人力与组织管理Outcome4new

OrganisationalStructure,Outcome4,.,Vocabulary,Organisationalstructure组织结构ScalarChainofCommand组织层次/指挥链SpanofControl管理幅度/管理跨度Functional职能的Geographical地理的Matrix矩阵Businessunit事业部,.,TeachingPlanforOutcome4,.,OrganisationalStructure,Organisationalstructurereferstothewaytasksaredividedup,howtheworkflows,howthisflowiscoordinatedandtheforcesandmechanismsthatallowthiscoordinationtooccur.组织结构界定了对工作任务进行正式分解、组合和协调的方式。,.,Case,UFOEntertainmentCorporationCateringClothingCyberWestcampusEastcampus,.,1.TypesofOrganisationalStructureP63,1.1FunctionalStructure职能结构1.2DivisionalStructure分部结构1.3MatrixStructure矩阵结构,.,Linestructurep285,.,Functionalstructure,厂长,人事科,财务科,销售科,车间主任,车间主任,车间主任,班组长,班组长,班组长,.,Line-functionalstructure,厂长,人事科,财务科,销售科,车间主任,车间主任,车间主任,班组长,班组长,班组长,.,1.1FunctionalStructureP270,Grouptasksandactivitiesofasimilarnatureintodepartments使用相似知识和技能的员工组成部门,.,FunctionalStructure,厂长,人事科,财务科,销售科,车间主任,车间主任,车间主任,班组长,班组长,班组长,.,1.2DivisionalStructureP66,Grouptasksandactivitiesbasedonbusinessunitintodepartments参与相同业务的员工组成部门GeographicalStructureProductorServiceStructure,.,GeographicalStructureP275,Grouptasksandactivitiesbasedonalocationintodepartments区域相同的员工组成部门,.,GeographicalStructure,总经理,人事部,财务部,销售部,中华区,欧洲区,财务科,人事科,财务科,人事科,.,ProductorServiceStructureP278,Grouptasksandactivitiesbasedonproductorserviceintodepartments提供相同产品或服务的员工组成部门,.,ProductStructure,总经理,人事部,财务部,销售部,B产品,A产品,财务科,人事科,财务科,人事科,.,ServiceStructure,总经理,人事部,财务部,销售部,安装服务,网络服务,财务科,人事科,财务科,人事科,.,SimulationDecentralization,总经理,人事部,财务部,销售部,B产品,A产品,财务科,人事科,车间,车间,财务科,人事科,车间,车间,.,1.3MatrixStructureP280,Personnelfromfunctionaldepartmentareassignedtoaprojectforitsduration在一段时间内从职能部门抽调员工组成项目组,.,MatrixStructure,Manager,Admin.,Marketing,Finance,ProductA,ProductB,ProductC,.,FunctionandBusiness,Function,Business,Function,Business,Business,Function,Line,Line,Lateral,.,Discussion,OrganisationalstructureofYangtzeUniversity,.,2.DescriptionofOrganisationalStructureP51,2.1Dimension组织结构的维度2.2BasicElements组织结构的基本要素2.3TypesofRelationships人员关系类型,.,2.1DimensionP51,ScalarChainofCommand管理层次SpanofControl管理幅度,.,ScalarChainofCommandP51,Thenumberoflevelsofmanagers管理人员的层级,.,SpanofControlP52,Thenumberofpeoplethatamanagercouldsupervise管理下属的数量,.,SpanofControl,1,2,3,4,5,7,A:4,B:,8,6,.,Task,3,8,Operatingpersonnel:96,8,Employee:64,.,HenriFayol,15,4,1:4,1:15,Classicalmanagementtheory1:6-8,.,2.2BasicElementsP78,Authority职权Responsibility责任Delegation授权,.,AuthorityP78,Authority:Therighttodirectorguidetheactions,.,ResponsibilityP78,Responsibility:Theobligationplacedonaperson,.,DelegationP78,Delegation:Theactofpassingtheresponsibility,.,Case,分公司经理,樱尚,豫东,豫南,豫西,豫北,财务,仓库,促销人员,促销部,促销人员,促销人员,促销人员,促销人员,.,Case,分公司经理,樱尚,豫东,豫南,豫西,豫北,财务,仓库,促销人员,促销人员,促销人员,促销人员,促销人员,促销,.,Case,分公司经理,樱尚,豫东,豫南,豫西,豫北,财务,仓库,促销人员,促销,.,2.3TypesofRelationshipsP74,LineRelationship直线关系LateralRelationship平行关系StaffRelationship参谋关系FunctionalRelationship职能关系,.,LineRelationship,Describetherelationshipbetweensuperiorandsubordinate直线关系（上下级关系）,.,LateralRelationship,Describetherelationshipbetweenstaffatthesamelevelintheorganization平行关系（同层次员工关系）,.,StaffRelationship,Describetherelationshipbetweentheassistantsofseniorstaffandotherstaff参谋关系（经理助理与员工之间的关系）,.,FunctionalRelationship,Describetherelationshipbetweenfunctionalspecialistsandparticulardepartment.职能关系（职能部门与业务部门的关系）,.,TypesofRelationship,Manager,HR,Marketing,Finance,Admin.,Team1,Team2,Team1,Team2,Team1,Team2,.,3.DeterminantsofOrganisationalDesignP82,SizeHistoricalbackgroundGeographicaldispersionTechnologyPeopleExternalenvironmentCommunications,.,Task,Re-readthecasestudyandthesupplement.Usingbothpiecesofinformationyouwillbeexpectedtoclearlyidentifythewayinwhichtheorganisationiscurrentlystructured.Recommendanalternativethatwouldbemoresuitabletomeettherequirementsidentifiedinthesupplement.Thisshouldbepresentedintheformofaninformalreport.,.,Part1,Thefollowinginformationmustbeincludedinyourreport:identify,withreasons,thestructurethatbestdescribestheorganisationatpresent.Yourdescriptionshouldincludethewayinwhichactivitiesarecurrentlygroupedtogetherandreasonsforthis.,.,Part2,describeaformofstructurethatwouldbemoreapplicablefortheorganisationbasedontheproposednewdevelopments.Againyourdescriptionshouldincludethewaytheorganisationshouldbegrouped.,.,Part3,usingtheContingencyApproach,describehowthemainsituationalvariablesoftask,technologyandsizehavehelpeddeterminetheneworganisationstructure.,.,P