罗宾斯管理学组织结构设计

1、Organizational Design组织设计Chapter6What is organizing?D Organizing 组织工作Arranging and structuring work to accomplish the organizations goals.为达成组织目标对工作任务进行安排的过程组织的一般特征人、目的、结构 (Robbins)共同目标、协调能力、分工、职权体系 （埃德加.沙因Edgar Schein)P265 R 2Contents -组织结构设计一、基本的组织结构设计Designing Organizational StructureMechanistic

2、and Organic StructuresFactors Affecting Structural ChoiceTraditional Organizational Designs 二、适应环境的组织结构设计1. Contemporary organizational designs 2. Organizing for collaboration 3. Flexible work arrangements4. Contingent workforce 5. Todays organizational design challenges3Contents -组织结构设计一、基本的组织结构设计D

3、esigning Organizational Structure 设计组织结构Mechanistic and Organic Structures 有机与机械组织结构Factors Affecting Structural Choice 影响组织结构的因素Traditional Organizational Designs 传统的组织结构4105Designing Organizational Structure 组织结构设计5Organizational Structure ChartD Organizational Structure 组织结构The formal arrangement

4、 of jobs within an organization. 组织内部对工作的正式安排P265 D6组织的维度纵向横向7Exhibit 101Purposes of OrganizingDivides work to be done into specific jobs and departments.细分工作和部门Assigns tasks and responsibilities associated with individual jobs.分配责任Coordinates diverse organizational tasks.协调工作Clusters jobs into unit

5、s. 将若干工作组合成为部门Establishes relationships among individuals, groups, and departments.协调建立个人小组和部门联系Establishes formal lines of authority. 建立指挥链Allocates and deploys organizational resources. 分配和调度组织的资源P2658109D Organizational DesignA process of creating or changing an organizations structure, involving

6、 decisions about six key elements:创造和改变组织结构的六要素：Work specializationDepartmentalizationChain of commandSpan of controlCentralization and decentralizationFormalizationP265 D91.2 Work SpecializationD Work Specialization 工作专门化The degree to which tasks in the organization are divided into separate jobs.组

7、织中工作的细分程度Traditional View division of laborDeveloped in the 18th century, Trend of specialization in the early of 20th century reasonable Reasons for specializationCardiac Surgeon A good thing can be carried too farP26510Exhibit 10-2: Economies and Diseconomies of Work Specialization11Foxconn 富士康流水线

8、121.2 Work SpecializationTodays view-PImportant mechanism to help employees be more efficiency-McDonaldOverspecialization can result in human diseconomies1310141.3 DepartmentalizationD Departmentalization 部门化Jobs are grouped together is called departmentalization 把若干工作汇聚在一起。汇聚的5种形式There are 5 common

9、 forms of departmentalizationP26614Departmentalization by TypeFunctional Grouping jobs by functions performedProductGrouping jobs by product lineGeographicalGrouping jobs on the basis of territory or geographyProcess Grouping jobs on the basis of product or customer flowCustomerGrouping jobs by type

10、 of customer and needs15Exhibit 103Functional Departmentalization 职能部门化AdvantagesEfficiencies from putting together similar specialties and people with common skills, knowledge, and orientationsCoordination within functional areaIn-depth specializationDisadvantagesPoor communication across functiona

11、l areasLimited view of organizational goalsP26716Exhibit 102 (contd)Product Departmentalization产品部门化+Allows specialization in particular products and services+Managers can become experts in their industry+Closer to customersDuplication of functionsLimited view of organizational goalsP26717Exhibit 10

12、2 (contd)Geographical Departmentalization区域部门化AdvantagesMore effective and efficient handling of specific regional issues that ariseServe needs of unique geographic markets betterDisadvantagesDuplication of functionsCan feel isolated from other organizational areasP26718Exhibit 102 (contd)Process De

13、partmentalization生产过程部门化+More efficient flow of work activitiesCan only be used with certain types of productsP26719Exhibit 102 (contd) Customer Departmentalization顾客部门化+ Customers needs and problems can be met by specialists- Duplication of functions- Limited view of organizational goalsP267201021T

14、odays view on Departmentalization 部门化新趋势Increasing use of customer departmentalization 顾客化部门Increasing use of cross-functional teams 交叉功能团队Ex: Fords material planning and logistics division211.4 Chain of Command D Chain of Command 指挥链The continuous line of authority that extends from upper levels of

15、 an organization to the lowest levels of the organization and clarifies who reports to whom.P26822Exhibit 10-4: Chain of Command and Line Authority 直线权力231.4 Chain of CommandD Authority 职权The rights inherent in a managerial position to tell people what to do and to expect them to do it.P268241.4 Cha

16、in of CommandD Acceptance theory of authority 权力接受理论The view that authority comes from the willingness of subordinates to accept it只有满足下列条件，员工才会接受权力：Understand the orderConsistent with the organizational purposeDont conflict with their personal beliefsAble to perform the task as directedP26825Exhibi

17、t 10-5: 直线权力和职能权力Line vs. Staff AuthorityP270 直线权力职能权力261.4 Chain of CommandD Responsibility 职责The obligation or expectation to perform.D Unity of Command 统一指挥The concept that a person should have one boss and should report only to that person.P27027Todays View on Chain of Command命令链是必须的-早期管理理论命令链没有

18、过去那么重要 现代管理理论EX: Michelin plant in Tours, France, managers have replaced top-down chain of command with “birdhouse” meetings. Managers play a role of enablers rather than bossesIT 技术改变了命令链Get information without through chain of command281.5 Span of ControlD Span of Control 控制跨度The number of employe

19、es who can be effectively and efficiently supervised by a manager.Traditional view was that managers could not-should not-directly supervise more than five or six subordinates.P27129Exhibit 103Contrasting Spans of ControlP188800 fewer managers33 mill. USD salaries a year3010311.5 Span of ControlWidt

20、h of span is affected by:Skills and abilities of the manager 经理能力Employee characteristics 员工性格Characteristics of the work being done 工作特征Similarity of tasks 工作的相似性Complexity of tasks 工作的复杂性Physical proximity of subordinates 下属的邻近性Standardization of tasks 工作标准化程度Sophistication of the organizations in

21、formation system 组织的信息系统复杂性Strength of the organizations culture 公司文化Preferred style of the manager 经理风格P2713110321.5 Span of ControlTodays view传统的跨度5-6人Contemporary view of span of control recognizes that there is no magic number Trend toward larger spans of control例子：Cisco System 思科系统，跨度越大对企业越有利P2

22、71321.6 Centralization & DecentralizationD Centralization 集权The degree to which decision-making is concentrated at upper levels of the organizations.Organizations in which top managers make all the decisions and lower-level employees simply carry out those orders.D Decentralization 分权The degree to w

23、hich lower-level employees provide input or actually make decisions.D Employee Empowerment 授权Giving employees more authority (power) to make decisions.P27233Exhibit 107Factors that Influence the Amount of CentralizationMore Centralization 集权的影响因素Environment is stable.Lower-level managers are not as

24、capable or experienced at making decisions as upper-level managers.Lower-level managers do not want to have a say in decisions.Decisions are relatively minor.Organization is facing a crisis or the risk of company failure.Company is large.Effective implementation of company strategies depends on mana

25、gers retaining say over what happens.P27234 Exhibit 107 (contd) Factors that Influence the Amount of DecentralizationMore Decentralization 分权的影响因素Environment is complex, uncertain.Lower-level managers are capable and experienced at making decisions.Lower-level managers want a voice in decisions.Deci

26、sions are significant.Corporate culture is open to allowing managers to have a say in what happens.Company is geographically dispersed.Effective implementation of company strategies depends on managers having involvement and flexibility to make decisions.351036Todays view: C or D? 分权还是集权？Decentraliz

27、ation and employee empowerment is an organizing trend Toward decentralizing decision makingEX: Terrex corporation $9.1billi. Revenues in 2009 with about 16,000 employees worldwide, and a small corporate headquarters staff. 授权障碍：错误见见-必须身体力行才能做好对下级不信任361.7 FormalizationD Formalization 正规化The degree to

28、 which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures. 组织中各项工作标准话程度以及员工行为受到规则和程序约束的程度。Highly formalized jobs offer little discretion over what is to be done.Low formalization means fewer constraints on how employees do their

29、work.Todays ViewLess reliant on strict rules and standardization to guide and regulate employee behavior371038Mechanistic and Organic Structures 2. 机械式结构和有机式结构伯恩斯-斯道克模式38Two Models of Organizational Design -Mechanistic and Organic Organizations伯恩斯-斯道克模式D Mechanistic OrganizationA rigid and tightly c

30、ontrolled structure 僵化和紧密控制的结构D Organic OrganizationHighly flexible and adaptable structure 高度灵活和适应环境的结构Non-standardized jobsFluid team-based structureLittle direct supervisionMinimal formal rulesOpen communication networkEmpowered employees39Exhibit 109Mechanistic versus Organic Organization High s

31、pecialization Rigid departmentalization Clear chain of command Narrow spans of control Centralization High formalization Cross-functional teams Cross-hierarchical teams Free flow of information Wide spans of control Decentralization Low formalizationP2764010413.Factors Affecting Structural Choice 影响

32、组织结构的权变因素 413 Contingency FactorsStructural decisions are influenced by 4 factors:Overall strategy of the organizationSize of the organizationTechnology used by the organizationDegree of environmental uncertainty42Contingency Factors (contd)Factor 1: Strategy Frameworks:战略框架Organizational structure

33、follows strategy.Innovation 创新Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring.Cost minimization 降低成本Focusing on tightly controlling costs requires a mechanistic structure for the organization.Imitation 仿制Minimizing risks and maximizing profitabi

34、lity by copying market leaders requires both organic and mechanistic elements in the organizations structure.43Contingency Factors (contd)Factor 2: Size and Structure 公司规模与结构Firms change from organic to mechanistic organizations as they grow in size.As an organization grows larger, its structure ten

35、ds to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations.44Contingency Factors (contd)Factor 3: Technology and Structure技术与结构Organizations adapt their structures to their technology.Joan Woodwards (琼.伍德沃德) classification o

36、f firms based on the complexity of the technology employed:Unit production of single units or small batchesMass production of large batches of outputProcess production in continuous process of outputs45Exhibit 109Woodwards Findings on Technology, Structure, and EffectivenessP276Routine technology =

37、mechanistic organizationsNon-routine technology = organic organizations常规技术-机械组织非常规技术-有机组织生产类型结构特征46Contingency Factors (contd)Factor 4: Environmental Uncertainty and Structure环境的确定性Dynamic environments = organic structures;Stable environments = mechanistic structuresMechanistic organizational struc

38、tures tend to be most effective in stable and simple environments.The flexibility of organic organizational structures is better suited for dynamic and complex environments.471048Todays viewThe evidence on the environment-structure relationship helps to explain why so many managers today are restruc

39、turing their organizations to be lean, fast, and flexible.Mechanistic organizations are not equipped to respond to rapid environmental change and environmental uncertainty.Organizations become more organic.4810494.Traditional Organizational Designs Simple 简单Functional 职能Divisional 事业部49Three Types o

40、f Traditional DesignsD Simple structure 简单结构An organizational design with low departmentalization, wide spans of control, centralized authority, little formalization部门少控制跨度大集权正规化程度低50Three Types of Traditional DesignsD Functional structure 职能型结构An organizational design that groups similar or related

41、 occupational specialties together. Departmentalization by functionOperations, finance, human resources, and product research and development51Three Types of Traditional DesignsD Divisional structure 事业部型结构An organizational structure made up of separate, semiautonomous units or divisions. 52Exhibit

42、1010Strengths and Weaknesses of Traditional Organizational DesignsP277531054Learning Summary 学习要点、重点What Do Managers Do When They Organize?OrganizingOrganizational structureOrganizational designWhat Are the Six Elements of Organizational Structure?Work specializationDepartmentalizationChain of comma

43、nd Span of controlcentralization-decentralization Formalization541055Learning SummaryWhat Are the Factors That Affect the Type of Organizational Structure Managers Design?StrategySizeTechnologyDegree of environmental uncertaintyWhat Are the Common Types of Organizational Designs?Traditional (simple,

44、 functional, divisional)Contemporary (team, matrix, project, boundaryless)55Contents -组织结构设计二、适应环境的组织结构设计1. Contemporary organizational designs 2. Organizing for collaboration 3. Flexible work arrangements4. Contingent workforce 5. Todays organizational design challenges561. Contemporary Organizatio

45、nal DesignsTeam Structure Matrix Structure The Boundaryless OrganizationLearning Organizations571.1 Team structures 团队结构Team Structure - an organizational structure in which the entire organization is made up of work teams 由工作团队组成的组织结构Amazon, Boeing, Motorola, and many other leading companies using

46、work teams to improve productivity.58Definition of Groups and TeamsD Group 群体Two or more interacting and interdependent individuals who come together to achieve specific goals.（Formal groups/Informal groups）两个或两个以上相互作用、相互依赖的个体，为了实现特定的目标而组合在一起的集合体。D Work Team 工作团队A group whose members work intensely

47、on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills.为了实现一个共同而具体的目标，个体成员通过他们正面的协同效应、个体和相互的责任以及互补的技能组合而成的正式群体。review591.1 Team structures 团队结构 Google的拉里.佩奇和谢尔盖.布林对员工的授权关键高层对基层的管理职权链不存在自由安排工作团队对工作负责60Exhibit 11-1: Contemporary Organizat

48、ional Designs611.2 Matrix and Project Structures 矩阵项目结构Matrix Structure - an organizational structure that assigns specialists from different functional departments to work on one or more projectsProject Structure - an organizational structure in which employees continuously work on projects62Exhibi

49、t 11-2: Example of a Matrix Organization63Exhibit 11-1: ContemporaryOrganizational Designs (cont.)641.3 Boundaryless OrganizationBoundaryless Organization 无边界组织- an organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined st

50、ructureVirtual organizations 虚拟组织 Network organizations 网络组织65 Contemporary Organizational Designs (contd) Boundaryless Organization 无边界组织Removes internal (horizontal) boundaries:Eliminates the chain of commandHas limitless spans of controlUses empowered teams rather than departmentsEliminates exter

51、nal boundaries:Uses virtual, network, and modular organizational structures to get closer to stakeholders.66Exhibit 11-1: Contemporary Organizational Designs (cont.)671.3 Boundaryless OrganizationBoundaryless Organization 无边界组织-Virtual organizations 虚拟组织- an organization that consists of a small cor

52、e of full-time employees and outside specialists temporarily hired as needed to work on projects.Research, sales, marketing, and social-media development例子：电影业Network organizations 网络组织- an organization that uses its own employees to do some work activities and networks of outside suppliers to provi

53、de other needed product components or work processes.Outsource organizational function such as accounting, product distribution, and sales, even production模块组织，生产性企业，如耐克-开发与营销682. Organizing for collaborationInternal CollaborationExternal Collaboration692.1 Internal CollaborationCross-functional tea

54、m - a work team composed of individuals from various functional specialties.70Exhibit 11-3: Benefits and Drawbacks of Collaborative Work71Internal Collaboration (cont.)Communities of practice - groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their

55、knowledge and expertise in that area by interacting on an ongoing basis.Ex: Pharmaceutical firm Pfizer- employee councils and networks72Exhibit 11-4: Making Communities of Practice Work732.2 External CollaborationOpen innovation - opening up the search for new ideas beyond the organizations boundaries and allowing innovations to easily transfer inward and outward.众包休闲农庄和休闲自行车公司与游客与农家乐？Stra