組織結(jié)構(gòu)設(shè)計組件與操作實務(wù)

1、組織結(jié)構(gòu)設(shè)計組件與操作實務(wù)大綱大綱v組織設(shè)計的元件v常見的組織結(jié)構(gòu)類型v組織設(shè)計實務(wù)董事長總經(jīng)理董事長室總經(jīng)理室稽核室國內(nèi)業(yè)務(wù)部(經(jīng)理)國際業(yè)務(wù)部(經(jīng)理)研發(fā)部(經(jīng)理)管理部(經(jīng)理)財務(wù)部(經(jīng)理)新店廠(廠長)業(yè)務(wù)一課(課長)OEM課(課長)業(yè)務(wù)二課(課長)東莞廠(廠長)電子研發(fā)產(chǎn)品研發(fā)機構(gòu)研發(fā)資訊課(課長)行管課(課長)船務(wù)組(組長)資材部製造部(副理)品保課(課長)生管課(課長)物管課(課長)採購課(課長)製造課(課長)製二組(組長)製一組(組長)製三組(組長)生技課(課長)馬達組(組長)前置組(組長)品控組(組長)品管組(組長)專案工程師v組織的疆界v 組織的分工v專業(yè)分工化程度專業(yè)分工

2、化程度(PP.161)(work specialization)v部門化類別部門化類別(PP.169-171)(Departmentalize)v權(quán)力分配(PP.162-169)v指揮鍊指揮鍊(Chain of command)v控制幅度控制幅度(Span of control)v決策集中化程度決策集中化程度v正式化程度正式化程度Impact fromEconomies ofSpecializationImpact fromHumanDiseconomiesWork SpecializationHighLowLowHighProductivity如何解決工作專業(yè)化缺點如何解決工作專業(yè)化缺點(1

3、/2)v 工作擴大化 增加每一個員工所進行的任務(wù)數(shù)目，降低其對工作的不滿。v工作豐富化 增加員工任務(wù)的數(shù)目與對工作的控制程度。v 工作輪調(diào) 有系統(tǒng)地將一個員工從一個工作調(diào)到另一個工作。組織的部門化組織的部門化 功能別部門化 產(chǎn)品別部門化 顧客別部門化 地區(qū)別部門化 流程別部門化功能別部門化功能別部門化總經(jīng)理總經(jīng)理行銷部行銷部新竹廠新竹廠臺北廠臺北廠管理部管理部企畫部企畫部產(chǎn)品別部門化產(chǎn)品別部門化客服中心客服中心行銷研究經(jīng)理行銷研究經(jīng)理乳品線經(jīng)理乳品線經(jīng)理麥片線經(jīng)理麥片線經(jīng)理飲品線經(jīng)理飲品線經(jīng)理食油線經(jīng)理食油線經(jīng)理羊羊乳乳類類副副理理牛牛乳乳類類副副理理特特殊殊麥麥片片副副理理沖沖調(diào)調(diào)麥麥片片副

4、副理理一一般般麥麥片片副副理理果果汁汁類類副副理理水水類類副副理理茶茶類類副副理理橄橄欖欖油油副副理理葵葵花花油油副副理理沙沙拉拉油油副副理理總總 經(jīng)經(jīng) 理理顧客別部門化顧客別部門化總總 經(jīng)經(jīng) 理理國外市場國外市場經(jīng)理經(jīng)理學(xué)校市場學(xué)校市場經(jīng)理經(jīng)理公營機構(gòu)公營機構(gòu)經(jīng)理經(jīng)理民營機構(gòu)民營機構(gòu)經(jīng)理經(jīng)理消費市場消費市場經(jīng)理經(jīng)理地區(qū)別部門化地區(qū)別部門化總總 經(jīng)經(jīng) 理理離島經(jīng)理離島經(jīng)理北區(qū)經(jīng)理北區(qū)經(jīng)理南區(qū)經(jīng)理南區(qū)經(jīng)理中區(qū)經(jīng)理中區(qū)經(jīng)理東區(qū)經(jīng)理東區(qū)經(jīng)理大臺北區(qū)經(jīng)理大臺北區(qū)經(jīng)理基宜區(qū)經(jīng)理基宜區(qū)經(jīng)理桃竹苗區(qū)經(jīng)理桃竹苗區(qū)經(jīng)理直線職權(quán)與幕僚職權(quán)直線職權(quán)與幕僚職權(quán)儲運儲運課長課長採購採購課長課長財務(wù)財務(wù)經(jīng)理經(jīng)理廣告廣告課

5、長課長市調(diào)市調(diào)課長課長人力資源人力資源經(jīng)理經(jīng)理研發(fā)研發(fā)經(jīng)理經(jīng)理員林廠員林廠廠長廠長中壢廠中壢廠廠長廠長業(yè)務(wù)一課業(yè)務(wù)一課課長課長業(yè)務(wù)二課業(yè)務(wù)二課課長課長生產(chǎn)生產(chǎn)經(jīng)理經(jīng)理行銷行銷經(jīng)理經(jīng)理總經(jīng)理總經(jīng)理表直線職權(quán)表直線職權(quán)表幕僚職權(quán)表幕僚職權(quán)職權(quán)、職責(zé)與負責(zé)的關(guān)係職權(quán)、職責(zé)與負責(zé)的關(guān)係上上 司司部部 屬屬職職權(quán)權(quán)職職責(zé)責(zé)負負責(zé)責(zé)指揮鍊指揮鍊職權(quán) (Authority) 因職位而來的權(quán)力，也可以說是職務(wù)上所擁有的權(quán)力。職責(zé) (Responsibility) 與職權(quán)一起。當(dāng)我們擔(dān)當(dāng)某一職位，除了承受職權(quán)外，同時也必須負起相對應(yīng)的職責(zé)。負責(zé) (Accountability) 指員工會去承擔(dān)隨著工作成果而來的

6、褒貶。控制幅度控制幅度(Span of Control)(Span of Control) 控制幅度係探討一位管理者所可以有效地管理的部屬數(shù)目。Contrasting Spans Of Control1234567Organizational LevelMembers at Each LevelSpan of 4Operatives = 4,096Managers (levels 1-6) = 1,365Span of 8Operatives = 4,096Managers (levels 1-4) = 5851416642561,0244,09618645124,096正式化程度正式化程度高

7、高員工自由度員工自由度高度正式化高度正式化低度正式化低度正式化高高低低標(biāo)準(zhǔn)化程度標(biāo)準(zhǔn)化程度低低常見的組織結(jié)構(gòu)類型常見的組織結(jié)構(gòu)類型(PP.174-179)矩陣式組織矩陣式組織總總 經(jīng)經(jīng) 理理國外市場經(jīng)理國外市場經(jīng)理學(xué)校市場經(jīng)理學(xué)校市場經(jīng)理 公營機構(gòu)經(jīng)理公營機構(gòu)經(jīng)理民營機構(gòu)經(jīng)理民營機構(gòu)經(jīng)理 消費市場經(jīng)理消費市場經(jīng)理辦公設(shè)備經(jīng)理辦公設(shè)備經(jīng)理電腦產(chǎn)品經(jīng)理電腦產(chǎn)品經(jīng)理複印機產(chǎn)品經(jīng)理複印機產(chǎn)品經(jīng)理通訊產(chǎn)品經(jīng)理通訊產(chǎn)品經(jīng)理組織設(shè)計實務(wù)組織設(shè)計實務(wù)(PP.171-174，179-182)組織設(shè)計的構(gòu)想組織設(shè)計的構(gòu)想 策略策略 規(guī)模規(guī)模 科技科技 環(huán)境環(huán)境簡單簡單機械機械有機有機.決定決定個人與組織文化個人與

8、組織文化影響組織設(shè)計的情境因素影響組織設(shè)計的情境因素Mechanistic versus Organic Organizations Rigid hierarchical relationships Fixed duties Many rules Formalized communication channels Centralized decision authority Taller structures Collaboration (both vertical and horizontal) Adaptable duties Few rules Informal communicatio

9、n Decentralized decision authority Flatter structuresEXHIBIT 5.7 Technology and Structure Unit productionProduction in terms of units or small batches Mass productionProduction in terms of large batch manufacturing Process productionProduction in terms of continuous processingLearning Organization A

10、n organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues.Organization designInformation sharingLeadershipOrganizational cultureCharacteristics of a Learning OrganizationEXHIBIT 5.11Source:

11、 Based on P.M. Senge. The Fifth Discipline: The Art and Practice of Learning Organizations (New York: Doubleday, 1990); and R. M. Hodgetts, F. Luthans and S. M. Lee. “New Paradigm Organizations: From Total Quality to Learning to World Class, Organizational Dynamics (Winter 1994) pp. 419Organization

12、Culture Organization cultureA system of shared meaning within an organization that determines, to a large degree, how employees actShared values are shown in cultural elements: Stories, rituals, material symbols, and language unique to the organizationResults from the interaction between: The founde

13、rs biases and assumptions What the first employees learn subsequently from their own experiences.Ten Characteristics of Organization Culture Member identity Group emphasis People focus Unit integration Control Risk tolerance Reward criteria Conflict tolerance Means-end orientation Open-systems focusEXHIBIT