管理学课件第10章组织结构与设计(OrganizationalStru.ppt

OrganizationalStructureandDesign,Chapter10,OrganizationalStructureandDesign（组织结构与设计）,Chapter10,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,只管三个人?美国著名的艾森豪威尔将军是第二次世界大战中盟军的指挥官，在诺曼底登陆以前，一次他在英国打高尔夫球，新闻记者采访他“前线战势紧急您怎么还有心情在这里打球啊？”艾森豪说：“我不忙，我只管三个人，大西洋有蒙哥马利，太平洋有麦克阿瑟，喏，在那边拣球的是马歇尔。”其实艾森豪威尔手下有百万大军，诺曼底登陆也是事关重大，是二次大战的转折点。难道他真的只管三个人吗？,案例,DefiningOrganizationalStructure,OrganizationalStructure(组织结构)Theformalarrangementofjobswithinanorganization（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）.OrganizationalDesign(组织设计)发展和改变一个组织结构的过程Aprocessinvolvingdecisionsaboutsixkeyelements（涉及六个关键要素）:Workspecialization(工作专门化)Departmentalization(部门化)Chainofcommand(指挥链）Spanofcontrol(管理幅度)Centralizationanddecentralization(集权与分权)Formalization(正规化),Exhibit101PurposesofOrganizing,Dividesworktobedoneintospecificjobsanddepartments.Assignstasksandresponsibilitiesassociatedwithindividualjobs.Coordinatesdiverseorganizationaltasks.Clustersjobsintounits.Establishesrelationshipsamongindividuals,groups,anddepartments.Establishesformallinesofauthority.Allocatesanddeploysorganizationalresources.,OrganizationalStructure,WorkSpecialization（工作专门化）Thedegreetowhichtasksintheorganizationaredividedintoseparatejobswitheachstepcompletedbyadifferentperson.Overspecializationcanresultinhumandiseconomiesfromboredom,fatigue,stress,poorquality,increasedabsenteeism,andhigherturnover.,Departmentalization(部门化),含义：将若干职位组合在一起的依据和方式类型（DepartmentalizationbyType）：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,DepartmentalizationbyType,FunctionalGroupingjobsbyfunctionsperformedProductGroupingjobsbyproductlineGeographicalGroupingjobsonthebasisofterritoryorgeography,ProcessGroupingjobsonthebasisofproductorcustomerflowCustomerGroupingjobsbytypeofcustomerandneeds,Exhibit102FunctionalDepartmentalization（职能部门化）,AdvantagesEfficienciesfromputtingtogethersimilarspecialtiesandpeoplewithcommonskills,knowledge,andorientationsCoordinationwithinfunctionalareaIn-depthspecializationDisadvantagesPoorcommunicationacrossfunctionalareasLimitedviewoforganizationalgoals,Exhibit102(contd)GeographicalDepartmentalization（区域部门化）,AdvantagesMoreeffectiveandefficienthandlingofspecificregionalissuesthatariseServeneedsofuniquegeographicmarketsbetterDisadvantagesDuplicationoffunctionsCanfeelisolatedfromotherorganizationalareas,Exhibit102(contd)ProductDepartmentalization（产品部门化）,+Allowsspecializationinparticularproductsandservices+Managerscanbecomeexpertsintheirindustry+ClosertocustomersDuplicationoffunctionsLimitedviewoforganizationalgoals,Exhibit102(contd)ProcessDepartmentalization（流程部门化）,+MoreefficientflowofworkactivitiesCanonlybeusedwithcertaintypesofproducts,Exhibit102(contd)CustomerDepartmentalization（顾客部门化）,+Customersneedsandproblemscanbemetbyspecialists-Duplicationoffunctions-Limitedviewoforganizationalgoals,OrganizationStructure(contd),ChainofCommand（指挥链）Thecontinuouslineofauthoritythatextendsfromupperlevelsofanorganizationtothelowestlevelsoftheorganizationandclarifieswhoreportstowho.（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）,OrganizationStructure(contd),Authority(职权)Therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.Responsibility(职责)Theobligationorexpectationtoperform.UnityofCommand（统一指挥）Theconceptthatapersonshouldhaveonebossandshouldreportonlytothatperson.,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？,分析：1、这家医院的组织结构是怎样的？2、有人越权行事了吗？,产科护士长黛安娜（主人公）巴恩斯医院院长戴维斯博士医院的主任护士杰克逊黛安娜的直接主管，基层护士监督员乔伊斯外科主任雷诺兹医生,OrganizationStructure(contd),SpanofControl（管理幅度）Thenumberofemployeeswhocanbeeffectivelyandefficientlysupervisedbyamanager.Widthofspanisaffectedby:SkillsandabilitiesofthemanagerEmployeecharacteristicsCharacteristicsoftheworkbeingdoneSimilarityoftasksComplexityoftasksPhysicalproximityofsubordinatesStandardizationoftasks,Exhibit103ContrastingSpansofControl,OrganizationStructure(contd),Centralization(集权化)Thedegreetowhichdecision-makingisconcentratedatasinglepointintheorganizations.Organizationsinwhichtopmanagersmakeallthedecisionsandlower-levelemployeessimplycarryoutthoseorders.Decentralization(分权化)Organizationsinwhichdecision-makingispusheddowntothemanagerswhoareclosesttotheaction.EmployeeEmpowerment(授权)Increasingthedecision-makingauthority(power)ofemployees.,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？,Exhibit104FactorsthatInfluencetheAmountofCentralization,MoreCentralizationEnvironmentisstable.Lower-levelmanagersarenotascapableorexperiencedatmakingdecisionsasupper-levelmanagers.Lower-levelmanagersdonotwanttohaveasayindecisions.Decisionsarerelativelyminor.Organizationisfacingacrisisortheriskofcompanyfailure.Companyislarge.Effectiveimplementationofcompanystrategiesdependsonmanagersretainingsayoverwhathappens.,Exhibit104(contd)FactorsthatInfluencetheAmountofCentralization,MoreDecentralizationEnvironmentiscomplex,uncertain.Lower-levelmanagersarecapableandexperiencedatmakingdecisions.Lower-levelmanagerswantavoiceindecisions.Decisionsaresignificant.Corporatecultureisopentoallowingmanagerstohaveasayinwhathappens.Companyisgeographicallydispersed.Effectiveimplementationofcompanystrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions.,OrganizationStructure(contd),Formalization(正规化)Thedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.（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）Highlyformalizedjobsofferlittlediscretionoverwhatistobedone（员工在高度正规化的工作中允许有最小限度的判断力）.Lowformalizationmeansfewerconstraintsonhowemployeesdotheirwork.,Exhibit105MechanisticversusOrganicOrganization,HighspecializationRigiddepartmentalizationClearchainofcommandNarrowspansofcontrolCentralizationHighformalization,Cross-functionalteamsCross-hierarchicalteamsFreeflowofinformationWidespansofcontrolDecentralizationLowformalization,ContingencyFactors(权变因素),Structuraldecisionsareinfluencedby:Overallstrategyoftheorganization(组织的总体战略)Organizationalstructurefollowsstrategy.Sizeoftheorganization(组织规模)Firmschangefromorganictomechanisticorganizationsastheygrowinsize.Technologyusebytheorganization(组织采用的技术)Firmsadapttheirstructuretothetechnologytheyuse.Degreeofenvironmentaluncertainty(环境不确定性程度)Dynamicenvironmentsrequireorganicstructures;mechanisticstructuresneedstableenvironments.,ContingencyFactors(contd),StrategyFrameworks:InnovationPursuingcompetitiveadvantagethroughmeaningfulanduniqueinnovationsfavorsanorganicstructuring.CostminimizationFocusingontightlycontrollingcostsrequiresamechanisticstructurefortheorganization.ImitationMinimizingrisksandmaximizingprofitabilitybycopyingmarketleadersrequiresbothorganicandmechanisticelementsintheorganizationsstructure.,ContingencyFactors(contd),StrategyandStructure(战略与结构)Achievementofstrategicgoalsisfacilitatedbychangesinorganizationalstructurethataccommodateandsupportchange.StrategyFrameworks:Innovation-有机式结构Pursuingcompetitiveadvantagethroughmeaningfulanduniqueinnovationsfavorsanorganicstructuring.Costminimization-机械式结构Focusingontightlycontrollingcostsrequiresamechanisticstructurefortheorganization.Imitation-同时使用机械式结构和有机式结构Minimizingrisksandmaximizingprofitabilitybycopyingmarketleadersrequiresbothorganicandmechanisticelementsintheorganizationsstructure.SizeandStructure(规模与结构)Asanorganizationgrowslarger,itsstructuretendstochangefromorganictomechanisticwithincreasedspecialization,departmentalization,centralization,andrulesandregulations.,ContingencyFactors(contd),TechnologyandStructure(技术与结构)Organizationsadapttheirstructurestotheirtechnology.Woodwardsclassificationoffirmsbasedonthecomplexityofthetechnologyemployed:UnitproductionofsingleunitsorsmallbatchesMassproductionoflargebatchesofoutputProcessproductionincontinuousprocessofoutputsRoutinetechnology=mechanisticorganizationsNon-routinetechnology=organicorganizations,ContingencyFactors(contd),EnvironmentalUncertaintyandStructure(环境不确定性与结构)Mechanisticorganizationalstructurestendtobemosteffectiveinstableandsimpleenvironments.(稳定环境机械式结构)Theflexibilityoforganicorganizationalstructuresisbettersuitedfordynamicandcomplexenvironments.(不稳定环境有机式结构),CommonOrganizationalDesigns,TraditionalDesignsSimplestructure(简单结构)Lowdepartmentalization,widespansofcontrol,centralizedauthority,littleformalizationFunctionalstructure(职能结构)DepartmentalizationbyfunctionOperations,finance,humanresources,andproductresearchanddevelopmentDivisionalstructure(事业部制结构)Composedofseparatebusinessunitsordivisionswithlimitedautonomyunderthecoordinationandcontroltheparentcorporation.,OrganizationalDesigns(contd),ContemporaryOrganizationalDesigns（当代组织设计）Teamstructures(团队结构)Theentireorganizationismadeupofworkgroupsorself-managedteamsofempoweredemployees.Matrixandprojectstructures(矩阵结构)Specialistsfromdifferentfunctionaldepartmentsareassignedtoworkonprojectsledbyprojectmanagers.Matrixandprojectparticipantshavetwomanagers.Inprojectstructures,employeesworkcontinuouslyonprojects;movingontoanotherprojectaseachprojectiscompleted.,Exhibit109AnExampleofaMatrixOrganization,OrganizationalDesigns(contd),ContemporaryOrganizationalDesigns(contd)BoundarylessOrganization（无边界组织）Anflexibleandunstructuredorganizationaldesignthatisintendedtobreakdownexternalbarriersbetweentheorganizationanditscustomersandsuppliers.Removesinternal(horizontal)boundaries:EliminatesthechainofcommandHaslimitlessspansofcontrolUsesempoweredteamsratherthandepartmentsEliminatesexternalboundaries:Usesvirtual,network,andmodularorganizationalstructurestogetclosertostakeho