或產(chǎn)品相似性的原則把組織中的專業(yè)技能人員分類集合在一個部門內(nèi)。 （1）職能部門化（2）產(chǎn)品內(nèi)部門化（3）地區(qū)部門化（4）顧客部門化 93）確定組織層次 組織層次就是要確定組織中每一個部門的職位等級數(shù)。 管理幅度是指一個管理者能夠直接而有效地領(lǐng)導其下屬人數(shù)的限度。 管理幅度與管理層次的關(guān)系：反比關(guān)系10一、組織設(shè)計

5、組織設(shè)計的任務是建立組織結(jié)構(gòu)和明確組織內(nèi)部的相互關(guān)系設(shè)計結(jié)果：提供組織機構(gòu)圖、部門職能說明書、崗位設(shè)置方案、崗位職責說明書、流程圖。組織設(shè)計：進行專業(yè)分工和建立使各部分相互有機協(xié)調(diào)配合的系統(tǒng)的過程部門職能說明書崗位職責說明書公司組織結(jié)構(gòu)圖公司部門崗位功能劃分責任分解組織設(shè)計的基本成果11組織機構(gòu)圖組織機構(gòu)圖描述的是一個組織內(nèi)部部門的設(shè)置情況及其各部門之間的關(guān)系。與其相對應的是部門職能說明書。所謂部門是指具有獨立職能的工作單元的組合。在組織結(jié)構(gòu)設(shè)計過程中，首先要根據(jù)組織目標體系，明確為實現(xiàn)組織目標必須開展哪些工作，并將這些工作按方便管理的原則進行部門化。12組織機構(gòu)圖示例總經(jīng)理參謀部門綜合管理部

6、門職能管理部門綜合服務部門業(yè)務管理部門業(yè)務服務部門業(yè)務部門13部門職能說明書基本要素部門職能說明書部門基本信息部門職能描述部門主要責任部門主要權(quán)力部門崗位設(shè)置基本信息分管上級對部門進行定位，明確它在組織中所處的位置，以及部門工作的匯報關(guān)系。下屬部室部門本職描述部門“做什么”，概括了主要的工作部門宗旨闡明了設(shè)置該部門的目的，描述部門“為什么”做這些工作，以及要實現(xiàn)的最終目標。根據(jù)公司現(xiàn)狀及未來的發(fā)展戰(zhàn)略，可將部門的職能分為“主要職能”和“一般職能”。與公司發(fā)展戰(zhàn)略密切相關(guān)、對公司業(yè)務發(fā)展起重要作用的職能歸入主要職能，操作性的、維持公司日常運作的職能劃分為一般職能。主要責任是部門宗旨的具體表現(xiàn)，對

7、完成該部門主要職能后所產(chǎn)生結(jié)果的要求。 合理的職權(quán)體系應當做到責、權(quán)對等。為完成各項職能，部門應當享有相應的權(quán)力。 部門內(nèi)的崗位設(shè)置與定編方案。 14崗位職責說明書的元素說明崗位職責說明書崗位編號為便于歸類、查閱，給各崗位按一定標準編號職 系所屬系列（如技術(shù)系列、管理系列等）職 級通過崗位評估可以給每個崗位確定相應的職級。崗位職責說明書上標明的崗位職級將與薪金標準相對應。薪金標準直接上級對崗位進行定位，明確各個崗位在組織中、部門中所處的位置，以及崗位之間的匯報關(guān)系。直接下屬晉升崗位反映該崗位未來的發(fā)展空間崗位概要以一句話概括該崗位主要的工作工作描述分為重點工作、一般工作主要責任該崗位所承擔的責

8、任。崗位權(quán)力為完成崗位職責而應當具備的權(quán)力。 任職資格從資歷、技能、素質(zhì)等方面描述該崗位應具備的最低條件重點工作與一般工作：為突出重點，將崗位工作分為重點工作與一般工作。為便于記憶，各條工作前以46個字做為提要；與部門職能對應：每一項部門職能都能分解到相應的崗位；每一條崗位工作也都是部門職能的體現(xiàn)主要責任：明確責任，避免“只對工作負責、不對結(jié)果負責”。崗位權(quán)力：通過崗位職責說明書梳理崗位權(quán)力，避免“有責無權(quán)、權(quán)責不對等”。職級：與責任相對應的報酬15組織結(jié)構(gòu)與組織設(shè)計影響組織結(jié)構(gòu)的因素1）組織結(jié)構(gòu)是指一個組織內(nèi)各構(gòu)成要素以及它們之間的相互關(guān)系，它描述組織的框架體系。2）影響組織結(jié)構(gòu)的因素環(huán)境

9、戰(zhàn)略 技術(shù) 組織規(guī)模 人的行為16機械結(jié)構(gòu)與有機結(jié)構(gòu)的對比 剛性結(jié)構(gòu)柔性結(jié)構(gòu)1.有正式組織及明確的領(lǐng)導關(guān)系 1.領(lǐng)導關(guān)系不太明確，經(jīng)常變動 2.分工細致，有明確的任務、權(quán)責規(guī)定 2.分工較粗，員工共同承擔部門的任務 3.規(guī)范化的規(guī)章和程序 3.規(guī)范化的規(guī)章、程序較少 4.決策權(quán)限集中于上層 4.決策權(quán)限下移（授權(quán)） 5.主要靠縱向溝通 5.主要靠橫向溝通 6.直線職能制為主 6.事業(yè)部制或矩陣結(jié)構(gòu) 17Organizational DesignsTraditional Organizational DesignsSimple Structure - low departmentalizatio

10、n, wide spans of control, authority centralized in a single person, and little formalizationcommonly used by small businessesas organizations increase in size, the structure tends to become more specialized and formalizedFunctional Structure - groups similar or related occupational specialties toget

11、her Prentice Hall, 200210-1818Traditional Organizational Designs (cont.)Divisional Structure - composed of separate divisionseach division has relatively limited autonomyparent corporation acts as an external overseer to coordinate and control the divisionsprovides support services Prentice Hall, 20

12、0210-1919Common Organizational Designs Contemporary Organizational Designs Matrix Structure - assigns specialists from different functional departments to work on projects led by project managersadds vertical dimension to the traditional horizontal functional departmentscreates a dual chain of comma

13、ndviolates unity of commandproject managers have authority in areas relative to the projects goalsfunctional managers retain authority over human resource decisions (e.g., promotions) Prentice Hall, 200210-2020Contemporary Organizational Designs (cont.)Learning Organization - an organizational mind-

14、set rather than a specific organizational designhas developed the capacity to continuously adaptall members take an active role in identifying and resolving work-related issuespractice knowledge management by continually acquiring and sharing new knowledgeenvironment is conducive to open communicati

15、onempowered teams are importantleadership creates a shared vision for the futureorganizational culture provides sense of community Prentice Hall, 200210-2121Characteristics Of A Learning OrganizationOrganizational Design Boundaryless Teams EmpowermentOrganizational Culture Strong Mutual Relationship

16、s Sense of Community Caring TrustInformation Sharing Open Timely AccurateLeadership Shared Vision CollaborationTheLearningOrganization Prentice Hall, 200210-2222新型組織結(jié)構(gòu)形式 扁平化組織 扁平化組織的出現(xiàn)是近一、二十年來西方經(jīng)濟發(fā)達國家大型企業(yè)為了降低生產(chǎn)經(jīng)營成本，致力于組織結(jié)構(gòu)縮編的結(jié)果。為了廢除滋生官僚主義的等級制度，賦予一線管理人員更多參與決策的權(quán)力，從而提高管理效率，很多企業(yè)在這些年中，圍繞著削減“肥胖”的中間管理層數(shù)量，創(chuàng)

17、建“精瘦”的管理結(jié)構(gòu)進行了一系列結(jié)構(gòu)性調(diào)整 23新型組織結(jié)構(gòu)形式網(wǎng)絡(luò)型組織 所謂網(wǎng)絡(luò)型組織，就是一種以項目為中心，通過與其他組織建立研發(fā)、生產(chǎn)制造、營銷等業(yè)務合同網(wǎng)，有效發(fā)揮核心業(yè)務專長的協(xié)作型組織結(jié)構(gòu)形式。24What are the new developments in organization structures?Network structuresA central core that is linked through networks of relationships with contractors and outside suppliers of essential ser

18、vices.Use communications and information technology to support shifting strategic alliances and strategic contracts.25What are the new developments in organization structures?Advantages of network structures Firms can operate with fewer full-time employees and less complex internal systems.Reduced o

19、verhead costs and increased operating efficiency.Permits operations across great distances. 26What are the new developments in organization structures?Disadvantages of network structures Control and coordination problems may arise from network complexity.Potential loss of control over outsourced act

20、ivities.Potential lack of loyalty among infrequently used contractors.27What are the new developments in organization structures?Boundaryless organizationsOrganizations in which teamwork and intense communication take the place of formal lines of authority.Break down internal boundaries.Key requirem

21、ents:Absence of hierarchyEmpowerment of team membersAcceptance of impermanence28What are the new developments in organization structures?Virtual organizationA special form of boundaryless organization.An organization that operates in a shifting network of external strategic alliances that are engage

22、d as needed, and typically supported by extensive IT utilization.29What organizing trends are changing the workplace?Contemporary organizing trends include:Shorter chains of commandLess unity of commandWider spans of controlMore delegation and empowermentDecentralization with centralizationReduced u

23、se of staff30What organizing trends are changing the workplace?Shorter chains of commandThe line of authority that vertically links all persons with successively higher levels of management.Current organizing trend:Organizations are being “streamlined” by cutting unnecessary levels of management.Fla

24、tter structures are viewed as a competitive advantage.31What organizing trends are changing the workplace?Less unity of commandEach person in an organization should report to one and only one supervisor.Current organizing trend:Organizations are using more cross-functional teams, task forces, and ho

25、rizontal structures.Organizations are becoming more customer conscious.Employees often find themselves working for more than one boss.32What organizing trends are changing the workplace?Wider spans of controlThe number of persons reporting directly to a manager.Current organizing trend:Organizations

26、 are shifting to wider spans of control as chains of command are shortened and empowerment gains prominence.Managers have responsibility for a larger number of subordinates who operate with less direct supervision.33What organizing trends are changing the workplace?More delegation and empowermentDel

27、egation is the process of entrusting work to others by giving them the right to make decisions and take action.The manager assigns responsibility, grants authority to act, and creates accountability.Current organizing trend:Managers are delegating more and finding more ways to empower people at all

28、levels.34What organizing trends are changing the workplace?Decentralization with centralizationCentralization is the concentration of authority for making most decisions at the top levels of the organization.Decentralization is the dispersion of authority to make decisions throughout all levels of t

29、he organization.35What organizing trends are changing the workplace?Decentralization with centralizationCurrent organizing trend:Empowerment and related forces contribute to more decentralization in organizations.Advances in information technology allow for the retention of centralized control.36What organizing trends are changing the workplace?Current organizing trend:Organizations are reducing the size of staff.Organizations are seeking increased operating efficiency by employing fewer staff personnel and smal