管理学（双语）chap7 Organizational Structure and Design课件

1、Chapter 7ORGANIZATIONALSTRUCTURE AND DESIGN7-1110-Management Functions- Planning - defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities (Ch6789)- Organizing arranging and structuring work to accomplish the organizations goals

2、(determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made)组织设计、权力配置 (Ch10)、人员配备 (Ch12)- Leading motivating, leading, and any other actions involved in dealing with people (Ch14151617)- Controlling - monitoring activi

3、ties to ensure that they are accomplished as planned (Ch1819)7-2210-1. Defining Organizational Structure P2662. Organizational Design Decisions P2743. Common Organizational Designs P278Outline7-3310-Teaching Objectives1. Define organizational structure and organizational design2. Describe the six ke

4、y elements of organizational structure3. Differentiate mechanistic and organic organizational design4. Identify the four contingency factors that influence organizational design5. Describe a simple structure, a functional structure, and a divisional structure6. Explain team, matrix, project structur

5、es and learning organization7-4410-Lead-in Case 事情发生在10月的某一天，地点在圣路易斯的巴恩斯医院。 戴安娜给院长戴维斯打来电话，要求和他见面。从戴安娜急促的声音中，院长感觉到发生了什么事情。他要戴安娜马上到他的办公室来。大约5分钟后，戴安娜来到了他的办公室，递给他一封辞职信。 “院长先生，我再也干不下去了。”戴安娜开始陈述，“我在产科当护士长已经四个月了，我简直没法干，我有两个上司，每个人都有不同的要求，都要求优先处理。让我举个例子吧，这是一件平常的事，但这样的事每天都在发生。昨天早晨7:45分，我来到办公室，发现桌上有主任护士杰克逊的一张纸

6、条，她告诉我，上午10:00需要一份床位利用情况的报告，以便下午向董事会汇报时使用。这份报告至少需一个半小时才能写出来。30分钟后，基层护士监督员乔伊斯，我的直接主管，走进来问我为什么有两位护士不在班上。我告诉她，外科主任雷诺兹医生要走了她们，说外科急症手术正缺人手借用一下。我不同意，但雷诺兹医生说只能这样办。您猜，乔伊斯说什么？立即让这些护士回产科部！一小时后我回来检查你是否把事情办好了。院长，类似的事情每天发生好多次。医院只能这样运作吗？” 7-6610- （1）这家医院在组织结构的运行上合理吗？为什么？ （2）如果你是戴安娜你将如何处理这些冲突的要求呢? （3）戴维斯院长能做些什么以改变

7、目前的现状呢?话 题7-7710-1. Defining Organizational Structure- organizational structure - the formal arrangement of jobs within an organization 是组织对工作任务进行分工、归类和协调的正式框架体 系。 界定了组织内部的劳动分工与专业化 使组织成员通过规则、过程等整合机制形成合作关系 定义了组织边界及组织与外部环境之间的界面7-9910-1. Defining Organizational Structure (cont.)- organizational design

8、- process of developing or changing an organizations structure 进行专业分工和建立使各部分相互有机地协调配合的系统的过程 组织设计的任务是建立组织结构、确定组织中 各成员的责权利和明确组织内部的相互关系 组织设计内容： 提供组织机构图、部门职能、岗位说明书7-101010-某房地产公司组织结构图 总裁工程总监市场总监财务总监行政总监地产研发部房产营销部规划设计部工程管理部人力资源部总裁办公室行政管理部财务管理部会计核算部7-111110-部 门 职 能 说 明 书部门名称：营销部直接上级：公司总经理主要职能：- 基本业务管理 - 市

9、场信息分析负责市场信息收集与处理兼管职能 :部门权力： 岗位设置： 经理： 1 名 副经理： 名 调研员： 名 信息员（数据库、档案建立与维护人员）： 名考核指标：7-121210-岗位说明书岗位名称：业务员所属部门：销售部岗位职级：直接上级：地区经理直接下属：无本职工作：指定区域的产品销售工作责任： 负责具体执行上级制订的销售计划； 配合本地区经销商开展产品促销工作； 负责及时向客户提供货物； 负责本人经手货款的及时回笼； 负责对客户资信的调查分析，并及时向上级提交有关客户资料； 保持与老客户的密切联系，积极开拓新客户； 注意收集和整理市场信息和本公司质量信息并及时向上级汇报； 在销售过程中

10、遵守公司各项制度，维护公司形象； 及时向上级汇报工作情况，并完成上级下达的各种临时性任务。主要权力： 在公司价格政策允许的范围内视情定价的权力； 对分管客户的考查权和选择建议权； 对所分管客户进行奖惩的建议权； 要求上级协助做好产品销售工作的权力； 在本职工作范围内按公司制度自主开展工作的权力。素质要求： 从事本公司产品营销工作一年以上，并具有较丰富的销售经验； 熟悉公司产品与消费群体； 具有较强的人际交往能力； 工作积极进取，吃苦耐劳，敢于承担责任； 做事踏实认真，忠于职守； 具有一定的市场学、心理学知识；7-131310-1. Defining Organizational Structu

11、re (cont.)- Design process involves six key elementsWork specializationDepartmentalizationChain of commandSpan of controlCentralization and decentralizationFormalization7-141410- Departmentalization- the basis by which jobs are grouped together functional - grouping jobs by functions performed produ

12、ct - grouping jobs by product line geographical - grouping jobs on the basis of geographical region process - grouping jobs on the basis of product or customer flow customer - grouping jobs on the basis of specific and unique customers who have common needs1. Defining Organizational Structure (cont.

13、)7-161610-Functional Departmentalization7-17AdvantagesEfficiencies from putting together similar specialties and people with common skills, knowledge, and orientationsCoordination within functional areaIn-depth specializationDisadvantagesPoor communication across functional areasLimited view of orga

14、nizational goals1710-Geographical Departmentalization7-19AdvantagesMore effective and efficient handling of specific regional issues that ariseServe needs of unique geographic markets betterDisadvantagesDuplication of functionsCan feel isolated from other organizational areas1910-Process Departmenta

15、lization7-20+More efficient flow of work activitiesCan only be used with certain types of products2010-Customer Departmentalization7-21+ Customers needs and problems can be met by specialists- Duplication of functions- Limited view of organizational goals2110-1. Defining Organization Structure (cont

16、.) Departmentalization (cont.)- large organizations combine most or all forms of departmentalization- Todays view: trends customer departmentalization is increasingly being used- better able to monitor and respond to customer needs cross-functional teams are becoming popular- groups of individuals w

17、ho are experts in various specialties- involved in all aspects of bringing a new product to market7-222210-1. Defining Organization Structure (cont.)Chain of Command- continuous line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whomauth

18、ority - the rights inherent in a managerial position to tell people what to do and to expect them to do itresponsibility - the obligation to perform any assigned dutiesunity of command the management principle that each person should report to only one manager7-23 Todays view: - These traditional co

19、ncepts are less relevant.2310-1. Defining Organization Structure (cont.) Span of ControlThe number of employees who can be effectively and efficiently supervised by a manager.Width of span is affected by:Skills and abilities of the managerEmployee characteristicsSimilarity of tasksComplexity of task

20、sPhysical proximity of subordinatesStandardization of tasks The trend in recent years has been toward larger spans of control7-242410-1. Defining Organization Structure (cont) CentralizationThe degree to which decision-making is concentrated at upper levels of the organization. Organizations in whic

21、h top managers make all the decisions and lower-level employees simply carry out those orders. DecentralizationOrganizations in which decision-making is pushed down to the managers who are closest to the action.7-262610-1. Defining Organization Structure (cont)- Another term is employee empowerment

22、Increasing the decision-making authority (power) of employees. 授权的益处高层管理者从日常事务中摆脱出来提高下属的积极性和责任感增长下属的才干充分发挥下属的潜能 7-27Todays view: decentralizing decision making2710-1. Defining Organization Structure (cont.) FormalizationThe degree to which jobs within the organization are standardized and the extent

23、 to which employee behavior is guided by rules and procedures.Highly formalized jobs offer little discretion over what is to be done.Low formalization means fewer constraints on how employees do their work. Todays view: less reliant on strict rules and standardization7-292910-2. Organizational Desig

24、n Decisions Mechanistic Versus Organic Organization High specialization Rigid departmentalization Clear chain of command Narrow spans of control Centralization High formalizationA rigid and tightly controlled structure Cross-functional teams Cross-hierarchical teams Free flow of information Wide spa

25、ns of control Decentralization Low formalizationA highly flexible andadaptable structure7-303010-2. Organizational Design Decisions (cont.) -Contingency FactorsStructural decisions are influenced by:Overall strategy of the organizationOrganizational structure follows strategy.Size of the organizatio

26、nFirms change from organic to mechanistic organizations as they grow in size.Technology used by the organizationFirms adapt their structure to the technology they use.Degree of environmental uncertaintyDynamic environments require organic structures; mechanistic structures need stable environments.7

27、-313110-2. Organizational Design Decisions (cont.) -Contingency Factors (cont.)Strategy Frameworks:Innovation (Differentiation)Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring.Cost minimization (Cost leadership)Focusing on tightly controlling cos

28、ts requires a mechanistic structure for the organization.ImitationMinimizing risks and maximizing profitability by copying market leaders requires both organic and mechanistic elements in the organizations structure.7-323210-2. Organizational Design Decisions (cont.) - Contingency Factors (cont.) Si

29、ze and Structure - As an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations. 一般来说，规模越大，越专门化，标准化，规章制度越多，越正规。7-333310-2. Organizational Design Decisions (cont.) -Contingency

30、Factors (cont.) Technology and StructureOrganizations adapt their structures to their technology.Woodwards classification of firms based on the complexity of the technology employed:Unit production : organic organizationsMass production : mechanistic organizationsProcess production : organic organiz

31、ationsRoutine technology = mechanistic organizationsNon-routine technology = organic organizations7-343410-2. Organizational Design Decisions (cont.) -Contingency Factors (cont.) Environmental Uncertainty and StructureMechanistic organizational structures tend to be most effective in stable and simp

32、le environments.The flexibility of organic organizational structures is better suited for dynamic and complex environments.7-353510-3. Common Organizational Designs-Traditional Organizational DesignsSimple structureLow departmentalization, wide spans of control, centralized authority, little formali

33、zationFunctional structureDepartmentalization by functionOperations, finance, human resources, and product research and developmentDivisional structureAn organizational structure made up of separate, semi-autonomous units or divisions.7-363610-3. Common Organizational Designs (cont.)-Traditional Org

34、anizational Designs (cont.)- Simple Structure - An organizational design with low departmentalization, wide spans of control, centralized authority, and little formalization- commonly used by small businesses- as organizations increase in size, the structure tends to become more specialized and form

35、alized7-37营业员1收银员小百货店老板营业员23710-3. Common Organizational Designs (cont.)-Traditional Organizational Designs (cont.)- Functional Structure - An organizational design that groups similar or related occupational specialties together. （departmentalization by function）厂长人力资源部财务部销售部研发部生产车间主任班组长班组长班组长7-383

36、810-3. Common Organizational Designs (cont.) -Traditional Organizational Designs (cont.) Divisional Structure - Composed of separate business units or divisions.- each division has limited autonomy- parent corporation acts as an external overseer to coordinate and control the divisions provides supp

37、ort services7-393910-董事会总经理事业部工程职能部门职能部门职能部门职能部门事业部事业部生产工厂会计销售工厂工厂7-404010- 1920年，斯隆在通用汽车公司最早引入了事业部制。 美国通汽车公司、杜邦公司被认为是事业部型结构 的创新者。美国通用汽车公司 1921年，为了解决产品多样化、产品设计、信息传递和各部门决策协调问题，通用汽车公司新任总裁斯隆决定不建立单一的、集中化的、按职能划分部门的组织。因为该公司的规模太大、活动太多、太复杂、太分散，无法用该种组织形式加以控制。于是创立了新型的多部门组织结构，让各个事业部管理人员基本享有针对各细分市场的经营决策自主权。公司总部

38、不再插手日常事务，主要执行战略决策、计划协调、监督等职能，并负责研发、资金、法律等问题。这种组织结构的改革为通用创造了竞争优势，使其超越了福特公司。7-414110-事业部型结构特点 分权管理，总公司成为投资决策中心，事业部是利润中心，下属的生产单位是是成本中心，实行“集中政策下的分散经营”。事业部在不违背公司总目标、总方针和总计划的前提下，充分发挥主观能动性，自主管理其日常的生产活动。总公司只保留预算、人事任免和重大问题的决策权等权力，并运用利润等指标对事业部进行控制。7-424210-Strengths and Weakness of Common Traditional Organiza

39、tional Designs7-434310- Case Study: 浪涛公司 7-444410-3. Common Organizational Designs -Contemporary Organizational Designs Team-Based Structures An organizational structure in which the entire organization is made up of work groups or teams.- employee empowerment is crucial- teams responsible for all work activity and performance- complements functional or divisional structures in large organizations allows efficiency of a bureaucracy provides flexibility of teams7-454510-3. Common Organizational Designs (cont.) -Contemporary Organizational Designs (cont