工作设计与组织结构PPT课件教材讲义

工作设计与组织结构工作设计分析的理论模型工作特性模型及其应用影响组织效能的因素─McKinnsey7‘S传统的组织原则组织结构组织部门化的设计部门沟通与协调机制常见的组织型态影响组织结构的因素ConceptualFrameworksforAnalyzingWorkTasksTaskAttributes/CharacteristicsTheories:Theoriesthatseektoidentifytaskcharacteristicsinjobs,howthesecharacteristicsarecombinedtoformdifferentjobs,andtheirrelationshiptoemployeemotivation,andperformance.JobCharacteristicsModelSocialInformationProcessingModelTaskCharacteristics:VarietyAutonomyResponsibilityKnowledgeandskillRequiredsocialinteractionOptionalsocialinteraction工作设计概念的演变效果1.提高工作动机2.提升产品质量3.提升工作绩效4.提高工作满足5.降低缺席率和离职率工作的核心特性技能多样性工作整体性工作重要性工作自主性工作回馈性Source:Hackman,J.R.,andOldham,G.R.Workredesign.Addison-WesleyPublishingCompany,Inc.,1980.海克曼工作特性模型

（Hackman,J.R.,andOldham,G.R.,1980）心理历程觉得工作有意义产生责任感了解工作结果ComputingaMotivatingPotentialScorePeoplewhoworkonjobswithhighcoredimensionsaregenerallymoremotivated,satisfied,andproductive.Jobdimensionsoperatethroughthepsychologicalstatesininfluencingpersonalandworkoutcomevariablesratherthaninfluencingthemdirectly.WorkSpaceDesignFengShui(风水)Designingworksurroundingssothe“Chi”orlifeforceofthespaceisinharmonyandbalancewithnature.WorkspaceDesignandProductivityWorkspacesalonedon’tprovidesubstantialmotivation.Workspacesmakeiteasierforemployeestoperformbehaviorsthatmakethemmoreeffective.“Cognitiveergonomics”:matchingtheofficetothebrainwork.远景、企业文化、价值观技术管理风格策略组织结构管理制度组织效能人员与技能影响组织效能之因素环境WhatIsOrganizationalStructure?OrganizationalStructure:Howjobtasksareformallydivided,grouped,andcoordinated.KeyElements:WorkspecializationDepartmentalizationChainofcommandSpanofcontrolCentralizationanddecentralizationFormalizationKeyDesignQuestionsandAnswersforDesigningtheProperOrganizationStructureDimensionsofOrganizationStructureandDesignWhenmanagerscreateanorganizationstructure,theyconsiderseveralbasicdimensionsoforganizationdesign,including:ChainofcommandLineandstaffpositionsSpanofcontrolCentralizationanddecentralizationFormalization.控制幅度(SpanofControl)SpanofControl:Thenumberofsubordinatesamanagercanefficientlyandeffectivelydirect.Thespanofcontrollargelydetermineshowmanymanagementlevelsandmanagersanorganizationhas.Concept:Widerspansofmanagementincreaseorganizationalefficiency.NarrowSpanDrawbacks:Expenseofadditionallayersofmanagement.Increasedcomplexityofverticalcommunication.Encouragementofoverlytightsupervisionanddiscouragementofemployeeautonomy.WorkSpecializationWithtoomuchworkspecialization,employeesareisolatedanddoonlyasingle,tiny,boringjob,whichcanleadto:FatigueStressLowerproductivityIncreasedabsenteeismHigherturnover.Source:Daft.R.L.,&Noe,R.A.Organizationalbehavior.HarcourtCollegePublishers,2001.

DepartmentalizationDepartmentalization–Theprocessbywhichjobsaregroupedintodepartmentsanddepartmentsintothetotalorganization.Therearefiveapproachestostructuraldesignthatreflectdifferentusesofthechainofcommandindepartmentalization.FunctionalDivisionalMatrixHorizontalgroupingNetworksSource:Daft.R.L.,&Noe,R.A.Organizationalbehavior.HarcourtCollegePublishers,2001.

CoordinationMechanismsWidelyusedmechanismsforhorizontallinkageinclude:Cross-functionalinformationsystemsDirectcontactbetweenmanagersoremployeesindifferentdepartmentsTaskforcesProjectmanagersTeamsSource:Daft.R.L.,&Noe,R.A.Organizationalbehavior.HarcourtCollegePublishers,2001.

直接监督（directsupervision）工作流程标准化（standardizationofworkprocess）产出的标准化（standardizationofoutput）技能的标准化（standardizationofskill）相互调适（mutualadjustment）五种协调机制一、直接的接触（沟通）：由共同涉及问题的决策者做直接的接触（沟通）。二、设立连络者的角色：在两部门之间建立连络者的角色。三、成立临时性的任务小组：联合数个部门建立任务小组以解决问题。四、成立永久性的工作小组：以解决经常发生的问题。五、整合者的角色：设立项目委员会，由一专业幕僚（具有专家权力）来负责协调相关部门以做好决策。六、管理者的联络角色：由正式组织中各功能部门的管理者积极介入决策过程，并扮演沟通协调各有关部门的角色。如何增进组织横向、平行单位间的工作关系1.监督幅度或控制幅度。低阶层的控制幅度可稍多，高阶层宜减少。2.组织的层级：组织层次不宜太多，减少组织层次为组织设计一原则。3.授权的原则：应尽量将工作之责任权限分散至实际执行者之手。4.权责一致。5.命令统一原则。6.执掌明确原则。7.程序、方法标准化之原则：对组织中的工作程序、方法应尽量予以标准化。8.报告系统明确原则。9.职位元元配置标准化之原则。10.名称统一之原则：同类职位应用同类名称，以资辨识。11.组织弹性之原则：组织为适应外界环境之变动，应具有适当弹性。弹性与组织型态固定，职位元、程序、工作方法标准化间存在一些冲突与矛盾。传统的组织原则─组织乃为管理之工具常见的组织型态简单结构官僚结构机械式vs.有机式组织矩阵式组织项目组织虚拟组织…OrganizationStructure:ItsDeterminantsandOutcomesImplicitmodelsoforganizationalstructure:Perceptionsthatpeopleholdregardingstructuralvariablesformedbyobservingthingsaroundtheminanunscientificfashion.大型企业与中小企业的差异LARGEEconomiesofscaleGlobalreachVerticalhierarchyMechanisticComplexStablemarketOrganizationmenSMALLResponsiveFlexibleRegionalreachFlatstructureOrganicSimpleNichefindingEntrepreneursMechanisticVersusOrganicModelsVariablesThatDifferentiateBetween

MechanisticandOrganicSystemsHierarchyofauthorityCentralizationDivisionoflaborRulesProceduresImpersonalityChainofco