媒体管理概论-组织

媒体管理概论第二部分媒体组织1WANGHong,TVDept.CUC媒介行业Star模型

2.1战略

2.2组织结构

2.3人员发展2WANGHong,TVDept.CUC媒介:一个，还是多个行业？3WANGHong,TVDept.CUC媒介行业多样的多变的快节奏的4WANGHong,TVDept.CUC媒介行业的主要细分方式：主要的收入来源出售的产品和服务发布的频道目标群体顾客互动的程度下级划分：运用极其不同的商业模式如：电视

免费（商业）电视、公共广播和各种形式的付费电视。地面转播的、卫星电视、有线电视网络，或者互联网节目流。5WANGHong,TVDept.CUC媒介领域传统方式印刷产品：书、报纸和杂志电子产品：电影、电视、广播、游戏、音乐、互联网和移动内容6WANGHong,TVDept.CUC其它方面:易变性顾客范围内容种类价值链中的位置顾客焦点收入模式7WANGHong,TVDept.CUC易变性某些媒介领域是强烈地靠成功驱动的。

由于依赖于公司是否能制造轰动一时的产品，销售额和利润可能会变化很大。

如：现代音乐和电影、消费书和杂志（为了其新的发布会而准备的）。成功驱动的行业8WANGHong,TVDept.CUC易变性2.有些领域依靠稳定的消费模式如：报纸已被普遍接受的杂志，其销售额确实是每一期都在变化的

取决于话题如何，但是总体来说，变动是有限的。9WANGHong,TVDept.CUC易变性电视频道和小报处于成功推动和稳定消费之间的某个位置。10WANGHong,TVDept.CUC成功驱动稳定的消费模式电视频道和小报易变性11WANGHong,TVDept.CUC顾客范围典型的大众媒介赢利模式基于最大化其所获得的使用者－如：在广泛界定的目标范围内的消费者数量－不了解具体的个人。

如：开路电视和单一拷贝的报纸或杂志。关键的技能在于理解媒介使用者的需要，可通过市场研究，

精细调整内容，

满足需要的整合/包装以及对产品的大众市场推广12WANGHong,TVDept.CUC顾客范围2.其它领域关注于同其使用者建立个别的关系，媒体知道使用者的名字和地址。这些领域的焦点在于获取最有利可图的顾客，充分利用用户平均收益（ARPUaveragerevenueperuser）和减少订户的损失。

如：订阅的印刷产品、付费有线电视运营商，或互联网服务供应商。.13WANGHong,TVDept.CUC内容种类聚焦于新闻和信息的媒体专门作娱乐的媒体混合提供聚焦于新闻的企业不得不应对政治的敏感性，并在保证客观性上要严格得多。

如：日报、新闻频道、商业杂志。14WANGHong,TVDept.CUC在价值链中的位置仅仅有几种媒介企业是真正自己制造内容的：报纸、杂志和电影。大多数的媒介是在做辨别有吸引力的内容、包装它，再推广它的事情。

如：CD、电视编排、报纸和杂志的版面设计有些发布者，那些经营平台的公司，一方面管理基础设施，另一方面建立和具体的终端用户的关系。

如：有线电视、互联网服务商或卫星天线提供商15WANGHong,TVDept.CUC顾客焦点1.–以商业为目标的媒体公司-从事教育，或学术，金融或商业信息的机构2.以终端个人客户为目标的公司每一种标准都需要考虑到不同的焦点，如内容、销售额和市场推广的方法。16WANGHong,TVDept.CUC收入模式以广告为收入来源的媒体（广告媒体）很多媒体业务至少是部分地有广告来资助的。

如：免费电视、报纸（尤其是大开本报纸），和特定类型的杂志，如高端时装杂志。客户收益资助的媒体一些媒体大部分是通过客户收益资助的。

如：以订户为基础的，或单本拷贝为基础的17WANGHong,TVDept.CUC不同的收入在媒体领域中是分开的。Thedifferentrevenuesplitsoutacrossmediasectors.依靠收入来源，其对内容、市场推广和销售都有深远的含义。-媒体公司要考虑广告商的目标群体吗？18WANGHong,TVDept.CUC媒介行业的共性几乎所有的媒介企业都面临五中主要的挑战：管理短命的产品处理三方市场界面应对易变性处理多样的本地市场，而不是真正的国际市场平衡彼此冲突的经济和更多的社会目标19WANGHong,TVDept.CUC短命的商品：内容内容首先是无形的，并依赖于时尚、潮流和灵感。常常每天都要创造新的，而且大多是短命的（除了几个经久不衰的）。如：体育或新闻的直播。例子:a.一般说来，一个电视频道的内容组合有三到五年的寿命，除了几个走红的节目，如《幸运轮》、《好日子，坏日子》。b.核心印刷品，如：Elle内容一直在变化以反应最近的新闻和潮流。20WANGHong,TVDept.CUC

结论：与大多数其它行业的个案不同，今天的媒体赢家更有可能是明天的失败者。创造的过程受制于快速且频繁的变化，处于这一过程的顶端的挑战，使得媒介成为“人的行业”。21WANGHong,TVDept.CUC媒介参与者在三个不同的市场竞争最终消费者作者广告商媒体公司发行/覆盖价格收入订户收入票作者和艺术家的合约许可和版权交易内容辛迪加播出时间和广告空间销售活动赞助来源:McKinseyanalyses22WANGHong,TVDept.CUC2.ComplexmarketstructureMediacompaniesgenerallycompeteonthreefronts:Forcompellingcontent(authormarket)Forend-consumerattentionandspending(consumermarket)Forcorporatemarketingbudgets(advertisersandsponsorsmarket)Publisherstryingtoequallyattractivetoaudiencesasdiverseaswriters,readersandadvertisersmustbalancetheireffortsverycarefullyandoftenstillrunintoconflictsofinterest.23WANGHong,TVDept.CUC3.Mediaindustry-veryvolatileincomparisontootherindustries

IndustryrevenuestendtobecyclicalAdvertisingspend,especially,isstronglycorrelatedtoGDP24WANGHong,TVDept.CUCRevenuesareingeneralalsoverydependentonsinglehits.Inmanycases,creatingandmarketingnewproductssuchasTVshows,CDsorfilmsinvolveshighuncertaintyastoconsumeracceptance.Example:80%ofthenewprime-timeshowsintheUSAarenotrenewedforasecondseasonontheair.Highlevelofuncertainty,combinedwiththeindustry’shighproductioncosts,presentsveryhighrisk,notunlikecaredevelopment.Asaresult,thesystematicriskcomponentofthecostofcapitalinthemediaindustry(called‘Beta’inthefinancialjargon)issignificantlyaboveaverage.25WANGHong,TVDept.CUC4.Mediamarkets:local,ratherthanglobal,contentmarketsOnlyafewcharactershaveglobalappeal,suchasMickeyMouse.Ofthetop20best-ratedTVshowsinEurope,itiscommonthat80to90%arelocal.Onlythosepan-Europeanchannelswithuniquelycompellingbrandsandcontentcanattractlargeadvertisingbudgets,suchasEurosport.ThelargestUSmediacompanieshavehadsofaronlylimitedsuccessintheirgeographicexpansion,andhavenotmanagedtogenerateasubstantialshareoftheirrevenuesoutsidetheUSAandrelatedEnglish-speakingmarkets.26WANGHong,TVDept.CUC5.

Mediacompanies:importantrole

Mediacompaniesplayanimportantroleinsocietyastheyfilterandcommentoninformationanddeterminethe‘quality’ofentertainmentoffered.Media:organizationswithsocialresponsibility?Howtobalancethesocialresponsibilitywithprofit-maximizingobjectives.Theyoftenhavetocopewithpoliticalpressureandpowerplays.Mediacompanieshavetohaveobjectiveswhichgobeyondeconomicvaluecreationandhaveavisiononhowtheyshouldcontributetosociety.Thisisuncommonformediacompanies-especiallythosethatareprivatelyowned,andalsoforsomepubliclylistedcompanies.27WANGHong,TVDept.CUCTheUniqueCharacteristicsofMediaFirms28WANGHong,TVDept.CUCTheUniqueCharacteristicsofMediaFirmsNatureoftheproductTypesofEmployeesSpecialorganizationalfactorsinmediacompaniesMedia’suniqueroleinsocietyBlurringoflinesbetweentraditionalmedia29WANGHong,TVDept.CUCNatureoftheproductMostmediafirmsproduceaperishablecommodity–information>onceamessagereachesitsaudienceitlosesmuchofitsvalue.>Effectiveness,timeliness,andperishablilityarecloselyintertwined.

30WANGHong,TVDept.CUCImplications:Mediacompaniesmustproduceanewproductduringeveryproductioncycle.-nonmedia:anychangesbetweencycleareusuallymadeinthepackagingoftheproduct,notcontent.-media:thepackagingremainsthesame,butthecontentoftheproductmustbedevelopedfromscratch.Itcreatesenormousdeadlinepressure,whichdemandsahighlycoordinatedworkflow.Itrequiresconstantcreativityandinnovationonthepartofmediaworkers.31WANGHong,TVDept.CUCTypesofEmployeesThenatureofaninformationproductdemandsthat:thestaffshouldbeeducated,professional,extremelyhardworking,and,inmanycases,verycreative.Mostlytheydonotworkatworkplaceunderthesupervisionofmanagers.Messagedevelopmentisnotarepetitiveprocess,soexperiencedprofessionalscannotteachnewworkersexactlyhowtowriteastoryorcreateanadvertisement.Manymediaemployeesviewthemselvesasmembersofaprofession,notasworkersfortheiremployer.32WANGHong,TVDept.CUCSpecialorganizationalfactorsinmediacompaniesAflexible,horizontalstructureismoresuitabletomediafirmsthanthetraditional,rigid,verticalhierarchy.Thestructuremustaccomplishtwosomewhatcontradictoryobjectives:1.producingmediaproductsinanorderlyfashionsocrucialproductiondeadlinescanbemet,2.producingmediaproductscontainingfresh,innovative,informative,high-qualitymessages.33WANGHong,TVDept.CUCMedia’suniqueroleinsocietyWatchdogsandinterpretersofpublicissuesandeventsManystatutesaredirectedatthemedia:copyright,libel,slander,defamation,shield,andprivacy.34WANGHong,TVDept.CUCResultsbroughtbytheuniqueroleInformationcompaniesarefarmorevisiblethanmostbusinesses.Moreattentionisgiventothemistakesofthemedia.Morestatusbroughtbytheorganizationwhichisgrantedapowerfulanduniqueroleinthissocietybytheenvironment.Intheinformation-basedsociety,themediahaveadisproportionate,particularlyvisible,andofteninfluentialrole.35WANGHong,TVDept.CUCBlurringoflinesbetweentraditionalmediaAmediacompanyistodaymoreacompanywhichoperatesindifferentmediasectorsatthesametime.Mediaconvergence36WANGHong,TVDept.CUCBasicconceptsandmodelsinmanagement37WANGHong,TVDept.CUCDefinition:ValueChainAvaluechainisachainofactivities.Productspassthroughallactivitiesofthechaininorderandateachactivitytheproductgainssomevalue.Thechainofactivitiesgivestheproductsmoreaddedvaluethanthesumofaddedvaluesofallactivities.38WANGHong,TVDept.CUC39WANGHong,TVDept.CUCItisimportantnottomixtheconceptofthevaluechainwiththecostsoccurringthroughouttheactivities.Case:Adiamondcuttercanbeusedasanexampleofthedifference.Thecuttingactivitymayhavealowcost,buttheactivityaddsmuchofthevaluetotheendproduct,sincearoughdiamondissignificantlylessvaluablethanacutdiamond.40WANGHong,TVDept.CUCInfrastructureProgrammerMajorValuePoints–strategicplanning,innovativemanagement,customerinformationsystem,andfinanceServiceProviderMajorValuePoints–strategicplanning,innovativemanagement,flatterCSRstructure,finance,governmentrelations,&E-commercearrangementHumanResourcesManagementProgrammerMajorValuePoints–incentivestoencouragecreativityServiceProviderMajorValuePoints–generalpersonnelmanagement,integratedpersonnelTechnologicalDevelopmentProgrammerMajorValuePoints–technologiesthatenabledifferentiationandmultiplatformpresentationsServiceProviderMajorValuePoints–consumer-centered,integratedproductdevelopmentProcurementProgrammerMajorValuePoints–accesstocreativetalents,agents,andcontentsServiceProviderMajorValuePoints–accesstovaluable,brandedcontentandcontentenhancementtechnologiesInboundLogisticsProgrammerMajorValuePoints–efficiencyandcostcontrol(minimal)ServiceProviderMajorValuePoints–efficiencyandcostcontrol(minimal)OperationsProgrammerMajorValuePoints–contentselectionandscheduling,rapidcontentcustomizationtospecificcustomerneedsServiceProviderMajorValuePoints–packagingbundling,ande-producttransformationOutboundLogisticsProgrammerMajorValuePoints–efficiencyandcostcontrol(minimal)ServiceProviderMajorValuePoints–consumer-centereddeliveryandcostcontrolMarketingandSalesProgrammerMajorValuePoints–selectionofdistributionchannels,promotion/brandingofproducts,developandsupportsalesforceServiceProviderMajorValuePoints–packaging,branding,promotion,developmentofinnovativesalesforceande-commercemechanismsServiceProgrammerMajorValuePoints–content/functionenhancementServiceProviderMajorValuePoints–content/functionenhancement41WANGHong,TVDept.CUCModel:Porter’sFiveForcesModelPorter'sfiveforcesanalysisisaframeworkfortheindustryanalysisandbusinessstrategydevelopmentdevelopedbyMichaelE.PorterofHarvardBusinessSchoolin1979.ItusesconceptsdevelopedinIndustrialOrganization(IO)economicstoderivefiveforceswhichdeterminethecompetitiveintensityandthereforeattractivenessofamarket.Attractivenessinthiscontextreferstotheoverallindustryprofitability.An"unattractive"industryisonewherethecombinationofforcesactstodrivedownoverallprofitability.Averyunattractiveindustrywouldbeoneapproaching"purecompetition".42WANGHong,TVDept.CUC43WANGHong,TVDept.CUCThethreatofsubstituteproducts

Theexistenceofclosesubstituteproductsincreasesthepropensity(倾向）ofcustomerstoswitchtoalternativesinresponsetopriceincreases(highelasticityofdemand).buyerpropensitytosubstituterelativepriceperformanceofsubstitutesbuyerswitchingcostsperceivedlevelofproductdifferentiation44WANGHong,TVDept.CUCThethreatoftheentryofnewcompetitors

Profitablemarketsthatyieldhighreturnswilldrawfirms.Thisresultsinmanynewentrants,whichwilleffectivelydecreaseprofitability.Unlesstheentryofnewfirmscanbeblockedbyincumbents(先入者，占市场份额较大的公司）,theprofitratewillfalltowardsacompetitivelevel(perfectcompetition).theexistenceofbarrierstoentry(patents,rights,etc.)economiesofproductdifferencesbrandequity

switchingcostsorsunkcostscapitalrequirementsaccesstodistributionabsolutecostadvantageslearningcurveadvantagesexpectedretaliationbyincumbentsgovernmentpolicies

45WANGHong,TVDept.CUCTheintensityofcompetitiverivalry

Formostindustries,thisisthemajordeterminantofthecompetitivenessoftheindustry.Sometimesrivalscompeteaggressivelyandsometimesrivalscompeteinnon-pricedimensionssuchasinnovation,marketing,etc.numberofcompetitorsrateofindustrygrowthintermittentindustryovercapacityexitbarriersdiversityofcompetitorsinformationalcomplexityandasymmetryfixedcostallocationpervalueaddedlevelofadvertisingexpenseEconomiesofscaleSustainablecompetitiveadvantagethroughimprovisation46WANGHong,TVDept.CUCThebargainingpowerofcustomers

Alsodescribedasthemarketofoutputs.Theabilityofcustomerstoputthefirmunderpressureanditalsoaffectsthecustomer'ssensitivitytopricechanges.buyerconcentrationtofirmconcentrationratiodegreeofdependencyuponexistingchannelsofdistributionbargainingleverage,particularlyinindustrieswithhighfixedcostsbuyervolumebuyerswitchingcostsrelativetofirmswitchingcostsbuyerinformationavailabilityabilitytobackwardintegrateavailabilityofexistingsubstituteproductsbuyerpricesensitivitydifferentialadvantage(uniqueness)ofindustryproducts47WANGHong,TVDept.CUCThebargainingpowerofsuppliers

Alsodescribedasmarketofinputs.Suppliersofrawmaterials,components,labor,andservices(suchasexpertise)tothefirmcanbeasourceofpoweroverthefirm.Suppliersmayrefusetoworkwiththefirm,ore.g.chargeexcessivelyhighpricesforuniqueresources.supplierswitchingcostsrelativetofirmswitchingcostsdegreeofdifferentiationofinputspresenceofsubstituteinputssupplierconcentrationtofirmconcentrationratioemployeesolidarity(e.g.laborunions)threatofforwardintegrationbysuppliersrelativetothethreatofbackwardintegrationbyfirmscostofinputsrelativetosellingpriceoftheproduct.48WANGHong,TVDept.CUC49WANGHong,TVDept.CUCThesethreegenericstrategiesaredefinedalongtwodimensions:strategicscopeandstrategicstrength.

Strategicscopeisademand-sidedimensionandlooksatthesizeandcompositionofthemarketyouintendtotarget.Strategicstrengthisasupply-sidedimensionandlooksatthestrengthorcorecompetencyofthefirm.Inparticularheidentifiedtwocompetenciesthathefeltweremostimportant:productdifferentiationandproductcost(efficiency).50WANGHong,TVDept.CUCTheresource-basedviewofstrategicadvantage

Source:JayB.Barney

Valuable? Rare? Costly/difficultWellexploitedCompetitive toimitate?

bythefirm?

ImplicationNo - - -

DisadvantageYes No -

ParityYes Yes No

Temporaryadv.Yes Yes Yes

Yes

Sustainable

advantage51WANGHong,TVDept.CUCOrganization52WANGHong,TVDept.CUCOrganizationDefinition:Organizationsare:socialentitiesthataregoaldirected,aredesignedasdeliberatelystructuredandcoordinatedactivitysystems,andarelinkedtotheexternalenvironment.53WANGHong,TVDept.CUCOrganizationAnorganizationexistswhenpeopleinteractwithoneanothertoperformessentialfunctionsthathelpattaingoals.54WANGHong,TVDept.CUC

AnInformation-ProcessingViewofOrganizations-Anorganizationprocessesinformationinordertocoordinateandcontrolitsactivities.

-Information“channelscanbecreatedorabandoned,andtheircapacitiesandthetypesofsignalstobetransmittedoverthemaresubjecttochoice,achoicebasedonacomparisonofbenefitsandcosts”(Arrow,1974)55WANGHong,TVDept.CUCAnInformation-ProcessingViewofOrganizations

-Organizationaldesignproblemisaninformation-processingproblem:”thegreatertheuncertaintyofthetask,thegreatertheamountofinformationthathastobeprocessedbetweendecisionmakers”(Galbraith,1974,p.28)56WANGHong,TVDept.CUCAnInformation-ProcessingViewofOrganizationsOrganizationdesign:-isanormativesciencethatfocusesoncreatinganorganizationtoobtaingivengoals.-hastomatchthedemandforinformationprocessingwiththeinformation-processingcapacityoftheorganization.57WANGHong,TVDept.CUCEffectiveness:ifitrealizesitspurposeandaccomplishesitsgoals.Efficiency:ifitutilizestheleastamountofresourcesnecessarytoobtainitsproductsorservices.Viability:ifitexistsoveralongperiodoftime.Threeparamountcriteriainorganizationdesign58WANGHong,TVDept.CUCCriteriainOrganizationDesignEffectivenessismeasuredbyhowwelltheorganizationproducesgoodsorservicesthatarevalued,anexternalmeasure.-theorganization’soutputsmustbedesiredbysomeone,eitheracustomerorthepublicatlarge.·Efficiencyisincreasedwithfewerresourcesutilizedormoreproductscreated,isaninternalmeasure.59WANGHong,TVDept.CUCEffectiveness

≠EfficiencyEffectiveness:doingtherightthingEfficiency:doingitrightThefundamentalorganizationaldesignproblem:tostructuretheorganizationtobeefficient,effectiveandviable.→Providegeneralguidanceinselectingappropriateorganizationalconfigurationsandorganizationalproperties.60WANGHong,TVDept.CUC

Organizationalfit:isameasureofhowwellthestructurefacilitatescoordinatedactivities-bothinternallyandexternally.Misfitoforganizationalstructure:thestructuredoesnotfacilitatetheneededcoordination.

61WANGHong,TVDept.CUCFundamentaldesigncriterion:-theorganizationmustfittogethertoobtaincoordinatedactivities;-theorganizationmustfititsenvironmentandstrategysothatitsactivitiesmakeitviableinthelargerworld62WANGHong,TVDept.CUCStaticOrganizationDesign-Basedonthepresentstrategytoresearchthepresentorganizationandtomakeitmoreeffectiveandefficiency63WANGHong,TVDept.CUC

Frameworkfororganizationdesign-isthefoundationonwhichacompanybasesitsdesignchoices-consistsofaseriesofdesignpoliciesthatiscontrollablebymanagementandcaninfluenceemployeebehavior-thepoliciesarethetoolswithwhichtheresearchercouldshapethedecisionsandbehaviorsoftheirorganizationeffectively64WANGHong,TVDept.CUC65WANGHong,TVDept.CUC

TheStarModel

-Strategy,whichdeterminesdirection-Structure,whichdeterminesthelocationofdecision-makingpower-Process,whichhavetodowiththeflowofinformation,alsocalledcoordination-Rewardsandrewardssystems,whichinfluencethemotivationofpeopletoperformandaddressorganizationalgoals-People,whichinfluenceandfrequentlydefinetheemployees’mind-setsandskills66WANGHong,TVDept.CUCStrategyPeopleStructureRewardsProcessTheStarModelDirectionSkillsandmind-setsPowerMotivationInforma-tion67WANGHong,TVDept.CUC

DesignProcess:1.DescribePresentStrategy2.DescribetheOrganization(focusonstructureandprocess)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizeorcoordinate?

68WANGHong,TVDept.CUC

DesignProcess:1.DescribePresentStrategy

2.DescribetheOrganization(focusonstructure)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizationorcoordinaton?

69WANGHong,TVDept.CUC“StructureFollowsStrategy”Chandler(1962)70WANGHong,TVDept.CUCMissionTheoverallgoalforanorganizationisoftencalledthemission—theorganization’sreasonforexistence.Themissiondescribestheorganization’svision,itssharedvaluesandbeliefs,anditsreasonforbeing.Itcanhaveapowerfulimpactonanorganization.mission=officialgoals71WANGHong,TVDept.CUCOrganizationalStrategiesandDesignAstrategyisaplanforinteractingwiththecompetitiveenvironmenttoachieveorganizationalgoals.Goal:definewheretheorganizationwantstogoStrategies:definehowitwillgetthere.72WANGHong,TVDept.CUCExample:Goal:15%annualsalesgrowth.Strategies:thatgoalmightincludeaggressiveadvertisingtoattractnewcustomers,motivatingsalespeopletoincreasetheaveragesizeofcustomerpurchases,etc.73WANGHong,TVDept.CUC

“StrategyFollowsStructure”?HallandSaias(1980),Frederickson(1984,1986),Kuhn(1979,1986)74WANGHong,TVDept.CUCSARFTTheStateAdministrationofRadio,FilmandTelevisionPropagandaDepartmentoftheCPCCentralCommitteeInformationOffice(StateCouncil)ForeignPropagandaOffice(CPCCentralCommittee)StateCouncilOrders,directions,policiesandguidelineAppointmentAdvertisersAudienceChinaCentralTelevisionCCTVTimewithAudienceMoneyInformationEntertainmentAttention&money75WANGHong,TVDept.CUCCCTV’sStrategy:It’smission:themouthpieceoftheparty,governmentandthepublicIt’sgoals:basedonthefulfillmentofthemissiontomaximizetheprofitthroughbuildingfamouschannelbrandsinChina.

………………

Whataboutthepublic?

76WANGHong,TVDept.CUC

DesignProcess:

1.DescribePresentStrategy2.DescribetheOrganization(focusonstructure)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizationorcoordinaton?

77WANGHong,TVDept.CUC

ResearchPoint:OrganizationalStructure-Specialization-Shape-Distributionofpower-Departmentalization78WANGHong,TVDept.CUCSpecialization:-referstothetypesandnumbersofspecialtiestobeusedinperformingthework.Shape:-determinedbythenumberofpeopleformingdepartmentsateachhierarchicallevel.thenumberofpeopleinadepartment:spanofcontrol79WANGHong,TVDept.CUC

DistributionofPower:Verticaldistributionofdecision-makingpowerandauthoritycentralizationordecentralizationHorizontaldistributionofpowertheleaderneedstoshiftpowertothedepartmentdealingwithmission-criticalissues80WANGHong,TVDept.CUC

DepartmentalizationorConfiguration:-referstothechoiceofdepartmentstointegratethespecializedworkandformahierarchyofdepartments-thechoiceoftypeofdepartmentismadeateachhierarchicallevel81WANGHong,TVDept.CUCBasicformsofdepartmentform:FunctionalstructureDivisionalstructureMatrixstructure82WANGHong,TVDept.CUCHEADQUARTERSTopManagementDEPARTMENTOperationsDEPARTMENTMarketingDEPARTMENTFinanceDEPARTMENTHumanResourcesFunctionalStructure83WANGHong,TVDept.CUCStrengthsofFunctionalStructureGatheringtogetherallworkersofonetypeallowthemtotransferideas,knowledge,andcontactsamongthemselves.Allowsthemtoachieveagreaterlevelofspecialization84WANGHong,TVDept.CUC

AdvantagesofFunctionalStructure-Usingtheexampleofasinglepurchasingfunctioninoperations,poolingtheworkersallowsthecompanytopresentasinglefacetovendorsandexercisebuyingleverage.-possibilitytorealizeeconomiesofscalepermitsmorescaleandspecialization

85WANGHong,TVDept.CUC

Weaknessesoffunctionalorganization:-notsuitableforvarietyproducts,services,channels,andcustomers-thebarrierscreatedbetweendifferentfunctions,inhibitingcross-functionalprocesssuchasnewproductdevelopment.-----processinterdependencyBestatmanagingasingleproductorserviceline.86WANGHong,TVDept.CUCHEADQUARTERSTopManagement1.Supply:Materials,LaborEquipmentManufacturingSales2.ResearchEngineeringandDesignManufacturingandTestProductflowInformationflowFunctionalStructure87WANGHong,TVDept.CUCCoordinationofFunctionalStructure:

-requiresthattheproductsandtheirquantitiesshouldbethesameforeachofthefunctions-toreduceprocessinterdependency88WANGHong,TVDept.CUCDivisionalStructures:-characterizedbyorganizationalsubunitsbasedonagroupingofproducts,markets,orcustomers.-89WANGHong,TVDept.CUCDivisionalstructure:(product,region,customer)90WANGHong,TVDept.CUC91WANGHong,TVDept.CUC

Weaknessesofproductstructures:-productgeneralmanagersallwantautonomy

-thepossiblelossofeconomiesofscalenotallfunctionscanbedividedintoproductunitswithoutascaleloss----functionalinterdependency92WANGHong,TVDept.CUC

HEADQUARTERSTopManagementDivision1Division2Division3MarketMarketMarketProductdivisions,i.e.groupofsimilarproductsProductflowInformationflowDivisionalStructure93WANGHong,TVDept.CUCServiceCommitteeEditorialCommitteeTechnologicalCommitteeOfficeCPCPersonnelSportProgCenterAdvertisement&BusinessCenterAuditOfficeSupervisingOfficeFinanceGeneralEditorOverseasProgCenterSocial&EducationalProgCenterEntertainmentProgCenterYouthProgCenterNewsProgCenterChinaTV(Newspaper)ChinaSatelliteBroadcastingCo.,LtdChinaInternationalTVCorporationTechnologyManagementOfficeTransmitionCenterChinaTeleplayProductionCenterBSEFilmCNDFilmTechnologyProductionCenterChinaCentralDigitalProgCo.,LtdChinaPhilharmonicOrchestraCCTVPresident94WANGHong,TVDept.CUCCCTVPresidentCCTV-1CorporateCCTV-2BusinessCCTV-3EntertainmentCCTV-4ChineseInterCCTV-5SportCCTV-6MovieCCTV-7Children,Military&AgricultureCCTV-8TeleplayCCTV-9EnglishCCTV-10Scietech&EduCCTV-11TheaterCCTV-12Society&LawCCTV-NewsCCTV-M