《管理学》第七版 MBA第四讲：组织设计与组织变革
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Specialized task assignment: Benefit and Costs
Benefits —exploiting comparative advantage —lower cross-training expense
Costs —foregone complementarities across tasks —coordination costs —functional myopia —reduced flexibility
2、组织结构设计的基本原则
(Horizontal) 横向机构（极限是能够协调和增值）
(Vertical)
纵向机构（极限是能够有效激励、控制和沟通 ）
2、组织结构设计的基本原则
横向原则
其他原则
分工原则 部门化原则
纵向原则
统一指挥原则 责任与职权对称原则 管理幅度原则
第四讲：组织设计与组织变革
范黎波 博士 对外经济贸易大学国际商学院 2012年9月23日
一、组织设计
Organizational design and structure
1、组织描述
复杂性(Complexity)：企业内部被分化(Differentiat ion)的程度，主要涉及产品（宽度大小）、分工、 组织层次和业务上的地域分布。 规范化（formalization）：企业的规章制度和生产或 业务程序对员工工作行为指导或约束的程度。如果 职员沿革遵守的化，就属于高度规范，反之则属于 不规范或无序失控。 集权化（Centralization）：集权是指组织的决策权 由高层管理人员所控制和垄断的倾向；分权（Dece ntralization）是指向中低层管理机构下放决策权 力的倾向。
专门化工作Specialized work —perform limited number of functions e.g. traditional assembly line
综合化工作Broad work
—perform multiple functions e.g. professors
(1) Methods of grouping jobs: Unitar y
U-form of organization (unitary) —by functional specialty —each primary function in one major subunit
Finware as functional organization
Tasks at Finware
Finware is a d istributor of fina ncial software.
Productive building of tasks
Generally, The choice between specialized and b road task assignments depends upon technologic al, informational, and incentive issues. Specifically, The relative degree of complementarity among tasks within versus across has an i mportant impact on the choice between specializ ed and broad. It depends on how specialized knowledge is created and the cost of transferring of knowledge. It also depends on the technology used in the production process.
Functional subunits advantages and disadvantages
Advantages —promotes effective coordination —promotes functional expertise —well-defined promotion path Disadvantages —opportunity cost of senior management time —coordination problems across departments —employee focus on functions, not customers
Structural Variables Technological Varia bles Human aspects Cultural Variables
二、岗位化：岗位、分工与职权
Bundling task into jobs and How fir
m assign decision right
Job Enlargement - horizontal expansion of jo b job scope - the number of different tasks required in a job and the frequency with which these tasks are repeated provides few challenges, little meaning to workers’ activities only addresses the lack of variety in speciali -zed jobs
工作设计理论Designing Motivating Jobs
Job Enrichment - vertical expansion of job job depth - degree of control employees have over their work empowers employees to do tasks typically performed by their man -agers
Feedback
Knowledge of the actual results of the work Low Absenteeism and Turnover Strength of Employee Growth Need
工作特征模型
Designing Motivating Jobs (cont.) JCM (cont.) links between core characteristics an d outcomes are moderated by the strength of the individual’s growth need growth need - person’s desire for self-esteem and self-actualization
工作特征模型Job Characteristics Model (JCM) - co
nceptual framework for analyzing jobs
jobs described in terms of five core characte ristics skill variety - degree to which job require s a variety of activities more variety, greater need to use differ ent skills task identity - degree to which job requires completion of an identifiable piece of work
工作特征模型
feedback - degree to which carrying out the job results in receiving clear information about the effecti -veness with which it has been per -formed employee knows how effectivel y s/he is performing
工作特征模型 task significance - degree to which job has substantial impact on the lives of other people these three characteristics create meaningful work autonomy - degree to which job provid es substantial freedom, independence, and discretion in performing the work give employee a feeling of personal responsibility
Job Design - the way tasks are com -bined to form complete jobs historically, concentrated on making jobs more specialized
工作设计理论Designing Motivating Jobs
岗位设计包含的规范要素
如何理解工作特点和个人偏好
日常工作量 工作的复杂性 工作中是否需要关注 更多细节 工作投入是否需要热 情 工作职责是否明确 独立性 同其他人员的交往量 工作节奏 加班 工作环境 升迁机会 认可 上下班时间 出差要求
工作设计理论Designing Motivating Jobs
岗位、职责与权力
岗位设计的基本维度（Job dimensions） —任务的多样性程度（variety of tasks fe w or many ） —决策权的大小（decision authority limit ed or broad）
Dimensions of job design
专门化与综合化（Specialized versus broader Task assignment）
Load Vertically
Autonomy
Opening Feedback Channels
Feedback
三、部门化：分工与权力
Bundling Tasks into Jobs and Subu nits
Building of jobs into subunits
Grouping jobs by functions Grouping jobs by product or geography Trade-off between functional and product or ge ographic subunit Environment, strategy and architecture Matrix organization Network organization Etc.
工作特征模型Job Characteristics Model
Core Job Dimensions Skill Variety Task Identity Task Signific ance Autonomy Critical Psychological States Experienced mea ningfulness of the work Experienced respon sibility for outcomes o f work Personal and Work Outcomes High Internal Work Motivation High-Quality Work Perfor mance High Satisfa ction with the Work
Suggested Actions
Combining Tasks
Forming Natural Work Units Forming Natural Work Units
工作特征模型
Core Job Dimensions Skill Variety
Task Identity
Task Significance
Specialized task assignment: Benefit and Costs
Benefits —exploiting comparative advantage —lower cross-training expense
Costs —foregone complementarities across tasks —coordination costs —functional myopia —reduced flexibility
2、组织结构设计的基本原则
(Horizontal) 横向机构（极限是能够协调和增值）
(Vertical)
纵向机构（极限是能够有效激励、控制和沟通 ）
2、组织结构设计的基本原则
横向原则
其他原则
分工原则 部门化原则
纵向原则
统一指挥原则 责任与职权对称原则 管理幅度原则
第四讲：组织设计与组织变革
范黎波 博士 对外经济贸易大学国际商学院 2012年9月23日
一、组织设计
Organizational design and structure
1、组织描述
复杂性(Complexity)：企业内部被分化(Differentiat ion)的程度，主要涉及产品（宽度大小）、分工、 组织层次和业务上的地域分布。 规范化（formalization）：企业的规章制度和生产或 业务程序对员工工作行为指导或约束的程度。如果 职员沿革遵守的化，就属于高度规范，反之则属于 不规范或无序失控。 集权化（Centralization）：集权是指组织的决策权 由高层管理人员所控制和垄断的倾向；分权（Dece ntralization）是指向中低层管理机构下放决策权 力的倾向。
专门化工作Specialized work —perform limited number of functions e.g. traditional assembly line
综合化工作Broad work
—perform multiple functions e.g. professors
(1) Methods of grouping jobs: Unitar y
U-form of organization (unitary) —by functional specialty —each primary function in one major subunit
Finware as functional organization
Tasks at Finware
Finware is a d istributor of fina ncial software.
Productive building of tasks
Generally, The choice between specialized and b road task assignments depends upon technologic al, informational, and incentive issues. Specifically, The relative degree of complementarity among tasks within versus across has an i mportant impact on the choice between specializ ed and broad. It depends on how specialized knowledge is created and the cost of transferring of knowledge. It also depends on the technology used in the production process.
Functional subunits advantages and disadvantages
Advantages —promotes effective coordination —promotes functional expertise —well-defined promotion path Disadvantages —opportunity cost of senior management time —coordination problems across departments —employee focus on functions, not customers
Structural Variables Technological Varia bles Human aspects Cultural Variables
二、岗位化：岗位、分工与职权
Bundling task into jobs and How fir
m assign decision right
Job Enlargement - horizontal expansion of jo b job scope - the number of different tasks required in a job and the frequency with which these tasks are repeated provides few challenges, little meaning to workers’ activities only addresses the lack of variety in speciali -zed jobs
工作设计理论Designing Motivating Jobs
Job Enrichment - vertical expansion of job job depth - degree of control employees have over their work empowers employees to do tasks typically performed by their man -agers
Feedback
Knowledge of the actual results of the work Low Absenteeism and Turnover Strength of Employee Growth Need
工作特征模型
Designing Motivating Jobs (cont.) JCM (cont.) links between core characteristics an d outcomes are moderated by the strength of the individual’s growth need growth need - person’s desire for self-esteem and self-actualization
工作特征模型Job Characteristics Model (JCM) - co
nceptual framework for analyzing jobs
jobs described in terms of five core characte ristics skill variety - degree to which job require s a variety of activities more variety, greater need to use differ ent skills task identity - degree to which job requires completion of an identifiable piece of work
工作特征模型
feedback - degree to which carrying out the job results in receiving clear information about the effecti -veness with which it has been per -formed employee knows how effectivel y s/he is performing
工作特征模型 task significance - degree to which job has substantial impact on the lives of other people these three characteristics create meaningful work autonomy - degree to which job provid es substantial freedom, independence, and discretion in performing the work give employee a feeling of personal responsibility
Job Design - the way tasks are com -bined to form complete jobs historically, concentrated on making jobs more specialized
工作设计理论Designing Motivating Jobs
岗位设计包含的规范要素
如何理解工作特点和个人偏好
日常工作量 工作的复杂性 工作中是否需要关注 更多细节 工作投入是否需要热 情 工作职责是否明确 独立性 同其他人员的交往量 工作节奏 加班 工作环境 升迁机会 认可 上下班时间 出差要求
工作设计理论Designing Motivating Jobs
岗位、职责与权力
岗位设计的基本维度（Job dimensions） —任务的多样性程度（variety of tasks fe w or many ） —决策权的大小（decision authority limit ed or broad）
Dimensions of job design
专门化与综合化（Specialized versus broader Task assignment）
Load Vertically
Autonomy
Opening Feedback Channels
Feedback
三、部门化：分工与权力
Bundling Tasks into Jobs and Subu nits
Building of jobs into subunits
Grouping jobs by functions Grouping jobs by product or geography Trade-off between functional and product or ge ographic subunit Environment, strategy and architecture Matrix organization Network organization Etc.
工作特征模型Job Characteristics Model
Core Job Dimensions Skill Variety Task Identity Task Signific ance Autonomy Critical Psychological States Experienced mea ningfulness of the work Experienced respon sibility for outcomes o f work Personal and Work Outcomes High Internal Work Motivation High-Quality Work Perfor mance High Satisfa ction with the Work
Suggested Actions
Combining Tasks
Forming Natural Work Units Forming Natural Work Units
工作特征模型
Core Job Dimensions Skill Variety
Task Identity
Task Significance