第10章组织结构设计

Organizational Structure and Design 组织结构和设计
Chapter
10
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Learning Outcomes 学习成果
阅读及学习完本章后要求掌握以下3点，并能回答其中的有关问题：
LO 10.1 Defining Organizational Structure 对组织结构进行定义
• Poor communication across functional areas
• Limited view of organizational goals 9
图 10-1 (cont’d) Geographical Departmentalization 地区部门化
• Advantages 优点 • More effective and efficient handling of specific regional issues that arise
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图 10-1 (cont’d) Customer Departmentalization 顾客部门化
销售总监
零售客户部 经理
批发客户部 经理
政府客户部 经理
+ Customers’ needs and problems can be met by specialists
- Duplication of functions
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3 Key Terms
• Organizing 组织工作
Organizing is arranging and structuring work to accomplish the organization’s goals. 组织工作就是对工 作进行安排和结构化以实现组织的目标。
• Organizational Stof Control 管控幅度：
The number of employees who can be effectively and efficiently supervised by a manager. 一个管理者可以有效果和 有效率地监管的员工人数。
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Decentralization 分权
组织结构6大要素
• Centralization 集权化 /高层集中决策
More Centralization: Environment is stable…. (表10-2）
• Decentralization 分权/对下分散决策
More Decentralization: Environment is complex, uncertain.…. (表10-2）
1. Work specialization 工作专门化
2. Departmentalization 部门化
3. Chain of command 指挥链
4. Span of control 管控幅度
5. Centralization and decentralization 集权与分权 6. Formalization 正规化
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组织结构6大要素 Work Specialization 工作专门化
• The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person. 组织中的任务划分为不同的工作步骤，每一步都由 不同的人来完成的程度 • Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover. 过度的专业分工会导致厌倦，疲劳， 压力，低质量，缺勤率和离职率增加。
• The obligation or expectation to perform. 责任或期 望的表现。
Unity of Command 统一指挥
• The concept that a person should have one boss and should report only to that person. 每个人只有 一个老板并向他汇报。
LO 10.2 Organizational Design Decisions 组织设计的决策考虑 LO 10.3 Common Organizational Designs 常见的组织设计形式
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Learning Outcome 10.1
Defining Organizational Structure 定义组织结构
- Limited view of organizational goals
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组织结构6大要素
• Chain of Command 指挥/命令链
The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to whom. 从组织的上部延伸到组织的最底层的连续的职权线，它 明确了谁向谁报告。
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表 10-1 Purposes of Organizing 组织工作的目的 P.267 • Divides work to be done into specific jobs and departments. • Assigns tasks and responsibilities associated with individual jobs.
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Six Key Elements of Organizational Structure 组织结构的6大要素
• Organizational Design is a process involving decisions about six key elements 组织设计是涉及 6大要素的决策过程:
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5 Common Types of Departmentalization 部门化的5种常见类型
• Functional 按职能
Grouping jobs by functions performed
• Process 按流程
Grouping jobs on the basis of product or customer flow
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图 10-1 The Five Common Forms of Departmentalization Functional Departmentalization 职能部门化
• Advantages 优点 • Efficiencies from putting together similar specialties and people with common skills, knowledge, and orientations • Coordination within functional area • In-depth specialization • Disadvantages 缺点
Span of Control 管控幅度
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3 3 3
Tall Structure 细高结构 管控幅度窄，层次多 Span of control =5 Layer = 5
Span of Control 管控幅度
Flat Structure 扁平结构 wide span of control, less layer 管控幅度宽，层次少 Layer=3
• Serve needs of unique geographic markets better
• Disadvantages 缺点 • Duplication of functions
• Can feel isolated from other organizational areas
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图 10-1 (cont’d) Product Departmentalization 产品部门化
图 10-1 (cont’d) Process Departmentalization 生产流程/工艺部门化 (家具生产)
+ More efficient flow of work activities
– Can only be used with certain types of products
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组织结构6大要素
Centralization 集权
Formal decision making authority is held by a few people, usually at the top 正式的决策权由少数高层领导掌握
Decision making authority is dispersed throughout the organization 决策权分散在组织各处
休闲和特种 车辆部 公共交 通部 庞巴迪公司 铁路产 品部
+ + + – –
Allows specialization in particular products and services Managers can become experts in their industry Closer to customers Duplication of functions Limited view of organizational goals 11
• Product 按产品
Grouping jobs by product line 产品线
• Customer 按顾客