罗宾斯管理学组织结构设计ppt课件

1、Organizational Design组织设计Chapter6What is organizing?D Organizing 组织任务Arranging and structuring work to accomplish the organizations goals.为达成组织目的对任务义务进展安排的过程组织的普通特征人、目的、构造 (Robbins)共同目的、协调才干、分工、职权体系 埃德加.沙因Edgar Schein)P265 R 2Contents -组织构造设计一、根本的组织构造设计Designing Organizational StructureMechanistic a

2、nd Organic StructuresFactors Affecting Structural ChoiceTraditional Organizational Designs 二、顺应环境的组织构造设计1. Contemporary organizational designs 2. Organizing for collaboration 3. Flexible work arrangements4. Contingent workforce 5. Todays organizational design challenges3Contents -组织构造设计一、根本的组织构造设计De

3、signing Organizational Structure 设计组织构造Mechanistic and Organic Structures 有机与机械组织构造Factors Affecting Structural Choice 影响组织构造的要素Traditional Organizational Designs 传统的组织构造4105Designing Organizational Structure 组织构造设计Organizational Structure ChartD Organizational Structure 组织构造The formal arrangement o

4、f jobs within an organization. 组织内部对任务的正式安排P265 D6组织的维度纵向横向7Exhibit 101Purposes of OrganizingDivides work to be done into specific jobs and departments.细分任务和部门Assigns tasks and responsibilities associated with individual jobs.分配责任Coordinates diverse organizational tasks.协调任务Clusters jobs into units.

5、 将假设干任务组合成为部门Establishes relationships among individuals, groups, and departments.协调建立个人小组和部门联络Establishes formal lines of authority. 建立指挥链Allocates and deploys organizational resources. 分配和调度组织的资源P2658109D Organizational DesignA process of creating or changing an organizations structure, involving

6、decisions about six key elements:发明和改动组织构造的六要素：Work specializationDepartmentalizationChain of commandSpan of controlCentralization and decentralizationFormalizationP265 D1.2 Work SpecializationD Work Specialization 任务专门化The degree to which tasks in the organization are divided into separate jobs.组织中

7、任务的细分程度Traditional View division of laborDeveloped in the 18th century, Trend of specialization in the early of 20th century reasonable Reasons for specializationCardiac Surgeon A good thing can be carried too farP26510Exhibit 10-2: Economies and Diseconomies of Work SpecializationFoxconn 富士康流水线121.

8、2 Work SpecializationTodays view-PImportant mechanism to help employees be more efficiency-McDonaldOverspecialization can result in human diseconomies1310141.3 DepartmentalizationD Departmentalization 部门化Jobs are grouped together is called departmentalization 把假设干任务会聚在一同。会聚的5种方式There are 5 common fo

9、rms of departmentalizationP266Departmentalization by TypeFunctional Grouping jobs by functions performedProductGrouping jobs by product lineGeographicalGrouping jobs on the basis of territory or geographyProcess Grouping jobs on the basis of product or customer flowCustomerGrouping jobs by type of c

10、ustomer and needs15Exhibit 103Functional Departmentalization 职能部门化AdvantagesEfficiencies from putting together similar specialties and people with common skills, knowledge, and orientationsCoordination within functional areaIn-depth specializationDisadvantagesPoor communication across functional are

11、asLimited view of organizational goalsP26716Exhibit 102 (contd)Product Departmentalization产品部门化+Allows specialization in particular products and services+Managers can become experts in their industry+Closer to customersDuplication of functionsLimited view of organizational goalsP26717Exhibit 102 (co

12、ntd)Geographical Departmentalization区域部门化AdvantagesMore effective and efficient handling of specific regional issues that ariseServe needs of unique geographic markets betterDisadvantagesDuplication of functionsCan feel isolated from other organizational areasP26718Exhibit 102 (contd)Process Departm

13、entalization消费过程部门化+More efficient flow of work activitiesCan only be used with certain types of productsP26719Exhibit 102 (contd) Customer Departmentalization顾客部门化+ Customers needs and problems can be met by specialists- Duplication of functions- Limited view of organizational goalsP267201021Todays

14、 view on Departmentalization 部门化新趋势Increasing use of customer departmentalization 顾客化部门Increasing use of cross-functional teams 交叉功能团队Ex: Fords material planning and logistics division1.4 Chain of Command D Chain of Command 指挥链The continuous line of authority that extends from upper levels of an org

15、anization to the lowest levels of the organization and clarifies who reports to whom.P26822Exhibit 10-4: Chain of Command and Line Authority 直线权益1.4 Chain of CommandD Authority 职权The rights inherent in a managerial position to tell people what to do and to expect them to do it.P268241.4 Chain of Com

16、mandD Acceptance theory of authority 权益接受实际The view that authority comes from the willingness of subordinates to accept it只需满足以下条件，员工才会接授权益：Understand the orderConsistent with the organizational purposeDont conflict with their personal beliefsAble to perform the task as directedP26825Exhibit 10-5: 直

17、线权益和职能权益Line vs. Staff AuthorityP270 直线权益职能权益1.4 Chain of CommandD Responsibility 职责The obligation or expectation to perform.D Unity of Command 一致指挥The concept that a person should have one boss and should report only to that person.P27027Todays View on Chain of Command命令链是必需的-早期管理实际命令链没有过去那么重要 现代管理

18、实际EX: Michelin plant in Tours, France, managers have replaced top-down chain of command with “birdhouse meetings. Managers play a role of enablers rather than bossesIT 技术改动了命令链Get information without through chain of command1.5 Span of ControlD Span of Control 控制跨度The number of employees who can be

19、effectively and efficiently supervised by a manager.Traditional view was that managers could not-should not-directly supervise more than five or six subordinates.P27129Exhibit 103Contrasting Spans of ControlP188800 fewer managers33 mill. USD salaries a year3010311.5 Span of ControlWidth of span is a

20、ffected by:Skills and abilities of the manager 经理才干Employee characteristics 员工性格Characteristics of the work being done 任务特征Similarity of tasks 任务的类似性Complexity of tasks 任务的复杂性Physical proximity of subordinates 下属的临近性Standardization of tasks 任务规范化程度Sophistication of the organizations information syst

21、em 组织的信息系统复杂性Strength of the organizations culture 公司文化Preferred style of the manager 经理风格P27110321.5 Span of ControlTodays view传统的跨度5-6人Contemporary view of span of control recognizes that there is no magic number Trend toward larger spans of control例子：Cisco System 思科系统，跨度越大对企业越有利P2711.6 Centraliza

22、tion & DecentralizationD Centralization 集权The degree to which decision-making is concentrated at upper levels of the organizations.Organizations in which top managers make all the decisions and lower-level employees simply carry out those orders.D Decentralization 分权The degree to which lower-level e

23、mployees provide input or actually make decisions.D Employee Empowerment 授权Giving employees more authority (power) to make decisions.P27233Exhibit 107Factors that Influence the Amount of CentralizationMore Centralization 集权的影响要素Environment is stable.Lower-level managers are not as capable or experie

24、nced at making decisions as upper-level managers.Lower-level managers do not want to have a say in decisions.Decisions are relatively minor.Organization is facing a crisis or the risk of company failure.Company is large.Effective implementation of company strategies depends on managers retaining say

25、 over what happens.P27234 Exhibit 107 (contd) Factors that Influence the Amount of DecentralizationMore Decentralization 分权的影响要素Environment is complex, uncertain.Lower-level managers are capable and experienced at making decisions.Lower-level managers want a voice in decisions.Decisions are signific

26、ant.Corporate culture is open to allowing managers to have a say in what happens.Company is geographically dispersed.Effective implementation of company strategies depends on managers having involvement and flexibility to make decisions.351036Todays view: C or D? 分权还是集权？Decentralization and employee

27、 empowerment is an organizing trend Toward decentralizing decision makingEX: Terrex corporation $9.1billi. Revenues in 2021 with about 16,000 employees worldwide, and a small corporate headquarters staff. 授权妨碍：错误见见-必需身膂力行才干做好对下级不信任1.7 FormalizationD Formalization 正规化The degree to which jobs within t

28、he organization are standardized and the extent to which employee behavior is guided by rules and procedures. 组织中各项任务规范话程度以及员工行为遭到规那么和程序约束的程度。Highly formalized jobs offer little discretion over what is to be done.Low formalization means fewer constraints on how employees do their work.Todays ViewLes

29、s reliant on strict rules and standardization to guide and regulate employee behavior371038Mechanistic and Organic Structures 2. 机械式构造和有机式构造伯恩斯-斯道克方式Two Models of Organizational Design -Mechanistic and Organic Organizations伯恩斯-斯道克方式D Mechanistic OrganizationA rigid and tightly controlled structure 僵

30、化和严密控制的构造D Organic OrganizationHighly flexible and adaptable structure 高度灵敏和顺应环境的构造Non-standardized jobsFluid team-based structureLittle direct supervisionMinimal formal rulesOpen communication networkEmpowered employees39Exhibit 109Mechanistic versus Organic Organization High specialization Rigid d

31、epartmentalization Clear chain of command Narrow spans of control Centralization High formalization Cross-functional teams Cross-hierarchical teams Free flow of information Wide spans of control Decentralization Low formalizationP2764010413.Factors Affecting Structural Choice 影响组织构造的权变要素 3 Contingen

32、cy FactorsStructural decisions are influenced by 4 factors:Overall strategy of the organizationSize of the organizationTechnology used by the organizationDegree of environmental uncertainty42Contingency Factors (contd)Factor 1: Strategy Frameworks:战略框架Organizational structure follows strategy.Innova

33、tion 创新Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring.Cost minimization 降低本钱Focusing on tightly controlling costs requires a mechanistic structure for the organization.Imitation 仿制Minimizing risks and maximizing profitability by copying market

34、leaders requires both organic and mechanistic elements in the organizations structure.43Contingency Factors (contd)Factor 2: Size and Structure 公司规模与构造Firms change from organic to mechanistic organizations as they grow in size.As an organization grows larger, its structure tends to change from organ

35、ic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations.44Contingency Factors (contd)Factor 3: Technology and Structure技术与构造Organizations adapt their structures to their technology.Joan Woodwards (琼.伍德沃德) classification of firms based on the co

36、mplexity of the technology employed:Unit production of single units or small batchesMass production of large batches of outputProcess production in continuous process of outputs45Exhibit 109Woodwards Findings on Technology, Structure, and EffectivenessP276Routine technology = mechanistic organizatio

37、nsNon-routine technology = organic organizations常规技术-机械组织非常规技术-有机组织消费类型构造特征46Contingency Factors (contd)Factor 4: Environmental Uncertainty and Structure环境确实定性Dynamic environments = organic structures;Stable environments = mechanistic structuresMechanistic organizational structures tend to be most e

38、ffective in stable and simple environments.The flexibility of organic organizational structures is better suited for dynamic and complex environments.471048Todays viewThe evidence on the environment-structure relationship helps to explain why so many managers today are restructuring their organizati

39、ons to be lean, fast, and flexible.Mechanistic organizations are not equipped to respond to rapid environmental change and environmental uncertainty.Organizations become more organic.10494.Traditional Organizational Designs Simple 简单Functional 职能Divisional 事业部Three Types of Traditional DesignsD Simp

40、le structure 简单构造An organizational design with low departmentalization, wide spans of control, centralized authority, little formalization部门少控制跨度大集权正规化程度低50Three Types of Traditional DesignsD Functional structure 职能型构造An organizational design that groups similar or related occupational specialties t

41、ogether. Departmentalization by functionOperations, finance, human resources, and product research and development51Three Types of Traditional DesignsD Divisional structure 事业部型构造An organizational structure made up of separate, semiautonomous units or divisions. 52Exhibit 1010Strengths and Weaknesse

42、s of Traditional Organizational DesignsP277531054Learning Summary 学习要点、重点What Do Managers Do When They Organize?OrganizingOrganizational structureOrganizational designWhat Are the Six Elements of Organizational Structure?Work specializationDepartmentalizationChain of command Span of controlcentraliz

43、ation-decentralization Formalization1055Learning SummaryWhat Are the Factors That Affect the Type of Organizational Structure Managers Design?StrategySizeTechnologyDegree of environmental uncertaintyWhat Are the Common Types of Organizational Designs?Traditional (simple, functional, divisional)Conte

44、mporary (team, matrix, project, boundaryless)Contents -组织构造设计二、顺应环境的组织构造设计1. Contemporary organizational designs 2. Organizing for collaboration 3. Flexible work arrangements4. Contingent workforce 5. Todays organizational design challenges561. Contemporary Organizational DesignsTeam Structure Matri

45、x Structure The Boundaryless OrganizationLearning Organizations1.1 Team structures 团队构造Team Structure - an organizational structure in which the entire organization is made up of work teams 由任务团队组成的组织构造Amazon, Boeing, Motorola, and many other leading companies using work teams to improve productivit

46、y.Definition of Groups and TeamsD Group 群体Two or more interacting and interdependent individuals who come together to achieve specific goals.Formal groups/Informal groups两个或两个以上相互作用、相互依赖的个体，为了实现特定的目的而组合在一同的集合体。D Work Team 任务团队A group whose members work intensely on a specific common goal using their

47、 positive synergy, individual and mutual accountability, and complementary skills.为了实现一个共同而详细的目的，个体成员经过他们正面的协同效应、个体和相互的责任以及互补的技艺组合而成的正式群体。review591.1 Team structures 团队构造 Google的拉里.佩奇和谢尔盖.布林对员工的授权关键高层对基层的管理职权链不存在自在安排任务团队对任务担任Exhibit 11-1: Contemporary Organizational Designs1.2 Matrix and Project Str

48、uctures 矩阵工程构造Matrix Structure - an organizational structure that assigns specialists from different functional departments to work on one or more projectsProject Structure - an organizational structure in which employees continuously work on projectsExhibit 11-2: Example of a Matrix OrganizationExh

49、ibit 11-1: ContemporaryOrganizational Designs (cont.)1.3 Boundaryless OrganizationBoundaryless Organization 无边境组织- an organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structureVirtual organizations 虚拟组织 Network organ

50、izations 网络组织 Contemporary Organizational Designs (contd) Boundaryless Organization 无边境组织Removes internal (horizontal) boundaries:Eliminates the chain of commandHas limitless spans of controlUses empowered teams rather than departmentsEliminates external boundaries:Uses virtual, network, and modular

51、 organizational structures to get closer to stakeholders.66Exhibit 11-1: Contemporary Organizational Designs (cont.)1.3 Boundaryless OrganizationBoundaryless Organization 无边境组织-Virtual organizations 虚拟组织- an organization that consists of a small core of full-time employees and outside specialists te

52、mporarily hired as needed to work on projects.Research, sales, marketing, and social-media development例子：电影业Network organizations 网络组织- an organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processe

53、s.Outsource organizational function such as accounting, product distribution, and sales, even production模块组织，消费性企业，如耐克-开发与营销2. Organizing for collaborationInternal CollaborationExternal Collaboration692.1 Internal CollaborationCross-functional team - a work team composed of individuals from various

54、functional specialties.Exhibit 11-3: Benefits and Drawbacks of Collaborative WorkInternal Collaboration (cont.)Communities of practice - groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in that area by interacting on an

55、 ongoing basis.Ex: Pharmaceutical firm Pfizer- employee councils and networksExhibit 11-4: Making Communities of Practice Work2.2 External CollaborationOpen innovation - opening up the search for new ideas beyond the organizations boundaries and allowing innovations to easily transfer inward and outward.众包休闲农庄和休闲自