00392质量管理体系资料集：管理学讲稿 45

1、4 组织职能 4-1概述 组织职能要解决的问题 组织理论 组织结构 分工与协作(division of labor 层次与宽度(layer 按时间划分; 按职能划分; 按地区划分; 按产品划分; 按设备划分. 岗位要搞清的问题 authority authority is vested in position, not people; authority is accepted by subordinates; authority flows down to the vertical hierarchy accountability- the fact that the people with

2、 authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command. 岗位要搞清的问题 responsibility-the duty to perform the task or activity an employee has been assigned delegation-the process managers use to transfer authority and responsibility

3、 to positions below them in the hierarchy span of management hierarchical levels 岗位举例 1、职务名称：采购部部长 2、直接上级（向谁负责）：采购副经理 3、直接下属：采购员，核算员，秘书 4、权力： 选择供应商 聘用采购员 5、责任 领导责任 直接责任 岗位职责举例 领导责任 对采购手续负责 制定下级岗位描述 对供应商选定水平负责 指导评价下级工作 对采购质量负责 业务费和办公费 对是否为最优价格负责 直接责任 复查采购员提出的采购价格 为大宗采购寻价，报请副经理甚至经理批准 采购项目批准后，负责实施与监督 到

4、货或使用中发生问题，负责与厂家交涉 部门职责举例 1、部门名称：采购部 2、直接上级：采购副经理 3、岗位设置：部长1名，采购员4名，信息员1 4、部门任务 ：采购原材料与设备 秘书1 5、主要职能 上报市场分析报告 对长期供应商进行等级评价 保证以合理价格实施采购 解决购品的质量问题 contingency factors that influence organizational structure 1) stages of maturity birth-stage youth-s midlife-s maturity-s 2) technology production firms sm

5、all batch production mass production continuous process production service firms intangible output; direct contact with customers 3) environment stages of maturity versus organizational structure size bureaucracy division of labor centralization formalization administrative intensity internal system

6、 lateral teams, task forces for coordination s small mediumlargevery large b non- bureaucratic pre-bbureaucraticvery-b d overlappingsome department many departments, well defined tasks extensive-small jobs, written jobs c one-person rule top leader rule decentralization to department head enforced d

7、ecentralization f no written rule few rulespolicy & procedures manuals most activities covered by written manuals a secretary, no professional little professional increasing professional staff large multiple professional staff i nonexistentcrude budget & information system control systems in placebu

8、dget, performance planning, financial, personnel systems added birth-s youth-s midlife-s maturity-s structural characteristics during organ. life stages relationship between manufacturing technology and organization structure organ. stsmall batchmass-pcontinuous-p formalizationlowhighlow centralizat

9、ionlowhighlow top administra- tor ratio lowmediumhigh indirect/direct labor ratio 1/91/41/1 supervisor span of control 234815 communication: verticallowhighlow lateralhighlowhigh overall st organic mechanistic organic 组织的新发展 有机组织 扁平组织 网络组织 relationship between environment and structure mechanisticor

10、ganic unstable-e incorrect fit: in uncertain-e structure too tight correct fit: suitable for the uncertain-e stable-e correct fit: suitable for the certain-e incorrect fit: in uncertain-e structure too loose tmo versus coo contemporary organic organ. 1.shared task few rules 2.relaxed hierarchy, auth

11、ority by expertise 3.horizontal communication, face-to-face 4.many teams, task forces, and integrators 5.informal, decentralized decision making 1.specialized tasks 2.strict hierarchy of authority, many rules 3.vertical communication and reporting systems 4.few teams, task forces, or integrator 5.ce

12、ntralized decision making traditional mechanistic organ. 组织中的协作问题 协作（coordination） 多数组织的大量协作任务由领导来完成。 减轻领导负担的处理办法： 职能部门和岗位职责中明确协作关系 teams, task forces, and integrators reengineering -redesign of business process integrators（or integrating managers）-an individual responsible for coordinating the activi