☆麦肯锡培训资料——组织结构(英文)

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组织结构英文原版PPTOrganizational Structure

Eur.
Latin Amer.
Pac.Rim
Prod. A Prod. B Prod. C
Pure Global
Germany U.S. Mexico
Malaysia
Global Functional Structure
For Single-business Firms
HQ U.S. Fin./Acct.
CEO
Prod 1 Prod 2 Prod 3 Prod 4
CEO
Mfg Finance R&D Logistics
Vertical Differentiation
Number of levels within the organization
Sr. VP
VP
Asst. VP
CEO
EVP
Sr. VP
Changing Role of Top Management
Paradoxes…how to be:
– global and local – big and small – centralized and decentralized
Old way…strategy-structure-systems:
Germany
Marketing
Mixed Structure
HQ PCs
Mfg. Mkt. R&D
US
Faxes Mobil Phones Copiers
Europe
Faxes Mobil Phones Copiers
Pacific
Faxes Mobil Phones Copiers
Stopford-Wells Structure Model

组织结构英语

组织结构英语
组织结构英语指的是企业或组织内部的组织形式和架构，包括部门设置、职位职责、工作流程、管理层级等等。

在英语中，常用的词汇包括：
1. Organization structure 组织结构
2. Department 部门
3. Job position 职位
4. Job description 工作描述
5. Workflow 工作流程
6. Hierarchy 级别结构
7. Reporting structure 汇报结构
8. Chain of command 指挥链
9. Span of control 控制范围
10. Centralized structure 集中式结构
11. Decentralized structure 分散式结构
12. Matrix structure 矩阵式结构
13. Functional structure 功能式结构
14. Divisional structure 部门式结构
15. Flat structure 扁平化结构
在商务英语中，了解组织结构英语非常重要，可以帮助我们更好地理解和描述企业内部的运作和决策流程。

同时，也有助于我们提高职场交流的效率和准确度。

麦肯锡战略咨询手册英文

1
TABLE OF CONTENTS
I. Executive summary II. Environmental and internal assessment
A. Industry dynamics and its implications B. Competitive assessment C. Internal assessment III. Strategic definition and implications A. Strategy articulation B. Strategic initiatives C. Financial projection D. Risks/contingencies and strategic
Instructions: Exhibit 2,3 or 4 could provide
a useful framework for answering this question
9
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 4
A.4 What are the present and future external factors that could present new opportunities and risks?
– Definition
– Sizing
Industry definition:
Instructions: Exhibit 1 could provide a useful framework for answering this question
Industry segmentation:
7
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 2

麦肯锡-企业家商业计划培训教程(英文版)

Business plan preparation
Training program for Entrepreneurs
AGENDA
• Short introduction to the use of business plans • Preparation guidelines for business plans • Wrap-up
USE OF BUSINESS PLANS
Standard use
• Start-up companies:
– Application for venture capital
– Search for management team members
– Communication with partners, suppliers, …
New
New product
• Palm • Smart • Sony Playstation • Rollerblades
பைடு நூலகம்
New industry
• Direct satellite TV • Netscape • Mobile telephony
Existing industries and businesses
Existing Existing
New business system
• Dell • Fotolabo • Charles Schwab • FedEx
New
Business system
Source: Planen, gründen, wachsen (McKinsey)
EXAMPLES
New high-growth ventures
technology, timing, and cash need

Mck教材insey-新员工培训手册(内有全部麦肯锡的工具跟计划介绍)英文

This document seeks to answer 4 questions
SECTION 1 Why do associates need to consider organizational issues in every engagement? SECTION 2 What frameworks do we use to help our clients improve organizational performance? SECTION 3 What role does an associate play in organization work? SECTION 4 Where can an associate find out more?
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area

企业组织结构英语

企业组织结构英语In the corporate world, the organizational structure isthe backbone of any company. It outlines the hierarchy andthe flow of authority within the organization.At the top, the board of directors sets the strategic direction, ensuring the company's goals align with its vision. Below them, the executive team, consisting of CEOs and otherC-suite executives, executes these strategies and manages the day-to-day operations.Middle management, a critical layer, bridges the gap between top executives and the workforce. They supervise departments, ensuring tasks are completed efficiently and effectively.The operational level is where the majority of employees work, performing the core functions of the business. Their collaboration and dedication are what drive the company forward.A well-structured organization also includes supportstaff, such as HR and IT, who provide essential services to keep the company running smoothly.Adapting to a flat organizational structure canstreamline communication and decision-making, fostering amore agile and responsive company.In conclusion, a company's organizational structure is crucial for its success. It defines roles, responsibilities, and the paths for growth and communication within the business.。

麦肯锡组织咨询手册

通过文员支持，减少工作任务
通过文员支持，减少工作任务
目前的
建议的
麦当劳的组织设计杠杆
赢的模式
关键工作
设计的杠杆
组织结构
员工
管理系统
领导风格
战略
价值观
核心技能
TCQ011129BJ(GB)
麦肯锡的演变
从…… 到……
权威、责任、及绩效的挑战的直接统一沟通渠道简单而有效整个公司个单位的内部结构与关键管理流程相似关键人员工作检查尽量减少安排关键管理流程日程及经常性的沟通
通过简化结构与核心流程来调整
许多事都做得很好，但至少有一种世界水平的功能性技能支持其战略重视在运作中建设公司技能[in the way they run the place] 公司关键管理流程被看作是真正的竞争优势
组织：基本框架概述
新进顾问培训教程
A
CLICK HERE TO ADD A TITLE
工作手册
演讲人姓名
本教程致力于回答4个问题
第一部分为什么助理顾问需要在每一个项目中都要考虑组织方面的问题？
第三部分一个助理顾问在组织工作中应扮演什么角色？
第二部分我们用什么框架帮助我们的客户改进组织效率？
Emerson Pepsico Sonoco Sun Trust VF
3M ge Hallmark Johnson& Johnson 许多高绩效公司正在走这条路
大多数公司
BP FP&L Wallace
绩效
高
平均
低
命令与控制
承诺与授权
管理路径
沿着高绩效公司的道路
未能成功贯彻绩效伦理的公司所经历的道路

麦肯锡内部培训手册--团队

需关注的问题
•是否能够经常并且轻易地举行会议 •所有成员是否能够轻易而经常地交流沟通 •所有成员是否都能开诚布公相互配合做事 •每个人是否都能了解其他人的作用和技能 •是否还需要更多的人来实现目标 •是否有可能，也有必要再分下一级小组
LDCL010331BJ(GB)-final TCQ011129BJ(GB) corp strategy
LDCL010331BJ(GB)-final TCQ011129BJ(GB) corp strategy
对团队的基本要素的具体描述之四——共同的工作方法
•形成共同工作方法的核心在于，在工作的各个具体方面以及如何能把个人的技能与提高团队业绩联系起来拧成一股劲的问题上达成一致
需关注的问题
•所使用的工作方法是否具体、明确；每个人是否都能真正理解并一致接受这种方法及它是否能导致目标成就 •这种方法能否利用和增强所有成员的技能 •这种方法是否要求所有成员对实际工作作出同样的贡献 •这种方法能产生开放的相互影响、就事论事地解决问题、根据成果进行考核等结果 •是否所有的成员都以同样的方式说明这种方法 •这种方法是否可以随时进行修正和改进
多花时间在一起
尤其是在团队组建的初期显得更为重要，以至于特别小组的成员发现小组的任务几乎成了他们的第二职业
开拓积极反馈、承认和奖励的能力
安然公司的高层对于参与者给予奖励。但作为潜在的团队，则必须开发出自己的方法，直到最后，对团队业绩的满足感成了最高的奖赏
提出和抓住几个有立竿见影效果的注重业绩成果的工作和目标
案例：安然铺设钢管特别工作组
特别说明——该公司（McKinsey长达12年的客户）已经因财务问题而破产，但是其团队建设的先进理念依然值得学习

组织架构介绍英文版

组织架构介绍英文版The organizational structure of a company plays a crucial role in determining how effectively it can operate and achieve its objectives. 组织架构是一家公司运作和实现目标的关键因素之一。

It represents the hierarchy and relationships between different roles and departments within the organization. 它代表了组织内不同角色和部门之间的等级和关系。

A well-designed organizational structure ensures clarity in roles and responsibilities, facilitates communication and coordination, and enhances efficiency. 一种设计良好的组织架构能够确保角色和责任的明晰，促进沟通和协调，并增强效率。

The most common types of organizational structures include functional, divisional, matrix, and flat structures. 最常见的组织架构类型包括功能性、分部门、矩阵和扁平结构。

In a functional structure, employees are grouped based on their specialized functions or roles, such as marketing, finance, and operations. 在功能性结构中，员工根据其专业职能或角色分组，例如市场营销、财务和运营。

麦肯锡-概述与基本框架-组织

变革驱动因素
外部环境变化
随着市场、技术和社会观念的变化，企业需要不断调整自身
以适应这些变化。
内部成长需求
企业规模扩大和业务多元化，需要更高效、灵活的组织结构来支持其发展。
竞争压力
面对竞争对手的挑战，企业需要不断创新和改进，提高自身的竞争力。
客户需求变化
随着客户需求的多样化和个性化，企业需要更好地满足客户
麦肯锡-概述与基本框架-组织
contents
目录
• 麦肯锡概述 • 基本框架-组织 • 麦肯锡的组织结构 • 麦肯锡的组织设计 • 麦肯锡的组织变革
01 麦肯锡概述
公司历史
1926年
公司成立，由James O. McKinsey创立，初期专注于会计
和审计业务。
1940年代
开始涉足管理咨询领域，逐渐转型为一家专注于为企业提供战略、运营和组织方面的咨询服务的公司。
持续监控与调整
在变革过程中，需要持续监控进展情况，及时发现问题并进行调整，确保变革效果达到预期。
变革效果评估
短期效果评估
长期效果评估
在变革实施后的一段时间内，对变革的效果进行评估，包括员工满意度、生产效率、客户满意度等指标。
在变革实施一段时间后，对长期效果进行评估，包括企业的盈利能力、市场份额、品牌形象等指标。
1980年代
开始全球化扩张，逐步发展成为全球领先的管理咨询公司之一。
公司文化
客户至上
始终将客户的利益放在首位，致力于为客户提
供卓越的咨询服务。
团队协作
鼓励团队之间的协作与交流，充分发挥集体智
慧，共同解决问题。
创新精神
不断探索新的管理理念和方法，引领行业变革

企业组织框架英文版

企业组织框架英文版Organizational Structure of a CompanyAn organizational structure is essential for any company as it outlines the hierarchy and division of responsibilities within the organization. It provides a clear framework that helps employees understand their roles and how they fit into the larger goal of the company. This article will discuss the organizational structure of a typical company, its various components, and their functions.1. Board of Directors:At the top of the organizational structure is the Board of Directors. The board consists of a group of individuals elected by shareholders who are responsible for making important decisions and setting company policies. They oversee the company's overall performance, governance, and strategic direction.2. Chief Executive Officer (CEO):Reporting to the Board of Directors is the CEO, who is responsible for the day-to-day management of the company. The CEO is the highest-ranking executive and is charged with driving the organization's vision, objectives, and performance. They work closely with other top-level executives to develop and implement strategies for achieving the company's goals.3. Executive Team:The executive team consists of key leaders who report directly to the CEO. These individuals typically hold titles such as Chief Financial Officer (CFO), Chief Operating Officer (COO), Chief Marketing Officer (CMO), and Chief Technology Officer (CTO).Each member of the executive team is responsible for a specific functional area, such as finance, operations, marketing, or technology.4. Departments/Divisions:Underneath the executive team are various departments or divisions that carry out specific functions within the organization. Common departments include finance, human resources, marketing, sales, operations, and research and development. Each department is headed by a manager who reports to the appropriate executive in the executive team. The departmental heads are responsible for the day-to-day operations, goal-setting, and performance of their respective departments.5. Teams/Units:Within each department, there may be teams or units responsible for handling specific tasks or projects. These teams are typically led by a team leader or manager who reports to the department head. They oversee the work of the team members, allocate resources, set goals, and ensure the timely completion of projects.6. Employees:At the base of the organizational structure are the employees who carry out the day-to-day tasks required for the company to operate efficiently. Each employee has a defined role and responsibilities within their department or team. They report to their immediate supervisor or team leader and contribute to achieving the team's objectives.7. Support Functions:Alongside the core departments, organizations often have support functions that provide essential services to the entire company. These include IT support, human resources, legal, and administrative services. These support functions aid in the smooth functioning of the organization as a whole.Overall, the organizational structure of a company provides the framework for effective communication, decision-making, and coordination of activities. It ensures that all employees understand their roles and responsibilities and how they contribute to the company's success. A well-defined organizational structure promotes accountability, clarity, and operational efficiency within the organization.。

组织结构-组织机构设计(ppt 46页)中英文

权威接受理论：认为权力只有在下属认可的情况下才能发生。
The classical view: The rights inherently lie in one’s formal organizational position, if an order is given , it would be obeyed.
每一组织结构都有三方面特征：
Complexity 复杂性
Formalization 正规化
Centralization 集权（或分权）
Different structure has different factors union
不同的组织类型具有不同的特征组合。
2000-1
王青-管理学院-上海交通大学
complexity , formalization, and
centralization.
有机式：是一种具有低度复杂性、正规化和集权性的组织形式。
2000-1
王青-管理学院-上海交通大学
Contrast of Main Division 类型对
比
Mechanistic
Organic
机械式
有机式
Hierarchical relationship
纵向关系
Vertical and horizontal
横向与纵向关系
*Fixed duties
固定的职责
Adaptable duties
可变职责
*Formalized communication Informal communication
组织结构-组织机构设计 (ppt 46页)中英文
2021年7月21日星期三
Designing Organizational Structure 组织机构设计

[麦肯锡]组织架构：促成众人同心协力的利器

组织架构：促成众人同心协力的利器Marvin Bower即使在规模最大、管理最完善的企业，每天都会产生成百个组织上的混乱。

纵观整个国民经济，它们构成了巨大的资源浪费。

编辑注：本文摘自MarvinBower1966年出版的《管理意志》一书第五章。

Bower于2003年1月22日去世，享年99岁。

他曾于1950到1967年间担任麦肯锡公司董事长兼全球总裁。

作为一位传奇式的人物，他的影响历经60余年而不衰。

本文集中体现了他在企业组织原则方面的思想。

某个夏日午后，有位朋友来电约我打高尔夫球。

他自己已经找好搭档，想再找两个人配对。

我欣然接受邀请，然后，花了一分钟时间和他讨论该找谁当第四名球友。

不过我们并未敲定人选，而且也没有讲定由谁去找那第四个人。

第二天我遇到同俱乐部另一名会员，他答应加入我们。

于是，我马上打电话告诉我的朋友。

没想到他同时也已经约好别人，这么一来，我们变成多出一个人。

我只好回电给那位我邀请的会员，告诉他这个窘境。

他很能谅解，马上就同意退出。

所以，最后并未造成任何伤害。

即便如此，这件事还是让我觉得很尴尬，而这其实是很容易就可避免的事。

当初我们在第一次的电话里只须做一件事，那就是遵守组织架构最基本的原则：决定谁该做什么。

用更专业的术语来说，我们应该将找到第四名球友的责任交给其中一人，并授权由他执行。

<br><br>良好组织架构的重要性遗憾的是，即使在规模最庞大、管理最完善的企业当中，每天都会发生成百起后果更为严重的组织乱象。

追究其原因，全都出在未能明确谁该做什么，谁有何职权，以及谁该向谁汇报。

因此造成一团混乱，且冲突不断，其后果就是重复、白费力气、延误、挫折、口不择言，或是漫不经心，把工作全推给别人。

而整个公司上下，无数的混乱与冲突结合起来，结果就是绩效不彰、成本居高不下、竞争优势丧失、士气低落、利润下降，以及丧失培养管理人才的契机。

整个经济体系中这种现象不断累积，即成为全国资源惊人的浪费。

公司的组织结构(英语)

Divisional system structure（事业部制组织结构）
Divisional system organization structure, which is under the headquarters of the company, set up several independent operating business units - division. These divisions, or product, or by region. Each division is responsible for the cost and profit of a profit center. Divisional system organization structure is similar to the straight line, staff structure, so the organization structure retained the linear part of staff system structure characteristics. However, there are essential differences between the two kinds of structure, the department was given more responsibility and authority, it is a relatively independent unit, linear structure internal staff system, on the other hand, there is no such units. In fact, each group tend to be more similar to a straight line, staff structure unit.