2015英文11版10 organizational structure任务划分为具体职位部门完成工作

ninthSTEPHENP.ninthSTEPHENP.pp263-Allrightsreserved.TheUniversityofWestLEARLEARNINOUTLINFollowthisLearningOutlineasyoureadandstudythisWorkspecialization,chainofcommand,andspanofFiveFormsofDifferentiate,authority,responsibility,andunityofCentralizationanddecentralizationFormalizationusedin©2007PrenticeHall,Inc.AllrightsLEARNILEARNINOUTLINFollowthisLearningOutlineasyoureadandstudythis MechanisticandStrategyandSizeaffectsWoodward’sfindingsontherelationshipoftechnologyand10.3Environmentaluncertaintyaffects©2007PrenticeHall,Inc.AllrightsLEARNLEARNINOUTLINFollowthisLearningOutlineasyoureadandstudythis10.4CommonOrganizationalDesignsContrastthethreetraditionalExplainteam,matrix,andprojectVirtualandnetworkDesignchallengesfacing©2007PrenticeHall,Inc.Allrights推荐图©推荐图©2007PrenticeHall,Inc.AllrightsMeettheBrewer辛迪·MeettheBrewer辛迪·布雷StaffSearsHolding客户渠道经Chicago,Illinois希尔斯控股TellthetruthalwaysAndberesponsible疯狂的定义是再三反复地做同一件事却期望获得不同结果。此外，需要始终说真话并尽忠职守©2007PrenticeHall,Inc.AllrightsMarkVicepresidentMarkVicepresidentServicesLLCCleveland,OhioHelpsupport,develop,andleadmanagementteamsatbranchesthroughouttheMidwestwhilealsomanagingourbranchinCleveland.Advice:Nomatterhowhardyourun,youaren’tlikelytowinaraceunlessyouknowwherethefinishlineis.Makesureyouknowwhatyourcompanyexpectsofyou.©2007PrenticeHall,Inc.Allrights©2007©2007PrenticeHall,Inc.Allrights管理者困三种主打药品专利到期2016管理者困三种主打药品专利到期2016••••••••©2007PrenticeHall,Inc.Allrights©2007©2007PrenticeHall,Inc.AllrightsOpencaseOpencaseFactorycomplex,SouthofMcAlester,Whattheydo,100%marketBombsforU.Smilitary美国军队制造炸Workenvironmentmixofmundanestructured,disciplined,coupledwithhighlevelsofriskandEfficientlyandeffectivelyCiscoSystems思科系统公司Noastructuredandformal70workfromhome20oftime.70%的员工至少20%的©2007PrenticeHall,Inc.Allrights组织（动词组织（动词）是什么Organizing:arrangingandstructuringworktoaccomplishorganizationalgoals.©2007PrenticeHall,Inc.AllrightsExhibitPurposesofDividesExhibitPurposesofDividesworktobedoneintospecificjobsandAssignstasksandresponsibilitiesassociatedjobs.将工作职责分配给各个职Clustersjobsintounits.Establishesrelationshipsamongindividualsgroups,anddepartments.设定个人、群体及部门间关系©2007PrenticeHall,Inc.Allrights设计组织结The设计组织结TheformalarrangementofjobswithinanAprocessinvolvingdecisionsaboutsixkeyChainofcommandSpanofcontrol©2007PrenticeHall,Inc.Allrights组织结Specialization工作专业化组织结Specialization工作专业化Thedegreetowhichtasksintheorganizationaredividedintoseparatejobswitheachstepcompletedbyadifferentperson.描述组织中的任务被划分为各项专门工作的程度，每个步骤由不同的人来完成DivisionoflaborCase1WilsonSportingGoodsfactoryinAdaOhio威尔逊体育用品工NationalFootballLeague美国国家橄榄球联盟Collegeandhighschoolfootballgames150工人，工作平均超过20,Case2:McDonald’sproductsmadeand烹制汉堡、炸鸡块、备饮料，打包，接受订单、外©2007PrenticeHall,Inc.Allrights图标10-pp图标10-pp工作专门化的经济性和非经济©2007PrenticeHall,Inc.AllrightsOverspecializationcanresultinhumanOverspecializationcanresultinhumandiseconomiesfromboredomfatiguestresspoorqualityincreasedabsenteeism,andhigherturnover.过分专业化将导致人员非经济性、厌倦、疲劳、压力、劣质品、常旷工、高离职流动率等缺Avery-Dennison艾利丹尼森公司Australia福特澳大利亚分公司Hallmark贺曼供公司,AmericanExpress美国运Minimalworkspecializationgivebroadrangeoftasks最低程度工作专©2007PrenticeHall,Inc.Allrights部门化方式1.Functional部门化方式1.Functional职能部门Groupingjobsbyfunctions2.Product产品部门Groupingjobsbyproduct3.Geographical地区部门 Groupingjobsonthebasisofterritoryorgeography地4.Process过程部门Groupingjobsonthebasisofproductor5.Customer顾客部门Groupingjobsbytypeofcustomerandneeds共同Large:combinemostorallformJapaneseElectronicsDivisionsfunctionallinesmanufacturingunits-process,salesunits-7geographicregions,salesregions-4customergrouping©2007PrenticeHall,Inc.AllrightsExhibit职能部门EfficienciesfromExhibit职能部门Efficienciesfromputtingtogethersimilarspecialtiesandpeoplewithcommonskills,knowledgeandorientations将同类专家及拥In-specialization深度的专门Poorcommunicationacrossfunctionalareas职能部门之间的沟通©2007PrenticeHall,Inc.AllrightsExhibit10–2地区部门•MoreExhibit10–2地区部门•Moreeffectiveandefficienthandlingofspecificregionalarise更有效地处理特定区域所产生的问Serveneedsofuniquegeographicmarketsbetter更好地满足区域Canfeelisolatedfromotherorganizationalareas可能感觉到与组•©2007PrenticeHall,Inc.AllrightsExhibit10–2产Exhibit10–2产品部门+Allowsspecializationinparticularproductsandservices促进特定产品Managerscanbecomeexpertsintheirindustry经理人成为所在领域的专+Closertocustomers贴近客Duplicationoffunctions职能的重复配Exhibit10–2过程部Exhibit10–2过程部门Moreefficientflowofworkactivities工作活动的更有效流–Canonlybeusedwithcertaintypesofproducts只适用©2007PrenticeHall,Inc.AllrightsExhibit10–2顾客部Exhibit10–2顾客部门+Customers’needsandproblemscanbemetby能由专家来满足和处理顾客的需要及问Limitedviewoforganizationalgoals缺乏对组织整体目标的认©2007PrenticeHall,Inc.Allrights©2007PrenticeHall,Inc.Allrights1.Increasinguse1.Increasinguse-customerGettingandkeepingcustomersisessentialforWorkteam-individualsfromvariousfunctionalFord福Materialplanningandlogisticsdivision原料规划物流Financepurchasingengineeringqualitycontrolareas,representativesfromoutsidelogisticsOrganizationStructureOrganizationStructureThecontinuouslineofauthoritythatextendsfromupperlevelsofanorganizationtothelowestlevelsoftheorganizationandclarifieswhoreportstowho.©2007PrenticeHall,Inc.AllrightsOrganizationStructureAuthority职OrganizationStructureAuthority职Therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.指管理Responsibility职Theobligationorexpectationtoperform.对完成任务UnityofCommand统一指挥(Fayol14Theconceptthatapersonshouldhaveonebossandshouldreportonlytothatperson.指每个下属应当而且©2007PrenticeHall,Inc.AllrightsDamianBirkel达米安·波克尔merchandisingmanager销售FullerBrandsdivisionofCPAC,Inc.Department-storebusiness,discountchains百货商场业务+折扣锁店业尴尬Reportto©2007PrenticeHall,Inc.AllrightsMakeacombinedto-dolistthathewouldupdateandchangeasworktasksMakeacombinedto-dolistthathewouldupdateandchangeasworktaskschanged.综合两位上司意见工作事项列表，根据工作任务变化对列表事项更新或修改Q：Doyouthinkchainofcommand,authority,responsibility,unityofdirection,havebecomemoreorlessimportant?你认为指挥链，职权，责任，统一指挥是越来越不重要？为什么？Chainofcommand,authority,Chainofcommand,authority,responsibility,unityofcommandFarlessimportanttoday.Example1MichelinplantinToursFrance-Birdhousemeetings笼会5minutesregularintervals\dayatcolumnshopfloorandstudysimpletablesandchartstoidentifyproductionbottlenecks每天隔一段时间在生产车间内某©2007PrenticeHall,Inc.AllrightsOrganizationStructureOrganizationStructureThenumberofemployeeswhocanbeeffectivelyandefficientlysupervisedbyamanager.管理者能够有效Widthofspanisaffectedby:SkillsandabilitiesofthemanagerCharacteristicsoftheworkbeingdoneSimilarityoftasksComplexityoftasksPhysicalproximityofsubordinates©2007PrenticeHall,Inc.AllrightsExhibitControl管理跨度ExhibitControl管理跨度对©2007PrenticeHall,Inc.AllrightsOrganizationStructureOrganizationStructureTraditional–notover5or41004-82fewer800fewerWiderspansave©2007PrenticeHall,Inc.Allrights关于管理跨关于管理跨度的当代趋势问©2007PrenticeHall,Inc.AllrightsContemporaryNoContemporaryNomagic1.Skillofmanagerand2.CharacteristicsofTrend–largerspansofDecisionmaking,flexibility,getclosertocustomers,empoweremployees,reducecostCan–whenemployeeknowjobwellandunderstandprocesses.ExamplePepsiCo’sGemasacookieplantMexico百事墨西哥饼56employeesreporttoeachThoroughlybriefedoncompanygoalsandprocesses充分培Newpaysystemsrewardqualityserviceproductivity,©2007PrenticeHall,Inc.Allrights组织结构（续Centralization集权组织结构（续Centralization集权Thedegreetowhichdecision-makingisconcentratedatasinglepointintheorganizations.组织高层进行决策制定的集中Organizationsinwhichtopmanagersmakeallthedecisionsandlower-levelemployeessimplycarryoutthoseorders.组织内部高层Decentralization分权Organizationsinwhichdecision-makingispushedtothemanagerswhoareclosesttotheaction决定权被分配Empowerment员工Increasingthedecision-makingauthority(power)employees.给雇员更多的制定决策©2007PrenticeHall,Inc.AllrightsExhibitFactorsthatInfluenceExhibitFactorsthatInfluencetheAmountof•更集权化的情Environmentisstable.Lower-levelmanagersarenotascapableorexperiencedatmakingdecisionsasupper-levelmanagers.底层管理者不具有高层Lower-levelmanagersdonotwanttohaveasayindecisions.底层Organizationisfacingacrisisortheriskofcompanyfailure.组织正Companyislarge.Effectiveimplementationofcompanystrategiesdependsonmanagersretainingsayoverwhathappens.企业战略的有效执行依©2007PrenticeHall,Inc.AllrightsExhibit10–4(cont’d)FactorsExhibit10–4(cont’d)FactorsthatInfluencetheAmountof•更分权化的情Environmentiscomplexuncertain.Lower-levelmanagersarecapableandexperiencedatmakingLower-levelmanagerswantavoiceindecisions.底层管理者乐于参Corporatecultureisopentoallowingmanagerstohaveasayinwhathappens.公司文化容许底层管理者对所发生的事有发言权Effectiveimplementationofcompanystrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions.企业©2007PrenticeHall,Inc.AllrightsNordstromemployeeNordstromemployeeFocusandfreedomBusinessconsultantFailtopackanyties.10o’clock9thenextmorningbutlockedUnlockedthedoorsearlyandbroughtthemantothemensweardepartment.©2007PrenticeHall,Inc.Allrights当代集权化当代集权化趋势问©2007PrenticeHall,Inc.AllrightsLower-levelmangerclosertoactionanddetailedknowledgeaboutproblemsandhowbesttosolveEg1TerexCorporationCEORonDefeo设备制造商德雷克斯-Bigproponentofdecentralizedmanagement$4billionin2009-16,000employeeSmallheadquarterEg2.TernarySoftwareDecisionsunanimous-Newincentiveplan-programmerscriticizedwhattheCEOproposingAfterdiscussion,attendeesvoted©2007PrenticeHall,Inc.Allrights组织结构（续组织结构（续Formalization正规Thedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.组织中各HighlyformalizedjobsofferlittlediscretionoverwhatistobeLowformalizationmeansfewerconstraintsonhowemployeesdotheirwork.正规化组织较低的企业员工工作有较©2007PrenticeHall,Inc.Allrights关于当代正关于当代正规化的趋势问©2007PrenticeHall,Inc.AllrightsRelylessRelylessonstrictrulesandBreakrules--Bringrevenue,providecustomerEg2:37pmnationaldrugstorechain某家全国Customer:DropoffStatepolicy:before©2007PrenticeHall,Inc.Allrights用数字说用数字说话©2007PrenticeHall,Inc.AllrightsDecisions组织设计ArigidandtightlycontrolledDecisions组织设计ArigidandtightlycontrolledHighlyflexibleandadaptableNarrowspansofcontrol窄管理跨LimitedinformationnetworkMinimalformalrules正式规章最小©2007PrenticeHall,Inc.Allrights卡罗尔·巴卡罗尔·巴©2007PrenticeHall,Inc.AllrightsPeteRahn,PeteRahn,directorofMissouriDepartmentofAnnualStateofTransportationspeechtoState866$7.3billioninthenext5Wedreambig,wedeliverbig.Goneistheindecisivebureaucracy.Arrivedisthemorenimbleorganizationthatgetsthingsdone.©2007PrenticeHall,Inc.AllrightsFordTaurus&4-wheelFordTaurus&4-wheeldriveJeep.福特金牛&四轮吉Whentheroadswide,flat,predictable,Taurus–best.greatride.pavementdisappears-onsomebumpybackroad,needsomethingmoreagilethanaTaurus.BetterinJeep.WhileTauruspoorlyoff-roadconditions,Jeepinefficient-farlesseffectiverideonMechanisticstructuredoeswellonsmoothandpredictablehighways;Organicbestinsituationsrequire©PeteaI.lrgtleeved.影响组织结影响组织结构选择的权变因组织规Firmschangefromorganictomechanisticorganizationsastheygrowinsize.企业规模增长，有机式组织向机械式组织转变组织技Firmsadapttheirstructuretothetechnologytheyuse.组织根据环境不确定性程Dynamicenvironmentsrequireorganicstructures;动态环境需mechanisticstructuresneedstableenvironments.机械式组织需©2007PrenticeHall,Inc.AllrightsContingencyFactorsFrameworks:ContingencyFactorsFrameworks:战略分析框Pursuingcompetitiveadvantagethroughmeaningfulanduniqueinnovationsfavorsanorganicstructuring.反映组织对于Focusingontightlycontrollingcostsrequiresamechanisticstructurefortheorganization.反映组织对严格控制成本的追求Minimizingrisksandmaximizingprofitabilitybycopyingmarketleadersrequiresbothorganicandmechanisticelementsintheorganization’sstructure.反映组织通过效仿市场上的领先者，力求使风险最小而盈利机会最©2007PrenticeHall,Inc.AllrightsContingencyFactorsContingencyFactorsAchievementofstrategicgoalsisfacilitatedbychangesinorganizationalstructurethataccommodateandsupportchange.组织结构应促进组织目标实现。当组织战略做出重大调整，就需要修改结构，以适应支持改变Asanorganizationgrowslargeritsstructuretendstochangefromorganictomechanisticwithincreasedspecialization,departmentalization,centralization,andrulesandregulations.随组织规模增长，组织结构由有机式向机械式转变，专业化、部门化和集权化更高，规则条例也更©2007PrenticeHall,Inc.AllrightsContingencyFactorsContingencyFactorsTechnologyandStructure技术与结Organizationsadapttheirstructurestotheirtechnology.组织据技术调整其结Woodward’sclassificationoffirmsbasedonthecomplexityofthetechnologyemployed:伍德沃德依据技术复杂程度对企业分类Unitproductionofsingleunitsorsmallbatches单件生产单件或小Massproductionoflargebatchesofoutput批量生产大批、大量Processproductionincontinuousprocessofoutputs连续生产生Routinetechnologymechanisticorganizations常规技术机械Non-routinetechnologyorganicorganizations非常规技术有©2007PrenticeHall,Inc.AllrightsContingencyFactorsTechnologyandContingencyFactorsTechnologyandStructure技术与结••Whirlpool’sManaus,Brazil巴西马瑙斯工Microwaveovensandair-conditionersonastandardizedassemblyline.惠而FedExKinko’sproducecustomdesignandprintjobsforindividualBayer’sfacilityinKarachi,Makepharmaceuticalproductsusingacontinuous-flowproductionline.拜耳•••©2007PrenticeHall,Inc.AllrightsExhibitWoodward’sFindingsonExhibitWoodward’sFindingsonTechnologyStructureand©2007PrenticeHall,Inc.AllrightsContingencyFactorsContingencyFactors性与结Mechanisticorganizationalstructurestendtobemosteffectiveinstableandsimpleenvironments.机械式组织结构在稳定单一的环境中更加有Theflexibilityoforganicorganizationalstructuresisbettersuitedfordynamicandcomplexenvironments.灵活的有机式组织结构更适合于动态复杂的环石油行业需要灵活变荷兰皇家壳牌石油公司首席执行吉若恩·范德维尔Jearoenvander流线型组织结©2007PrenticeHall,Inc.Allrights10.4CommonOrganizationalDesigns10.4CommonOrganizationalDesigns常见组织设计pp277Designs传统的组织设Lowdepartmentalization,widespansofcontrol,centralizedauthoritylittleformalization低部门化、宽管理跨度、集权管理、低正–Operations,finance,humanresources,andproductresearchanddevelopment生产、经营、财务、人力资源、产品研Divisionalstructure事业部型结Composedofseparatebusinessunitsordivisionswithlimitedautonomyunderthecoordinationandcontroltheparent©2007PrenticeHall,Inc.AllrightsExhibitStrengthsandWeaknessesExhibitStrengthsandWeaknessesofTraditionalOrganizationalDesigns©2007PrenticeHall,Inc.AllrightsOrganizationalDesignsDesigns现代的组织设OrganizationalDesignsDesigns现代的组织设Matrixandprojectstructures矩阵型和项目型结构BoundarylessOrganization无边界组织©2007PrenticeHall,Inc.Allrights当代组织设当代组织设计pp288团队结构teamTheentireorganizationismadeupofworkgroupsorself-managedteamsofempoweredemployees.整个组织由执行组织各项任务的工作小Google,LarryPage,SergeyBrin.Tacklesmostbigprojectsinsmall,tightlyfocusedteams.Large,Amazon,Boeing,Hewlett-Packard,LouisVuitton,Motorola,Xerox,extensivelyuseteamstoimproveproductivity.©2007PrenticeHall,Inc.Allrights11.1当代组织设计11.1当代组织设计矩阵型和项目型结构matrixandprojectSpecialistsfromdifferentfunctionaldepartmentsareassignedtoworkonprojectsledbyprojectmanagers.不同职能部门的专家在项目Matrixparticipantshavetwomanagers.矩阵和项目参与者有两个管理者dualchainofcommand-functionalareamanager,productorprojectmanager-communicatecoordinateresolveconflicttogetherProjectstructures,employees continuouslyonprojects;movingontoanotherprojectaseachprojectiscompleted.员工持续在项目小组中工作，一个项目完成后，再Projectstructure-noformaldepartmentsIDEO,form,disband,formagainaswork©2007PrenticeHall,Inc.AllrightsExhibitAnExampleExhibitAnExampleofaMatrixOrganization某消费品公司的矩阵型组©2007PrenticeHall,Inc.AllrightsOrganizationalDesignsOrganizationalDesignsAnflexibleandunstructuredorganizationaldesignthatisintendedtobreakdownexternalbarriersbetweentheorganizationanditscustomersandsuppliers.一个灵活的和非结构化的组织设计，目的是要Removesinternal(horizontal)boundaries:取消内部（水平）边Eliminatesthechainofcommand消除指挥Haslimitlessspansofcontrol无限的控制跨Usesempoweredteamsratherthandepartments授权团队不是部Usesvirtual,network,andmodularorganizationalstructurestogetclosertostakeholders.虚拟、网络、模块化组织结构更加贴近利益相关©2007PrenticeHall,Inc.Allrights$60亿$60亿粒子加速地下175米深，圆周27公里的圆形隧庞大，一份简要的状况报告包含2900作者©2007PrenticeHall,Inc.AllrightsExhibitTeamStructure团队结WhatitExhibitTeamStructure团队结Whatitis:Astructureinwhichtheentireorganizationismadeupofworkgroupsorteams.整个组织由工作群体或团队组成EmployeesaremoreinvolvedandempoweredReducedbarriersamongfunctionalareas.员工参与更多，并得到授权NoclearchainofcommandPressureonteamstoperform.指挥链不矩阵—项目结WhatitAstructurethatassignsspecialistsfromdifferentfunctionalareastoworkonprojectsbutwhoreturntotheirareaswhentheprojectiscompleted.Projectisastructureinwhichemployeescontinuouslyworkonprojects.Asoneprojectiscompleted,employeesmoveontothenextproject.矩阵型：组织将不同职能部门的专家分派在项目小Fluidandflexibledesignthatcanrespondtoenvironmentalchanges.Fasterdecisionmaking.流动性和灵活性的设计使组织能应对环境变化Complexityofassigningpeopletoprojects.Taskandpersonality©2007PrenticeHall,Inc.AllrightsExhibit10–8Structure无边界Exhibit10–8Structure无边界组WhatitAstructurethatisnotdefinedbyorlimitedtoartificialhorizontal,vertical,orexternalboundaries;includesvirtualandnetworktypesoforganizations.横向的、纵向的或外部的边界不受定义或HighlyflexibleandresponsiveDrawsontalentwhereverit’s©2007PrenticeHall,Inc.Allrights消除外界边界-无边界组Organization虚消除外界边界-无边界组Organization虚拟组Anorganizationthatconsistsofasmallcoreoffull-timeemployeesandthattemporarilyhiresspecialiststoworkonopportunitiesthatarise.由少数核心专职人员组成，此外，组织还Organization网络Asmallcoreorganizationthatoutsourcesitsmajorbusinessfunctions(e.g.,manufacturing)inordertoconcentratewhatitdoesbest.一个小的核心组织，精力集中在自己做的最好的业务上，而把其他业务活动外包给做的最好的公 Organization模块化组（制造业中网络组织Amanufacturingorganizationthatusesoutsidesupplierstoprovideproductcomponentsforitsfinalassemblyoperations.生产组织使用外部供应商的产品，组装生产最终产©2007PrenticeHall,Inc.Allrights消除外界边界-无边界组消除外界边界-无边界组Organization虚拟组Anorganizationthatconsistsofasmallcoreoffull-timeemployeesandthattemporarilyhiresspecialiststoworkonopportunitiesthatarise.由少数核心专职人员组成，此外，组织还会依据项目的需要临时雇佣外部的专家StrawberryFrog,globaladvertisingagency,officeinAmsterdamandNY.Freelancer,networkoftalentwithoutunnecessaryoverheadandstructuralcomplexityPeoplefreeagents,-directing,talentcasting,costuming,makeup,setdesign,asneed©2007PrenticeHall,Inc.AllrightsOrganization网络Asmallcoreorganizationthatoutsourcesitsmajorbusinessfunctions(e.g.,manufacturing)inordertoconcentratewhatitdoesOrganization网络Asmallcoreorganizationthatoutsourcesitsmajorbusinessfunctions(e.g.,manufacturing)inordertoconcentratewhatitdoesbest.一个小的核心组织，精力集中在自己做的最好的业务上，而把thousandsemploees-100suppliers–morethan100sitesindifferentcountries.2.EricssonSwedencontractmanufactureandresearchincost-effectivecontractorinNewDelhiSingaporeCalifornia.3.PenskeTruckLeasing,dozenofbusinessSecuringpermitsandtitles,enteringdatafromdrivers’logs,processingdatafrotaxfilings,accounting,outsourcedtoMexicoandIndia潘世奇卡车租赁公司，许可证和所有权凭证的检测、SometimesModularOrganization模SometimesModularOrganization模块化组制造业公司的称Amanufacturingorganizationthatusesoutsidesupplierstoprovideproductcomponentsforitsfinalassembly©2007PrenticeHa