激励理论与方法讲义121a.ppt

1、工作設計與組織結構,工作設計分析的理論模型 工作特性模型及其應用 影響組織效能的因素McKinnsey 7 S 傳統的組織原則 組織結構 組織部門化的設計 部門溝通與協調機制 常見的組織型態 影響組織結構的因素,Conceptual Frameworks for Analyzing Work Tasks,Task Attributes/ Characteristics Theories: Theories that seek to identify task characteristics in jobs, how these characteristics are combined to f

2、orm different jobs, and their relationship to employee motivation, and performance. Job Characteristics Model Social Information Processing Model,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003.,Task Characteristics: Variety Autonomy Responsibility

3、Knowledge and skill Required social interaction Optional social interaction,工作設計概念的演變,Source: Hackman, J. R., and Oldham, G. R. Work redesign. Addison-Wesley Publishing Company, Inc., 1980.,海克曼工作特性模型（ Hackman, J. R., and Oldham, G. R.,1980）,Computing a Motivating Potential Score,People who work on j

4、obs with high core dimensions are generally more motivated, satisfied, and productive. Job dimensions operate through the psychological states in influencing personal and work outcome variables rather than influencing them directly.,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jerse

5、y: Pearson Education Inc., 2003.,Work Space Design,Feng Shui(風水) Designing work surroundings so the “Chi” or life force of the space is in harmony and balance with nature. Workspace Design and Productivity Workspaces alone dont provide substantial motivation. Workspaces make it easier for employees

6、to perform behaviors that make them more effective. “Cognitive ergonomics”: matching the office to the brain work.,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003.,遠景、 企業文化 、價值觀,技術,管理風格,策略,組織結構,管理制度,組織效能,人員與技能,影響組織效能之因素,環境,What Is Organizational Str

7、ucture?,Organizational Structure: How job tasks are formally divided, grouped, and coordinated. Key Elements: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jerse

8、y: Pearson Education Inc., 2003.,Key Design Questions and Answers for Designing the Proper Organization Structure,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003.,Dimensions of Organization Structure and Design,When managers create an organization s

9、tructure, they consider several basic dimensions of organization design, including:,Chain of command Line and staff positions Span of control,Centralization and decentralization Formalization.,控制幅度 (Span of Control),Span of Control: The number of subordinates a manager can efficiently and effectivel

10、y direct. The span of control largely determines how many management levels and managers an organization has. Concept: Wider spans of management increase organizational efficiency. Narrow Span Drawbacks: Expense of additional layers of management. Increased complexity of vertical communication. Enco

11、uragement of overly tight supervision and discouragement of employee autonomy.,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003.,Work Specialization,With too much work specialization, employees are isolated and do only a single, tiny, boring job, whi

12、ch can lead to: Fatigue Stress Lower productivity Increased absenteeism Higher turnover.,Source: Daft. R. L., & Noe, R. A. Organizational behavior. Harcourt College Publishers, 2001.,Departmentalization,Departmentalization The process by which jobs are grouped into departments and departments into t

13、he total organization. There are five approaches to structural design that reflect different uses of the chain of command in departmentalization. Functional Divisional Matrix Horizontal grouping Networks,Source: Daft. R. L., & Noe, R. A. Organizational behavior. Harcourt College Publishers, 2001.,Co

14、ordination Mechanisms,Widely used mechanisms for horizontal linkage include: Cross-functional information systems Direct contact between managers or employees in different departments Task forces Project managers Teams,Source: Daft. R. L., & Noe, R. A. Organizational behavior. Harcourt College Publi

15、shers, 2001.,直接監督（direct supervision） 工作流程標準化（standardization of work process） 產出的標準化（standardization of output ） 技能的標準化（standardization of skill） 相互調適（mutual adjustment）,五 種 協 調 機 制,一、直接的接觸（溝通）：由共同涉及問題的決策者做直接的接觸（溝通）。 二、設立連絡者的角色：在兩部門之間建立連絡者的角色。 三、成立臨時性的任務小組：聯合數個部門建立任務小組以解決問題。 四、成立永久性的工作小組：以解決經常發生的問題

16、。 五、整合者的角色：設立專案委員會，由一專業幕僚（具有專家權力）來負責協調相關部門以做好決策。 六、管理者的聯絡角色：由正式組織中各功能部門的管理者積極介入決策過程，並扮演溝通協調各有關部門的角色。,如何增進組織橫向、平行單位間的工作關係,1.監督幅度或控制幅度。低階層的控制幅度可稍多，高階層宜減少。 2.組織的層級：組織層次不宜太多，減少組織層次為組織設計一原則。 3.授權的原則：應儘量將工作之責任權限分散至實際執行者之手。 4.權責一致。 5.命令統一原則。 6.執掌明確原則。 7.程序、方法標準化之原則：對組織中的工作程序、方法應儘量予以標準化。 8.報告系統明確原則。 9.職位配置標

17、準化之原則。 10.名稱統一之原則：同類職位應用同類名稱，以資辨識。 11.組織彈性之原則：組織為適應外界環境之變動，應具有適當彈性。彈性與組織型態固定，職位、程序、工作方法標準化間存在一些衝突與矛盾。,傳統的組織原則組織乃為管理之工具,常見的組織型態,簡單結構 官僚結構 機械式vs.有機式組織 矩陣式組織 專案組織 虛擬組織,Organization Structure: Its Determinants and Outcomes,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Edu

18、cation Inc., 2003.,Implicit models of organizational structure: Perceptions that people hold regarding structural variables formed by observing things around them in an unscientific fashion.,大型企業與中小企業的差異,LARGE Economies of scale Global reach Vertical hierarchy Mechanistic Complex Stable market Organization men,SMALL Responsive Flexible Regional reach Flat structure Organic Simple Niche finding Entrepreneurs,Mechanistic Versus Organic Models,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003.,Variables