组织理论与设计PPT课件

第13章制造与服务技术ManufacturingandServiceTechnologies,制造业的核心技术现代技术的应用服务业组织的核心技术非核心部门技术部门设计部门间工作流动的相依性技术对职务设计的影响,技术、核心技术和非核心技术,技术（technology）用以将组织的投入转换为组织产出的各种工作流程、技术、机器和方法核心技术直接关系到组织使命的工作成俗非核心技术指的是一个部门的流程，该流程对组织非常重要，但不直接关系到组织的主要使命,13.05.2020,.,3,CoreTransformationProcessforaManufacturingCompany,ENVIRONMENT,Organization,RawMaterialInputs,ProductorServiceOutputs,CoreWorkProcesses,CoreTechnology,MaterialsHandling,Milling,Inspection,Assembly,价值链,支持活动,基本活动,一、制造业的核心技术,制造业企业案例普印力公司,1.制造业企业,伍德沃德关于企业技术类型的研究GroupISmall-batchandunitproductionGroupIILarge-batchandmassproductionGroupIIIContinuousprocessproduction,WoodwardsClassificationBasedonSystemofProduction,1.制造业企业,技术复杂性与结构特征的关系,WoodwardsClassificationBasedonSystemofProduction,二、现代技术的应用,柔性制造系统精益制造绩效与结构的含义,1.柔性制造系统,Computer-aideddesign(CAD)Computer-aidedmanufacturing(CAM)IntegratedInformationNetwork,FlexibleManufacturingSystems,2.精益制造,精益生产（LeanProduction，简称LP）是美国麻省理工学院数位国际汽车计划组织（IMVP）的专家对日本“丰田JIT（JustInTime）生产方式”的赞誉之称，精，即少而精，不投入多余的生产要素，只是在适当的时间生产必要数量的市场急需产品（或下道工序急需的产品）；益，即所有经营活动都要有益有效，具有经济性。精益生产是当前工业界最佳的一种生产组织体系和方式。精益生产是战后日本汽车工业遭到的“资源稀缺”和“多品种、少批量”的市场制约的产物，它是从丰田相佐诘开始，经丰田喜一郎及大野耐一等人的共同努力直到60年代才逐步完善而形成的。,2.精益制造,与大量生产方式相比，日本所采用的精益生产方式的优越性主要表现在以下几个方面：1.所需人力资源无论是在产品开发、生产系统，还是工厂的其他部门，与大量生产方式下的工厂相比，最低能减至1/2；2.新产品开发周期最低可减至l2或2/3；3.生产过程的在制品库存最低可减至大量生产方式下一般水平的110；4.工厂占用空间最低可减至采用大量生产方式下的1/2；5.成品库存最低可减至大量生产方式下平均库存水平的1/4；6.产品质量可大幅度；,3.绩效与结构的含义,13.05.2020,.,13,NEWCHOICES,TRADITIONALCHOICES,FlexibleManufacturing,RelationshipofFlexibleManufacturingTechnologytoTraditionalTechnologies,BATCHSIZE,Small,Unlimited,Customized,Standardized,PRODUCTFLEXIBILITY,Source:BasedonJackMeredith,“TheStrategicAdvantagesofNewManufacturingTechnologiesForSmallFirms.”StrategicManagementJournal8(1987):249-58;PaulAdler,“ManagingFlexibleAutomation,”CaliforniaManagementReview(Spring1988):34-56;andOtisPort,“Custom-madeDirectfromthePlant.”BusinessWeek/21stCenturyCapitalism,18November1994,158-59.,13.05.2020,.,14,ComparisonofOrganizationalCharacteristicsAssociatedwithMassProductionandFlexibleManufacturingSystems,Source:BasedonPatriciaL.NemetzandLouisW.Fry,“FlexibleManufacturingOrganizations:ImplicationsforStrategyFormulationandOrganizationDesign.”AcademyofManagementReview13(1988);627-38;PaulS.Adler,“ManagingFlexibleAutomation,”CaliforniaManagementReview(Spring1988);34-56;JeremyMain,“ManufacturingtheRightWay,”Fortune,21May1990,54-64.,13.05.2020,.,15,ComparisonofOrganizationalCharacteristicsAssociatedwithMassProductionandFlexibleManufacturingSystems(cont.),Source:BasedonPatriciaL.NemetzandLouisW.Fry,“FlexibleManufacturingOrganizations:ImplicationsforStrategyFormulationandOrganizationDesign.”AcademyofManagementReview13(1988);627-38;PaulS.Adler,“ManagingFlexibleAutomation,”CaliforniaManagementReview(Spring1988);34-56;JeremyMain,“ManufacturingtheRightWay,”Fortune,21May1990,54-64.,13.05.2020,.,16,ComparisonofOrganizationalCharacteristicsAssociatedwithMassProductionandFlexibleManufacturingSystems(cont.),Source:BasedonPatriciaL.NemetzandLouisW.Fry,“FlexibleManufacturingOrganizations:ImplicationsforStrategyFormulationandOrganizationDesign.”AcademyofManagementReview13(1988);627-38;PaulS.Adler,“ManagingFlexibleAutomation,”CaliforniaManagementReview(Spring1988);34-56;JeremyMain,“ManufacturingtheRightWay,”Fortune,21May1990,54-64.,13.05.2020,.,17,三、服务业组织的核心技术,服务业企业服务业组织的结构设计,13.05.2020,.,18,1.服务业企业,通过服务的生产和提供而实现其基本使命服务技术与生产技术的区别,13.05.2020,.,19,DifferencesBetweenManufacturingandServiceTechnologies,Sources:BasedonF.F.ReichheldandW.E.Sasser,Jr.,“ZeroDefections:QualityComestoServices,”HarvardBusinessReview68(September-October1990):105-11;andDavidE.Bowen,CarenSiehl,andBenjaminSchneider,“AFrameworkforAnalyzingCustomerServiceOrientationsinManufacturing,”AcademyofManagementReview14(1989):75-95.,13.05.2020,.,20,2.服务业组织的结构设计,ConfigurationandStructuralCharacteristicsofServiceOrganizationsvs.ProductOrganizations,13.05.2020,.,21,四、非核心部门技术,佩罗模型多样性可行性分析分析框架,13.05.2020,.,22,DepartmentalTechnologies,CRAFTLowanalyzabilityLowvarietyExamples:PerformingartsTradesFinegoodsmanufacturing,ROUTINEHighanalyzabilityLowvarietyExamples:SalesClericalDraftingAuditing,13.05.2020,.,23,ENGINEERINGHighanalyzabilityHighvarietyExamples:LegalEngineeringTaxaccountingGeneralaccounting,NONROUTINELowanalyzabilityHighvarietyExamples:StrategicplanningSocialscienceresearchAppliedresearch,DepartmentalTechnologies,13.05.2020,.,24,五、部门设计,正规化程度分权化程度员工的技术熟练程度管理幅度沟通与协商,13.05.2020,.,25,RelationshipofDepartmentTechnologytoStructuralandManagementCharacteristics,13.05.2020,.,26,六、部门间工作流动的相依性,相互依赖的类型部门组合的优先顺序结构性协调机制,13.05.2020,.,27,ThompsonsClassificationofInterdependenceandManagementImplications,Client,Client,Client,13.05.2020,.,28,PrimaryMeanstoAchieveCoordinationforDifferentLevelsofTaskInterdependenceinaManufacturingFirm,Reciprocal(newproductdevelopment),COORDINATION,INTERDEPENDENCE,High,Low,Horizontalstructure,cross-functionalteamsFace-to-facecommunication,Unscheduledmeetings,Full-timeintegratorsScheduledmeetings,taskforcesVerticalcommunicationPlansRules,MutualAdjustment,Planning,Standardization,Source:AdaptedfromAndrewH.VandeVen,AndreDelbecq,andRichardKoenig,“DeterminantsofCommunicationModesWithinOrganizations,”AmericanSociologicalReview41(1976):330.,13.05.2020,.,29,RelationshipsAmongInterdependenceandOtherCharacteristicsofTeamPlay,Source:BasedonWilliamPassmore,CarolE.Francis,andJeffreyHalderman,“SociotechnicalSystems:ANorthAmericanReflectionOntheEmpiricalStudiesofthe70s,”HumanRelations35(1982):1179-1204.,13.05.2020,.,30,七、技术对职务设计的影响,职务设计社会技术系统,13.05.2020,.,31,1.职务设计,职务设计：给员工分配所要完成的目标和任务职务轮换法工作的简单化工作的丰富化工作的扩大化,13.05.2020,.,32,2.社会技术系统,社会技术系统理论技术系统联合最优化,13.05.2020,.,33,DesignforJointOptimizationWorkroles,tasks,workflowGoalsandvaluesSkillsandabilities,SociotechnicalSystemsModel,TheSocialSystemIndividualandteambehaviorsOrganizational/teamcultureManagementpracticesLeadershipstyleDegreeofcommunicationandopennessIndividualneedsanddesires,TheTechnicalSystemTypeofproductiontechnology(smallbatch,massproduction,FMS,etc.)Levelofinterdependence(pooled,sequential,reciprocal)PhysicalworksettingComplexityofproductionprocess(varie