工作設(shè)計(jì)與組織結(jié)構(gòu)

工作設(shè)計(jì)與組織結(jié)構(gòu)工作設(shè)計(jì)分析的理論模型工作特性模型及其應(yīng)用影響組織效能的因素─McKinnsey7‘S傳統(tǒng)的組織原則組織結(jié)構(gòu)組織部門化的設(shè)計(jì)部門溝通與協(xié)調(diào)機(jī)制常見的組織型態(tài)影響組織結(jié)構(gòu)的因素ConceptualFrameworksforAnalyzingWorkTasksTaskAttributes/CharacteristicsTheories:Theoriesthatseektoidentifytaskcharacteristicsinjobs,howthesecharacteristicsarecombinedtoformdifferentjobs,andtheirrelationshiptoemployeemotivation,andperformance.JobCharacteristicsModelSocialInformationProcessingModelSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.TaskCharacteristics:VarietyAutonomyResponsibilityKnowledgeandskillRequiredsocialinteractionOptionalsocialinteraction工作設(shè)計(jì)概念的演變效果1.提高工作動(dòng)機(jī)2.提升產(chǎn)品品質(zhì)3.提升工作績效4.提高工作滿足5.降低缺席率和離職率工作的核心特性技能多樣性工作整體性工作重要性工作自主性工作回饋性Source:Hackman,J.R.,andOldham,G.R.Workredesign.Addison-WesleyPublishingCompany,Inc.,1980.?？寺ぷ魈匦阅Ｐ?/p>

（Hackman,J.R.,andOldham,G.R.,1980）心理歷程覺得工作有意義產(chǎn)生責(zé)任感了解工作結(jié)果ComputingaMotivatingPotentialScorePeoplewhoworkonjobswithhighcoredimensionsaregenerallymoremotivated,satisfied,andproductive.Jobdimensionsoperatethroughthepsychologicalstatesininfluencingpersonalandworkoutcomevariablesratherthaninfluencingthemdirectly.Source:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.WorkSpaceDesignFengShui(風(fēng)水)Designingworksurroundingssothe“Chi”orlifeforceofthespaceisinharmonyandbalancewithnature.WorkspaceDesignandProductivityWorkspacesalonedon’tprovidesubstantialmotivation.Workspacesmakeiteasierforemployeestoperformbehaviorsthatmakethemmoreeffective.“Cognitiveergonomics”:matchingtheofficetothebrainwork.Source:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.遠(yuǎn)景、企業(yè)文化、價(jià)值觀技術(shù)管理風(fēng)格策略組織結(jié)構(gòu)管理制度組織效能人員與技能影響組織效能之因素環(huán)境WhatIsOrganizationalStructure?OrganizationalStructure:Howjobtasksareformallydivided,grouped,andcoordinated.KeyElements:WorkspecializationDepartmentalizationChainofcommandSpanofcontrolCentralizationanddecentralizationFormalizationSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.KeyDesignQuestionsandAnswersforDesigningtheProperOrganizationStructureSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.DimensionsofOrganizationStructureandDesignWhenmanagerscreateanorganizationstructure,theyconsiderseveralbasicdimensionsoforganizationdesign,including:ChainofcommandLineandstaffpositionsSpanofcontrolCentralizationanddecentralizationFormalization.控制制幅幅度度(SpanofControl)SpanofControl:Thenumberofsubordinatesamanagercanefficientlyandeffectivelydirect.Thespanofcontrollargelydetermineshowmanymanagementlevelsandmanagersanorganizationhas.Concept:Widerspansofmanagementincreaseorganizationalefficiency.NarrowSpanDrawbacks:Expenseofadditionallayersofmanagement.Increasedcomplexityofverticalcommunication.Encouragementofoverlytightsupervisionanddiscouragementofemployeeautonomy.Source:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.WorkSpecializationWithtoomuchworkspecialization,employeesareisolatedanddoonlyasingle,tiny,boringjob,whichcanleadto:FatigueStressLowerproductivityIncreasedabsenteeismHigherturnover.Source:Daft.R.L.,&Noe,R.A.Organizationalbehavior.HarcourtCollegePublishers,2001.DepartmentalizationDepartmentalization–Theprocessbywhichjobsaregroupedintodepartmentsanddepartmentsintothetotalorganization.Therearefiveapproachestostructuraldesignthatreflectdifferentusesofthechainofcommandindepartmentalization.FunctionalDivisionalMatrixHorizontalgroupingNetworksSource:Daft.R.L.,&Noe,R.A.Organizationalbehavior.HarcourtCollegePublishers,2001.CoordinationMechanismsWidelyusedmechanismsforhorizontallinkageinclude:Cross-functionalinformationsystemsDirectcontactbetweenmanagersoremployeesindifferentdepartmentsTaskforcesProjectmanagersTeamsSource:Daft.R.L.,&Noe,R.A.Organizationalbehavior.HarcourtCollegePublishers,2001.直接監(jiān)督（directsupervision）工作流程標(biāo)準(zhǔn)準(zhǔn)化（standardizationofworkprocess）產(chǎn)出的標(biāo)準(zhǔn)化化（standardizationofoutput）技能的標(biāo)準(zhǔn)化化（standardizationofskill）相互調(diào)適（mutualadjustment）五種協(xié)調(diào)調(diào)機(jī)制制一、直接的接接觸（溝通））：由共同涉涉及問題的決決策者做直接接的接觸（溝溝通）。二、設(shè)立連絡(luò)絡(luò)者的角色：：在兩部門之之間建立連絡(luò)絡(luò)者的角色。。三、成立臨時(shí)時(shí)性的任務(wù)小小組：聯(lián)合數(shù)數(shù)個(gè)部門建立立任務(wù)小組以以解決問題。。四、成立永久久性的工作小小組：以解決決經(jīng)常發(fā)生的的問題。五、整合者的的角色：設(shè)立立專案委員會會，由一專業(yè)業(yè)幕僚（具有有專家權(quán)力））來負(fù)責(zé)協(xié)調(diào)調(diào)相關(guān)部門以以做好決策。。六、管理者的的聯(lián)絡(luò)角色：：由正式組織織中各功能部部門的管理者者積極介入決決策過程，並並扮演溝通協(xié)協(xié)調(diào)各有關(guān)部部門的角色。如何增進(jìn)組織織橫向、平行單位間間的工作關(guān)係係1.監(jiān)督幅度度或控制幅度度。低階層的的控制幅度可可稍多，高階階層宜減少。。2.組織的層層級：組織層層次不宜太多多，減少組織織層次為組織織設(shè)計(jì)一原則則。3.授權(quán)的原原則：應(yīng)儘量量將工作之責(zé)責(zé)任權(quán)限分散散至實(shí)際執(zhí)行行者之手。4.權(quán)責(zé)一致致。5.命令統(tǒng)一一原則。6.執(zhí)掌明確確原則。7.程序、方方法標(biāo)準(zhǔn)化之之原則：對組組織中的工作作程序、方法法應(yīng)儘量予以以標(biāo)準(zhǔn)化。8.報(bào)報(bào)告系系統(tǒng)明明確原原則。。9.職職位配配置標(biāo)標(biāo)準(zhǔn)化化之原原則。。10.名稱稱統(tǒng)一一之原原則：：同類類職位位應(yīng)用用同類類名稱稱，以以資辨辨識。。11.組織織彈性性之原原則：：組織織為適適應(yīng)外外界環(huán)環(huán)境之之變動(dòng)動(dòng)，應(yīng)應(yīng)具有有適當(dāng)當(dāng)彈性性。彈彈性與與組織織型態(tài)態(tài)固定定，職職位、、程序序、工工作方方法標(biāo)標(biāo)準(zhǔn)化化間存存在一一些衝衝突與與矛盾盾。傳統(tǒng)的的組織織原則則─組織乃乃為管管理之之工具具常見的的組織織型態(tài)態(tài)簡單結(jié)結(jié)構(gòu)官僚結(jié)結(jié)構(gòu)機(jī)械式式vs.有有機(jī)式式組織織矩陣式式組織織專案組組織虛擬組組織……OrganizationStructure:ItsDeterminantsandOutcomesSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.Implicitmodelsoforganizationalstructure:Perceptionsthatpeopleholdregardingstructuralvariablesformedbyobservingthingsaroundtheminanunscientificfashion.大型企企業(yè)與與中小小企業(yè)業(yè)的差差異LARGEEconomiesofscaleGlobalreachVerticalhierarchyMechanisticComplexStablemarketOrganizationmenSMALLResponsiveFlexibleRegionalreachFlatstructureOrganicSimpleNichefindingEntrepreneursMechanisticVersusOrganicModelsSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.VariablesThatDifferentiateBetweenMechanisticandOrganicSystemsHierarchyofauthorityCentralizationDivisionoflaborRulesProceduresImpersonalityChainofcommandUnityofcommandSpanofcontrolHellriegel,D.,Slocum,Jr.,J.W.,&Woodman,R.W.(2001)Organizationalbehavior.(9th.ed.)South-WesternCollegePublishing.ThreeTypesofStrategySource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.TheThreeDimensionalModeloftheEnvironmentComplexityVolatilityCapacitySource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.9、靜夜四無無鄰，荒居居舊業(yè)貧。。。1月-231月-23Friday,January6,202310、雨中黃黃葉樹，，燈下白白頭人。。。14:23:5314:23:5314:231/6/20232:23:53PM11、以以我我獨(dú)獨(dú)沈沈久久，，愧愧君君相相見見頻頻。。。。1月月-2314:23:5314:23Jan-2306-Jan-2312、故人江海海別，幾度度隔山川。。。14:23:5314:23:5314:23Friday,January6,202313、乍見見翻疑疑夢，，相悲悲各問問年。。。1月-231月-2314:23:5314:23:53January6,202314、他鄉(xiāng)鄉(xiāng)生白白發(fā)，，舊國國見青青山。。。06一一月月20232:23:53下下午14:23:531月-2315、比不不了得得就不不比，，得不不到的的就不不要。。。。。一月232:23下下午午1月-2314:23January6,202316、行動(dòng)出成成果，工作作出財(cái)富。。。2023/1/614:23:5314:23:5306January202317、做前，能夠夠環(huán)視四周；；做時(shí)，你只只能或者最好好沿著以腳為為起點(diǎn)的射線線向前。。2:23:53下午2:23下下午14:23:531月-239、沒有失失敗，只只有暫時(shí)時(shí)停止成成功！。。1月-231月-23Friday,January6,202310、很很多多事事情情努努力力了了未未必必有有結(jié)結(jié)果果，，但但是是不不努努力力卻卻什什么么改改變變也也沒沒有有。。。。14:23:5314:23:5314:231/6/20232:23:53PM11、成功就就是日復(fù)復(fù)一日那那一點(diǎn)點(diǎn)點(diǎn)小小努努力的積積累。。。1月-12、世間成事，不求其絕對圓滿，留一份不足，可得無限完美。。05:38:0705:38:0705:38Friday,January27,202313、不知香積寺，數(shù)里入云峰。。1月-231月-2305:38:0705:38:07January27,202314、意志堅(jiān)強(qiáng)的人能把世界放在手中像泥塊一樣任意揉捏。27一月20235:38:07上午05:38:071月-2315、楚塞三湘接，荊門九派通。。。一月235:38上午1月-2305:38January27,202316、少年十五二十