组织结构设计PPT课件

1,OrganizationalStructureandDesign组织结构和设计,Chapter,10,2,LearningOutcomes学习成果阅读及学习完本章后要求掌握以下3点，并能回答其中的有关问题：,LO10.1DefiningOrganizationalStructure对组织结构进行定义LO10.2OrganizationalDesignDecisions组织设计的决策考虑LO10.3CommonOrganizationalDesigns常见的组织设计形式,DefiningOrganizationalStructure,定义组织结构,LearningOutcome10.1,Definingandunderstandingthe3termsof“Organizing”,“OrganizationalStructure”and“OrganizationalDesign”定义及理解“组织工作”，“组织结构”和“组织结构设计”的意思。Discussthesixkeyelementsinorganizationalstructure.讨论组织结构的6大要素。,4,3KeyTerms,Organizing组织工作Organizingisarrangingandstructuringworktoaccomplishtheorganizationsgoals.组织工作就是对工作进行安排和结构化以实现组织的目标。OrganizationalStructure组织结构Organizationalstructureistheformalarrangementofjobswithinanorganization.组织结构就是对组织中的工作的正式安排。OrganizationalDesign组织设计Organizationaldesignisdevelopingorchanginganorganizationsstructure.组织设计就是开发或者改变一个组织的结构。,5,表10-1PurposesofOrganizing组织工作的目的P.267,Dividesworktobedoneintospecificjobsanddepartments.Assignstasksandresponsibilitiesassociatedwithindividualjobs.Coordinatesdiverseorganizationaltasks.Clustersjobsintounits.Establishesrelationshipsamongindividuals,groups,anddepartments.Establishesformallinesofauthority.Allocatesanddeploysorganizationalresources.,6,SixKeyElementsofOrganizationalStructure组织结构的6大要素,OrganizationalDesignisaprocessinvolvingdecisionsaboutsixkeyelements组织设计是涉及6大要素的决策过程:Workspecialization工作专门化Departmentalization部门化Chainofcommand指挥链Spanofcontrol管控幅度Centralizationanddecentralization集权与分权Formalization正规化,7,组织结构6大要素,WorkSpecialization工作专门化Thedegreetowhichtasksintheorganizationaredividedintoseparatejobswitheachstepcompletedbyadifferentperson.组织中的任务划分为不同的工作步骤，每一步都由不同的人来完成的程度Overspecializationcanresultinhumandiseconomiesfromboredom,fatigue,stress,poorquality,increasedabsenteeism,andhigherturnover.过度的专业分工会导致厌倦，疲劳，压力，低质量，缺勤率和离职率增加。,8,5CommonTypesofDepartmentalization部门化的5种常见类型,Functional按职能GroupingjobsbyfunctionsperformedProduct按产品Groupingjobsbyproductline产品线Geographical按地区Groupingjobsonthebasisofterritoryorgeography,Process按流程GroupingjobsonthebasisofproductorcustomerflowCustomer按顾客Groupingjobsbytypeofcustomerandneeds,9,图10-1TheFiveCommonFormsofDepartmentalization,Advantages优点Efficienciesfromputtingtogethersimilarspecialtiesandpeoplewithcommonskills,knowledge,andorientationsCoordinationwithinfunctionalareaIn-depthspecializationDisadvantages缺点PoorcommunicationacrossfunctionalareasLimitedviewoforganizationalgoals,FunctionalDepartmentalization职能部门化,10,图10-1(contd)GeographicalDepartmentalization地区部门化,Advantages优点MoreeffectiveandefficienthandlingofspecificregionalissuesthatariseServeneedsofuniquegeographicmarketsbetterDisadvantages缺点DuplicationoffunctionsCanfeelisolatedfromotherorganizationalareas,11,图10-1(contd)ProductDepartmentalization产品部门化,+Allowsspecializationinparticularproductsandservices+Managerscanbecomeexpertsintheirindustry+ClosertocustomersDuplicationoffunctionsLimitedviewoforganizationalgoals,庞巴迪公司,公共交通部,铁路产品部,休闲和特种车辆部,12,图10-1(contd)ProcessDepartmentalization生产流程/工艺部门化(家具生产),+MoreefficientflowofworkactivitiesCanonlybeusedwithcertaintypesofproducts,13,图10-1(contd)CustomerDepartmentalization顾客部门化,+Customersneedsandproblemscanbemetbyspecialists-Duplicationoffunctions-Limitedviewoforganizationalgoals,零售客户部经理,批发客户部经理,政府客户部经理,销售总监,14,组织结构6大要素,ChainofCommand指挥/命令链Thecontinuouslineofauthoritythatextendsfromupperlevelsofanorganizationtothelowestlevelsoftheorganizationandclarifieswhoreportstowhom.从组织的上部延伸到组织的最底层的连续的职权线，它明确了谁向谁报告。,15,指挥链的三大概念,Authority职权Therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.管理职务赋予的要求别人做事的权力。Responsibility职责Theobligationorexpectationtoperform.责任或期望的表现。UnityofCommand统一指挥Theconceptthatapersonshouldhaveonebossandshouldreportonlytothatperson.每个人只有一个老板并向他汇报。,16,组织结构6大要素,SpanofControl管控幅度：Thenumberofemployeeswhocanbeeffectivelyandefficientlysupervisedbyamanager.一个管理者可以有效果和有效率地监管的员工人数。,17,SpanofControl管控幅度,TallStructure细高结构管控幅度窄，层次多Spanofcontrol=5Layer=5,3,3,3,3,18,SpanofControl管控幅度,FlatStructure扁平结构widespanofcontrol,lesslayer管控幅度宽，层次少Layer=3,5,7,19,组织结构6大要素,20,组织结构6大要素,Centralization集权化/高层集中决策MoreCentralization:Environmentisstable.(表10-2）Decentralization分权/对下分散决策MoreDecentralization:Environmentiscomplex,uncertain.(表10-2）EmployeeEmpowerment员工授权/赋能Increasingthedecision-makingauthority(power)ofemployees.增加员工决策的权力。,21,组织结构6大要素,Formalization正规化Thedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.组织中的工作标准化的程度以及员工行为遵守规章制度的严格程度Highlyformalizedjobsofferlittlediscretionoverwhatistobedone.高度正规化的工作使自由行事的余地很小Lowformalizationmeansfewerconstraintsonhowemployeesdotheirwork.正规化程度低意味着对员工如何完成他的工作没有什么限制,OrganizationalDesignDecisions,组织结构设计的决策考虑,LearningOutcome10.2,Whatarethetwogenericmodelsoforganizationaldesign?两种基本的组织设计模型是什么？Whatarethe4contingencyfactorsinorganizationaldesign?组织设计的4大权变要素是什么？,23,表10-3MechanisticVersusOrganicOrganization,HighspecializationRigiddepartmentalizationClearchainofcommandNarrowspansofcontrolCentralizationHighformalization,Cross-functionalteamsCross-hierarchicalteamsFreeflowofinformationWidespansofcontrolDecentralizationLowformalization,24,Twogenericmodelsoforganizationaldesign两种基本组织设计模型P.274,1.MechanisticOrganization机械型组织Arigidandtightlycontrolledstructure刚性及严格控制的结构HighspecializationRigiddepartmentalizationNarrowspansofcontrolHighformalizationLimitedinformationnetwork(downward)有限的信息网络（之上而下）Lowdecisionparticipation决策参与程度低,2.OrganicOrganization有机体型组织Highlyflexibleandadaptablestructure高柔性及可调适的结构Non-standardizedjobs工作非标化Fluidteam-basedstructure流动的团队结构Littledirectsupervision很少的直接监管Minimalformalrules最低程度的正式规则Opencommunicationnetwork开放沟通网络Empoweredemployees员工授权,25,4ContingencyFactors4个权变要素PP.275-277,Structuraldecisionsareinfluencedby组织结构决策受以下因素的影响:Overallstrategyoftheorganization组织的总体战略Sizeoftheorganization组织的规模Technologyusebytheorganization组织适用的技术Degreeofenvironmentaluncertainty环境不确定程度,26,4ContingencyFactors4个权变要素,1.StrategyandStructure战略与结构Organizationalstructurefollowsstrategy.,27,4ContingencyFactors4个权变要素,2.SizeandStructure规模与结构Firmschangefromorganictomechanisticorganizationsastheygrowinsize.随着规模扩大，组织会从有机体向机械型变化,28,4ContingencyFactors4个权变要素,3.TechnologyandStructure技术与结构Routinetechnology例常技术=mechanisticorganizationsNon-routinetechnology非例常技术=organicorganizations,29,4ContingencyFactors4个权变要素,4.EnvironmentalUncertaintyandStructure环境不确定性与结构Dynamicenvironmentsrequireorganicstructures;mechanisticstructuresneedstableenvironments.变化的环境要求有机结构，稳定环境需要机械结构,CommonOrganizationalDesigns,常见的组织设计形式,LearningOutcome10.3,Whatarethe3traditionalorganizationaldesignsandtheircharacteristics3种传统的组织设计形式以及各自的特点是什么？Whatarethe3contemporaryorganizationaldesignsandtheircharacteristics3种当代的组织设计形式以及各自的特点是什么？Whatisthelearningorganization?学习型组织是什么？,31,3TraditionalOrganizationalDesigns3种传统的组织设计（形式）,Simplestructure简单结构Functionalstructure职能结构Divisionalstructure事业部结构,32,杰克吉尔德男士用品商店,杰克高德:店主，管理者,约翰尼穆尔销售人员,埃娜约尼销售人员,鲍勃穆萨销售人员,诺玛斯曼销售人员,杰里里波罗琪销售人员,海伦赖特收银员,1、Simplestructure简单结构,Lowdepartmentalization,widespansofcontrol,centralizedauthority,littleformalization部门化程度低，控制跨度宽，权力集中，正规化程度低,33,2.Functionalstructure职能结构,OrganizationalChart组织结构图,Departmentalizationbyfunction按职能部门化,34,Composedofseparatebusinessunitsordivisionswithlimitedautonomyunderthecoordinationandcontroltheparentcorporation.由在母公司的协调和控制下的有限自主的分立的事业单位或者事业部组成,3.Divisionalstructure事业部结构,35,3ContemporaryOrganizationalDesigns3种当代的组织设计（形式）,Teamstructure团队结构Matrixandprojectstructures矩阵和项目结构BoundarylessOrganization无边界组织,36,ContemporaryOrganizationalDesigns当代组织设计PP.279-282,Teamstructures团队结构Theentireorganizationismadeupofworkgroupsorself-managedteamsofempoweredemployees.整个组织都由工作群体或授权员工的自我管理团队所组成,37,图10-3AMatrixOrganizationinanAerospaceFirm,38,ContemporaryOrganizationalDesigns当代组织设计PP.279-282,Matrixandprojectstructures矩阵和项目结构Specialistsfromdifferentfunctionaldepartmentsareassignedtoworkonprojectsledbyprojectmanagers.（矩阵结构）从不同的职能部门抽调专家到项目经理领导的项目工作。Matrixandprojectparticipantshavetwomanagers.矩阵或项目的参与者有两个老板。Inprojectstructures,employeesworkcontinuouslyonprojects;movingontoanotherprojectaseachprojectiscompleted.在项目结构中，员工始终在项目中，一个项目接一个项目地工作下去。,39,ContemporaryOrganizationalDesigns当代组织设计PP.279-282,Boundless/BoundarylessOrganization无边界组织Anflexibleandunstructuredorganizationaldesignthatisnotdefinedbyorlimitedtoartificialhorizontal,vertical,orexternalboundaries。一种柔性的非结构化的组织设计形式，它不界定或者不局限于人为设置的水平，垂直，或外部边界。Itisintendedtobreakdownbarriersbetweentheorganizationanditscustomersandsuppliers.目的是打破组织和顾客及供应商之间的壁垒。Internalboundaries内部边界Verticalboundaries垂直边界Horizontalboundaries水平边界externalboundaries外部边界,40,ContemporaryOrganizationalDesigns当代组织设计PP.279-282,TheLearningOrganization学习型组织Anorganizationthathasdevelopedthecapacitytocontinuouslylearn,adapt,andchangethroughthepracticeofknowledgemanagementbyemployees.通过员工的知识管理实践，发展了持续学习，适应及改变能力的组织。KnowledgeManagement(KM)知识管理,41,图10-4CharacteristicsofaLearningOrganization,OrganizationalDesign组织设计Boundless无边界Teams团队结构Empowerment授权,OrganizationalCulture组织文化StrongMutualRelationships强双向联系SenseofCommunity团结意识Caring关怀Trust信任,InformationSharing信息共享Open开放Timely及时Accurate准确,Leadership领导SharedVision共同愿景Collaboration协作,TheLearningOrganization,42,TermstoKnow,organizingorganizationalstructureorganizationaldesignworkspecializationdepartmentalizationfunctionaldepartmentalizationproductdepartmentalization,geographicaldepartmentalizationprocessdepartmentalizationcustomerdepartmentalizationchain