管理学第七版-MBA第四讲组织设计与组织变革ppt课件.ppt

第四讲 组织设计与组织变革 1 一 组织设计 Organizationaldesignandstructure 2 1 组织描述 复杂性 Complexity 企业内部被分化 Differentiation 的程度 主要涉及产品 宽度大小 分工 组织层次和业务上的地域分布 规范化 formalization 企业的规章制度和生产或业务程序对员工工作行为指导或约束的程度 如果职员沿革遵守的化 就属于高度规范 反之则属于不规范或无序失控 集权化 Centralization 集权是指组织的决策权由高层管理人员所控制和垄断的倾向 分权 Decentralization 是指向中低层管理机构下放决策权力的倾向 3 2 组织结构设计的基本原则 Horizontal 横向机构 极限是能够协调和增值 Vertical 纵向机构 极限是能够有效激励 控制和沟通 4 2 组织结构设计的基本原则 横向原则分工原则部门化原则纵向原则统一指挥原则责任与职权对称原则管理幅度原则 其他原则StructuralVariablesTechnologicalVariablesHumanaspectsCulturalVariables 5 二 岗位化 岗位 分工与职权BundlingtaskintojobsandHowfirmassigndecisionright 6 岗位 职责与权力 岗位设计的基本维度 Jobdimensions 任务的多样性程度 varietyoftasksfewormany 决策权的大小 decisionauthoritylimitedorbroad 7 Dimensionsofjobdesign 8 专门化与综合化 SpecializedversusbroaderTaskassignment 专门化工作Specializedwork performlimitednumberoffunctionse g traditionalassemblyline综合化工作Broadwork performmultiplefunctionse g professors 9 Specializedtaskassignment BenefitandCosts Benefits exploitingcomparativeadvantage lowercross trainingexpenseCosts foregonecomplementaritiesacrosstasks coordinationcosts functionalmyopia reducedflexibility 10 TasksatFinware Finwareisadistributoroffinancialsoftware 11 Productivebuildingoftasks Generally Thechoicebetweenspecializedandbroadtaskassignmentsdependsupontechnological informational andincentiveissues Specifically Therelativedegreeofcomplement arityamongtaskswithinversusacrosshasanimportantimpactonthechoicebetweenspecializedandbroad Itdependsonhowspecializedknowledgeiscreatedandthecostoftransferringofknowledge Italsodependsonthetechnologyusedintheproductionprocess 12 岗位设计包含的规范要素 13 如何理解工作特点和个人偏好 日常工作量工作的复杂性工作中是否需要关注更多细节工作投入是否需要热情工作职责是否明确独立性 同其他人员的交往量工作节奏加班工作环境升迁机会认可上下班时间出差要求 14 JobDesign thewaytasksarecom binedtoformcompletejobshistorically concentratedonmakingjobsmorespecialized 工作设计理论DesigningMotivatingJobs 15 工作设计理论DesigningMotivatingJobs JobEnlargement horizontalexpansionofjobjobscope thenumberofdifferenttasksrequiredinajobandthefrequencywithwhichthesetasksarerepeatedprovidesfewchallenges littlemeaningtoworkers activitiesonlyaddressesthelackofvarietyinspeciali zedjobs 16 JobEnrichment verticalexpansionofjobjobdepth degreeofcontrolempl oyeeshaveovertheirworkempowersemployeestodotaskstypicallyperformedbytheirman agers 工作设计理论DesigningMotivatingJobs 17 工作特征模型JobCharacteristicsModel JCM conceptualframeworkforanalyzingjobs jobsdescribedintermsoffivecorecharacteristicsskillvariety degreetowhichjobrequiresavarietyofactivitiesmorevariety greaterneedtousedifferentskillstaskidentity degreetowhichjobrequir escompletionofanidentifiablepieceofwork 18 工作特征模型 tasksignificance degreetowhichjobhassubstantialimpactonthelivesofotherpeoplethesethreecharacteristicscreatemeaningfulworkautonomy degreetowhichjobprovidessubstantialfreedom independence anddiscretioninperformingtheworkgiveemployeeafeelingofpersonalresponsibility 19 feedback degreetowhichcarryi ngoutthejobresultsinreceivingclearinformationabouttheeffecti venesswithwhichithasbeenper formedemployeeknowshoweffectivelys heisperforming 工作特征模型 20 工作特征模型JobCharacteristicsModel CoreJobDimensions SkillVarietyTaskIdentityTaskSignificance Autonomy Feedback Experiencedmeaningfulnessofthework Experiencedresponsibilityforoutcomesofwork Knowledgeoftheactualresultsofthework CriticalPsychologicalStates HighInternalWorkMotivation High QualityWorkPerformance HighSatisfactionwiththeWork LowAbsenteeismandTurnover PersonalandWorkOutcomes 21 工作特征模型 DesigningMotivatingJobs cont JCM cont linksbetweencorecharacteristicsandoutcomesaremoderatedbythestrengthoftheindividual sgrowthneedgrowthneed person sdesireforself esteemandself actualization 22 工作特征模型 CoreJobDimensions SuggestedActions OpeningFeedbackChannels CombiningTasks TaskIdentity SkillVariety FormingNaturalWorkUnits TaskSignificance LoadVertically Autonomy FormingNaturalWorkUnits Feedback 23 三 部门化 分工与权力BundlingTasksintoJobsandSubunits 24 Buildingofjobsintosubunits GroupingjobsbyfunctionsGroupingjobsbyproductorgeographyTrade offbetweenfunctionalandproductorgeographicsubunitEnvironment strategyandarchitectureMatrixorganizationNetworkorganizationEtc 25 1 Methodsofgroupingjobs Unitary U formoforganization unitary byfunctionalspecialty eachprimaryfunctioninonemajorsubunit 26 Finwareasfunctionalorganization 27 Functionalsubunitsadvantagesanddisadvantages Advantages promoteseffectivecoordination promotesfunctionalexpertise well definedpromotionpathDisadvantages opportunitycostofseniormanagementtime coordinationproblemsacrossdepartments employeefocusonfunctions notcustomers 28 2Methodsofgroupingjobs Multi divisionaal M formoforganization multidivisional collectionofbusinessunits product geographicarea eachunithasmultiplefunctions functionaldepartmentsaddressperformancereviewsandprofessionaldevelopment product geographicsubunitsaddresscustomer clientneeds 29 Finwareasproductandgeographicorganization 30 Product geographicsubunitsadvantagesanddisadvantages Advantages decisionrightstiedtospecificknowledge seniormanagementabletofocusonstrategy promotescoordinationpertinenttoproduct areaDisadvantages unitinterdependenciesmaybeignored economiesmaybeforegone 31 3 Matrixorganizations Employeesareassignedtotwosubunits functionaldepartment otherpertinentsubunitIntersectinglinesofauthority functionalmanagershandleperformancereviews productorothermanagersprovideinput 32 Finwareasmatrixorganization 多头管理 资源配置方式 和管理方式 33 四 权力配置 集权与分权benefitsofdecentralization 34 分权的收益benefitsofdecentralization Effectiveuseoflocalknowledge localtastesandpreferences pricesensitivitiesofparticularcustomers quickresponsivenesstothemarketchangeConservationofthetimeofseniormanagementTrainingandmotivationforlocalmanagers 35 分权成本costsofdecentralization Potentialagencyproblems effectivecontrolsystemsmaybeexpensiveCoordinationcostsandfailuresLesseffectiveuseofcentralinformation 36 CentralizationversusdecentralizationAutoMartexample AutoMartsellsautosintwocitiesHierarchyincludesCEOandtwolocalmanagersWhichdecisionsareretainedbyCEO centralization andwhicharedelegatedtolocalmanagers decentralization 37 OrganizationStructureofAutoMartCompany 38 Trade offDetermining optimal decentralization Weassumethatthepricingdecisioncanbedecentralizedtothelocalmanagersinvaryingdegrees WeuseDrepresentthedegreeofdecentralizationofthepricingdecision WhenD 0 allpricingdecisionsaremadebytop AsDincreases thelocalmanagersaregainedmoredecisionrights 39 Thebenefitsincludebetteruseoflocalknowledge conversationofseniortime andtraining motivationforlocalmanagersBenefitsofdecentralization B D 1 whereBispositiveconstant 40 Costsassociatedwithdecentralization includesagencycost coordinationcostandtheinformationtransfercostfromtoptolocalmanagers Costsofdecentralization A D C D2 2 WhereA CarepositiveconstantsADrepresentsthecontractingcostwhicharisingfromresolvingtheagencycosts CDrepresentsthecoordination centralinformationcosts 41 TheObjectiveofthefirmistochooseDtomaximizethebenefits Netbenefits NB benefits costs BD AD CD2 3 Netbenefitsaremaximizedwheretheverticaldistancebetweenthebenefitsandcostaregreatest ThisconditionsoccursatD B A 2C 4 D isthelevelofdecentralizationatwhichthemarginalbenefitsequalthemarginalcosts CD2代理成本增加 42 Determining optimal decentralization 43 Dynamics Thecostandbenefitischanging Forexample Theimportanceoflocalknowledgewillincreaseduetotheintensivecompetitionandcontinuouschangesofconsumers demand 44 五 三种最基本的组织模式 Modeling 45 一 机械式组织 机械式组织MechanisticOrganizationrigidlyandtightlycontrolledstructuretriestominimizetheimpactofdifferinghumantraitsmostlargeorganizationshavesomemechanisticcharacteristics 10 45 46 能动性组织 能动性组织OrganicOrganizationhighlyadaptiveandflexiblestructurepermitsorganizationtochangewhentheneedarisesemployeesarehighlytrainedandempoweredtohandlediversejobactivitiesminimalformalrulesandlittledirectsupervision 47 MechanisticVersusOrganicOrganization HighSpecializationRigidDepartmentalizationClearChainofCommandNarrowSpansofControlCentralizationHighFormalization Cross HierarchicalTeamsFreeFlowofInformationWideSpansofControlDecentralizationLowFormalization Mechanistic Organic 48 学习型组织LearningOrganization LearningOrganization anorganizationalmind setratherthanaspecificorganizationaldesignhasdevelopedthecapacitytocontinuouslyadaptallmemberstakeanactiveroleinidentifyingandresolvingwork relatedissues 10 48 49 practiceknowledgemanagementbycontinuallyacquiringandsharingnewknowledgeenvironmentisconducivetoopencommunicationempoweredteamsareimportantleadershipcreatesasharedvisionforthefutureorganizationalcultureprovidessenseofcommunity 50 CharacteristicsOfALearningOrganization OrganizationalDesignBoundarylessTeamsEmpowerment OrganizationalCultureStrongMutualRelationshipsSenseofCommunityCaringTrust InformationSharingOpenTimelyAccurate LeadershipSharedVisionCollaboration TheLearningOrganization 10 50 ThankYou 52 战略 眼罩 流程 陈规 关系 桎梏 价值观 教条 决定经营者审视经营状况的一系列假设 处理事情和业务的程序 各种利益关系的调整 决定企业文化的共同信念 53 LearningObjectives Youshouldlearnto Contrastthecalmwatersandwhite waterrapidsmetaphorsofchangeDescribewhatmanagerscanchangeinorganizationsExplainwhypeoplearelikelytoresistchangeListtechniquesforreducingresistancetochange 54 LearningObjectives cont DescribethesituationalfactorsthatfacilitateculturalchangeExplainhowprocessreengineeringisrelatedtochangeDifferentiatebetweencreativityandinnovationExplainhoworganizationscanstimulateandnurtureinnovation 55 WhatIsChange Changealterationsinpeople structure ortechnologychangeisanorganizationalrealitymanagingchangeisanintegralpartofeverymanager sjobcomplicatesthejobsofmanagers 56 ForcesForChange ExternalForcesmarketplace adapttochangingconsumerdesiresgovernmentallawsandregulations frequentimpetusforchangetechnology sourceofchangeinalmostallindustrieslabormarkets HRMactivitiesmustchangetoattractandretainskilledemployeesintheareasofgreatestneedeconomic uncertaintiesaboutinterestrates budgetdeficits andcurrencyexchangerates 57 ForcesForChange cont InternalForcesoriginatefromtheoperationsoftheorganizationforcesmayincludestrategy workforce newequipment oremployeeattitudesManagerasChangeAgentchangeagents actascatalystsandassumeresponsibilityforchangemanagermayserveaschangeagentmaybemorethoughtful overcautiousoutsideconsultant usedforsystemwidechangesproducemoredrasticchangesthaninsiders 58 TwoViewsOfTheChangeProcess TheCalmWatersMetaphorLewin sthree stepmodelunfreezing preparingfortheneededchangeby increasingthedrivingforcesthatdirectbehaviorawayfromthestatusquodecreasingtherestrainingforcesthatpushbehaviortowardsthestatusquostatusquo conceivedtobeanequilibriumchanging movetoanotherequilibriumlevelrefreezing makechangepermanentobjectiveistostabilizethenewsituationchangeisabreakintheorganization sequilibriumstate 59 TheChangeProcess 60 TwoViewsOfTheChangeProcess cont White WaterRapidsMetaphorconsistentwithuncertainanddynamicenvironmentsconsistentwithaworldincreasinglydominatedbyinformation ideas andknowledgemanagersmustcontinuallymaneuverinuninterruptedrapidsmanagersfaceconstantchangetoday managersmustbereadytoefficientlyandeffectivelymanagethechangesfacingtheirorganizationsortheirworkareas 61 ThreeCategoriesOfChange 62 ManagingChange InitiatingChange identifyingwhatorganizationalareasmightneedtobechangedputtingthechangeprocessinmotionmanagingemployeeresistancetochangeContentsofChangechangingstructure organization sformaldesign centralization degreeofformalization andworkspecializationstructuralcomponentsandstructuraldesign 63 changingtechnology modificationsinthewayworkisperformedalterationsinthemethodsandequipmentusedconsequenceofcompetitivefactorsorinnovationswithinanindustryautomation replacestasksdonebypeoplewithmachinescomputerization recentvisiblechangesininformationsystems ManagingChange cont 64 changingpeople changesinemployeeattitudes expectations perceptions andbehaviororganizationaldevelopment OD techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationshipsintendedtohelpindividualsandgroupsworktogethermoreeffectively ManagingChange cont 65 OrganizationalDevelopmentTechniques 66 ManagingChange cont DealingwithResistancetoChangeWhypeopleresistchangechangereplacestheknownwithambiguityanduncertaintychangethreatensinvestmentsinthestatusquobeliefthatchangeisincompatiblewiththegoalsandinterestsoftheorganizationTechniquesforreducingresistanceavarietyofactionsavailabletomanagerstodealwithdysfunctionalresistance 67 ManagerialActionstoReduceResistancetoChange 68 ContemporaryIssuesInManagingChange ChangingOrganizationalCulturecultureresistanttochangebecauseitismadeupofrelativelystableandpermanentcharacteristicsstrongculturesareparticularlyresistanttochangeUnderstandingtheSituationalFactors makesculturalchangemorelikelydramaticcrisisoccursleadershipchangeshandsorganizationisyoungandsmallcultureisweak 69 ContemporaryIssues cont ChangingOrganizationalCulture cont HowCanCulturalChangeBeAccomplished requiresacomprehensiveandcoordinatedstrategyunfreezethecurrentcultureimplementnew waysofdoingthings reinforcethosenewvalueschange ifitcomes islikelytobeslowprotectagainstanyreturntoold familiarpracticesandtraditions 70 TheRoadtoCulturalChange 71 ContemporaryIssues cont ContinuousQualityImprovementProgramscontinuous small incrementalchangesfixandimprovecurrentworkactivitiesrelyonpa