管理学第10章-组织结构与设计(Organizational-Structure-and-Desig.ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,10,*,ninth edition,STEPHEN P.ROBBINS,PowerPoint Presentation by Charlie CookThe University of West Alabama,MARY COULTER,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,10,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,10,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,10,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,10,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,10,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,10,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,10,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,10,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,10,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,10,*,2007 Prentice Hall,Inc.All rights reserved.,Organizational Structure and Design,Chapter,10,Organizational Structure and Design,（组织结构与设计）,Chapter 10,丁雷是一家民营企业的老板，原来的七、八个人均由他直接指挥，大事小事均由他说了算。现在人数增加到七、八百个人，他发现自己经常忙得不可开交，顾了这头，忘了那头；而且企业员工工作有点松散，对他的一些做法也不满。他整天被日常事务忙得团团转，随着企业的发展扩大越来越感到力不从心。,“,企业大了，事情多，市场变化这么快，稍有闪失企业就可能完。真是,两眼一睁，忙到熄灯,，不易呀,”,。,丁老板的问题该如何解决？,案例,10,5,Defining Organizational Structure,Organizational Structure(,组织结构,),The formal arrangement of jobs within an organization,（,组织中正式确定的使工作任务得以分解、组合和协调的框架体系,）,.,Organizational Design(,组织设计,),发展和改变一个组织结构的过程,A process involving decisions about six key elements,（涉及六个关键要素）,:,Work specialization(,工作专门化,),Departmentalization(,部门化,),Chain of command(,指挥链）,Span of control(,管理幅度,),Centralization and decentralization(,集权与分权,),Formalization(,正规化,),10,6,Exhibit 10,1Purposes of Organizing,Divides work to be done into specific jobs and departments.,Assigns tasks and responsibilities associated with individual jobs.,Coordinates diverse organizational tasks.,Clusters jobs into units.,Establishes relationships among individuals,groups,and departments.,Establishes formal lines of authority.,Allocates and deploys organizational resources.,10,7,Organizational Structure,Work Specialization,（工作专门化）,The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.,Overspecialization can result in human diseconomies from boredom,fatigue,stress,poor quality,increased absenteeism,and higher turnover.,Departmentalization(,部门化,),含义：将若干职位组合在一起的依据和方式,类型（,Departmentalization by Type,）：,职能部门化,-,依据职能组合工作,产品部门化,-,依据产品线来组合工作,地区部门化,-,按照地理区域进行工作的组合,过程部门化,-,依据产品或顾客流来组合工作,顾客部门化,-,依据共同的顾客来组织工作,10,10,Exhibit 10,2Functional Departmentalization,（职能部门化）,Advantages,Efficiencies from putting together similar specialties and people with common skills,knowledge,and orientations,Coordination within functional area,In-depth specialization,Disadvantages,Poor communication across functional areas,Limited view of organizational goals,10,12,Exhibit 10,2(cont,d)Product Departmentalization,（产品部门化）,+Allows specialization in particular products and services,+Managers can become experts in their industry,+Closer to customers,Duplication of functions,Limited view of organizational goals,10,14,Exhibit 10,2(cont,d)Customer Departmentalization,（顾客部门化）,+Customers,needs and problems can be met by specialists,-Duplication of functions,-Limited view of organizational goals,10,15,Organization Structure(cont,d),Chain of Command,（指挥链）,The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to who.,（从组织高层延伸到基层的一条持续的职权线，它界定了谁向谁报告工作）,10,16,Organization Structure(cont,d),Authority(,职权,),The rights inherent in a managerial position to tell people what to do and to expect them to do it.,Responsibility(,职责,),The obligation or expectation to perform.,Unity of Command,（统一指挥）,The concept that a person should have one boss and should report only to that person.,案例,巴恩斯医院,10,月的某一天，产科护士长,黛安娜,给巴恩斯医院的院长戴维斯博士打来电话，要求立即做出一项新的人事安排。从黛安娜的急切声音中，院长感觉到一定发生了什么事，因此要她立即到办公室来。,5,分钟后，黛安娜递给了院长一封辞职信。,戴维斯博士，我再也干不下去了，,她开始申述：,我在产科当护士长已经四个月了，我简直干不下去了。我怎么能干得了这工作呢？我有两个上司，每个人都有不同的要求，都要求优先处理。要知道，我只是一个凡人。我已经尽最大的努力适应这种工作，但看来这是不可能的。让我来举个例子吧。请相信我，这是一件平平常常的事。像这样的事情，每天都在发生。,昨天早上,7,：,45,，我来到办公室就发现桌上留了张纸条，是,杰克逊（医院的主任护士）,给我的。她告诉我，她上午,10,点钟需要一份床位利用情况报告，供她下午在向董事会作汇报时用。我知道，这样一份报告至少要花一个半小时才能写出来。,30,分钟以后，,乔伊斯（黛安娜的直接主管，基层护士监督员,）走进来质问我为什么我的两位护士不在班上。我告诉她,雷诺兹医生（外科主任）,从我这要走了她们两位，说是急诊外科手术正缺人手，需要借用一下。我告诉她，我也反对过，但雷诺兹坚持说只能这么办。你猜，乔伊斯说什么？她叫我立即让这些护士回到产科部。她还说，一个小时以后，她会回来检查我是否把这事办好了！我跟你说，这样的事情每天都发生好几次的。一家医院就只能这样运作吗？,10,20,Organization Structure(cont,d),Span of Control,（管理幅度）,The number of employees who can be effectively and efficiently supervised by a manager.,Width of span is affected by:,Skills and abilities of the manager,Employee characteristics,Characteristics of the work being done,Similarity of tasks,Complexity of tasks,Physical proximity of subordinates,Standardization of tasks,10,21,Exhibit 10,3Contrasting Spans of Control,过分相信自己的能力、水平和经验。,畏惧下属的潜力。,强烈的权力欲望。,不懂得如何授权。,老总为何不善授权？,10,24,Exhibit 10,4Factors that Influence the Amount of Centralization,More Centralization,Environment is stable.,Lower-level managers are not as capable or experienced 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 over what happens.,10,26,Organization Structure(cont,d),Formalization(,正规化,),The degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.,（组织中各项工作标准化的程度，雇员行为受规则和程序指导的程度）,Highly formalized jobs offer little discretion over what is to be done,（员工在高度正规化的工作中允许有最小限度的判断力）,.,Low formalization means fewer constraints on how employees do their work.,10,27,Exhibit 10,5Mechanistic versus Organic Organization,High specialization,Rigid departmentalization,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 formalization,10,28,Contingency Factors(,权变因素,),Structural decisions are influenced by:,Overall strategy of the organization(,组织的总体战略,),Organizational structure follows strategy.,Size of the organization(,组织规模,),Firms change from organic to mechanistic organizations as they grow in size.,Technology use by the organization(,组织采用的技术,),Firms adapt their structure to the technology they use.,Degree of environmental uncertainty(,环境不确定性程度,),Dynamic environments require organic structures;mechanistic structures need stable environments.,10,30,Contingency Factors(cont,d),Strategy and Structure(,战略与结构,),Achievement of strategic goals is facilitated by changes in organizational structure that accommodate and support change.,Strategy Frameworks:,Innovation-,有机式结构,Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring.,Cost minimization-,机械式结构,Focusing on tightly controlling costs requires a mechanistic structure for the organization.,Imitation-,同时使用机械式结构和有机式结构,Minimizing risks and maximizing profitability by copying market leaders requires both organic and mechanistic elements in the organization,s structure.,Size and Structure(,规模与结构,),As an organization grows larger,its structure tends to change from organic to mechanistic with increased specialization,departmentalization,centralization,and rules and regulations.,10,31,Contingency Factors(cont,d),Technology and Structure(,技术与结构,),Organizations adapt their structures to their technology.,Woodward,s classification of firms based on the complexity of the technology employed:,Unit production,of single units or small batches,Mass production,of large batches of output,Process production,in continuous process of outputs,Routine technology=mechanistic organizations,Non-routine technology=organic organizations,10,32,Contingency Factors(cont,d),Environmental Uncertainty and Structure(,环境不确定性与结构,),Mechanistic organizational structures tend to be most effective in stable and simple environments.(,稳定环境机械式结构,),The flexibility of organic organizational structures is better suited for dynamic and complex environments.(,不稳定环境有机式结构,),10,33,Common Organizational Designs,Traditional Designs,Simple structure(,简单结构,),Low departmentalization,wide spans of control,centralized authority,little formalization,Functional structure(,职能结构,),Departmentalization by function,Operations,finance,human resources,and product research and development,Divisional structure(,事业部制结构,),Composed of separate business units or divisions with limited autonomy under the coordination and control the parent corporation.,10,34,Organizational Designs(cont,d),Contemporary Organizational Designs,（当代组织设计）,Team structures(,团队结构,),The entire organization is made up of work groups or self-managed teams of empowered employees.,Matrix and project structures(,矩阵结构,),Specialists from different functional departments are assigned to work on projects led by project managers.,Matrix and project participants have two managers.,In project structures,employees work continuously on projects;moving on to another project as each project is completed.,10,35,Exhibit 10,9An Example of a Matrix Organization,10,36,Organizational Designs(cont,d),Contemporary Organizational Designs(cont,d),Boundaryless Organization,（无边界组织）,An flexible and unstructured organizational design that is intended to break down external barriers between the organization and its customers and suppliers.,Removes internal(horizontal)boundaries:,Eliminates the chain of command,Has limitless spans of control,Uses empowered teams rather than departments,Eliminates external boundaries:,Uses virtual,network,and modular organizational structures to get closer to stakeholders.,10,37,Removing External Boundaries,Virtual Organization,（虚拟组织）,An organization that consists of a small core of full-time employees and that temporarily hires specialists to work on opportunities that arise.,Network Organization,（网络组织）,A small core organization that outsources its major business functions(e.g.,manufacturing)in order to concentrate what it does best.,Modular Organization,（模式式结构）,A manufacturing organization that uses outside suppliers to provide product components for its final assembly operations.,10,38,Today,s Organizational Design Challenges,Keeping Employees Connected,Widely dispersed and mobile employees,Building a Learning Organization,Managing Global Structural Issues,Cultural implications of design elements,10,39,Organizational Designs(cont,d),The Learning Organization,（学习型组织）,An organization that has developed the capacity to continuously learn,adapt,and change through the practice of knowledge management by employees.,Characteristics of a learning organization:,An open team-based organization design that empowers employees,Extensive and open information sharing,Leadership that provides a shared vision of the organization,s future,support and encouragement,A strong culture of shared values,trust,openness,and a sense of community.,