管理新思维与素质培养(七).ppt

管理新思维与素质培养The Management Revolution,第七课 建立基础：组织的设计,Laying the Groundwork: Organizational Design,本课概要,组织结构设计的任务是将一个组织的目标、计划和各项活动导入组织内部各个单位和人员之间的关系之中。如果一个公司设计了一种能有效协调所有员工工作的组织形式，它自然努力想使这种形式保持下去。这就是公司的组织结构。 世界处在变化之中。科技、竞争、政府法规等等所有这些围绕着企业的环境在不停的变化。任何想立于不败之地的公司都 必须自觉地采用新的战略和组织结构。尽管具体的组织形式公司之间各有不同，总体上说企业组织结构形式发展变化的大方向是从机械趋向有机。机械的组织结构依赖于集权的多级官僚体制。有机的组织结构则将权力分散化，这样有助于企业对环境的变化做出反应。,学习目标,了解组织结构设计的重要性。 阐述一个组织的生命周期、规模和技术水平对其结构形式有何影响。 说明每种组织结构形式在何种环境下最为有效。 描述组织结构设计对员工个人的影响。 认识到组织随时间而发展变化，因而需要不断调整其结构形式来适应变化。,引例：诺基亚：结构调整激发新战略,2003年9月26日下午，诺基亚全球公司宣布对高级管理层和公司结构进行重组，原先的移动电话、网络、投资三大部门将变为四个，其中主营业务移动电话和网络部门被保留下来，投资部门被取消，取代它的是多媒体和企业解决方案部门。在两个新成立的部门中，侧重于消费领域的多媒体部门将主要负责向手机和其他移动设备提供游戏、音乐、娱乐等内容。而企业解决方案部门则专注于企业客户，主要向企业用户提供移动互联网的接入服务。作为诺基亚全球最重要的市场之一，中国公司的瘦身也成为诺基亚改革的重点。诺基亚中国公司可以将精力集中于手机、网络系统和将来的移动应用服务等主业上来.诺基亚在中国确定了15个主要领域，例如移动游戏等。相对于全球手机产品利润下降的现状，诺基亚瞄准的无疑是一个更为巨大的市场。,组织工作的步骤,分 工,明确目标、计划和任务,配备人员,授予职权,配 合,组织工作的内容,组织结构设计程序 常见的组织结构形式 组织变革与发展,组织设计的程序,组织设计就是设计清晰的组织结构，规划和设计组织中各部门的职责和职权，确定组织中各种职权的活动范围并编制职务说明书。,组织设计的程序,1）工作划分与工作专门化 划分成相应的工作岗位，使每项工作专门化 2）工作归类与部门化 按照职能相似性、任务活动相似性或产品相似性的原则把组织中的专业技能人员分类集合在一个部门内。 （1）职能部门化（2）产品内部门化（3）地区部门化（4）顾客部门化,3）确定组织层次 组织层次就是要确定组织中每一个部门的职位等级数。 管理幅度是指一个管理者能够直接而有效地领导其下属人数的限度。 管理幅度与管理层次的关系：反比关系,一、组织设计,组织设计的任务是建立组织结构和明确组织内部的相互关系,设计结果：提供组织机构图、部门职能说明书、岗位设置方案、岗位职责说明书、流程图。,组织设计：进行专业分工和建立使各部分相互有机协调配合的系统的过程,组织机构图,组织机构图描述的是一个组织内部部门的设置情况及其各部门之间的关系。与其相对应的是部门职能说明书。 所谓部门是指具有独立职能的工作单元的组合。 在组织结构设计过程中，首先要根据组织目标体系，明确为实现组织目标必须开展哪些工作，并将这些工作按方便管理的原则进行部门化。,组织机构图示例,部门职能说明书基本要素,部门职能说明书,部门基本信息,部门职能描述,部门主要责任,部门主要权力,部门岗位设置,根据公司现状及未来的发展战略，可将部门的职能分为“主要职能”和“一般职能”。与公司发展战略密切相关、对公司业务发展起重要作用的职能归入主要职能，操作性的、维持公司日常运作的职能划分为一般职能。,主要责任是部门宗旨的具体表现，对完成该部门主要职能后所产生结果的要求。,合理的职权体系应当做到责、权对等。为完成各项职能，部门应当享有相应的权力。,部门内的岗位设置与定编方案。,岗位职责说明书的元素说明,岗位职责说明书,重点工作与一般工作： 为突出重点，将岗位工作分为重点工作与一般工作。 为便于记忆，各条工作前以46个字做为提要；,与部门职能对应： 每一项部门职能都能分解到相应的岗位； 每一条岗位工作也都是部门职能的体现,主要责任：明确责任，避免“只对工作负责、不对结果负责”。,岗位权力：通过岗位职责说明书梳理岗位权力，避免“有责无权、权责不对等”。,职级：与责任相对应的报酬,组织结构与组织设计,影响组织结构的因素 1）组织结构是指一个组织内各构成要素以及它们之间的相互关系，它描述组织的框架体系。 2）影响组织结构的因素 环境 战略 技术 组织规模 人的行为,机械结构与有机结构的对比,Organizational Designs,Traditional Organizational Designs Simple Structure - low departmentalization, wide spans of control, authority centralized in a single person, and little formalization commonly used by small businesses as organizations increase in size, the structure tends to become more specialized and formalized Functional Structure - groups similar or related occupational specialties together, Prentice Hall, 2002,10-18,Traditional Organizational Designs (cont.) Divisional Structure - composed of separate divisions each division has relatively limited autonomy parent corporation acts as an external overseer to coordinate and control the divisions provides support services, Prentice Hall, 2002,10-19,Common Organizational Designs,Contemporary Organizational Designs Matrix Structure - assigns specialists from different functional departments to work on projects led by project managers adds vertical dimension to the traditional horizontal functional departments creates a dual chain of command violates unity of command project managers have authority in areas relative to the projects goals functional managers retain authority over human resource decisions (e.g., promotions), Prentice Hall, 2002,10-20,Contemporary Organizational Designs (cont.) Learning Organization - an organizational mind-set rather than a specific organizational design has developed the capacity to continuously adapt all members take an active role in identifying and resolving work-related issues practice knowledge management by continually acquiring and sharing new knowledge environment is conducive to open communication empowered teams are important leadership creates a shared vision for the future organizational culture provides sense of community, Prentice Hall, 2002,10-21,Characteristics Of A Learning Organization,Organizational Design Boundaryless Teams Empowerment,Organizational Culture Strong Mutual Relationships Sense of Community Caring Trust,Information Sharing Open Timely Accurate,Leadership Shared Vision Collaboration,The Learning Organization, Prentice Hall, 2002,10-22,新型组织结构形式,扁平化组织 扁平化组织的出现是近一、二十年来西方经济发达国家大型企业为了降低生产经营成本，致力于组织结构缩编的结果。为了废除滋生官僚主义的等级制度，赋予一线管理人员更多参与决策的权力，从而提高管理效率，很多企业在这些年中，围绕着削减“肥胖”的中间管理层数量，创建“精瘦”的管理结构进行了一系列结构性调整,新型组织结构形式,网络型组织 所谓网络型组织，就是一种以项目为中心，通过与其他组织建立研发、生产制造、营销等业务合同网，有效发挥核心业务专长的协作型组织结构形式。,Schermerhorn - Chapter 10,25,What are the new developments in organization structures?,Network structures A central core that is linked through networks of relationships with contractors and outside suppliers of essential services. Use communications and information technology to support shifting strategic alliances and strategic contracts.,Schermerhorn - Chapter 10,26,What are the new developments in organization structures?,Advantages of network structures Firms can operate with fewer full-time employees and less complex internal systems. Reduced overhead costs and increased operating efficiency. Permits operations across great distances.,Schermerhorn - Chapter 10,27,What are the new developments in organization structures?,Disadvantages of network structures Control and coordination problems may arise from network complexity. Potential loss of control over outsourced activities. Potential lack of loyalty among infrequently used contractors.,What are the new developments in organization structures?,Boundaryless organizations Organizations in which teamwork and intense communication take the place of formal lines of authority. Break down internal boundaries. Key requirements: Absence of hierarchy Empowerment of team members Acceptance of impermanence,What are the new developments in organization structures?,Virtual organization A special form of boundaryless organization. An organization that operates in a shifting network of external strategic alliances that are engaged as needed, and typically supported by extensive IT utilization.,What organizing trends are changing the workplace?,Contemporary organizing trends include: Shorter chains of command Less unity of command Wider spans of control More delegation and empowerment Decentralization with centralization Reduced use of staff,Schermerhorn - Chapter 10,31,What organizing trends are changing the workplace?,Shorter chains of command The line of authority that vertically links all persons with successively higher levels of management. Current organizing trend: Organizations are being “streamlined” by cutting unnecessary levels of management. Flatter structures are viewed as a competitive advantage.,Schermerhorn - Chapter 10,32,What organizing trends are changing the workplace?,Less unity of command Each person in an organization should report to one and only one supervisor. Current organizing trend: Organizations are using more cross-functional teams, task forces, and horizontal structures. Organizations are becoming more customer conscious. Employees often find themselves working for more than one boss.,What organizing trends are changing the workplace?,Wider spans of control The number of persons reporting directly to a manager. Current organizing trend: Organizations are shifting to wider spans of control as chains of command are shortened and empowerment gains prominence. Managers have responsibility for a larger number of subordinates who operate with less direct supervision.,What organizing trends are changing the workplace?,More delegation and empowerment Delegation is the process of entrusting work to others by giving them the right to make decisions and take action. The manager assigns responsibility, grants authority to act, and creates accountability. Current organizing trend: Managers are delegating more and finding more ways to empower people at all levels.,What organizing trends are changing the workplace?,Decentralization with centralization Centralization is the concentration of authority for making most decisions at the top levels of the organization. Decentralization is the dispersion of authority to make decisions throughout all levels of the organization.,What organizing trends are changing the workplace?,Decentralization with centralization Current organizing trend: Empowerment and related forces contribute to more decentralization in organizations. Advances in information technology allow for the retention of centralized control.,What organizing trends are changing the workplace?,Current organizing trend: Organizations are reducing the size of staff. Organizations are seeking increased operating efficiency by employing fewer staff personnel and smaller staff units.,案例分析,梅西医院和护理中心（Mercy Hospital） 副