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管 理 學管 理 學
Ch.10Ch.10 Foundations of Organizational Design 組織設計之基礎組織設計之基礎
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• 蜈蚣走路需要 Align.
• organization chart vs. organizing.
• 組織的目的在於 讓平凡人做不平凡事。 (P. F. Drucker)
• 不要期待主管給你溫暖,因為他站的位置比你高,比你更寒冷。 (104, Simon)
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綱要綱要
10.1 designing Organizational Structure: 六個決策要素
10.2 Mechanistic vs. Organic organizations: 機械與有機
10.3 Contingency factors affecting structural choice: 四
個權變變數
10.4 傳統組織設計: Tradition vs. Contemporary
Exhibit 10-1: Purposes of Organizing
10.1 Defining Organizational Structure
Organizing arranging and structuring work to accomplish an
organization’s goals.
Organizational Structure the formal arrangement of jobs within an
organization.
Organizational Design a process involving decisions about six key
elements:5
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1. 工作專業化 4. 管轄幅度2. 部門化 5. 集
(分)權 3. 指揮鏈 6. 形式
化
討論: 1. 複雜度 ( 分科、分層、差異化 ) , 集權度,形式化。
2. one best way?
設計組織結構: 六個決策要素
1. Work Specialization 工作專業化
The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.
Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover
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Exhibit 10-2: Economies and Diseconomies of Work Specialization
2. Departmentalization 部門化 Functional
Grouping jobs by functions performed
Product Grouping jobs by
product line
Geographical Grouping jobs on the
basis of territory or geography
Process Grouping jobs on the
basis of product or customer flow
Customer Grouping jobs by type
of customer and needs
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Manager,
Engineering
Manager,
Manufacturing
Manager,
Human Resources
Manager,
Purchasing
Plant Manager
Manager,Accounting
Functional Departmentalization: cost L, morale H, 隧道視線
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Mass TransitDivision
Bombardier-Rotax(Vienna)
Mass Transit Sector
Recreational ProductsDivision
Logistic EquipmentDivision
Industrial EquipmentDivision
Bombadier-Rotax(Gunskirchen)
Recreational and UtilityVehicles Sector
Rail ProductsSector
Bombardier, Ltd.
Product Departmentalization
Sales Director,Western Region
Sales Director,Southern Region
Sales Director,Eastern Region
Vice Presidentfor Sales
Sales Director,Midwestern Region
Geographical Departmentalization
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SawingDepartment
Manager
Planing andMilling
DepartmentManager
AssemblingDepartment
Manager
Lacquering andSanding
DepartmentManager
FinishingDepartment
Manager
Plant Superintendent
Inspection and Shipping
Department Manager
Process Departmentalization
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Manager,Retail Accounts
Directorof Sales
Manager,Government Accounts
Manager,Wholesale Accounts
Customer Departmentalization e.g. 楷模廣告
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3. Chain of Command 指揮鏈 The continuous line of authority that extends from
upper levels of an organization to the lowest levels of the organization and clarifies who reports to who.
Unity of Command 指揮統一 The concept that a person should have one boss
and should report only to that person. e.g. Enron. Whistling?(吹口哨,打小報告)
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Authority 職權 The rights inherent in a managerial position to tell
people what to do and to expect them to do it.
Responsibility 職責 The obligation or expectation to perform.
Line vs. Staff
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Exhibit 10-4: Chain of Command and Line Authority
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Exhibit 10-5: Line vs. Staff Authority
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4. Span of Control 管轄幅度 The number of employees who can be effectively and
efficiently supervised by a manager.
affected by:Skills and abilities of the managerEmployee characteristicsCharacteristics of the work being doneSimilarity of tasksComplexity of tasksPhysical proximity of subordinatesStandardization of tasks IS, Culture, Leading style,……
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Contrasting Spans of Control
1
2
3
4
5
6
7
Org
aniz
atio
nal L
evel
Members at Each Level
Span of 4Operatives = 4,096Managers (levels 1-6) = 1,365
Span of 8Operatives = 4,096Managers (levels 1-4) = 585
1
4
16
64
256
1,024
4,096
1
8
64
512
4,096
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5. Centralization 集權 The degree to which decision-making is concentrated at a
single point in the organizations.
Decentralization 分權 Organizations in which decision-making is pushed down to
the managers who are closest to the action.
Employee Empowerment 賦權 Increasing the decision-making authority (power) of
employees.
Delegation 授權21
Exhibit 10-7: Centralization or Decentralization
6. Formalization 形式化 The degree to which jobs within the organization are
standardized and the extent to which employee behavior is guided by rules and procedures. Highly formalized jobs offer little discretion over what is to
be done. e.g. Explicit job description.
討論:論文的實質內容與形式規格
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• 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• Decentralization• Low Formalization
MechanisticOrganic
10.2 Mechanistic vs. Organic Organization: 10.2 Mechanistic vs. Organic Organization: Paradigm Shift (Paradigm Shift ( 軍隊,軍隊, C&C vs. C&C vs. 知識工作者,交響樂團)知識工作者,交響樂團)
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權變因素 組織結構 組織效能. 策略 . 複雜度 . 獲利,成長
. 規模 . 集權度 . 顧客滿意
. 技術 . 形式化 . 員工滿意
. 環境( 權力,政治 )
10.3 contingency factors 權變理論架構 vs. one best way
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Contingency Factors: 1. Strategy: Structure follows Strategy (A. Chandler)
Innovation 攻, Amazon, StarbucksPursuing competitive advantage through meaningful and
unique innovations favors an organic structuring.
Cost minimization 守,McDonaldFocusing on tightly controlling costs requires a
mechanistic structure for the organization.
ImitationMinimizing risks and maximizing profitability by
copying market leaders requires both organic and mechanistic elements in the organization’s structure.
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2. Size
As an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations.
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+規模 複雜度.水平差異化.垂直差異化
政府機關(企業組織)
e.g. Parkinson’s law: The number of subordinates increases
at a fixed rate regardless of the amount of work produced.
實證研究
2828
+規模 複雜度.水平差異化.垂直差異化
政府機關(企業組織)
e.g. Parkinson’s law: The number of subordinates increases
at a fixed rate regardless of the amount of work produced.
實證研究
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-規模 集權度
專業管理者(擁有者)
實證研究
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實證研究
+規模 形式化
相依單位(獨立單位)
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3. Technology
Organizations adapt their structures to their technology.
Routine technology = mechanistic organizations
Non-routine technology = organic organizations
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Woodward’s Findings on Technology, Structure, and Effectiveness
MassProduction
Moderate vertical differentiationHigh horizontal differentiationHigh formalization
ProcessProduction
High vertical differentiationLow horizontal differentiationLow formalization
UnitProduction
Low vertical differentiationLow horizontal differentiationLow formalization
Str
uct
ura
lC
har
acte
rist
ics
Most effectivestructure
Organic Mechanistic Organic
4. Environmental Uncertainty
Mechanistic organizational structures tend to be most effective in stable and simple environments.
The flexibility of organic organizational structures is better suited for dynamic and complex environments.
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10.4 Traditional Designs
1. Simple structure 簡單結構 Low departmentalization, wide spans of control,
centralized authority, little formalization
2. Functional structure 功能結構 Departmentalization by function: Operations, finance,
human resources, and product research and development
3. Divisional structure 部門結構 Composed of separate business units or divisions with
limited autonomy under the coordination and control the parent corporation.
討論: 1. 大潤發採購部品保組,遠航飛安室 2. 自主團隊有多自主? 35
Exhibit 10-10: Traditional Organizational Designs
作業作業
1. Case study: a manager’s dilemma (p. 292)
(1) Identify and articulate business problems
(2) Gather and analyze information applicable
(3) Identify and apply an appropriate tool for solving problems.
2. Thinking critically about ethics (p. 309)
(1) Identifies Dilemma.
(2) Considers Stakeholders
(3) Analyzes Alternatives and Consequences
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3. Developing your delegating skill (p. 309)
4. Team exercise (p. 310) 上網找三個組織之組織圖,討論其優缺點,比較異同。
5. Internet-based exercise (p. 311): “ 政府再造?行政院減肥?部會精簡!”
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回顧回顧1. 比較 Organization chart
VS. Organizing
2. 比較 Organizational structure
VS. Design
3. 區分 Mechanistic
VS. Organic organization
Terms to Know organizing organizational structure organizational chart organizational design work specialization departmentalization cross-functional teams chain of command authority responsibility unity of command span of control centralization decentralization employee empowerment formalization
mechanistic organization organic organization unit production mass production process production simple structure functional structure divisional structure