管理新思维与素质培养七

1、管理新思维与素质培养The Management Revolution1第七课 建立基础：组织的设计Laying the Groundwork: Organizational Design2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

2、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。3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。 4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，

3、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。 5 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6组织工作的内容组织结构设计程序常见的组织结构

4、形式组织变革与发展7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。8 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 93）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10一、组织设计

5、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部门职能说明书岗位职责说明书公司组织结构图公司部门岗位功能划分责任分解组织设计的基本成果11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。12组织机构图示例总经理参谋部门综合管理部

6、门职能管理部门综合服务部门业务管理部门业务服务部门业务部门13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基本信息分管上级对部门进行定位，明确它在组织中所处的位置，以及部门工作的汇报关系。下属部室部门本职描述部门“做什么”，概括了主要的工作部门宗旨阐明了设置该部门的目的，描述部门“为什么”做这些工作，以及要实现的最终目标。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

7、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。 14岗位职责说明书的元素说明岗位职责说明书岗位编号为便于归类、查阅，给各岗位按一定标准编号职 系所属系列（如技术系列、管理系列等）职 级通过岗位评估可以给每个岗位确定相应的职级。岗位职责说明书上标明的岗位职级将与薪金标准相对应。薪金标准直接上级对岗位进行定位，明确各个岗位在组织中、部门中所处的位置，以及岗位之间的汇报关系。直接下属晋升岗位反映该岗位未来的发展空间岗位概要以一句话概括该岗位主要的工作工作描述分为重点工作、一般工作主要责任该岗位所承担的责

8、任。岗位权力为完成岗位职责而应当具备的权力。 任职资格从资历、技能、素质等方面描述该岗位应具备的最低条件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15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

9、战略 技术 组织规模 人的行为16机械结构与有机结构的对比 刚性结构柔性结构1.有正式组织及明确的领导关系 1.领导关系不太明确，经常变动 2.分工细致，有明确的任务、权责规定 2.分工较粗，员工共同承担部门的任务 3.规范化的规章和程序 3.规范化的规章、程序较少 4.决策权限集中于上层 4.决策权限下移（授权） 5.主要靠纵向沟通 5.主要靠横向沟通 6.直线职能制为主 6.事业部制或矩阵结构 17Organizational DesignsTraditional Organizational DesignsSimple Structure - low departmentalizatio

10、n, wide spans of control, authority centralized in a single person, and little formalizationcommonly used by small businessesas organizations increase in size, the structure tends to become more specialized and formalizedFunctional Structure - groups similar or related occupational specialties toget

11、her Prentice Hall, 200210-1818Traditional Organizational Designs (cont.)Divisional Structure - composed of separate divisionseach division has relatively limited autonomyparent corporation acts as an external overseer to coordinate and control the divisionsprovides support services Prentice Hall, 20

12、0210-1919Common Organizational Designs Contemporary Organizational Designs Matrix Structure - assigns specialists from different functional departments to work on projects led by project managersadds vertical dimension to the traditional horizontal functional departmentscreates a dual chain of comma

13、ndviolates unity of commandproject managers have authority in areas relative to the projects goalsfunctional managers retain authority over human resource decisions (e.g., promotions) Prentice Hall, 200210-2020Contemporary Organizational Designs (cont.)Learning Organization - an organizational mind-

14、set rather than a specific organizational designhas developed the capacity to continuously adaptall members take an active role in identifying and resolving work-related issuespractice knowledge management by continually acquiring and sharing new knowledgeenvironment is conducive to open communicati

15、onempowered teams are importantleadership creates a shared vision for the futureorganizational culture provides sense of community Prentice Hall, 200210-2121Characteristics Of A Learning OrganizationOrganizational Design Boundaryless Teams EmpowermentOrganizational Culture Strong Mutual Relationship

16、s Sense of Community Caring TrustInformation Sharing Open Timely AccurateLeadership Shared Vision CollaborationTheLearningOrganization Prentice Hall, 200210-2222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

17、建“精瘦”的管理结构进行了一系列结构性调整 23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。24What are the new developments in organization structures?Network structuresA central core that is linked through networks of relationships with contractors and outside suppliers of essential ser

18、vices.Use communications and information technology to support shifting strategic alliances and strategic contracts.25What 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 o

19、verhead costs and increased operating efficiency.Permits operations across great distances. 26What 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 act

20、ivities.Potential lack of loyalty among infrequently used contractors.27What are the new developments in organization structures?Boundaryless organizationsOrganizations in which teamwork and intense communication take the place of formal lines of authority.Break down internal boundaries.Key requirem

21、ents:Absence of hierarchyEmpowerment of team membersAcceptance of impermanence28What are the new developments in organization structures?Virtual organizationA special form of boundaryless organization.An organization that operates in a shifting network of external strategic alliances that are engage

22、d as needed, and typically supported by extensive IT utilization.29What organizing trends are changing the workplace?Contemporary organizing trends include:Shorter chains of commandLess unity of commandWider spans of controlMore delegation and empowermentDecentralization with centralizationReduced u

23、se of staff30What organizing trends are changing the workplace?Shorter chains of commandThe 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.Fla

24、tter structures are viewed as a competitive advantage.31What organizing trends are changing the workplace?Less unity of commandEach 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 ho

25、rizontal structures.Organizations are becoming more customer conscious.Employees often find themselves working for more than one boss.32What organizing trends are changing the workplace?Wider spans of controlThe number of persons reporting directly to a manager.Current organizing trend:Organizations

26、 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.33What organizing trends are changing the workplace?More delegation and empowermentDel

27、egation 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

28、levels.34What organizing trends are changing the workplace?Decentralization with centralizationCentralization 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 t

29、he organization.35What organizing trends are changing the workplace?Decentralization with centralizationCurrent organizing trend:Empowerment and related forces contribute to more decentralization in organizations.Advances in information technology allow for the retention of centralized control.36What 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 smal