管理学课件第10章组织结构与设计

©2007PrenticeHall,Inc.

Allrightsreserved.OrganizationalStructureandDesignChapter

10©2007PrenticeHall,Inc.

AlOrganizationalStructureandDesign（组织结构与设计）Chapter10OrganizationalStructureandD

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？案例丁雷是一家民营企业的老板，原来的七、八个人均由3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？案例只管三个人?案例410–5DefiningOrganizationalStructureOrganizationalStructure(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)10–5DefiningOrganizationalSt10–6Exhibit10–1 PurposesofOrganizingDividesworktobedoneintospecificjobsanddepartments.Assignstasksandresponsibilitiesassociatedwithindividualjobs.Coordinatesdiverseorganizationaltasks.Clustersjobsintounits.Establishesrelationshipsamongindividuals,groups,anddepartments.Establishesformallinesofauthority.Allocatesanddeploysorganizationalresources.10–6Exhibit10–1 PurposesofO10–7OrganizationalStructureWorkSpecialization（工作专门化）Thedegreetowhichtasksintheorganizationaredividedintoseparatejobswitheachstepcompletedbyadifferentperson.Overspecializationcanresultinhumandiseconomiesfromboredom,fatigue,stress,poorquality,increasedabsenteeism,andhigherturnover.10–7OrganizationalStructureWoDepartmentalization(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Departmentalization(部门化)

含义：将若10–9DepartmentalizationbyTypeFunctionalGroupingjobsbyfunctionsperformedProductGroupingjobsbyproductlineGeographicalGroupingjobsonthebasisofterritoryorgeographyProcessGroupingjobsonthebasisofproductorcustomerflowCustomerGroupingjobsbytypeofcustomerandneeds10–9DepartmentalizationbyTyp10–10Exhibit10–2 FunctionalDepartmentalization（职能部门化）AdvantagesEfficienciesfromputtingtogethersimilarspecialtiesandpeoplewithcommonskills,knowledge,andorientationsCoordinationwithinfunctionalareaIn-depthspecializationDisadvantagesPoorcommunicationacrossfunctionalareasLimitedviewoforganizationalgoals10–10Exhibit10–2 FunctionalD10–11Exhibit10–2(cont’d) GeographicalDepartmentalization（区域部门化）AdvantagesMoreeffectiveandefficienthandlingofspecificregionalissuesthatariseServeneedsofuniquegeographicmarketsbetterDisadvantagesDuplicationoffunctionsCanfeelisolatedfromotherorganizationalareas10–11Exhibit10–2(cont’d) Geo10–12Exhibit10–2(cont’d) ProductDepartmentalization（产品部门化）+ Allowsspecializationinparticularproductsandservices+ Managerscanbecomeexpertsintheirindustry+ Closertocustomers– Duplicationoffunctions– Limitedviewoforganizationalgoals10–12Exhibit10–2(cont’d) Pro10–13Exhibit10–2(cont’d) ProcessDepartmentalization（流程部门化）+ Moreefficientflowofworkactivities– Canonlybeusedwithcertaintypesofproducts10–13Exhibit10–2(cont’d) Pro10–14Exhibit10–2(cont’d) CustomerDepartmentalization（顾客部门化）+Customers’needsandproblemscanbemetbyspecialists-Duplicationoffunctions-Limitedviewoforganizationalgoals10–14Exhibit10–2(cont’d) Cus10–15OrganizationStructure(cont’d)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）10–15OrganizationStructure(c10–16OrganizationStructure(cont’d)Authority(职权)Therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.Responsibility(职责)Theobligationorexpectationtoperform.UnityofCommand（统一指挥）Theconceptthatapersonshouldhaveonebossandshouldreportonlytothatperson.10–16OrganizationStructure(c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。

案例巴恩斯医院17

"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？"

18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——雷诺兹医生分析：产科护士长——黛安娜（主人公）1910–20OrganizationStructure(cont’d)SpanofControl（管理幅度）Thenumberofemployeeswhocanbeeffectivelyandefficientlysupervisedbyamanager.Widthofspanisaffectedby:SkillsandabilitiesofthemanagerEmployeecharacteristicsCharacteristicsoftheworkbeingdoneSimilarityoftasksComplexityoftasksPhysicalproximityofsubordinatesStandardizationoftasks10–20OrganizationStructure(c10–21Exhibit10–3 ContrastingSpansofControl10–21Exhibit10–3 Contrasting10–22OrganizationStructure(cont’d)Centralization(集权化)Thedegreetowhichdecision-makingisconcentratedatasinglepointintheorganizations.Organizationsinwhichtopmanagersmakeallthedecisionsandlower-levelemployeessimplycarryoutthoseorders.Decentralization(分权化)Organizationsinwhichdecision-makingispusheddowntothemanagerswhoareclosesttotheaction.EmployeeEmpowerment(授权)Increasingthedecision-makingauthority(power)ofemployees.10–22OrganizationStructure(c①过分相信自己的能力、水平和经验。②畏惧下属的潜力。③强烈的权力欲望。④不懂得如何授权。

老总为何不善授权？①过分相信自己的能力、水平和经验。老总为何不善授权？2310–24Exhibit10–4 FactorsthatInfluencetheAmountofCentralizationMoreCentralizationEnvironmentisstable.Lower-levelmanagersarenotascapableorexperiencedatmakingdecisionsasupper-levelmanagers.Lower-levelmanagersdonotwanttohaveasayindecisions.Decisionsarerelativelyminor.Organizationisfacingacrisisortheriskofcompanyfailure.Companyislarge.Effectiveimplementationofcompanystrategiesdependsonmanagersretainingsayoverwhathappens.10–24Exhibit10–4 Factorsthat10–25Exhibit10–4(cont’d) FactorsthatInfluencetheAmountofCentralizationMoreDecentralizationEnvironmentiscomplex,uncertain.Lower-levelmanagersarecapableandexperiencedatmakingdecisions.Lower-levelmanagerswantavoiceindecisions.Decisionsaresignificant.Corporatecultureisopentoallowingmanagerstohaveasayinwhathappens.Companyisgeographicallydispersed.Effectiveimplementationofcompanystrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions.10–25Exhibit10–4(cont’d) Fac10–26OrganizationStructure(cont’d)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.10–26OrganizationStructure(c10–27Exhibit10–5 MechanisticversusOrganicOrganization•Highspecialization•Rigiddepartmentalization•Clearchainofcommand•Narrowspansofcontrol•Centralization•Highformalization•Cross-functionalteams•Cross-hierarchicalteams•Freeflowofinformation•Widespansofcontrol•Decentralization•Lowformalization10–27Exhibit10–5 Mechanistic10–28ContingencyFactors(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.10–28ContingencyFactors(权变因素)10–29ContingencyFactors(cont’d)StrategyFrameworks:InnovationPursuingcompetitiveadvantagethroughmeaningfulanduniqueinnovationsfavorsanorganicstructuring.CostminimizationFocusingontightlycontrollingcostsrequiresamechanisticstructurefortheorganization.ImitationMinimizingrisksandmaximizingprofitabilitybycopyingmarketleadersrequiresbothorganicandmechanisticelementsintheorganization’sstructure.10–29ContingencyFactors(cont10–30ContingencyFactors(cont’d)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Minimizingrisksandmaximizingprofitabilitybycopyingmarketleadersrequiresbothorganicandmechanisticelementsintheorganization’sstructure.SizeandStructure(规模与结构)Asanorganizationgrowslarger,itsstructuretendstochangefromorganictomechanisticwithincreasedspecialization,departmentalization,centralization,andrulesandregulations.10–30ContingencyFactors(cont10–31ContingencyFactors(cont’d)TechnologyandStructure(技术与结构)Organizationsadapttheirstructurestotheirtechnology.Woodward’sclassificationoffirmsbasedonthecomplexityofthetechnologyemployed:UnitproductionofsingleunitsorsmallbatchesMassproductionoflargebatchesofoutputProcessproductionincontinuousprocessofoutputsRoutinetechnology=mechanisticorganizationsNon-routinetechnology=organicorganizations10–31ContingencyFactors(cont10–32ContingencyFactors(cont’d)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)10–32ContingencyFactors(cont10–33CommonOrganizationalDesignsTraditionalDesignsSimplestructure(简单结构)Lowdepartmentalization,widespansofcontrol,centralizedauthority,littleformalizationFunctionalstructure(职能结构)DepartmentalizationbyfunctionOperations,finance,humanresources,andproductresearchanddevelopmentDivisionalstructure(事业部制结构)Composedofseparatebusinessunitsordivisionswithlimitedautonomyunderthecoordinationandcontroltheparentcorporation.10–33CommonOrganizationalDes10–34OrganizationalDesigns(cont’d)ContemporaryOrganizationalDesigns（当代组织设计）Teamstructures(团队结构)Theentireorganizationismadeupofworkgroupsorself-managedteamsofempoweredemployees.Matrixandprojectstructures(矩阵结构)Specialistsfromdifferentfunctionaldepartmentsareassignedtoworkonprojectsledbyprojectmanagers.Matrixandprojectparticipantshavetwomanagers.Inprojectstructures,employeesworkcontinuouslyonprojects;movingontoanotherprojectaseachprojectiscompleted.10–34OrganizationalDesigns(c10–35Exhibit10–9 AnExampleofaMatrixOrganization10–35Exhibit10–9 AnExampleo10–36OrganizationalDesigns(cont’d)ContemporaryOrganizationalDesigns(cont’d)BoundarylessOrganization（无边界组织）Anflexibleandunstructuredorganizationaldesignthatisintendedtobreakdownexternalbarriersbetweentheorganizationanditscustomersandsuppliers.Removesinternal(horizontal)boundaries:EliminatesthechainofcommandHaslimitlessspansofcontrolUsesempoweredteamsratherthandepartmentsEliminatesexternalboundaries:Usesvirtual,network,andmodularorganizationalstructurestogetclosertostakeholders.10–36OrganizationalDesigns(c10–37RemovingExternalBoundariesVirtualOrganization（虚拟组织）Anorganizationthatconsistsofasmallcoreoffull-timeemployeesandthattemporarilyhiresspecialiststoworkonopportunitiesthatarise.NetworkOrganization（网络组织）Asmallcoreorganizationthatoutsourcesitsmajorbusinessfunctions(e.g.,manufacturing)inordertoconcentratewhatitdoesbest.ModularOrganization（模式式结构）Amanufacturingorganizationthatusesoutsidesupplierstoprovideproductcomponentsforitsfinalassemblyoperations.10–37RemovingExternalBoundar10–38Today’sOrganizationalDesignChallengesKeepingEmployeesConnectedWidelydispersedandmobileemployeesBuildingaLearningOrganizationManagingGlobalStructuralIssuesCulturalimplicationsofdesignelements10–38Today’sOrganizationalDe10–39OrganizationalDesigns(cont’d)TheLearningOrganization（学习型组织）Anorganizationthathasdevelopedthecapacitytocontinuouslylearn,adapt,andchangethroughthepracticeofknowledgemanagementbyemployees.Characteristicsofalearningorganization:Anopenteam-basedorganizationdesignthatempowersemployeesExtensiveandopeninformationsharingLeadershipthatprovidesasharedvisionoftheorganization’sfuture,supportandencouragementAstrongcultureofsharedvalues,trust,openness,andasenseofcommunity.10–39OrganizationalDesigns(c©2007PrenticeHall,Inc.

Allrightsreserved.OrganizationalStructureandDesignChapter

10©2007PrenticeHall,Inc.

AlOrganizationalStructureandDesign（组织结构与设计）Chapter10OrganizationalStructureandD

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？案例丁雷是一家民营企业的老板，原来的七、八个人均由42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？案例只管三个人?案例4310–44DefiningOrganizationalStructureOrganizationalStructure(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)10–5DefiningOrganizationalSt10–45Exhibit10–1 PurposesofOrganizingDividesworktobedoneintospecificjobsanddepartments.Assignstasksandresponsibilitiesassociatedwithindividualjobs.Coordinatesdiverseorganizationaltasks.Clustersjobsintounits.Establishesrelationshipsamongindividuals,groups,anddepartments.Establishesformallinesofauthority.Allocatesanddeploysorganizationalresources.10–6Exhibit10–1 PurposesofO10–46OrganizationalStructureWorkSpecialization（工作专门化）Thedegreetowhichtasksintheorganizationaredividedintoseparatejobswitheachstepcompletedbyadifferentperson.Overspecializationcanresultinhumandiseconomiesfromboredom,fatigue,stress,poorquality,increasedabsenteeism,andhigherturnover.10–7OrganizationalStructureWoDepartmentalization(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Departmentalization(部门化)

含义：将若10–48DepartmentalizationbyTypeFunctionalGroupingjobsbyfunctionsperformedProductGroupingjobsbyproductlineGeographicalGroupingjobsonthebasisofterritoryorgeographyProcessGroupingjobsonthebasisofproductorcustomerflowCustomerGroupingjobsbytypeofcustomerandneeds10–9DepartmentalizationbyTyp10–49Exhibit10–2 FunctionalDepartmentalization（职能部门化）AdvantagesEfficienciesfromputtingtogethersimilarspecialtiesandpeoplewithcommonskills,knowledge,andorientationsCoordinationwithinfunctionalareaIn-depthspecializationDisadvantagesPoorcommunicationacrossfunctionalareasLimitedviewoforganizationalgoals10–10Exhibit10–2 FunctionalD10–50Exhibit10–2(cont’d) GeographicalDepartmentalization（区域部门化）AdvantagesMoreeffectiveandefficienthandlingofspecificregionalissuesthatariseServeneedsofuniquegeographicmarketsbetterDisadvantagesDuplicationoffunctionsCanfeelisolatedfromotherorganizationalareas10–11Exhibit10–2(cont’d) Geo10–51Exhibit10–2(cont’d) ProductDepartmentalization（产品部门化）+ Allowsspecializationinparticularproductsandservices+ Managerscanbecomeexpertsintheirindustry+ Closertocustomers– Duplicationoffunctions– Limitedviewoforganizationalgoals10–12Exhibit10–2(cont’d) Pro10–52Exhibit10–2(cont’d) ProcessDepartmentalization（流程部门化）+ Moreefficientflowofworkactivities– Canonlybeusedwithcertaintypesofproducts10–13Exhibit10–2(cont’d) Pro10–53Exhibit10–2(cont’d) CustomerDepartmentalization（顾客部门化）+Customers’needsandproblemscanbemetbyspecialists-Duplicationoffunctions-Limitedviewoforganizationalgoals10–14Exhibit10–2(cont’d) Cus10–54OrganizationStructure(cont’d)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）10–15OrganizationStructure(c10–55OrganizationStructure(cont’d)Authority(职权)Therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.Responsibility(职责)Theobligationorexpectationtoperform.UnityofCommand（统一指挥）Theconceptthatapersonshouldhaveonebossandshouldreportonlytothatperson.10–16OrganizationStructure(c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。

案例巴恩斯医院56

"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？"

57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——雷诺兹医生分析：产科护士长——黛安娜（主人公）5810–59OrganizationStructure(cont’d)SpanofControl（管理幅度）Thenumberofemployeeswhocanbeeffectivelyandefficientlysupervisedbyamanager.Widthofspanisaffectedby:SkillsandabilitiesofthemanagerEmployeecharacteristicsCharacteristicsoftheworkbeingdoneSimilarityoftasksComplexityoftasksPhysicalproximityofsubordinatesStandardizationoftasks10–20OrganizationStructure(c10–60Exhibit10–3 ContrastingSpansofControl10–21Exhibit10–3 Contrasting10–61OrganizationStructure(cont’d)Centralization(集权化)Thedegreetowhichdecision-makingisconcentratedatasinglepointintheorganizations.Organizationsinwhichtopmanagersmakeallthedecisionsandlower-levelemployeessimplycarryoutthoseorders.Decentralization(分权化)Organizationsinwhichdecision-makingispusheddowntothemanagerswhoareclosesttotheaction.EmployeeEmpowerment(授权)Increasingthedecision-makingauthority(power)ofemployees.10–22OrganizationStructure(c①过分相信自己的能力、水平和经验。②畏惧下属的潜力。③强烈的权力欲望。④不懂得如何授权。

老总为何不善授权？①过分相信自己的能力、水平和经验。老总为何不善授权？6210–63Exhibit10–4 FactorsthatInfluencetheAmountofCentralizationMoreCentralizationEnvironmentisstable.Lower-levelmanagersarenotascapableorexperiencedatmakingdecisionsasupper-levelmanagers.Lower-levelmanagersdonotwanttohaveasayindecisions.Decisionsarerelativelyminor.Organizationisfacingacrisisortheriskofcompanyfailure.Companyislarge.Effectiveimplementationofcompanystrategiesdependsonmanagersretainingsayoverwhathappens.10–24Exhibit10–4 Factorsthat10–64Exhibit10–4(cont’d) FactorsthatInfluencetheAmountofCentralizationMoreDecentralizationEnvironmentiscomplex,uncertain.Lower-levelmanagersarecapableandexperiencedatmakingdecisions.Lower-levelmanagerswantavoiceindecisions.Decisionsaresignificant.Corporatecultureisopentoallowingmanagerstohaveasayinwhathappens.Companyisgeographicallydispersed.Effectiveimplementationofcompanystrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions.10–25Exhibit10–4(cont’d) Fac10–65OrganizationStructure(cont’d)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.10–26OrganizationStructure(c10–66Exhibit10–5 MechanisticversusOrganicOrganization•Highspecialization•Rigiddepartmentalization•Clearchainofcommand•Narrowspansofcontrol•Centralization•Highformalization•Cross-functionalteams•Cross-hierarchicalteams•Freeflowofinformation•Widespansofcontrol•Decentralization•Lowformalization10–27Exhibit10–5 Mechanistic10–67ContingencyFactors(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.10–28ContingencyFactors(权变因素)10–68ContingencyFactors(cont’d)StrategyFrameworks:InnovationPursuingcompetitiveadvantagethroughmeaningfulanduniqueinnovationsfavorsanorganicstructuring.CostminimizationFocusingontightlycontrollingcostsrequiresamechanisticstructurefortheorganization.ImitationMinimizingrisksandmaximizingprofitabilitybycopyingmarketleadersrequiresbothorganicandmechanisticelementsintheorganization’sstructure.10–29ContingencyFactors(cont10–69ContingencyFactors(cont’d)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Minimizingrisksandmaximizingprofitabilitybycopyingmarketleadersrequiresbothorganicandmechanisticelementsintheorganization’sstructure.SizeandStructure(规模与结构)Asanorganizationgrowslarger,itsstructuretendstochangefromorganictomechanisticwithincreasedspecialization,departmentalization,centralization,andrulesandregulations.10–30ContingencyFactors(cont10–70ContingencyFactors(cont’d)TechnologyandStructure(技术与结构)Organizationsadapttheirstructurestotheirtechnology.Woodward’sclassificationoffirmsbasedonthecomplexityofthetechnologyemployed:UnitproductionofsingleunitsorsmallbatchesMassproductionoflargebatchesofoutputProcessproductionincontinuousprocessofoutputsRoutinetechnology=mechanisticorganizationsNon-routinetechnology=organicorganizations10–31ContingencyFactors(cont10–71ContingencyFactors(cont’d)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)10–32ContingencyFactors(cont10–72CommonOrganizationalDesignsTraditionalDesignsSimplestructure(简单结构)Lowdepartmentalization,widespansofcontrol,centralizedauthority,littleformalizationFunctionalstructure(职能结构)DepartmentalizationbyfunctionOperations,finance