工作設(shè)計(jì)與組織結(jié)構(gòu)ppt課件

1、任務(wù)設(shè)計(jì)與組織結(jié)構(gòu)任務(wù)設(shè)計(jì)分析的理論模型任務(wù)特性模型及其應(yīng)用影響組織效能的要素McKinnsey 7 S 傳統(tǒng)的組織原則組織結(jié)構(gòu)組織部門(mén)化的設(shè)計(jì)部門(mén)溝通與協(xié)調(diào)機(jī)制常見(jiàn)的組織型態(tài)影響組織結(jié)構(gòu)的要素Conceptual Frameworks for Analyzing Work TasksTask Attributes/ Characteristics Theories: Theories that seek to identify task characteristics in jobs, how these characteristics are combined to form differ

2、ent jobs, and their relationship to employee motivation, and performance.Job Characteristics ModelSocial Information Processing ModelSource: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. Task Characteristics:VarietyAutonomyResponsibilityKnowledge and ski

3、llRequired social interactionOptional social interaction任務(wù)設(shè)計(jì)概念的演變效果1.提高任務(wù)動(dòng)機(jī)2.提升產(chǎn)品品質(zhì)3.提升任務(wù)績(jī)效4.提高任務(wù)滿足5.降低缺席率和離職率任務(wù)的中心特性技藝多樣性任務(wù)整體性任務(wù)重要性任務(wù)自主性任務(wù)回饋性Source: Hackman, J. R., and Oldham, G. R. Work redesign. Addison-Wesley Publishing Company, Inc., 1980.?？寺蝿?wù)特性模型 Hackman, J. R., and Oldham, G. R.,1980心思?xì)v程覺(jué)得任

4、務(wù)有意義產(chǎn)生責(zé)任感了解任務(wù)結(jié)果cnshu 精品資料網(wǎng)Computing a Motivating Potential ScorePeople who work on jobs with high core dimensions are generally more motivated, satisfied, and productive.Job dimensions operate through the psychological states in influencing personal and work outcome variables rather than influencing

5、 them directly.Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. cnshu 精品資料網(wǎng)Work Space DesignFeng Shui(風(fēng)水)Designing work surroundings so the “Chi or life force of the space is in harmony and balance with nature.Workspace Design and ProductivityWorksp

6、aces alone dont provide substantial motivation.Workspaces make it easier for employees to perform behaviors that make them more effective.“Cognitive ergonomics: matching the office to the brain work.Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. 遠(yuǎn)

7、景、企業(yè)文化、價(jià)值觀技術(shù)管理風(fēng)格戰(zhàn)略組織結(jié)構(gòu)管理制度組織效能人員與技藝影響組織效能之要素環(huán)境cnshu 精品資料網(wǎng)What Is Organizational Structure?Organizational Structure: How job tasks are formally divided, grouped, and coordinated.Key Elements:Work specializationDepartmentalizationChain of commandSpan of controlCentralization and decentralizationFormal

8、izationSource: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. Key Design Questions and Answers for Designing the Proper Organization StructureSource: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. cnshu 精品資料網(wǎng)Di

9、mensions of Organization Structure and DesignWhen managers create an organization structure, they consider several basic dimensions of organization design, including:Chain of commandLine and staff positionsSpan of controlCentralization and decentralizationFshu 精品資料網(wǎng)控制幅度 (Span of Control)Span of Cont

10、rol: The number of subordinates a manager can efficiently and effectively direct.The span of control largely determines how many management levels and managers an organization has.Concept: Wider spans of management increase organizational efficiency.Narrow Span Drawbacks:Expense of additional layers

11、 of management.Increased complexity of vertical communication.Encouragement of overly tight supervision and discouragement of employee autonomy.Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. Work SpecializationWith too much work specialization, em

12、ployees are isolated and do only a single, tiny, boring job, which can lead to:FatigueStressLower productivityIncreased absenteeismHigher turnover.Source: Daft. R. L., & Noe, R. A. Organizational behavior. Harcourt College Publishers, 2001. cnshu 精品資料網(wǎng)DepartmentalizationDepartmentalization The proce

13、ss by which jobs are grouped into departments and departments into the total organization.There are five approaches to structural design that reflect different uses of the chain of command in departmentalization. FunctionalDivisionalMatrixHorizontal groupingNetworksSource: Daft. R. L., & Noe, R. A.

14、Organizational behavior. Harcourt College Publishers, 2001. cnshu 精品資料網(wǎng)Coordination MechanismsWidely used mechanisms for horizontal linkage include:Cross-functional information systemsDirect contact between managers or employees in different departmentsTask forcesProject managersTeamsSource: Daft. R

15、. L., & Noe, R. A. Organizational behavior. Harcourt College Publishers, 2001. 直接監(jiān)督direct supervision任務(wù)流程標(biāo)準(zhǔn)化standardization of work process產(chǎn)出的標(biāo)準(zhǔn)化standardization of output 技藝的標(biāo)準(zhǔn)化standardization of skill相互調(diào)適mutual adjustment五 種 協(xié) 調(diào) 機(jī) 制cnshu 精品資料網(wǎng)一、直接的接觸溝通：由共同涉及問(wèn)題的決策者做直接的接觸溝通。二、設(shè)立連絡(luò)者的角色：在兩部門(mén)之間建立連絡(luò)者的角色。

16、三、成立臨時(shí)性的任務(wù)小組：聯(lián)合數(shù)個(gè)部門(mén)建立任務(wù)小組以解決問(wèn)題。四、成立永久性的任務(wù)小組：以解決經(jīng)常發(fā)生的問(wèn)題。五、整合者的角色：設(shè)立專案委員會(huì)，由一專業(yè)幕僚具有專家權(quán)力來(lái)負(fù)責(zé)協(xié)調(diào)相關(guān)部門(mén)以做好決策。六、管理者的聯(lián)絡(luò)角色：由正式組織中各功能部門(mén)的管理者積極介入決策過(guò)程，並扮演溝通協(xié)調(diào)各有關(guān)部門(mén)的角色。如何增進(jìn)組織橫向、平行單位間的任務(wù)關(guān)係1.監(jiān)督幅度或控制幅度。低階層的控制幅度可稍多，高階層宜減少。 2.組織的層級(jí)：組織層次不宜太多，減少組織層次為組織設(shè)計(jì)一原則。3.授權(quán)的原則：應(yīng)儘量將任務(wù)之責(zé)任權(quán)限分散至實(shí)際執(zhí)行者之手。4.權(quán)責(zé)一致。5.命令統(tǒng)一原則。6.執(zhí)掌明確原則。7.程序、方法標(biāo)準(zhǔn)化之原

17、則：對(duì)組織中的任務(wù)程序、方法應(yīng)儘量予以標(biāo)準(zhǔn)化。8.報(bào)告系統(tǒng)明確原則。9.職位配置標(biāo)準(zhǔn)化之原則。10.名稱統(tǒng)一之原則：同類職位應(yīng)用同類名稱，以資辨識(shí)。11.組織彈性之原則：組織為適應(yīng)外界環(huán)境之變動(dòng)，應(yīng)具有適當(dāng)彈性。彈性與組織型態(tài)固定，職位、程序、任務(wù)方法標(biāo)準(zhǔn)化間存在一些衝突與矛盾。傳統(tǒng)的組織原則組織乃為管理之工具cnshu 精品資料網(wǎng)cnshu 精品資料網(wǎng)常見(jiàn)的組織型態(tài)簡(jiǎn)單結(jié)構(gòu)官僚結(jié)構(gòu)機(jī)械式vs.有機(jī)式組織矩陣式組織專案組織虛擬組織Organization Structure: Its Determinants and OutcomesSource: Robbins, S. T. Organiz

18、ational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. Implicit models of organizational structure: Perceptions that people hold regarding structural variables formed by observing things around them in an unscientific fashion.大型企業(yè)與中小企業(yè)的差異LARGEEconomies of scaleGlobal reachVertical hierarchyMechanisticComplexStable marketOrganization menSMALLResponsiveFlexibleRegional reachFlat structureOrganicSimpleNiche findingEntrepreneurscnshu 精品資料網(wǎng)Mechanistic Versus Organic ModelsSource: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. Variables Th