1、Caozhoutao 20121-1Chapter OneIntroduction to OrganizationsCaozhoutao 20121-2What is an Organization?nDefinitionnImportance of OrganizationsnBring together resources to achieve desired goals and outcomesnProduce goods and services efficientlynFacilitate innovationnUse modern manufacturing and informa
2、tion technologiesCaozhoutao 20121-3Importance of OrganizationsnImportance of Organizations(contd)nAdapt to and influence a changing environmentnCreate value for owners,customers and employeesnAccommodate ongoing challenges of diversity,ethics,and the motivation and coordination of employeesCaozhouta
3、o 20121-4Five Basic Parts of an OrganizationTopManagementTechnicalSupportTechnical CoreAdministrativeSupportMiddleManagementSource:Based on Henry Mintzberg,The Structuring of Organizations(Englewood Cliffs,N.J.:Prentice-Hall,1979)215-297;and Henry Mintzberg,“Organization Design:Fashion or Fit?”Harva
4、rd Business Review 59(Jan.Feb.1981):103-116.Caozhoutao 20121-5Goals and StrategyEnvironmentSizeCulture TechnologyStructureFormalizationSpecializationHierarchy of AuthorityCentralizationProfessionalismPersonnel RatiosCaozhoutao 20121-6Structural DimensionsFormalization SpecializationHierarchy of auth
5、orityCentralizationProfessionalismPersonnel ratiosCaozhoutao 20121-7Two Organization Design ApproachesVerticalStructureRoutineTasksRigidCultureCompetitiveStrategyFormalSystemsHorizontalStructureAdaptiveCultureEmpoweredRolesCollaborativeStrategySharedInformationOrganizational Changein the Service ofP
6、erformanceMechanical System DesignNatural System DesignStable EnvironmentEfficient PerformanceTurbulent EnvironmentLearning OrganizationSource:Adapted from David K.Hurst,Crisis and Renewal:Meeting the Challenge of Organizational Change(Boston,Mass.:Harvard Business School)效率与效果n效率n用来达到组织一定目标的资源量n效果n
7、组织达到目标的程度n利益相关者n与组织的绩效有厉害关系的组织内部和组织外部的任何群体。Cao zhoutao 2012 Chapter TwoThe Arrangement of Reporting RelationshipsKey Components in the DefinitionCao zhoutao 2012Formal reporting relationshipOrganization structuredesignatesThe grouping togetherThe design of systemsidentifiesincludesCao zhoutao 2012A
8、Sample Organization ChartChiefAccountantBudgetAnalystVice PresidentFinancePlantSuperintendentMaintenanceSuperintendentVice PresidentManufacturingTrainingSpecialistBenefitsAdministratorDirectorHuman ResourcesCEO Structural Design Options for Grouping Employees into DepartmentsPr o d u c tDi v i s i o
9、 n 1Pr o d u c tDi v i s i o n 2Pr o d u c tDi v i s i o n 3CEOEngineeringMarketingManufacturingCEOFunctionalGroupingDivisionalGroupingCao zhoutao 2012 Structural Design Options for Grouping Employees(Continued)MultifocusedGroupingCEOManufacturingMarketingProductDivision 2ProductDivision 1Cao zhouta
10、o 2012 Strengths and Weaknesses of Functional Organization StructurenSTRENGTHS:nAllows economies of scale within functional departmentsnEnables in-depth knowledge and skill developmentnEnables organization to accomplish functional goalsnIs best with only one or a few productsnWEAKNESSES:nSlow respon
11、se time to environmental changesnMay cause decisions to pile on top,hierarchy overloadnLeads to poor horizontal coordination among departmentsnResults in less innovationnInvolves restricted view of organizational goalsCao zhoutao 2012 Strengths and Weaknesses of Divisional Organization StructurenSTR
12、ENGTHS:nSuited to fast change in unstable environmentnLeads to client satisfaction because product responsibility and contact points are clearnInvolves high coordination across functionsnAllows units to adapt to differences in products,regions,clientsnBest in large organizations with several product
13、snDecentralizes decision-makingnWEAKNESSES:nEliminates economies of scale in functional departmentsnLeads to poor coordination across product linesnEliminates in-depth competence and technical specializationnMakes integration and standardization across product lines difficultCaozhoutao 2012 Reorgani
14、zation from Functional Structure to Divisional Structure at Info-TechR&DManufacturingAccountingMarketingInfo-TechPresidentFunctionalStructureR&DM fgAcctgM ktgElectronicPublishingR&DM fgAcctgM ktgOfficeAutom ationR&DM fgAcctgM ktgVirtualRealityInfo-TechPresidentDivisionalStructureCaozhoutao 2012 Prod
15、uctManager AProductManager BProductManager CProductManager DDirectorof ProductOperationsDesignVice PresidentMfgVicePresidentMarketingVice PresidentControllerProcure-mentManagerPresidentDual-Authority Structure in a Matrix OrganizationCaozhoutao 2012nSTRENGTHS:nAchieves coordination necessary to meet
16、 dual demands from customersnFlexible sharing of human resources across productsnSuited to complex decisions and frequent changes in unstable environmentnProvides opportunity for both functional and product skill developmentnBest in medium-sized organizations with multiple productsnWEAKNESSES:nCause
17、s participants to experience dual authority,which can be frustrating and confusingnMeans participants need good interpersonal skills and extensive trainingnIs time consuming;involves frequent meetings and conflict resolution sessionsnWill not work unless participants understand it and adopt collegia
18、l rather than vertical-type relationshipsnRequires great effort to maintain power balanceStrengths and Weaknesses of Matrix Organization StructureCaozhoutao 2012Matrix Structure forWorldwide Steel CompanyPresidentIndustrialRelationsVice PresidentMfg.ServicesVice PresidentFinanceVice PresidentMarketi
19、ngVice President Mfg.Vice President MetallurgyVice President Field SalesVice President Open DieBusiness Mgr.Ring ProductsBusiness Mgr.Wheels&AxlesBusiness Mgr.SteelmakingBusiness Mgr.Vertical FunctionsHorizontal Product LinesChapter ThreeStrategy and EnvironmentFramework for Assessing Environmental
20、Uncertainty 1.Small number of external elements,and elements are similar2.Elements remain the same or change slowlyExample:Soft drink bottlers,beer distributors,container manufacturers,food processorsSimple+Stable=Low Uncertainty1.Small number of external elements,and elements are similar2.Elements
21、change frequently and unpredictablyExample:E-commerce,fashion clothing,music industry,toy manufacturersSimple+Unstable=High-Moderate Uncertainty1.Large number of external elements,and elements are dissimilar2.Elements remain the same or change slowlyExample:Universities,appliance manufacturers,chemi
22、cal companies,insurance companiesComplex+Stable=Low-Moderate Uncertainty1.Large number of external elements,and elements are dissimilar2.Elements change frequently and unpredictablyExample:Computer firms,aerospace firms,telecommunications firms,airlinesComplex+Unstable=High UncertaintyStableUnstable
23、SimpleComplexEnvironmental ChangeEnvironmental ComplexityUncertaintyTop Management Role in Organization Direction,Design,and EffectivenessCEO,TopManagementTeamExternal EnvironmentOpportunitiesThreatsUncertaintyResource AvailabilityInternal SituationStrengthsWeaknessesDistinctive CompetenceLeadership
24、 StylePast PerformanceStrategic DirectionOrganization DesignEffectiveness OutcomesDefinemission,officialgoalsSelectoperationalgoals,competitivestrategiesResourcesEfficiencyGoal attainmentCompeting valuesStructural Form learning vs.efficiencyInformation and control systemsProduction technologyHuman r
25、esource policies,incentivesOrganizational cultureInterorganizational linkagesChapter FourRelationships between Organizations24A new view described by James Moore:organizational ecosystem An organizational ecosystem is a system formed by the interaction of a community of organizations and their envir
26、onment.An ecosystem cuts across traditional industry lines.A company can create its own ecosystemorganizational ecosystemOrganizational EcosystemsnInter-organizational relationship Microsoft&Apple SAP&MicrosoftnIs Competition dead?Conflict&Cooperation 25Changing Characteristics of Interorganizationa
27、l RelationshipsTraditional Orientation:AdversarialNew Orientation:PartnershipSuspicion,competition,arms lengthDetailed performance measures,closely monitoredPrice,efficiency,own profitsLimited information and feedbackLegal resolution of conflictMinimal involvement and up-front investment,separate re
28、sourcesShort-term contractsContract limiting the relationshipTrust,addition of value to both sides,high commitmentloose performance measures,problems discussedEquity,fair dealing,both profitElectronic linkages to share key information,problem feedback and discussionMechanisms for close coordination,
29、people on-site Involvement in partners product design and production,shared resourcesLong-term contractsBusiness assistance beyond the contract6-27Chapter FiveGlobal Organization DesignFour Stages of International EvolutionI.DomesticII.InternationalIII.MultinationalIV.GlobalStrategicOrientationDomes
30、tically orientedExport-oriented,multidomesticMultinationalGlobalStage of DevelopmentInitial foreign involvementCompetitive positioningExplosionGlobalStructureDomestic structure plus export departmentDomestic structure plus international divisionWorldwide geographic,productMatrix,trans-nationalMarket
31、PotentialModerate,mostly domesticLarge,multidomesticVery large,multinationalWhole worldMatching Organizational Structure to International AdvantageWhen Forces for Global Integration are.And Forces for National Responsiveness are.StrategyStructureLowLowExportInternational DivisionHighLowGlobalization
32、Global Product StructureLowHighMultidomesticGlobal Geographic StructureHighHighGlobalization and MultidomesticGlobal Matrix Structure Model to Fit Organizational Structure to International AdvantageGlobalization Strategy:Global Product StructureBoth Globalization andMultidomestic Strategy:Global Mat
33、rix StructureExport Strategy:International DivisionMultidomestic Strategy:Global Geographic StructureForces for Global Integration Forces for National Responsiveness HighHighLowLowChapter EightOrganizational Decision-MakingTrade-offTrade-offTrade-offConstraints and Trade-offs During Non-programmed D
34、ecision-MakingPersonal Constraints:Desire for prestige,success;personal decision style;and the need to satisfy emotional needs,cope with pressure,maintain self-conceptOrganizational Constraints:Level of:agreement,sharedperspective,cooperation,or support;corporate culture and structure,ethical values
35、Bounded Rationality:Limited time,information,resources to deal with complex,multidimensional issuesDecision/Choice:Search fora high-qualitydecisionalternativeTrade-offTrade-offChapter NineCorporate Culture and ValuesEmergence and Purpose of CulturenCultures serve two critical functions:nIntegrate members1.Help the organization adapt to the external environment Observable Aspects of Organizational CultureRites and CeremoniesStories andMyths Power RelationshipsControlSystemsOrganizationStructuresSymbolsOrganizationalCulture
