fundamentals of organizing(组织基础)

PartIIIOrganizingChapterFundamentalsofOrganizing,2,LearningObjectives,AfterstudyingthepartIII,youshouldbeableto:1.Identifythefactorsthatinfluencemanagerschoiceofanorganizationalstructure.2.Explainhowmanagersgrouptasksintojobsthataremotivatingandsatisfyingforemployees.3.Describethetypesoforganizationalstructuresmanagerscandesign,andexplainwhytheychooseonestructureoveranother.4.Explainwhythereisaneedtobothcentralizeanddecentralizedauthority.,3,LearningObjectives(contd),5.Explainwhymanagersmustcoordinateandintegratebetweenjobs,functions,anddivisionsasanorganizationgrows.6.Explainwhymanagerswhoseeknewwaystoincreaseefficiencyandeffectivenessareusingstrategicalliancesandnetworkstructures.,4,ChapterOutline,FundamentalsofOrganizing,I.OrganizationalStructure,II.JobDesign,5,ChapterIntroduction,I.OrganizationalStructureTheOrganizationalEnvironmentStrategyTechnologyHumanResourcesII.JobDesignJobEnlargementandJobEnrichmentTheJobCharacteristicsModel,6,I.OrganizationalStructure,*OrganizationalArchitectureTheorganizationalstructure,controlsystems,culture,andhumanresourcemanagementsystemsthattogetherdeterminehowefficientlyandeffectivelyorganizationalresourcesareused.,7,I.OrganizationalStructure,*Organizing组织Theprocessbywhichmanagersestablishworkingrelationshipsamongemployeestoachievegoals.*OrganizationalStructure组织结构Formalsystemoftaskandreportingrelationshipsshowinghowworkersuseresources.*OrganizationalDesign组织设计Theprocessbywhichmanagersmakespecificchoicesthatresultinaparticularkindoforganizationalstructure.,8,Figure5.1FactorsAffectingOrganizationalStructure,9,图5.1影响组织结构的因素,组织环境,战略,人力资源,技术,决定组织结构的设计,10,1.TheOrganizationalEnvironment组织环境Thequickertheenvironmentchanges,themoreproblemsfacemanagers.Structuremustbemoreflexible(i.e.,decentralizedauthority)whenenvironmentalchangeisrapid.,11,2.Strategy战略,Differentstrategiesrequiretheuseofdifferentstructures.Adifferentiationstrategyneedsaflexiblestructure,lowcostmayneedamoreformalstructure.Increasedverticalintegrationordiversificationalsorequiresamoreflexiblestructure.,12,3.Technology技术,Thecombinationofskills,knowledge,tools,equipment,computersandmachinesusedintheorganization.Morecomplextechnologymakesitharderformanagerstoregulatetheorganization.,13,3.1MeasurementofTechnology技术的衡量,Technologycanbemeasuredby:Taskvariety任务多样性:thenumberofnewproblemsamanagerencounters.Taskanalyzability任务可分解性:theavailabilityofprogrammedsolutionstoamanagertosolveproblems.Hightaskvarietyandlowanalyzabilitypresentmanyuniqueproblemstomanagers.Flexiblestructureworksbestintheseconditions.Lowtaskvarietyandhighanalyzabilityallowmanagerstorelyonestablishedprocedures.,14,3.2TypesofTechnology技术的种类,SmallBatchTechnology小批量技术Smallquantitiesofone-of-a-kindproductsareproducedbytheskillsoftheworkerswhoworktogetherinsmallgroups.Appropriatestructureisdecentralizedandflexible.MassProductionTechnology大规模生产技术Automatedmachinesthatareprogrammedtomakehighvolumesofstandardproducts.Formalstructureisthebestchoiceforworkerswhomustperformrepetitivetasks.,15,3.2TypesofTechnology,ContinuousProcessTechnology流程技术Totallymechanizedsystemsofautomaticmachines.Aflexiblestructureisnecessarytoallowworkerstoreactquicklytounexpectedproblems.InformationTechnology(IT)信息技术KnowledgemanagementThesharingandintegratingofexpertisewithinandbetweenfunctionsanddivisionsthroughrealtime,interconnectedITthatallowsfornewkindsoftasksandjobreportingrelationships.,16,4.HumanResources人力资源,Highlyskilledworkerswhosejobsrequireworkinginteamsusuallyneedamoreflexiblestructure.Higherskilledworkers(e.g.,CPAsanddoctors)oftenhaveinternalizedprofessionalnorms.Managersmusttakeintoaccountallfourfactors(environment,strategy,technologyandhumanresources)whendesigningthestructureoftheorganization.,17,II.JobDesign工作设计,1.JobDesign工作设计Theprocessbywhichmanagersdecidehowtodividetasksintospecificjobs.Theappropriatedivisionoflaborresultsinaneffectiveandefficientworkforce.2.JobSimplification工作简单化Theprocessofreducingthetaskseachworkerperforms.Toomuchsimplificationandboredomresults.,18,II.JobDesign,3.JobEnlargement工作扩大化Increasingthenumberoftasksforagivenjobtoreduceboredom.4.JobEnrichment工作丰富化Increasingthedegreeofresponsibilityaworkerhasoverajob.canleadtoincreasedworkerinvolvement.,19,Figure5.2TheJobCharacteristicsModel工作特征模型,Source:AdaptedfromJ.R.HackmanandG.R.Oldham,WorkRedesign(Reading,MA:Addison-Wesley,1980).,20,图5.2工作特征模型,技能多样性任务完整性任务重要性,自主性,反馈,体验到了工作的意义,了解关于工作结果的信息,感受到了对工作结果的责任,高的内在工作动机高的工作效绩高的工作满意度,21,JobCharacteristicsModel,22,PartIIIOrganizingChapterOrganizationStructure,23,ChapterOutline,OrganizationStructure,GroupingJobsintoFunctionsandDivisions,II.CoordinatingFunctionsandDivisions,24,ChapterIntroduction,I.GroupingJobsintoFunctionsandDivisionsFunctionalStructureDivisionalStructure:Product,Market,GeographicMatrixStructureProductTeamStructureHybridStructureII.CoordinatingFunctionsandDivisionsAllocatingAuthorityTypesofIntegratingMechanismsStrategicAlliances，B2BNetworkStructuresandIT,25,I.GroupingJobsintoFunctionsandDivisions把工作合成职能部门,1.FunctionalStructure职能结构Anorganizationalstructurecomposedofallthedepartmentsthatanorganizationrequirestoproduceitsgoodsorservices.Advantages-Encourageslearningfromothersdoingsimilarjobs.-Easyformanagerstomonitorandevaluateworkers.,26,1.FunctionalStructure职能结构Disadvantages-Difficultfordepartmentstocommunicatewithothers.-Preoccupationwithowndepartmentandlosingsightoforganizationalgoals.,I.GroupingJobsintoFunctionsandDivisions,27,Figure6.1TheFunctionalStructureofPier1Imports,28,2.DivisionalStructure分部结构,*Anorganizationalstructurecomposedofseparatebusinessunitswithinwhicharethefunctionsthatworktogethertoproduceaspecificproductforaspecificcustomer.,-Divisionscreatesmaller,manageablepartsofafirm.-Divisionsdevelopabusiness-levelstrategytocompete.-Divisionshavemarketing,finance,andotherfunctions.-Functionalmanagersreporttodivisionalmanagerswhothenreporttocorporatemanagement.,29,Product,Market,andGeographicStructures,30,2.1ProductStructure产品结构,Customersareservedbyself-containeddivisionsthathandleaspecifictypeofproductorservice.-Allowsfunctionalmanagerstospecializeinoneproductarea-Divisionmanagersbecomeexpertsintheirarea-Removesneedfordirectsupervisionofdivisionbycorporatemanagers-Divisionalmanagementimprovestheuseofresources,31,Figure6.2Viacoms2001ProductStructure,32,2.2GeographicStructure地域结构,Eachregionaloracountryorareawithcustomerswithdifferingneedsisservedbyalocalself-containeddivisionproducingproductsthatbestmeetthoseneeds.,Globalgeographicstructure全球地域结构Differentdivisionsserveeachworldregionwhenmanagersfinddifferentproblemsordemandsacrosstheglobe.Generally,occurswhenmanagersarepursuingamultidomesticstrategy,33,2.3Market(Customer)Structure市场（客户）结构,Eachkindofcustomerisservedbyaself-containeddivisionGlobalmarket(customer)structure全球市场（客户）结构Customersindifferentregionsbuysimilarproductssofirmscanlocatemanufacturingfacilitiesandproductdistributionnetworkswheretheydecideisbest.Firmspursuingaglobalstrategywillusethistypeofstructure.,34,Figure6.3GlobalGeographicandGlobalProductStructures全球地域及产品结构,35,3.MatrixStructure矩阵结构MatrixStructure:Anorganizationalstructurethatsimultaneouslygroupspeopleandresourcesbyfunctionandproduct.,-Resultsinacomplexnetworkofsuperior-subordinatereportingrelationships.-Thestructureisveryflexibleandcanrespondrapidlytotheneedforchange.-Eachemployeehastwobosses(functionalmanagerandproductmanager)andpossiblycannotsatisfyboth.,36,Figure6.4MatrixStructure矩阵结构,37,4.ProductTeamDesignStructure产品团队结构,ProductTeamStructureThemembersarepermanentlyassignedtotheteamandempoweredtobringaproducttomarket.Avoidsproblemsoftwo-waycommunicationandtheconflictingdemandsoffunctionalandproductteambosses.Cross-functionalteamiscomposedofagroupofmanagersfromdifferentdepartmentsworkingtogethertoperformorganizationaltasks.,38,Figure6.5ProductTeamStructure产品团队结构,39,5.HybridStructure混合结构,HybridStructureThestructureofalargeorganizationthathasmanydivisionsansimultaneouslyusesmanydifferentorganizationalstructuresManagerscanselectthebeststructureforaparticulardivisiononedivisionmayuseafunctionalstructure,anotherdivisionmayhaveageographicstructure.Theabilitytobreakalargeorganizationintosmallerunitsmakesiteasiertomanage.,40,Figure6.6TargetsHybridStructure,41,II.CoordinatingFunctions:AllocatingAuthority协调职能部门和分部,*Authority职权Thepowertoholdpeopleaccountablefortheiractionsandtomakedecisionsconcerningtheuseoforganizationalresources.,*HierarchyofAuthority职权等级体系Anorganizationschainofcommand,specifyingtherelativeauthorityofeachmanager.SpanofControl:referstothenumberofworkersamanagermanages.,42,*SpanofControl控制幅度Thenumberofsubordinatesthatreportdirectlytoamanager*LineManager直线管理者Managersinthedirectchainofcommandwhohaveauthorityoverpeopleandresourceslowerdown.Primarilyresponsiblefortheproductionofgoodsorservices.*StaffManager部门管理者Managerswhoarefunctional-areaspecialiststhatgiveadvicetolinemanagers.,43,Figure6.7TheHierarchyofAuthorityandSpanofControlatMcDonaldsCorporation,Source:,44,1.TallandFlatOrganizations高耸型和扁平型组织,-Tallstructureshavemanylevelsofauthorityandnarrowspansofcontrol.Ashierarchylevelsincrease,communicationgetsdifficultcreatingdelaysinthetimebeingtakentoimplementdecisions.Communicationscanalsobecomegarbledasitisrepeatedthroughthefirm.,-Flatstructureshavefewerlevelsandwidespansofcontrol.Structureresultsinquickcommunicationsbutcanleadtooverworkedmanagers.,45,Figure6.8TallOrganizations高耸型组织,46,Figure6.9FlatOrganizations扁平型组织,47,*Managersshouldcarefullyevaluate:Dotheorganizationhavetherightnumberofmiddlemanagers?Canthestructurebealteredtoreducelevels?*CentralizedandDecentralizedofAuthorityDecentralizationputsmoreauthorityatlowerlevelsandleadstoflatterorganizations.Worksbestindynamic,highlycompetitiveenvironment.Stableenvironmentfavorcentralizationofauthority.,48,2.TypesofIntegratingMechanisms整合机制的类型,*Directcontact直接接触*Liasonroles联络角色*Taskforces特别工作组*Cross-functionalteam跨职能团队*Integratingrolesanddepartments整合角色和部门*Matrixstructures矩阵结构,49,Figure6.10IntegratingMechanisms整合机制的类型,50,图6.10整合机制的类型和例子简单直接接触：市场营销经理和研发经理会面，共同构思新颖的产品创意；联络角色：助理经理和项目小组领导人识别最好的产品创意，并将其投入到实际开发过程；特别工作组：来自市场营销、研发和生产部门的代表们开会讨论如何向市场投放一种新产品；跨职能团队：包含了组织所有智能的跨智能团队负责全程管理一种新产品，直至它被投放市场；整合角色和部门：高级经理为跨智能团队的成员提供来自其他团队和部门的相关信息；矩阵结构：高层管理者决定采用矩阵结构，以便能够同时开发多种新产品。,复杂,51,Figure6.11FormsofIntegratingMechanisms,Source:,52,3StrategicAllianc