媒体管理概论组织

媒体管理概论第二部分媒体组织1媒介行业Star模型2.1战略2.2组织结构2.3人员发展2媒介:一个，还是多个行业？3媒介行业多样的多变的快节奏的4媒介行业的主要细分方式：主要的收入来源出售的产品和服务发布的频道目标群体顾客互动的程度下级划分：运用极其不同的商业模式如：电视免费（商业）电视、公共广播和各种形式的付费电视。地面转播的、卫星电视、有线电视网络，或者互联网节目流。5媒介领域传统方式印刷产品：书、报纸和杂志电子产品：电影、电视、广播、游戏、音乐、互联网和移动内容6其它方面:易变性顾客范围内容种类价值链中的位置顾客焦点收入模式7易变性某些媒介领域是强烈地靠成功驱动的。由于依赖于公司是否能制造轰动一时的产品，销售额和利润可能会变化很大。如：现代音乐和电影、消费书和杂志（为了其新的发布会而准备的）。成功驱动的行业8易变性2.有些领域依靠稳定的消费模式如：报纸已被普遍接受的杂志，其销售额确实是每一期都在变化的取决于话题如何，但是总体来说，变动是有限的。9易变性电视频道和小报处于成功推动和稳定消费之间的某个位置。10成功驱动稳定的消费费模式电视频道和和小报易变性11顾客范围典型的大众众媒介赢利模式基基于最大化化其所获得得的使用者者－如：在在广泛界定定的目标范范围内的消消费者数量量－不了解解具体的个个人。如如：开开路电视和和单一拷贝贝的报纸或或杂志。关键的技能能在于理解解媒介使用用者的需要要，可通过过市场研究，，精细调整内内容，满足需要的的整合/包包装以及对产品品的大众市市场推广12顾客范围2.其它它领域关注注于同其使使用者建立立个别的关关系，媒体体知道使用用者的名字字和地址。。这些领域的的焦点在于于获取最有有利可图的的顾客，充充分利用用用户平均收收益（ARPUaveragerevenueperuser））和减少订订户的损失失。如：订阅的的印刷产品品、付费有有线电视运运营商，或或互联网服服务供应商商。.13内容种类聚焦于新闻闻和信息的的媒体专门作娱乐乐的媒体混合提供聚焦于新闻闻的企业不不得不应对对政治的敏敏感性，并并在保证客客观性上要要严格得多多。如：日报、、新闻频道道、商业杂杂志。14在价值链中中的位置仅仅有几种种媒介企业业是真正自自己制造内内容的：报报纸、杂志志和电影。。大多数的媒媒介是在做做辨别有吸吸引力的内内容、包装装它，再推推广它的事事情。如：CD、、电视编排排、报纸和和杂志的版版面设计有些发布者者，那些经经营平台的的公司，一一方面管理理基础设施施，另一方方面建立和和具体的终终端用户的的关系。如：有线电电视、互联联网服务商商或卫星天天线提供商商15顾客焦点1.–以以商业为为目标的媒媒体公司-从事教教育，或学学术，金融融或商业信信息的机构构2.以终终端个人客客户为目标标的公司每一种标准准都需要考考虑到不同同的焦点，，如内容、、销售额和和市场推广广的方法。。16收入模式以广告为收入入来源的媒体体（广告媒体体）很多媒体业务务至少是部分分地有广告来来资助的。如：免费电视视、报纸（尤尤其是大开本本报纸），和和特定类型的的杂志，如高高端时装杂志志。客户收益资助助的媒体一些媒体大部部分是通过客客户收益资助助的。如：以订户为为基础的，或或单本拷贝为为基础的17不同的收入在在媒体领域中中是分开的。。Thedifferentrevenuesplitsoutacrossmediasectors.依靠收入来源源，其对内容容、市场推广广和销售都有有深远的含义义。-媒体公公司要考虑广广告商的目标标群体吗？18媒介行业的共共性几乎所有的媒媒介企业都面面临五中主要要的挑战：管理短命的产产品处理三方市场场界面应对易变性处理多样的本本地市场，而而不是真正的的国际市场平衡彼此冲突突的经济和更更多的社会目目标19短命的商品：：内容内容首先是无无形的，并依依赖于时尚、、潮流和灵感感。常常每天都要要创造新的，，而且大多是是短命的（除除了几个经久久不衰的）。。如：体育或或新闻的直播播。例子:a.一般说说来，一个电电视频道的内内容组合有三三到五年的寿寿命，除了几几个走红的节节目，如《幸幸运轮》、《《好日子，坏坏日子》。b.核心印印刷品，如：：Elle内容一直在变变化以反应最最近的新闻和和潮流。20结论：与大多数其它它行业的个案案不同，今天天的媒体赢家家更有可能是是明天的失败败者。创造的过程受受制于快速且且频繁的变化化，处于这一一过程的顶端端的挑战，使使得媒介成为为“人的行业业”。21媒介参与者在在三个不同的的市场竞争最终消费者作者广告商媒体公司发行/覆盖价价格收入订户收入票作者和艺术家家的合约许可和版权交交易内容辛迪加播出时间和广广告空间销售售活动赞助来源:McKinseyanalyses222.ComplexmarketstructureMediacompaniesgenerallycompeteonthreefronts:Forcompellingcontent(authormarket)Forend-consumerattentionandspending(consumermarket)Forcorporatemarketingbudgets(advertisersandsponsorsmarket)Publisherstryingtoequallyattractivetoaudiencesasdiverseaswriters,readersandadvertisersmustbalancetheireffortsverycarefullyandoftenstillrunintoconflictsofinterest.233.Mediaindustry-veryvolatileincomparisontootherindustriesIndustryrevenuestendtobecyclicalAdvertisingspend,especially,isstronglycorrelatedtoGDP24Revenuesareingeneralalsoverydependentonsinglehits.Inmanycases,creatingandmarketingnewproductssuchasTVshows,CDsorfilmsinvolveshighuncertaintyastoconsumeracceptance.Example:80%ofthenewprime-timeshowsintheUSAarenotrenewedforasecondseasonontheair.Highlevelofuncertainty,combinedwiththeindustry’shighproductioncosts,presentsveryhighrisk,notunlikecaredevelopment.Asaresult,thesystematicriskcomponentofthecostofcapitalinthemediaindustry(called‘Beta’inthefinancialjargon)issignificantlyaboveaverage.254.Mediamarkets:local,ratherthanglobal,contentmarketsOnlyafewcharactershaveglobalappeal,suchasMickeyMouse.Ofthetop20best-ratedTVshowsinEurope,itiscommonthat80to90%arelocal.Onlythosepan-Europeanchannelswithuniquelycompellingbrandsandcontentcanattractlargeadvertisingbudgets,suchasEurosport.ThelargestUSmediacompanieshavehadsofaronlylimitedsuccessintheirgeographicexpansion,andhavenotmanagedtogenerateasubstantialshareoftheirrevenuesoutsidetheUSAandrelatedEnglish-speakingmarkets.265.Mediacompanies:importantroleMediacompaniesplayanimportantroleinsocietyastheyfilterandcommentoninformationanddeterminethe‘‘quality’ofentertainmentoffered.Media:organizationswithsocialresponsibility?Howtobalancethesocialresponsibilitywithprofit-maximizingobjectives.Theyoftenhavetocopewithpoliticalpressureandpowerplays.Mediacompanieshavetohaveobjectiveswhichgobeyondeconomicvaluecreationandhaveavisiononhowtheyshouldcontributetosociety.Thisisuncommonformediacompanies-especiallythosethatareprivatelyowned,andalsoforsomepubliclylistedcompanies.27TheUniqueCharacteristicsofMediaFirms28TheUniqueCharacteristicsofMediaFirmsNatureoftheproductTypesofEmployeesSpecialorganizationalfactorsinmediacompaniesMedia’’suniqueroleinsocietyBlurringoflinesbetweentraditionalmedia29NatureoftheproductMostmediafirmsproduceaperishablecommodity–information>onceamessagereachesitsaudienceitlosesmuchofitsvalue.>Effectiveness,timeliness,andperishablilityarecloselyintertwined.30Implications:Mediacompaniesmustproduceanewproductduringeveryproductioncycle.-nonmedia:anychangesbetweencycleareusuallymadeinthepackagingoftheproduct,notcontent.-media:thepackagingremainsthesame,butthecontentoftheproductmustbedevelopedfromscratch.Itcreatesenormousdeadlinepressure,whichdemandsahighlycoordinatedworkflow.Itrequiresconstantcreativityandinnovationonthepartofmediaworkers.31TypesofEmployeesThenatureofaninformationproductdemandsthat:thestaffshouldbeeducated,professional,extremelyhardworking,and,inmanycases,verycreative.Mostlytheydonotworkatworkplaceunderthesupervisionofmanagers.Messagedevelopmentisnotarepetitiveprocess,soexperiencedprofessionalscannotteachnewworkersexactlyhowtowriteastoryorcreateanadvertisement.Manymediaemployeesviewthemselvesasmembersofaprofession,notasworkersfortheiremployer.32SpecialorganizationalfactorsinmediacompaniesAflexible,horizontalstructureismoresuitabletomediafirmsthanthetraditional,rigid,verticalhierarchy.Thestructuremustaccomplishtwosomewhatcontradictoryobjectives:1.producingmediaproductsinanorderlyfashionsocrucialproductiondeadlinescanbemet,2.producingmediaproductscontainingfresh,innovative,informative,high-qualitymessages.33Media’’suniqueroleinsocietyWatchdogsandinterpretersofpublicissuesandeventsManystatutesaredirectedatthemedia:copyright,libel,slander,defamation,shield,andprivacy.34ResultsbroughtbytheuniqueroleInformationcompaniesarefarmorevisiblethanmostbusinesses.Moreattentionisgiventothemistakesofthemedia.Morestatusbroughtbytheorganizationwhichisgrantedapowerfulanduniqueroleinthissocietybytheenvironment.Intheinformation-basedsociety,themediahaveadisproportionate,particularlyvisible,andofteninfluentialrole.35BlurringoflinesbetweentraditionalmediaAmediacompanyistodaymoreacompanywhichoperatesindifferentmediasectorsatthesametime.Mediaconvergence36Basicconceptsandmodelsinmanagement37Definition:ValueChainAvaluechainisachainofactivities.Productspassthroughallactivitiesofthechaininorderandateachactivitytheproductgainssomevalue.Thechainofactivitiesgivestheproductsmoreaddedvaluethanthesumofaddedvaluesofallactivities.3839Itisimportantnottomixtheconceptofthevaluechainwiththecostsoccurringthroughouttheactivities.Case:Adiamondcuttercanbeusedasanexampleofthedifference.Thecuttingactivitymayhavealowcost,buttheactivityaddsmuchofthevaluetotheendproduct,sincearoughdiamondissignificantlylessvaluablethanacutdiamond.40InfrastructureProgrammerMajorValuePoints–strategicplanning,innovativemanagement,customerinformationsystem,andfinanceServiceProviderMajorValuePoints–strategicplanning,innovativemanagement,flatterCSRstructure,finance,governmentrelations,&E-commercearrangementHumanResourcesManagementProgrammerMajorValuePoints–incentivestoencouragecreativityServiceProviderMajorValuePoints–generalpersonnelmanagement,integratedpersonnelTechnologicalDevelopmentProgrammerMajorValuePoints–technologiesthatenabledifferentiationandmultiplatformpresentationsServiceProviderMajorValuePoints–consumer-centered,integratedproductdevelopmentProcurementProgrammerMajorValuePoints–accesstocreativetalents,agents,andcontentsServiceProviderMajorValuePoints–accesstovaluable,brandedcontentandcontentenhancementtechnologiesInboundLogisticsProgrammerMajorValuePoints–efficiencyandcostcontrol(minimal)ServiceProviderMajorValuePoints–efficiencyandcostcontrol(minimal)OperationsProgrammerMajorValuePoints–contentselectionandscheduling,rapidcontentcustomizationtospecificcustomerneedsServiceProviderMajorValuePoints–packagingbundling,ande-producttransformationOutboundLogisticsProgrammerMajorValuePoints–efficiencyandcostcontrol(minimal)ServiceProviderMajorValuePoints–consumer-centereddeliveryandcostcontrolMarketingandSalesProgrammerMajorValuePoints–selectionofdistributionchannels,promotion/brandingofproducts,developandsupportsalesforceServiceProviderMajorValuePoints–packaging,branding,promotion,developmentofinnovativesalesforceande-commercemechanismsServiceProgrammerMajorValuePoints–content/functionenhancementServiceProviderMajorValuePoints–content/functionenhancement41Model:Porter’sFiveForcesModelPorter'sfiveforcesanalysisisaframeworkfortheindustryanalysisandbusinessstrategydevelopmentdevelopedbyMichaelE.PorterofHarvardBusinessSchoolin1979.ItusesconceptsdevelopedinIndustrialOrganization(IO)economicstoderivefiveforceswhichdeterminethecompetitiveintensityandthereforeattractivenessofamarket.Attractivenessinthiscontextreferstotheoverallindustryprofitability.An"unattractive"industryisonewherethecombinationofforcesactstodrivedownoverallprofitability.Averyunattractiveindustrywouldbeoneapproaching"purecompetition".4243ThethreatofsubstituteproductsTheexistenceofclosesubstituteproductsincreasesthepropensity(倾向向）ofcustomerstoswitchtoalternativesinresponsetopriceincreases(highelasticityofdemand).buyerpropensitytosubstituterelativepriceperformanceofsubstitutesbuyerswitchingcostsperceivedlevelofproductdifferentiation44ThethreatoftheentryofnewcompetitorsProfitablemarketsthatyieldhighreturnswilldrawfirms.Thisresultsinmanynewentrants,whichwilleffectivelydecreaseprofitability.Unlesstheentryofnewfirmscanbeblockedbyincumbents(先入者，占占市场份额较较大的公司））,theprofitratewillfalltowardsacompetitivelevel(perfectcompetition).theexistenceofbarrierstoentry(patents,rights,etc.)economiesofproductdifferencesbrandequityswitchingcostsorsunkcostscapitalrequirementsaccesstodistributionabsolutecostadvantageslearningcurveadvantagesexpectedretaliationbyincumbentsgovernmentpolicies45TheintensityofcompetitiverivalryFormostindustries,thisisthemajordeterminantofthecompetitivenessoftheindustry.Sometimesrivalscompeteaggressivelyandsometimesrivalscompeteinnon-pricedimensionssuchasinnovation,marketing,etc.numberofcompetitorsrateofindustrygrowthintermittentindustryovercapacityexitbarriersdiversityofcompetitorsinformationalcomplexityandasymmetryfixedcostallocationpervalueaddedlevelofadvertisingexpenseEconomiesofscaleSustainablecompetitiveadvantagethroughimprovisation46ThebargainingpowerofcustomersAlsodescribedasthemarketofoutputs.Theabilityofcustomerstoputthefirmunderpressureanditalsoaffectsthecustomer'ssensitivitytopricechanges.buyerconcentrationtofirmconcentrationratiodegreeofdependencyuponexistingchannelsofdistributionbargainingleverage,particularlyinindustrieswithhighfixedcostsbuyervolumebuyerswitchingcostsrelativetofirmswitchingcostsbuyerinformationavailabilityabilitytobackwardintegrateavailabilityofexistingsubstituteproductsbuyerpricesensitivitydifferentialadvantage(uniqueness)ofindustryproducts47ThebargainingpowerofsuppliersAlsodescribedasmarketofinputs.Suppliersofrawmaterials,components,labor,andservices(suchasexpertise)tothefirmcanbeasourceofpoweroverthefirm.Suppliersmayrefusetoworkwiththefirm,ore.g.chargeexcessivelyhighpricesforuniqueresources.supplierswitchingcostsrelativetofirmswitchingcostsdegreeofdifferentiationofinputspresenceofsubstituteinputssupplierconcentrationtofirmconcentrationratioemployeesolidarity(e.g.laborunions)threatofforwardintegrationbysuppliersrelativetothethreatofbackwardintegrationbyfirmscostofinputsrelativetosellingpriceoftheproduct.4849Thesethreegenericstrategiesaredefinedalongtwodimensions:strategicscopeandstrategicstrength.Strategicscopeisademand-sidedimensionandlooksatthesizeandcompositionofthemarketyouintendtotarget.Strategicstrengthisasupply-sidedimensionandlooksatthestrengthorcorecompetencyofthefirm.Inparticularheidentifiedtwocompetenciesthathefeltweremostimportant:productdifferentiationandproductcost(efficiency).50Theresource-basedviewofstrategicadvantageSource:JayB.BarneyValuable?Rare?Costly/difficultWellexploitedCompetitivetoimitate?bythefirm?ImplicationNo---DisadvantageYesNo-ParityYes YesNoTemporaryadv.Yes YesYesYesSustainableadvantage51Organization52OrganizationDefinition:Organizationsare:socialentitiesthataregoaldirected,aredesignedasdeliberatelystructuredandcoordinatedactivitysystems,andarelinkedtotheexternalenvironment.53OrganizationAnorganizationexistswhenpeopleinteractwithoneanothertoperformessentialfunctionsthathelpattaingoals.54AnInformation-ProcessingViewofOrganizations-Anorganizationprocessesinformationinordertocoordinateandcontrolitsactivities.-Information“channelscanbecreatedorabandoned,andtheircapacitiesandthetypesofsignalstobetransmittedoverthemaresubjecttochoice,achoicebasedonacomparisonofbenefitsandcosts”(Arrow,1974)55AnInformation-ProcessingViewofOrganizations-Organizationaldesignproblemisaninformation-processingproblem:””thegreatertheuncertaintyofthetask,thegreatertheamountofinformationthathastobeprocessedbetweendecisionmakers””(Galbraith,1974,p.28)56AnInformation-ProcessingViewofOrganizationsOrganizationdesign:-isanormativesciencethatfocusesoncreatinganorganizationtoobtaingivengoals.-hastomatchthedemandforinformationprocessingwiththeinformation-processingcapacityoftheorganization.57Effectiveness:ifitrealizesitspurposeandaccomplishesitsgoals.Efficiency:ifitutilizestheleastamountofresourcesnecessarytoobtainitsproductsorservices.Viability:ifitexistsoveralongperiodoftime.Threeparamountcriteriainorganizationdesign58CriteriainOrganizationDesignEffectivenessismeasuredbyhowwelltheorganizationproducesgoodsorservicesthatarevalued,anexternalmeasure.-theorganization’’soutputsmustbedesiredbysomeone,eitheracustomerorthepublicatlarge.·Efficiencyisincreasedwithfewerresourcesutilizedormoreproductscreated,isaninternalmeasure.59Effectiveness≠EfficiencyEffectiveness:doingtherightthingEfficiency:doingitrightThefundamentalorganizationaldesignproblem:tostructuretheorganizationtobeefficient,effectiveandviable.→Providegeneralguidanceinselectingappropriateorganizationalconfigurationsandorganizationalproperties.60Organizationalfit:isameasureofhowwellthestructurefacilitatescoordinatedactivities-bothinternallyandexternally.Misfitoforganizationalstructure:thestructuredoesnotfacilitatetheneededcoordination.61Fundamentaldesigncriterion:-theorganizationmustfittogethertoobtaincoordinatedactivities;-theorganizationmustfititsenvironmentandstrategysothatitsactivitiesmakeitviableinthelargerworld62StaticOrganizationDesign-Basedonthepresentstrategytoresearchthepresentorganizationandtomakeitmoreeffectiveandefficiency63Frameworkfororganizationdesign-isthefoundationonwhichacompanybasesitsdesignchoices-consistsofaseriesofdesignpoliciesthatiscontrollablebymanagementandcaninfluenceemployeebehavior-thepoliciesarethetoolswithwhichtheresearchercouldshapethedecisionsandbehaviorsoftheirorganizationeffectively6465TheStarModel-Strategy,whichdeterminesdirection-Structure,whichdeterminesthelocationofdecision-makingpower-Process,whichhavetodowiththeflowofinformation,alsocalledcoordination-Rewardsandrewardssystems,whichinfluencethemotivationofpeopletoperformandaddressorganizationalgoals-People,whichinfluenceandfrequentlydefinetheemployees’’mind-setsandskills66StrategyPeopleStructureRewardsProcessTheStarModelDirectionSkillsandmind-setsPowerMotivationInforma-tion67DesignProcess:1.DescribePresentStrategy2.DescribetheOrganization(focusonstructureandprocess)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizeorcoordinate?68DesignProcess:1.DescribePresentStrategy2.DescribetheOrganization(focusonstructure)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizationorcoordinaton?69“StructureFollowsStrategy””Chandler(1962)70MissionTheoverallgoalforanorganizationisoftencalledthemission—theorganization’sreasonforexistence.Themissiondescribestheorganization’svision,itssharedvaluesandbeliefs,anditsreasonforbeing.Itcanhaveapowerfulimpactonanorganization.mission=officialgoals71OrganizationalStrategiesandDesignAstrategyisaplanforinteractingwiththecompetitiveenvironmenttoachieveorganizationalgoals.Goal:definewheretheorganizationwantstogoStrategies:definehowitwillgetthere.72Example:Goal:15%annualsalesgrowth.Strategies:thatgoalmightincludeaggressiveadvertisingtoattractnewcustomers,motivatingsalespeopletoincreasetheaveragesizeofcustomerpurchases,etc.73“StrategyFollowsStructure””?HallandSaias(1980),Frederickson(1984,1986),Kuhn(1979,1986)74SARFTTheStateAdministrationofRadio,FilmandTelevisionPropagandaDepartmentoftheCPCCentralCommitteeInformationOffice(StateCouncil)ForeignPropagandaOffice(CPCCentralCommittee)StateCouncilOrders,directions,policiesandguidelineAppointmentAdvertisersAudienceChinaCentralTelevisionCCTVTimewithAudienceMoneyInformationEntertainmentAttention&money75CCTV’’sStrategy:It’’smission:themouthpieceoftheparty,governmentandthepublicIt’’sgoals:basedonthefulfillmentofthemissiontomaximizetheprofitthroughbuildingfamouschannelbrandsinChina.……………………Whataboutthepublic?76DesignProcess:1.DescribePresentStrategy2.DescribetheOrganization(focusonstructure)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizationorcoordinaton?77ResearchPoint:OrganizationalStructure-Specialization-Shape-Distributionofpower-Departmentalization78Specialization:-referstothetypesandnumbersofspecialtiestobeusedinperformingthework.Shape:-determinedbythenumberofpeopleformingdepartmentsateachhierarchicallevel.thenumberofpeopleinadepartment:spanofcontrol79DistributionofPower:Verticaldistributionofdecision-makingpowerandauthoritycentralizationordecentralizationHorizontaldistributionofpowertheleaderneedstoshiftpowertothedepartmentdealingwithmission-criticalissues80DepartmentalizationorConfiguration:-referstothechoiceofdepartmentstointegratethespecializedworkandformahierarchyofdepartments-thechoiceoftypeofdepartmentismadeateachhierarchicallevel81Basicformsofdepartmentform:FunctionalstructureDivisionalstructureMatrixstructure82HEADQUARTERSTopManagementDEPARTMENTOperationsDEPARTMENTMarketingDEPARTMENTFinanceDEPARTMENTHumanResourcesFunctionalStructure83StrengthsofFunctionalStructureGatheringtogetherallworkersofonetypeallowthemtotransferideas,knowledge,andcontactsamongthemselves.Allowsthemtoachieveagreaterlevelofspecialization84AdvantagesofFunctionalStructure-Usingtheexampleofasinglepurchasingfunctioninoperations,poolingtheworkersallowsthecompanytopresentasinglefacetovendorsandexercisebuyingleverage.-possibilitytorealizeeconomiesofscalepermitsmorescaleandspecialization85Weaknessesoffunctionalorganization:-notsuitableforvarietyproducts,services,channels,andcustomers-thebarrierscreatedbetweendifferentfunctions,inhibitingcross-functionalprocesssuchasnewproductdevelopment.-----processinterdependencyBestatmanagingasingleproductorserviceline.86HEADQUARTERSTopManagement1.Supply:Materials,LaborEquipmentManufacturingSales2.ResearchEngineeringandDesignManufacturingandTestProductflowInformationflowFunctionalStructure87CoordinationofFunctionalStructure:-requiresthattheproductsandtheirquantitiesshouldbethesameforeachofthefunctions-toreduceprocessinterdependency88DivisionalStructures:-characterizedbyorganizationalsubunitsbasedonagroupingofproducts,markets,orcustomers.-89Divisionalstructure:(product,region,customer)9091Weaknessesofproductstructures:-productgeneralmanagersallwantautonomy-thepossiblelossofeconomiesofscalenotallfunctionscanbedividedintoproductunitswithoutascaleloss----functionalinterdependency92HEADQUARTERSTopManagementDivision1Division2Division3MarketMarketMarketProductdivisions,i.e.groupofsimilarproductsProductflowInformationflowDivisionalStructure93ServiceCommitteeEditorialCommitteeTechnologicalCommitteeOfficeCPCPersonnelSportProgCenterAdvertisement&BusinessCenterAuditOfficeSupervisingOfficeFinanceGeneralEditorOverseasProgCenterSocial&EducationalProgCenterEntertainmentProgCenterYouthProgCenterNewsProgCenterChinaTV(Newspaper)ChinaSatelliteBroadcastingCo.,LtdChinaInternationalTVCorporationTechnologyManagementOfficeTransmitionCenterChinaTeleplayProductionCenterBSEFilmCNDFilmTechnologyProductionCenterChinaCentralDigitalProgCo.,LtdChinaPhilharmonicOrchestraCCTVPresident94CCTVPresidentCCTV-1CorporateCCTV-2BusinessCCTV-3EntertainmentCCTV-4ChineseInterCCTV-5SportCCTV-6MovieCCTV-7Children,Military&AgricultureCCTV-8TeleplayCCTV-9EnglishCCTV-10Scietech&EduCCTV-11TheaterCCTV-12Society&LawCCTV-NewsCCTV-MusicCCTV-ChildrenCCTV-E&FCCTV-11TheaterCCTV-PayTV11ChannelsCCTV-Internet28ChannelsServiceCommitteeEditorialCommitteeTechnologicalCommittee95ServiceCommitteeEditorialCommitteeTechnologicalCommitteeCCTV-8TeleplayCCTV-7Children,Military&AgricultureCCTV-1CorporateCCTV-3EntertainmentCCTV-4ChineseInterCCTV-6MovieCCTV-5SportCCTV-2BusinessCCTV-9EnglishChinaSatelliteBroadcastingCo.,LtdChinaInternationalTVCorporationTechnologyManagementOfficeTransmitionCenterChinaTeleplayProductionCenterBSEFilmCNDFilmTechnologyProductionCenterChinaCentralDigitalProgCo.,LtdChinaPhilharmonicOrchestraCCTVPresidentSportProgCenterAdvertisement&BusinessCenterGeneralEditorOverseasProgCenterSocial&EducationalProgCenterEntertainmentProgCenterYouthProgCenterNewsProgCenterChinaTV(Newspaper)CCTV-E&FCCTV-10Scietech&EduCCTV-12Society&LawCCTV-NewsCCTV-ChildrenCCTV-MusicCCTV-11TheaterMilitaryCommitteeMinistryofAgricultureChinaFilmGroupCorporation9697DesignProcess:1.DescribePresentStrategy2.DescribetheOrganization(focusonstructure)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizationorcoordinaton?98GeneralDecisionModelInterdependencyCostsCoordinationCostsDepartmentalizationCoordination+-Interdependencies-99Interdependency:-relationbetweenunits(departmentorjobs)aninterdependencybetweenunitsXandYexists,iftheutilityarisingoutofthecompetenciesofxdependsonthecompetenciesofythingsmustfittoeachother-Thenegativeeffectsarisingoutofinterdependenciesarecalled“interdependencycosts”100Coordination:Nomatterwhattypeofhierarchicalstructureischosen,manyactivitieswillrequirecoordinationacrossdepartments.-coordinationcomplementsdepartmentalization-coordinationreduceinterdependencycoststheinterdependency,however,remains-associatedwithcoordinationarecoordinationcosts101Dounitshavethesamecompetencesforfunctions?YesFunctionalInterdependencyNoDoesaninput/outputrelationexistbetweentheunits?YesNoProcessInterdependencyNoInterdependencyTypesofInterdependencies102FunctionalInterdependencies(1)SpecificationSpecificationofthesituationKindofgameSynergypossiblewithinthecompanyZero-sumgamePositive-sumgameCompetitionpossiblewithinthecompanySpecificationoftheinterdependencyFunctionProcurementManufacturingSalesR&DProcurementInterdep.ManufacturingInterdep.SalesInterdep.R&DInterdep.XXXXXXXX…………103ServiceCommitteeEditorialCommitteeTechnologicalCommitteeCCTV-8TeleplayCCTV-7Children,Military&AgricultureCCTV-1CorporateCCTV-3EntertainmentCCTV-4ChineseInterCCTV-6MovieCCTV-5SportCCTV-2BusinessCCTV-9EnglishChinaSatelliteBroadcastingCo.,LtdChinaInternationalTVCorporationTechnologyManagementOfficeTransmitionCenterChinaTeleplayProductionCenterBSEFilmCNDFilmTechnologyProductionCenterChinaCentralDigitalProgCo.,LtdChinaPhilharmonicOrchestraCCTVPresidentSportProgCenterAdvertisement&BusinessCenterGeneralEditorOverseasProgCenterSocial&EducationalProgCenterEntertainmentProgCenterYouthProgCenterNewsProgCenterChinaTV(Newspaper)CCTV-E&FCCTV-10Scietech&EduCCTV-12Society&LawCCTV-NewsCCTV-ChildrenCCTV-MusicCCTV-11TheaterMilitaryCommitteeMinistryofAgricultureChinaFilmGroupCorporation104Synergieswithinthecompany-Theseparationofthecompetencesandthearisinginterdependencyhastheeffectthateconomiesofscaleandscopecannotbeutilized––costofinterdependency.Possiblemeasures:a)Poolingofcompetencesoftheaffectedunits.Asingleunitiscreatedandtheinterdependencyisavoided.b)Coordinationoftheactivitiesofdifferentunits.Theinterdependencyremains.FunctionalInterdependencies(2)PoolingEconomiesofscaleorscopeAdditionalutilityCoordinationEconomiesofscaleorscopeAdditionalutility105FunctionalInterdependencies(3)Possiblecompe