管理学-组织结构设计-ppt课件.ppt

1、Eleventh editionSTEPHEN P. ROBBINSMARY COULTERSchool of Management, Shanghai University 为达成组织目标对工作任务进行安排的过程为达成组织目标对工作任务进行安排的过程 组织的一般特征组织的一般特征 人、目的、结构人、目的、结构 (Robbins) 共同目标、协调能力、分工、职权体系共同目标、协调能力、分工、职权体系 （埃德加（埃德加.沙因沙因Edgar Schein)P265 R 102103一、基本的组织结构设计一、基本的组织结构设计1.Designing Organizational Structure

2、设计组织结设计组织结构构2.Mechanistic and Organic Structures 有机与机有机与机械组织结构械组织结构3.Factors Affecting Structural Choice 影响组织结影响组织结构的因素构的因素4.Traditional Organizational Designs 传统的组织传统的组织结构结构104105105组织内部对工作的正式安排组织内部对工作的正式安排P265 D106纵向横向107Purposes 1.Divides work to be done into specific jobs and departments.细分工作和部门

3、细分工作和部门2.Assigns tasks and responsibilities associated with individual jobs.分配责任分配责任3.Coordinates diverse organizational tasks.协调工作协调工作4.Clusters jobs into units. 将若干工作组合成为部门将若干工作组合成为部门5.Establishes relationships among individuals, groups, and departments.协调建立个人小组和部门联系协调建立个人小组和部门联系6.Establishes form

4、al lines of authority. 建立指挥链建立指挥链7.Allocates and deploys organizational resources. 分配和调度组分配和调度组织的资源织的资源P265108109Organizational Design A process of creating or changing an organizations structure, involving decisions about six key elements: 创造和改变组织结构的六要素：创造和改变组织结构的六要素： Work specialization Department

5、alization Chain of command Span of control Centralization and decentralization FormalizationP265 D109Work Specialization The degree to which tasks in the organization are divided into separate jobs.组织中工作的细分程度组织中工作的细分程度Traditional View division of laborp Reasons for specializationCardiac Surgeonp A g

6、ood thing can be carried too farP265101010111012Todays view-PImportant mechanism to help employees be more efficiency-McDonald Overspecialization can result in human diseconomies10131014Departmentalization 部门化部门化Jobs are grouped together is called departmentalization 把若干工作汇聚在一起。把若干工作汇聚在一起。汇聚的汇聚的5种形式

7、种形式There are 5 common forms of departmentalizationP2661014Departmentalization by Type1015 Advantages Efficiencies from putting together similar specialties and people with common skills, knowledge, and orientations Coordination within functional area In-depth specialization Disadvantages Poor commun

8、ication across functional areas Limited view of organizational goalsP2671016+ Allows specialization in particular products and services+ Managers can become experts in their industry+ Closer to customers Duplication of functions Limited view of organizational goalsP2671017 Advantages More effective

9、and efficient handling of specific regional issues that arise Serve needs of unique geographic markets better Disadvantages Duplication of functions Can feel isolated from other organizational areasP2671018+ More efficient flow of work activities Can only be used with certain types of productsP26710

10、19+ Customers needs and problems can be met by specialists- Duplication of functions- Limited view of organizational goalsP26710201021Todays view on 1021 Chain of Command 指挥链指挥链The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization

11、 and clarifies who reports to whom.P26810221023D Authority 职权职权The rights inherent in a managerial position to tell people what to do and to expect them to do it.P2681024D Acceptance theory of authority 权力接受理论权力接受理论The view that authority comes from the willingness of subordinates to accept it只有满足下列

12、条件，员工才会接受权力：只有满足下列条件，员工才会接受权力：Understand the orderConsistent with the organizational purposeDont conflict with their personal beliefsAble to perform the task as directedP2681025P270 直线权力职能权力1026P2701027Todays View on Chain of Command 命令链是必须的命令链是必须的-早期管理理论早期管理理论 命令链没有过去那么重要命令链没有过去那么重要 现代管理理论现代管理理论 EX

13、: Michelin plant in Tours, France, managers have replaced top-down chain of command with “birdhouse” meetings. Managers play a role of enablers rather than bosses IT 技术改变了命令链技术改变了命令链 Get information without through chain of command1028vTraditional view was that managers could not-should not-directly

14、 supervise more than five or six subordinates.P2711029P188800 fewer managers33 mill. USD salaries a year10301031vSkills and abilities of the manager 经理能力经理能力vEmployee characteristics 员工性格员工性格vCharacteristics of the work being done 工作特征工作特征vSimilarity of tasks 工作的相似性工作的相似性vComplexity of tasks 工作的复杂性工

15、作的复杂性vPhysical proximity of subordinates 下属的邻近性下属的邻近性vStandardization of tasks 工作标准化程度工作标准化程度vSophistication of the organizations information system 组组织的信息系统复杂性织的信息系统复杂性vStrength of the organizations culture 公司文化公司文化vPreferred style of the manager 经理风格经理风格P27110311032Todays viewv传统的跨度传统的跨度5-6人人vCont

16、emporary view of span of control recognizes that there is no magic number vTrend toward larger spans of controlv例子：例子：Cisco System 思科系统，跨度越大对企业思科系统，跨度越大对企业越有利越有利P2711032vOrganizations in which top managers make all the decisions and lower-level employees simply carry out those orders.P2721033 More C

17、entralization 集权的影响因素集权的影响因素 Environment is stable. Lower-level managers are not as capable or experienced at making decisions as upper-level managers. Lower-level managers do not want to have a say in decisions. Decisions are relatively minor. Organization is facing a crisis or the risk of company

18、failure. Company is large. Effective implementation of company strategies depends on managers retaining say over what happens.P2721034 More Decentralization 分权的影响因素分权的影响因素 Environment is complex, uncertain. Lower-level managers are capable and experienced at making decisions. Lower-level managers wa

19、nt a voice in decisions. Decisions are significant. Corporate culture is open to allowing managers to have a say in what happens. Company is geographically dispersed. Effective implementation of company strategies depends on managers having involvement and flexibility to make decisions.10351036Towar

20、d decentralizing decision making1036D Formalization 正规化正规化The degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures. 组织中各项工作标准话程度以及员工行为受到规则和程序约束的组织中各项工作标准话程度以及员工行为受到规则和程序约束的程度。程度。vHighly formalized jobs offer little

21、discretion over what is to be done.vLow formalization means fewer constraints on how employees do their work. Todays View Less reliant on strict rules and standardization to guide and regulate employee behavior103710381038vNon-standardized jobsvFluid team-based structurevLittle direct supervisionvMi

22、nimal formal rulesvOpen communication networkvEmpowered employees1039 High specialization Rigid departmentalization Clear chain of command Narrow spans of control Centralization High formalization Cross-functional teams Cross-hierarchical teams Free flow of information Wide spans of control Decentra

23、lization Low formalizationP27610401041 影响组织结构的权变因素影响组织结构的权变因素 1041 Structural decisions are influenced by 4 factors:Overall strategy of the organizationSize of the organizationTechnology used by the organizationDegree of environmental uncertainty10421043 Factor 2: Size and Structure 公司规模与结构公司规模与结构Fi

24、rms change from organic to mechanistic organizations as they grow in size.As an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations.1044 Factor 3: Technology and Structure技术

25、与结构技术与结构Organizations adapt their structures to their technology.Joan Woodwards (琼琼.伍德沃德伍德沃德) classification of firms based on the complexity of the technology employed:vUnit production of single units or small batchesvMass production of large batches of outputvProcess production in continuous proce

26、ss of outputs1045P276生产类型结构特征结构特征1046 Factor 4: Environmental Uncertainty and Structure环境的确定性环境的确定性Dynamic environments = organic structures;Stable environments = mechanistic structures Mechanistic organizational structures tend to be most effective in stable and simple environments. The flexibility

27、 of organic organizational structures is better suited for dynamic and complex environments.10471048The evidence on the environment-structure relationship helps to explain why so many managers today are restructuring their organizations to be lean, fast, and flexible.Mechanistic organizations are no

28、t equipped to respond to rapid environmental change and environmental uncertainty.Organizations become more organic.10481049Simple 简单简单Functional 职能职能Divisional 事业部事业部1049简单结构简单结构1050职能型结构职能型结构1051事业部型结构事业部型结构1052P27710531054105410551055二、适应环境的组织结构设计二、适应环境的组织结构设计1. Contemporary organizational design

29、s 2. Organizing for collaboration 3. Flexible work arrangements4. Contingent workforce 5. Todays organizational design challenges10561057团队结构团队结构 Team Structure - an organizational structure in which the entire organization is made up of work teams 由工作团队组成的组织结构由工作团队组成的组织结构1058Two or more interacting

30、 and interdependent individuals who come together to achieve specific goals.（Formal groups/Informal groups）两个或两个以两个或两个以上相互作用、相互依赖的个体，为了实现特定的目标而组合在一起的集合上相互作用、相互依赖的个体，为了实现特定的目标而组合在一起的集合体体。A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual

31、 accountability, and complementary skills为了实现一个共同而具体的目标，个体成员通过他们正面的为了实现一个共同而具体的目标，个体成员通过他们正面的协同协同效应效应、个体和相互的、个体和相互的责任责任以及以及互补的技能互补的技能组合而成的正式群体。组合而成的正式群体。review1059团队结构团队结构 Google的拉里的拉里.佩奇和谢尔盖佩奇和谢尔盖.布林布林对员工的授权关键对员工的授权关键高层对基层的管理职权链不存在高层对基层的管理职权链不存在自由安排工作自由安排工作团队对工作负责团队对工作负责10601061矩阵项目结构矩阵项目结构10621063

32、1064an organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure 1065无边界组织无边界组织10661067an organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work

33、 on projects.vResearch, sales, marketing, and social-media developmentv例子：电影业an organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes.vOutsource organizational function such as accounting, pr

34、oduct distribution, and sales, even productionv模块组织，生产性企业，如耐克-开发与营销1068 Internal Collaboration External Collaboration10691070107110721073- opening up the search for new ideas beyond the organizations boundaries and allowing innovations to easily transfer inward and outward.小米的米粉社区1074107510761077107

35、810791080略1081 (1) Keeping Employees ConnectedWidely dispersed and mobile employees略10821083 No matter what structural design managers choose for their organizations, the design should help employees do their work in the best-most efficient and effective- way they can. The final goal of organizating is to achieve the goal of the organization108410851086