管理学学习资料management chap09

OrganizationalStructureandDesignChapter

9LecturerZhangXuezhizhxuezhiopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–2LearningOutcomes

FollowthisLearningOutlineasyoureadandstudythischapter.9.1DefiningOrganizationalStructureDiscussthetraditionalandcontemporaryviewsofworkspecialization,chainofcommand,andspanofcontrol.Describeeachofthefiveformsofdepartmentalization.Differentiate,authority,responsibility,andunityofcommand.Explainhowcentralization–decentralizationandformalizationareusedinorganizationaldesign.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–3LearningOutcomes9.2MechanisticandOrganicStructuresContrastmechanisticandorganicorganizations.Explainthecontingencyfactorsthataffectorganizationaldesign.9.3CommonOrganizationalDesignsContrastthethreetraditionalorganizationaldesigns.Describethecontemporaryorganizationaldesigns.Discusstheorganizationaldesignchallengesfacingmanagerstoday.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–4DesigningOrganizationalStructureOrganizingArrangingandstructuringworktoaccomplishanorganization’sgoals.OrganizationalStructure组织结构Theformalarrangementofjobswithinanorganization.OrganizationalDesign组织设计Aprocessinvolvingdecisionsaboutsixkeyelements:WorkspecializationDepartmentalizationChainofcommandSpanofcontrolCentralizationanddecentralizationFormalizationCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–5Exhibit9–1 PurposesofOrganizingDividesworktobedoneintospecificjobsanddepartments.Assignstasksandresponsibilitiesassociatedwithindividualjobs.Coordinatesdiverseorganizationaltasks.Clustersjobsintounits.Establishesrelationshipsamongindividuals,groups,anddepartments.Establishesformallinesofauthority.Allocatesanddeploysorganizationalresources.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–6OrganizationalStructureWorkSpecialization工作专门化Thedegreetowhichtasksintheorganizationaredividedintoseparatejobswitheachstepcompletedbyadifferentperson.Overspecializationcanresultinhumandiseconomiesfromboredom,fatigue,stress,poorquality,increasedabsenteeism,andhigherturnover.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–7DepartmentalizationbyTypeFunctional职能部门化GroupingjobsbyfunctionsperformedProduct产品部门化GroupingjobsbyproductlineGeographical地理部门化GroupingjobsonthebasisofterritoryorgeographyProcess过程部门化GroupingjobsonthebasisofproductorcustomerflowCustomer顾客部门化GroupingjobsbytypeofcustomerandneedsCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–8Exhibit9–2 TheFiveCommonFormsofDepartmentalizationCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–9Exhibit9–2(cont’d)GeographicalDepartmentalizationCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–10Exhibit9–2(cont’d)ProductDepartmentalizationCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–11Exhibit9–2(cont’d)ProcessDepartmentalization+ Moreefficientflowofworkactivities– CanonlybeusedwithcertaintypesofproductsCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–12Exhibit9–2(cont’d)CustomerDepartmentalization+Customers’needsandproblemscanbemetbyspecialists-Duplicationoffunctions-Limitedviewoforganizationalgoals部门化的方式以下采用的是什么部门化的方式？中山大学设立了生物学院、化工学院、理工学院、管理学院等不同学院。中山大学设有财务处、学生处、教务处、保卫处等不同处室。某工厂内设有锻压、切割、焊接、喷漆、组装等不同制造车间。某跨国企业设立了北美、亚太、欧洲、北非和中东等分公司管理各地区的业务。某跨国企业设立了塑料、医疗、能源、航空航天等事业部。Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–13产品部门化的方式某银行设立的房地产金融事业部、公司业务部、小微信贷事业部。某医院设立了脑科：脑科包括了脑外科、脑内科、神经科、耳鼻喉科等方面的医生。部门化的趋势：顾客部门化和跨职能团队。Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–14Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–15OrganizationalStructure(cont’d)ChainofCommand指挥链Thecontinuouslineofauthoritythatextendsfromupperlevelsofanorganizationtothelowestlevelsoftheorganizationandclarifieswhoreportstowhom.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–16OrganizationalStructure(cont’d)Authority职权Therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.Responsibility职责Theobligationorexpectationtoperform.UnityofCommand统一指挥Theconceptthatapersonshouldhaveonebossandshouldreportonlytothatperson.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–17OrganizationalStructure(cont’d)SpanofControl管理跨度Thenumberofemployeeswhocanbeeffectivelyandefficientlysupervisedbyamanager.Widthofspanisaffectedby:SkillsandabilitiesofthemanagerEmployeecharacteristicsCharacteristicsoftheworkbeingdoneSimilarityoftasksComplexityoftasksPhysicalproximityofsubordinatesStandardizationoftasksSophisticationoftheorganization’sinformationsystemStrengthoftheorganization’sculturePreferredstyleofthemanagerCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–18Exhibit9–3 ContrastingSpansofControl扁平化趋势：缩短指挥链、增加管理跨度Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–19军师师师团团团团团团团团营营营营营营营营营营营营营营营营营营营团传统的三三编制下的金字塔式军队组织架构你能发现有哪些变化？军旅旅旅营营营营营营营营营营营营营营营团团营营营营营营师团团团营营营营营营营营营旅信息化条件下扁平式军队组织架构Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–21OrganizationalStructure(cont’d)Centralization集权Thedegreetowhichdecisionmakingisconcentratedatupperlevelsintheorganization.Organizationsinwhichtopmanagersmakeallthedecisionsandlower-levelemployeessimplycarryoutthoseorders.Decentralization分权Organizationsinwhichdecisionmakingispusheddowntothemanagerswhoareclosesttotheaction.EmployeeEmpowerment员工授权Increasingthedecision-makingauthority(power)ofemployees.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–22Exhibit9–4 FactorsthatInfluencetheAmountof

CentralizationandDecentralizationMoreCentralizationEnvironmentisstable.Lower-levelmanagersarenotascapableorexperiencedatmakingdecisionsasupper-levelmanagers.Lower-levelmanagersdonotwanttohaveasayindecisions.Decisionsarerelativelyminor.Organizationisfacingacrisisortheriskofcompanyfailure.Companyislarge.Effectiveimplementationofcompanystrategiesdependsonmanagersretainingsayoverwhathappens.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–23Exhibit9–4(cont’d)FactorsthatInfluencetheAmount

ofCentralizationandDecentralizationMoreDecentralizationEnvironmentiscomplex,uncertain.Lower-levelmanagersarecapableandexperiencedatmakingdecisions.Lower-levelmanagerswantavoiceindecisions.Decisionsaresignificant.Corporatecultureisopentoallowingmanagerstohaveasayinwhathappens.Companyisgeographicallydispersed.Effectiveimplementationofcompanystrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–24OrganizationalStructure(cont’d)Formalization正规化Thedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.Highlyformalizedjobsofferlittlediscretionoverwhatistobedone.Lowformalizationmeansfewerconstraintsonhowemployeesdotheirwork.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–25Exhibit9–5 MechanisticVersusOrganicOrganization•Highspecialization•Rigiddepartmentalization•Clearchainofcommand•Narrowspansofcontrol•Centralization•Highformalization•Cross-functionalteams•Cross-hierarchicalteams•Freeflowofinformation•Widespansofcontrol•Decentralization•LowformalizationCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–26ContingencyFactorsStructuraldecisionsareinfluencedby:OverallstrategyoftheorganizationOrganizationalstructurefollowsstrategy.SizeoftheorganizationFirmschangefromorganictomechanisticorganizationsastheygrowinsize.TechnologyusebytheorganizationFirmsadapttheirstructuretothetechnologytheyuse.DegreeofenvironmentaluncertaintyDynamicenvironmentsrequireorganicstructures;mechanisticstructuresneedstableenvironments.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–27ContingencyFactors(cont’d)StrategyFrameworks:InnovationPursuingcompetitiveadvantagethroughmeaningfulanduniqueinnovationsfavorsanorganicstructuring.CostminimizationFocusingontightlycontrollingcostsrequiresamechanisticstructurefortheorganization.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–28ContingencyFactors(cont’d)StrategyandStructureAchievementofstrategicgoalsisfacilitatedbychangesinorganizationalstructurethataccommodateandsupportchange.SizeandStructureAsanorganizationgrowslarger,itsstructuretendstochangefromorganictomechanisticwithincreasedspecialization,departmentalization,centralization,andrulesandregulations.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–29ContingencyFactors(cont’d)TechnologyandStructureOrganizationsadapttheirstructurestotheirtechnology.Woodward’sclassificationoffirmsbasedonthecomplexityofthetechnologyemployed:Unitproduction单件生产ofsingleunitsorsmallbatchesMassproduction大批量生产oflargebatchesofoutputProcessproduction连续生产incontinuousprocessofoutputsRoutinetechnology=mechanisticorganizationsNon-routinetechnology=organicorganizationsCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–30Exhibit9–6 Woodward’sFindingsonTechnology,

Structure,andEffectivenessCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–31ContingencyFactors(cont’d)EnvironmentalUncertaintyandStructureMechanisticorganizationalstructurestendtobemosteffectiveinstableandsimpleenvironments.Theflexibilityoforganicorganizationalstructuresisbettersuitedfordynamicandcomplexenvironments.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–32CommonOrganizationalDesignsTraditionalDesignsSimplestructure简单结构Lowdepartmentalization,widespansofcontrol,centralizedauthority,littleformalizationFunctionalstructure职能结构DepartmentalizationbyfunctionOperations,finance,marketing,humanresources,andproductresearchanddevelopmentDivisionalstructure事业部结构Composedofseparatebusinessunitsordivisionswithlimitedautonomyunderthecoordinationandcontroltheparentcorporation.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–33Exhibit9–7 StrengthsandWeaknessesofTraditional

OrganizationalDesignsCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–34Exhibit9–8 ContemporaryOrganizationalDesignsTeamStructure团队结构•Whatitis:Astructureinwhichtheentireorganizationismadeupofworkgroupsorteams.•Advantages:Employeesaremoreinvolvedandempowered.Reducedbarriersamongfunctionalareas.•Disadvantages:Noclearchainofcommand.Pressureonteamstoperform.Matrix-ProjectStructure矩阵-项目结构Whatitis:Astructurethatassignsspecialistsfromdifferentfunctionalareastoworkonprojectsbutwhoreturntotheirareaswhentheprojectiscompleted.Projectisastructureinwhichemployeescontinuouslyworkonprojects.Asoneprojectiscompleted,employeesmoveontothenextproject.•Advantages:Fluidandflexibledesignthatcanrespondtoenvironmentalchanges.Fasterdecisionmaking.•Disadvantages:Complexityofassigningpeopletoprojects.Taskandpersonalityconflicts.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–35Exhibit9–8(cont’d )ContemporaryOrganizational

DesignsBoundarylessStructure无边界结构Whatitis:Astructurethatisnotdefinedbyorlimitedtoartificialhorizontal,vertical,orexternalboundaries;includesvirtualandnetworktypesoforganizations.•Advantages:Highlyflexibleandresponsive.Drawsontalentwhereverit’sfound.•Disadvantages:Lackofcontrol.Communicationdifficulties.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–36OrganizationalDesigns(cont’d)ContemporaryOrganizationalDesignsTeamstructuresTheentireorganizationismadeupofworkgroupsorself-managedteamsofempoweredemployees.MatrixandprojectstructuresSpecialistsfromdifferentfunctionaldepartmentsareassignedtoworkonprojectsledbyprojectmanagers.Matrixandprojectparticipantshavetwomanagers.Inprojectstructures,employeesworkcontinuouslyonprojects;movingontoanotherprojectaseachprojectiscompleted.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–37OrganizationalDesigns(cont’d)ContemporaryOrganizationalDesigns(cont’d)BoundarylessOrganizationAnflexibleandunstructuredorganizationaldesignthatisintendedtobreakdownexternalbarriersbetweentheorganizationanditscustomersandsuppliers.Removesinternal(horizontal)boundaries:EliminatesthechainofcommandHaslimitlessspansofcontrolUsesempoweredteamsratherthandepartmentsEliminatesexternalboundaries:Usesvirtual,network,andmodularorganizationalstructurestogetclosertostakeholders.Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall9–38RemovingExternalBoundariesVirtualOrganization虚拟组织Anorganizationthatconsistsofasmallcoreoffull-timeemployeesandthattemporarilyhiresspecialiststoworkonopportunitiesthatarise.NetworkOrganization网络组织Asmallcoreorganizationthatoutsourcesitsmajorbusinessfunctions(e.g.,manufacturing)inordertoconcentrateonwhatitdoesbest.ModularOrganization模块组织Amanufacturingorganizationthatusesoutsidesupplierstoprovideproductcomponentsforitsfinalassemblyoperations.C