第八章OrganizationStructure組織結(jié)構(gòu)課件

第八章OrganizationStructure組織結(jié)構(gòu)2023/10/9第八章OrganizationStructure組織結(jié)構(gòu)第八章OrganizationStructure組織結(jié)構(gòu)201第一節(jié)：Fundamentalsoforganizing組織的基礎(chǔ)OrganizationchartThereportingstructureanddivisionoflaborinanorganization.組織圖：一個組織里的匯報結(jié)構(gòu)和勞動分工。Thechartprovidesapictureofthereportingstructureandthevariousactivitiesthatarecarriedoutbydifferentindividuals.組織結(jié)構(gòu)圖展示了公司的匯報結(jié)構(gòu)和不同個體執(zhí)行的不同任務(wù)。第八章OrganizationStructure組織結(jié)構(gòu)第一節(jié)：Fundamentalsoforganizing2Thetraditionalorganizationchart1.Theboxesrepresentdifferentwork.方框代表不同的工作。2.Thetitlesintheboxesshowtheworkperformedbyeachunit.方框中的名稱表示每個單位做的工作。3.Reportingandauthorityrelationshipareindicatedbysolidlinesshowingsuperior-subordinateconnections.實線注明了匯報和職權(quán)關(guān)系，顯示了上下級的聯(lián)系。4.Levelsofmanagementareindicatedbythenumberofhorizontallayersinthechart.Allpersonsorunitsthatareofthesamerankandreporttothesamepersonareononelevel.水平排列的方框代表著管理層次。所有同一級別并向同一個人報告的個人或單位都在同一個等級水平上。第八章OrganizationStructure組織結(jié)構(gòu)Thetraditionalorganizationc3Differentiation差異化DifferentiationAnaspectoftheorganization’sinternalenvironmentcreatedbyjobspecializationandthedivisionoflabor.差異化：組織的內(nèi)部環(huán)境的一個方面，由工作專業(yè)化和勞動分工而產(chǎn)生。Differentiationmeansthattheorganizationiscomprisedofmanydifferentunitsthatworkondifferentkindsoftasks,usingdifferentskillsandworkmethods.差異化意味著企業(yè)由許多從事不同任務(wù)的不同單位構(gòu)成，這些單位分別采用不同的工作技能和工作方法。第八章OrganizationStructure組織結(jié)構(gòu)Differentiation差異化Differentiat4Differentiationiscreatedthroughdivisionoflaborandjobspecialization.Divisionoflabormeansthattheworkoftheorganizationissubdividedintosmallertasks.Variousindividualsandunitsthroughouttheorganizationperformdifferenttasks.Specialization,inturn,referstothefactthatdifferentpeopleorgroupsoftenperformspecificpartsoftheentiretask差異化由勞動分工和專業(yè)化分工而產(chǎn)生，勞動分工意味著組織中的工作被分為更小的工作任務(wù)，由企業(yè)中的不同個人和單位完成不同的任務(wù)。專業(yè)化指不同的個人或單位只負(fù)責(zé)完成整個工作任務(wù)中的某些特定部分。第八章OrganizationStructure組織結(jié)構(gòu)Differentiationiscreatedthr5Secretariesandaccountantsspecializein,andperform,differentjobs;similarly,marketing,finance,andhumanresourcestasksaredividedamongthoserespectivedepartments.秘書和會計具有不同的專長因而從事不同的工作；與此類似，營銷、財務(wù)、和人力資源工作被劃分為不同的部門。第八章OrganizationStructure組織結(jié)構(gòu)Secretariesandaccountantssp6Thenumeroustasksthatmustbecarriedoutinanorganizationmakespecializationanddivisionoflabornecessities.Otherwisethecomplexityoftheoverallworkoftheorganizationwouldbetoomuchforanyindividual.在組織中需要完成眾多不同的任務(wù)，從而使專業(yè)化和勞動分工成為必然，要不然，組織中工作的復(fù)雜性是任何個人都難以全部勝任的。Differentiationishighwhentherearemanysubunitsandmanykindsofspecialistswhothinkdifferently.當(dāng)下屬單位數(shù)量較多，眾多專家的思維方式不同時，差異化程度較高。第八章OrganizationStructure組織結(jié)構(gòu)Thenumeroustasksthatmustb7Integration一體化IntegrationThedegreetowhichdifferentiatedworkunitsworktogetherandcoordinatetheirefforts.一體化：差異化工作單位一起工作和協(xié)調(diào)他們工作的程度。第八章OrganizationStructure組織結(jié)構(gòu)Integration一體化IntegrationThe8Asorganizationsdifferentiatetheirstructures,managersmustsimultaneouslyconsiderissuesofintegration.Allofthespecializedtasksinanorganizationcannotbeperformedcompletelyindependently.Becausethedifferentunitsarepartofthelargerorganization,somedegreeofcommunicationandcooperationmustexistamongthem.Integrationanditsrelatedconcept,coordination,refertotheproceduresthatlinkthevariouspartsoftheorganizationtoachievetheorganization’soverallmission.當(dāng)組織結(jié)構(gòu)差異化之后，管理者必須同時考慮一體化的問題。組織中所有的專業(yè)化工作任務(wù)都不可能獨(dú)立的完成。因為這些不同的單位都是某個更大組織的一部分，它們之間必然存在著某種程度的溝通和合作。一體化以及與其相關(guān)的概念協(xié)調(diào)，指的是連接組織中各個部分以實現(xiàn)企業(yè)整體使命的程序和步驟。第八章OrganizationStructure組織結(jié)構(gòu)Asorganizationsdifferentiate9Integrationisachievethroughstructuralmechanismsthatenhancecollaborationandcoordination.Anyjobactivitythatlinksdifferentworkunitsperformsanintegrativefunction.Remember,themorehighlydifferentiatedyourfirm,thegreatertheneedforintegrationamongthedifferentunits.一體化可以通過促進(jìn)合作和協(xié)調(diào)的機(jī)制實現(xiàn)。任何一項連接不同工作單位的行動都執(zhí)行著一體化的職能。第八章OrganizationStructure組織結(jié)構(gòu)Integrationisachievethrough10第二節(jié)：Theverticalstructure

縱向結(jié)構(gòu)Inordertounderstandissuessuchasreportingrelationships,authority,responsibility,andthelike,weneedtobeginwiththeverticaldimensionofafirm’sstructure.為了理解如上下級關(guān)系、職權(quán)、職責(zé)等等概念，我們需要從組織結(jié)構(gòu)的縱向?qū)用骈_始。第八章OrganizationStructure組織結(jié)構(gòu)第二節(jié)：Theverticalstructure

縱向結(jié)111.Authorityinorganizations

組織中的職權(quán)AuthorityThelegitimaterighttomakedecisionsandtotellotherpeoplewhattodo.職權(quán)：法定的制定決策權(quán)和告訴其他人做什么的權(quán)力。第八章OrganizationStructure組織結(jié)構(gòu)1.Authorityinorganizations12Authorityisfundamentaltothefunctioningofeveryorganization.職權(quán)是每個組織的職能基礎(chǔ)。Authorityresidesinpositionsratherthaninpeople.職權(quán)是與職位而不是人相聯(lián)系的。第八章OrganizationStructure組織結(jié)構(gòu)Authorityisfundamentaltoth131.1Theboardofdirectors董事會Incorporations,theownersarethestockholders.Butbecausetherearenumerousstockholders,andtheseindividualsgenerallylacktimelyinformation,fewaredirectlyinvolvedinmanagingtheorganization.Stockholderselectaboardofdirectorstooverseetheorganization.在公司里，股東是所有者。但是股東人數(shù)眾多，他們通常缺乏及時的信息，只有極少數(shù)人直接參與到組織的直接管理當(dāng)中。股東選出董事來監(jiān)督組織。第八章OrganizationStructure組織結(jié)構(gòu)1.1Theboardofdirectors董事會I14Boardsperformatleastthreemajorsetsofduties:(1)selecting,assessing,rewarding,andreplacingtheCEO;(2)determiningthefirm’sstrategicdirectionandreviewingfinancialperformance;and(3)assuringethical,sociallyresponsible,andlegalconduct.董事會至少要執(zhí)行三大類職能：1）選擇、評估、獎勵或更換CEO；2）決定公司的戰(zhàn)略方向，檢查公司的財務(wù)狀況；3）確保道德的、對社會負(fù)責(zé)的、合法的行為。第八章OrganizationStructure組織結(jié)構(gòu)Boardsperformatleastthree15Sometopexecutivesarelikelytositontheboard(theyareinsidedirectors).Thetrendinrecentyearshasbeentowardreducingthenumberofinsidersandincreasingthenumberofoutsiders.Today,mostcompanieshaveamajorityofoutsidedirectors.某些高層管理者可能在董事會中任職（他們被稱為內(nèi)部董事），近年來的趨勢是減少內(nèi)部董事，增加外部董事?，F(xiàn)在，大多數(shù)公司外部董事占了絕大多數(shù)。第八章OrganizationStructure組織結(jié)構(gòu)Sometopexecutivesarelikely161.2Thechiefexecutiveofficer

首席執(zhí)行官Theauthorityofficiallyvestedintheboardofdirectorsisassignedtoachiefexecutiveofficer,whooccupiesthetopoftheorganizationalpyramid.Thechiefexecutiveispersonallyaccountabletotheboardandtotheownersfortheorganization’sperformance.首席執(zhí)行官位于組織金字塔的最頂層，由董事會授權(quán)行使權(quán)利。組織的業(yè)績由首席執(zhí)行官直接對董事會和所有者負(fù)責(zé)。第八章OrganizationStructure組織結(jié)構(gòu)1.2Thechiefexecutiveoffic171.3Thetopmanagementteam

高層管理團(tuán)隊Increasingly,CEOssharetheirauthoritywithotherkeymembersofthetopmanagementteam.TopmanagementteamsaretypicallycomprisedoftheCEO,president,chiefoperatingofficer,chieffinancialofficer,andotherkeyexecutives.Ratherthanmakecriticaldecisionsontheirown,CEOsregularlymeettheirtopmanagementteamstomakedecisionsasaunit.現(xiàn)在越來越多的情況是由CEO與高層管理團(tuán)隊的其他關(guān)鍵成員共享權(quán)力。高層管理者通常由CEO、總裁、業(yè)務(wù)總監(jiān)、財務(wù)總監(jiān)和其他關(guān)鍵領(lǐng)導(dǎo)組成。CEO并非單獨(dú)作出關(guān)鍵決定，而是經(jīng)常與高層管理團(tuán)隊開會，共同作出決策。第八章OrganizationStructure組織結(jié)構(gòu)1.3Thetopmanagementteam

高182Hierarchicallevels層級水平TheCEOoccupiesthetoppositionandistheseniormemberoftopmanagement.Thetopmanageriallevelalsoincludespresidentsandvicepresidents.Thesearethestrategicmanagersinchargeoftheentireorganization.CEO占據(jù)了最上面的位置，是高層管理者中的高級成員。高層管理者還包括總裁和副總裁。這些是掌管著整個組織的戰(zhàn)略管理者第八章OrganizationStructure組織結(jié)構(gòu)2Hierarchicallevels層級水平The19Thesecondbroadlevelismiddlemanagement.Atthislevel,managersareinchargeofplantsordepartments第二大類是中層管理者，在這一層級上，管理者主管工廠或部門。Thelowestlevelismadeupoflowermanagementandworkers.Itincludesofficemanagers,salesmanagers,supervisors,andotherfirst-linemanagers,aswellastheemployees最低層級由更低一層的管理人員和工人組成，包括辦公室管理者、銷售管理者、主管和其他一線管理者，還包括雇員。第八章OrganizationStructure組織結(jié)構(gòu)Thesecondbroadlevelismidd20Anauthoritystructureisthegluethatholdstheselevelstogether.Generally,peopleathigherlevelshavetheauthoritytomakedecisionsandtotelllower-levelpeoplewhattodo.職權(quán)結(jié)構(gòu)就是把這些層次組合到一起來的主線。通常在更高層級的人有權(quán)做出決策并告訴低一層次的人該做什么。第八章OrganizationStructure組織結(jié)構(gòu)Anauthoritystructureisthe213Spanofcontrol控制跨度SpanofcontrolThenumberofsubordinateswhoreportdirectlytoanexecutiveorsupervisor.控制跨度：直接相某個管理者或主管匯報的下屬的數(shù)目。第八章OrganizationStructure組織結(jié)構(gòu)3Spanofcontrol控制跨度Spanof22Holdingsizeconstant,narrowspansbuildatallorganizationthathasmanyreportinglevels.Widespanscreateaflatorganizationwithfewerreportinglevels.如果組織規(guī)模保持不變，小的管理跨度使組織有較多的管理層次。大的管理跨度使組織扁平，層次較少。第八章OrganizationStructure組織結(jié)構(gòu)Holdingsizeconstant,narrow23Theoptimalspanofcontrolmaximizeseffectivenessbecauseitis(1)narrowenoughtopermitmanagerstomaintaincontroloversubordinates,but(2)notsonarrowthatitleadstoovercontrolandanexcessivenumberofmanagerswhooverseeasmallnumberofsubordinates.理想的管理跨度能夠?qū)崿F(xiàn)效果最大化，因為它（1）足夠小，允許管理者對下屬保持控制。（2）也沒有小到產(chǎn)生過度控制和過多的管理者監(jiān)督少量的下屬的程度。第八章OrganizationStructure組織結(jié)構(gòu)Theoptimalspanofcontrolma24Theoptimalspanofcontroldependsonanumberoffactors.Thespanshouldbewiderwhen(1)theworkisclearlydefinedandunambiguous,(2)subordinatesarehighlytrainedandhaveaccesstoinformation,(3)themanagerishighlycapableandsupportive,(4)jobsaresimilarandperformancemeasuresarecomparable,and(5)subordinatespreferautonomytoclosesupervisorycontrol理想的管理跨度依賴于一些因素。當(dāng)（1）工作定義明確，不模糊；（2）下屬訓(xùn)練有素，能夠獲得信息；（3）管理者非常能干；（4）工作類似，有可比較的業(yè)績衡量標(biāo)準(zhǔn)；（5）下屬喜歡有一定的自由度，不希望被監(jiān)督控制時，跨度可能較寬。第八章OrganizationStructure組織結(jié)構(gòu)Theoptimalspanofcontrolde254Delegation授權(quán)DelegationTheassignmentofneworadditionalresponsibilitiestoasubordinate.授權(quán)：將新的或另外的責(zé)任分派給下屬。第八章OrganizationStructure組織結(jié)構(gòu)4Delegation授權(quán)DelegationThe26Delegationistheassignmentofauthorityandresponsibilitytoasubordinateatalowerlevel.Itrequiresthatthesubordinatereportbacktohisorherbossastohoweffectivelytheassignmentwascarriedout.Delegationisperhapsthemostfundamentalfeatureofmanagement,becauseitentailsgettingworkdonethroughothers.授權(quán)是將職權(quán)和責(zé)任分配給更低一級下屬。它要求下屬反過來向他或她的老板報告任務(wù)完成的情況。授權(quán)也許是管理最基本的特征之一，因為它使工作由他人完成。第八章OrganizationStructure組織結(jié)構(gòu)Delegationistheassignmento27Advantagesofdelegation

授權(quán)的優(yōu)點(diǎn)1.Themanagersavestimebygivingsomeofhisorherownresponsibilitiestosomeoneelse.Thenthemanagerisfreetodevoteenergytoimportant,higher-levelactivitieslikeplanning,settingobjectives,andmonitoringperformance.管理者通過把他或她自己的責(zé)任分給其他人而節(jié)省了時間，于是管理者可以把精力抽出來從事象計劃、設(shè)定目標(biāo)和監(jiān)控業(yè)績等更重要、更高級的工作。第八章OrganizationStructure組織結(jié)構(gòu)Advantagesofdelegation

授權(quán)的優(yōu)點(diǎn)282.Delegationessentiallygivesthesubordinateamoreimportantjob.Thesubordinateacquiresanopportunitytodevelopnewskillsandtodemonstratepotentialforadditionalresponsibilitiesandperhapspromotion.Inessence,thesubordinatereceivesavitalformofon-the-jobtrainingthatcouldpayoffinthefuture.授權(quán)使下屬有機(jī)會執(zhí)行一項更重要的任務(wù)，使下屬有機(jī)會發(fā)展新技能，為日后承擔(dān)更大的責(zé)任或晉升積累資本。下屬相當(dāng)于接受了一次在將來能夠受益的在職培訓(xùn)。第八章OrganizationStructure組織結(jié)構(gòu)2.Delegationessentiallygive293.Theorganizationalsoreceivespayoffs.Allowingmanagerstodevotemoretimetoimportantmanagerialfunctionswhilelower-levelemployeescarryoutassignmentsmeansthatjobsaredoneinamoreefficientandcost-effectivemanner.組織也能夠得到益處。允許管理者把更多的時間投入重要的管理職能，而讓低層雇員執(zhí)行分配的任務(wù)，這意味著以更有效的方式進(jìn)行工作。第八章OrganizationStructure組織結(jié)構(gòu)3.Theorganizationalsorecei30Thestepsineffectivedelegation

有效授權(quán)的步驟1.definethegoalsuccinctly.簡潔的確定目標(biāo)2.selectthepersonforthetask.選擇完成任務(wù)的人選3.solicitthesubordinate’sviewsaboutsuggestedapproaches.就建議的方案了解下屬的意見4.givethesubordinatetheauthority,time,andresources(people,money,equipment)toperformtheassignment.給予下屬完成分配的工作的職權(quán)、時間和資源5.schedulecheckpointsforreviewingprogress.為檢查進(jìn)度規(guī)劃好不同的時間點(diǎn)。6.Followthroughbydiscussingprogressatappropriateintervals按計劃執(zhí)行，在合適的時段討論進(jìn)展情況第八章OrganizationStructure組織結(jié)構(gòu)Thestepsineffectivedelegat315Decentralization分權(quán)Thedelegationofresponsibilityandauthoritydecentralizesdecisionmaking.Inacentralizedorganization,importantdecisionsusuallyaremadeatthetop.Indecentralizedorganizations,moredecisionsaremadeatlowerlevels.職權(quán)和責(zé)任的授予使決策分散。在集權(quán)組織里，重要決策通常由最高層作出；在分權(quán)組織里，較低層級有權(quán)作出更多的決策。第八章OrganizationStructure組織結(jié)構(gòu)5Decentralization分權(quán)Thedele32MostAmericanexecutivestodayunderstandtheadvantagesofpushingdecision-makingauthoritydowntothepointoftheaction.Thelevelthatdealsdirectlywithproblemsandopportunitieshasthemostrelevantinformationandcanbestforeseetheconsequencesofdecision.Theyalsoseehowthedecentralizedapproachallowspeopletotakemoretimelyaction.現(xiàn)在大多數(shù)美國管理者都認(rèn)識到將決策權(quán)下放到實際操作層次的好處。直接與問題或機(jī)遇接觸的層級擁有最相關(guān)的信息，能夠最好的預(yù)測到?jīng)Q策的結(jié)果。這些管理者們也看到了分權(quán)的方法能使人們更及時的行動起來第八章OrganizationStructure組織結(jié)構(gòu)MostAmericanexecutivestoday33第三節(jié)：thehorizontalstructure

橫向結(jié)構(gòu)第八章OrganizationStructure組織結(jié)構(gòu)第三節(jié)：thehorizontalstructure

橫34Thefunctionalorganization

職能型組織FunctionalorganizationDepartmentalizationaroundspecializedactivities,suchasproduction,marketing,humanresources,etc.職能型組織：按照專門的活動（職能）來組織部門結(jié)構(gòu)，比如生產(chǎn)、營銷、人力資源等。

第八章OrganizationStructure組織結(jié)構(gòu)Thefunctionalorganization

職能35Inafunctionalorganization,jobs(anddepartments)arespecializedandgroupedaccordingtobusinessfunctionsandtheskillstheyrequire:production,marketing,humanresources,researchanddevelopment,finance,accounting,andsoforth.工作（和部門）按企業(yè)的職能和它們所需要的技能被劃分和組織起來：生產(chǎn)、營銷、人力資源、開發(fā)與研究、財務(wù)、會計等等。第八章OrganizationStructure組織結(jié)構(gòu)Inafunctionalorganization,36Functionaldepartmentalizationiscommoninbothlargeandsmallorganizations.Largecompaniesmayorganizealongseveraldifferentfunctionalgroupings.Forexample,CarmikeCinemahasvicepresidentsoffinance,realestate,operations,advertising,informationsystems,technical,andconcessions.職能型的部門結(jié)構(gòu)在大公司和小公司里都很普遍。大公司可以圍繞幾個不同的職能組織起來，比如，卡麥克公司有專門負(fù)責(zé)財務(wù)、房地產(chǎn)、制作、廣告、信息系統(tǒng)、技術(shù)和特許權(quán)的副總裁。第八章OrganizationStructure組織結(jié)構(gòu)Functionaldepartmentalization37Theadvantagesofthefunctionalorganization職能型組織的優(yōu)點(diǎn)1.Economiesofscalecanberealized.能夠?qū)崿F(xiàn)規(guī)模經(jīng)濟(jì)2.Monitoringoftheenvironmentismoreeffective.更有效的跟蹤環(huán)境的變化3.Performancestandardsarebettermaintained.能更好的保持業(yè)績標(biāo)準(zhǔn)第八章OrganizationStructure組織結(jié)構(gòu)Theadvantagesofthefunction384.Peoplehavegreateropportunityforspecializedtrainingandin-depthskilldevelopment.員工有更多的機(jī)會接受專業(yè)化的訓(xùn)練和深度技能的發(fā)展5.Technicalspecialistsarerelativelyfreeofadministrativework.技術(shù)專家得以從管理工作中脫身6.Decisionmakingandlinesofcommunicationaresimpleandclearlyunderstood.制定決策和溝通的渠道簡單且容易理解。第八章OrganizationStructure組織結(jié)構(gòu)4.Peoplehavegreateropportu39Thedisadvantages缺點(diǎn)1.Peoplemaycaremoreabouttheirownfunctionthanaboutthecompanyasawhole,andtheirattentiontofunctionaltasksmaymakethemlosefocusonoverallproductqualityandcustomersatisfaction.員工可能更關(guān)心他們自己的職能，而不關(guān)心公司整體的利益，他們對職能性工作的關(guān)注可能會妨礙對產(chǎn)品整體質(zhì)量和顧客滿意度的重視程度。第八章OrganizationStructure組織結(jié)構(gòu)Thedisadvantages缺點(diǎn)1.Peoplem402.Managersdevelopfunctionalexpertisebutdonotacquireknowledgeoftheotherareasofthebusiness;theybecomespecialists,butnotgeneralists.管理人員擁有職能專業(yè)知識，卻對其他經(jīng)營領(lǐng)域缺乏了解；他們成為專家，而不是通才。3.Betweenfunctions,conflictsarise,andcommunicationandcoordinationfalloff.在不同職能之間，沖突增加了，溝通和協(xié)調(diào)降低了。第八章OrganizationStructure組織結(jié)構(gòu)2.Managersdevelopfunctional41Thedivisionalorganization

事業(yè)部型組織DivisionalorganizationDepartmentalizationthatgroupsunitsaroundproducts,customers,orgeographicregions.事業(yè)部型組織：按照產(chǎn)品、顧客或地理區(qū)域來組織部門結(jié)構(gòu)。第八章OrganizationStructure組織結(jié)構(gòu)Thedivisionalorganization

事業(yè)42Asorganizationgrowandbecomeincreasinglydiversified,theyfindthatfunctionaldepartmentshavedifficultymanagingawidevarietyofproducts,customers,andgeographicregions.Inthiscase,organizationsmayrestructureinordertogroupallfunctionsintoasingledivision,andduplicateeachofthefunctionsacrossallofthedivisions.DivisionAhasitsownoperationsandmarketingdepartment,DivisionBhasitsownoperationsandmarketingdepartment,andsoon.Inthisregard,separatedivisionsmayactalmostasseparatebusinessesorprofitcentersandworkautonomouslytoaccomplishthegoalsoftheentireenterprise.第八章OrganizationStructure組織結(jié)構(gòu)Asorganizationgrowandbecom43當(dāng)組織增長并變得日益多樣化時，職能型組織已不足以應(yīng)付多種多樣的產(chǎn)品、顧客和地理區(qū)域。在這種情況下，組織會重新構(gòu)造，將所有職能容納到單獨(dú)的事業(yè)部中去，并在每個事業(yè)部中重復(fù)設(shè)置所有的職能。事業(yè)部A有自己的生產(chǎn)和營銷部門，事業(yè)部B也有自己的生產(chǎn)和營銷部門。這樣，不同的事業(yè)部幾乎作為單獨(dú)的企業(yè)或利潤中心來運(yùn)作，獨(dú)立自主為完成整個公司的目標(biāo)而努力。第八章OrganizationStructure組織結(jié)構(gòu)當(dāng)組織增長并變得日益多樣化時，職能型組織已不足以應(yīng)付多種多樣442.1productdivisions產(chǎn)品型事業(yè)部Intheproductorganization,allfunctionsthatcontributetoagivenproductareorganizedunderonemanager.在產(chǎn)品型組織中，所有為特定產(chǎn)品服務(wù)的職能都被組織在一個管理者之下。第八章OrganizationStructure組織結(jié)構(gòu)2.1productdivisions產(chǎn)品型事業(yè)部In45Advantages優(yōu)點(diǎn)1.Informationneedsaremanagedmoreeasily.更容易管理信息需求。2.Peoplehaveafull-timecommitmenttoaparticularproductline.員工對某個產(chǎn)品線全力投入3.Taskresponsibilitiesareclear.工作責(zé)任明晰4.Peoplereceivebroadertraining.員工接受更廣泛的培訓(xùn)。第八章OrganizationStructure組織結(jié)構(gòu)Advantages優(yōu)點(diǎn)1.Informationne46Disadvantages缺點(diǎn)

Itisdifficulttocoordinateacrossproductlinesanddivisions.And,althoughmanagerslearntobecomegeneralists,theymaynotacquirethedepthoffunctionalexpertisethatdevelopsinthefunctionalstructure.跨產(chǎn)品線、跨事業(yè)部的協(xié)調(diào)工作變得困難，雖然管理者成為通才，他們或許缺乏在職能型結(jié)構(gòu)中深入的職能專業(yè)知識。第八章OrganizationStructure組織結(jié)構(gòu)Disadvantages缺點(diǎn)

Itisdifficul472.2customerandgeographicaldivisions顧客和地域型事業(yè)部Somecompaniesbuilddivisionsaroundgroupsofcustomersoraroundgeographicaldistinctions.Ahospitalmayorganizeitsservicesaroundchild,adult,psychiatric,andemergencycases.一些公司依靠顧客或地理區(qū)域建立事業(yè)部。一家醫(yī)院可以按小孩、成年人、精神問題病人、急診病人來組織服務(wù)。第八章OrganizationStructure組織結(jié)構(gòu)2.2customerandgeographical48Thematrixorganization

矩陣型組織MatrixorganizationAnorganizationcomposedofdualreportingrelationshipsinwhichsomemanagersreporttotwosuperiors—afunctionalmanagerandadivisionalmanager.矩陣型組織：由兩個報告關(guān)系組成的組織，在這種組織中，一些管理者向兩個上級—職能管理者和事業(yè)部管理者報告。第八章OrganizationStructure組織結(jié)構(gòu)Thematrixorganization

矩陣型組織M493.1matrixsurvivalskills

矩陣生存技能1.Thetopexecutivemustlearntobalancepowerandemphasisbetweentheproductandfunctionalorientations.高級管理者必須學(xué)會在產(chǎn)品和職能兩個方向上平衡權(quán)力和重心。2.Pr