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2000-1 王青 - 管理学院 - 上海交通大学 6-1
66OrganizationalStructureOrganizationalStructure
1.Concept of Organization
2.Principle of Org. Design
3. Structure
4. Trend & Issue of Org.
2000-1 王青 - 管理学院 - 上海交通大学 6-2
Designing Organizational StructureDesigning Organizational Structure
Organizing: the process by which managers establish working relationships among employees to achieve goals.
2000-1 王青 - 管理学院 - 上海交通大学 6-3
Principle of Organizational DesignVertical dimensionUnity of CommandCentralization & DecentralizationAuthority & ResponsibilitySpan of Management/control
Horizontal dimensionDivision of LaborDepartmentalization
2000-1 王青 - 管理学院 - 上海交通大学 6-4
The principle that a subordinate should have one n only one superior to whom he or she is directly responsible.
Principle-Unity of Command
2000-1 王青 - 管理学院 - 上海交通大学 6-5
Embarrassing Situation
2000-1 王青 - 管理学院 - 上海交通大学 6-6
Authority & Responsibility
Authority : The rights inherent lie in a managerial position to give orders and expect them to be obeyed.
Responsibility: An obligation to perform assigned activities.
2000-1 王青 - 管理学院 - 上海交通大学 6-7
Authority Line authority: the authority that entitles a manager to direct the work of a subordinate.
Staff authority: authority given to individuals who support ,assist ,and advise others who have line authority.
Chain of command : the flow of authority from the top to the bottom of an organization.
2000-1 王青 - 管理学院 - 上海交通大学 6-8
Executive Director
Assistant to the Executive Director
Director of Personnel
Director of Purchasing
Director of Operation
Other Directors
Unit 1 Manager
Unit 2 Manager
Personnel Operation Purchasing Other
2000-1 王青 - 管理学院 - 上海交通大学 6-9
Theory of AuthorityAcceptance theory of authority: The theory that authority comes from the willingness of subordinates to accept it.
The classical view: The rights inherently lie in one’s formal organizational position, if an order is given , it would be obeyed.
2000-1 王青 - 管理学院 - 上海交通大学 6-10
Responsibility
Equating responsibility and authority
When managers delegate authority, responsibility must be given as well.
2000-1 王青 - 管理学院 - 上海交通大学 6-11
Centralization Centralization :lower managers are not capable at making decisions.
Validity : More stable environment. Decision is significant. Company is large.
Disadvantage:Face crisis or failure risk.
2000-1 王青 - 管理学院 - 上海交通大学 6-12
Decentralization Decentralization: lower managers are capable at making decisions.
Validity: uncertain Environment . Decision is minor Company is geographically dispersed.
Centralization-Decentralization is a relative
2000-1 王青 - 管理学院 - 上海交通大学 6-13
Span of Control
The number of subordinates a manager can supervise efficiently and effectively
2000-1 王青 - 管理学院 - 上海交通大学 6-14
管理跨度概念:一个上司能有效指挥的下属个数 。管理跨度的意义 管理跨度的现代观点 影响管理跨度的因素
2000-1 王青 - 管理学院 - 上海交通大学 6-15
管理跨度的对比
2000-1 王青 - 管理学院 - 上海交通大学 6-16
管理跨度的意义管理跨度决定组织层次和管理人员的数目,
进而决定了组织的工作效率.组织层次与沟通效率:人力成本与经济效率
2000-1 王青 - 管理学院 - 上海交通大学 6-17
管理跨度的现代观点赞成尽量扩大管理跨度→ 有的拓宽到10
~20个 → 形成扁平化的组织结构.扩大管理跨度是否会影响管理效果?
2000-1 王青 - 管理学院 - 上海交通大学 6-18
影响管理跨度的因素 下属的素质; 下属工作的相似性; 任务的复杂性; 下属工作地点的远近; 管理信息系统的先进程度; 组织文化的凝聚力; 管理风格
2000-1 王青 - 管理学院 - 上海交通大学 6-19
Contrasting Spans of Control
Assuming Span of 4 Assuming Span of 8
1 1
4 816
4096
51264
64
256
1024
4096
Operators: 4096
Managers : 1365 level : 7
Operators:4096
Managers: 585
Level: 5
2000-1 王青 - 管理学院 - 上海交通大学 6-20
Departmentalization The process of grouping individuals into separate units or departments to accomplish organization goals Functional departmentalization Product & Service departmentalization Geographic Departmentalization Market or Customer Departmentalization Process departmentalization Global structure
2000-1 王青 - 管理学院 - 上海交通大学 6-21
Grouping activities by functions performed.
Functional departmentalization
2000-1 王青 - 管理学院 - 上海交通大学 6-22
Functional DepartmentalizationExecutive Director
Director of Personnel
Director of Purchasing
Director of Operation
Other Directors
Unit 1 Manager
Unit 2 Manager
Personnel Operation Purchasing Other
2000-1 王青 - 管理学院 - 上海交通大学 6-23
divisions created according to the type of product or service.
Product & Service departmentalization Product & Service
departmentalization
2000-1 王青 - 管理学院 - 上海交通大学 6-24
Product & Service StructureProduct & Service StructureC h art T it le
W ashing M achineDivision
LightingDivision
T elevisionDivision
CorporateM anagers
CEOCorporation
Figure 8.4a
2000-1 王青 - 管理学院 - 上海交通大学 6-25
Geographic structure: divisions based on the area of a country or world served.
Geographic Departmentalization
2000-1 王青 - 管理学院 - 上海交通大学 6-26
Geographic Structure
2000-1 王青 - 管理学院 - 上海交通大学 6-27
Market structure: divisions based on the types of customers served.
Market or Customer DepartmentalizationMarket or Customer Departmentalization
2000-1 王青 - 管理学院 - 上海交通大学 6-28
Market or Customer DepartmentalizationMarket or Customer Departmentalization
C h art T it le
Large BusinessCustom ers
Sm all BusinessCustom ers
EducationalInstitutions
IndividualCustom ers
CorporateM anagers
CEOCorporation
Figure 8.4c
2000-1 王青 - 管理学院 - 上海交通大学 6-29
Process departmentalization
Grouping activities on the basis of product or customer flow.
2000-1 王青 - 管理学院 - 上海交通大学 6-30
Process departmentalization
2000-1 王青 - 管理学院 - 上海交通大学 6-31
Global StructuresGlobal Structures
When managers find different problems or demands across the globe, global solutions are needed. Global geographic structure: different divisions serve
each world region. Global product structure: Customers in different regions
buy similar products so firms keep most functional work at home and set up a division to market product abroad.
2000-1 王青 - 管理学院 - 上海交通大学 6-32
StructuresStructures A division is a collection of functions working together to produce a product.
According the method of Departmentalization
Three factors for every org.ComplexityFormalization Centralization
2000-1 王青 - 管理学院 - 上海交通大学 6-33
Division of StructuresDivision of StructuresMechanistic: A structure that is high in complexity , formalization, and centralization .
Organic: A structure that is low in complexity , formalization, and centralization.
2000-1 王青 - 管理学院 - 上海交通大学 6-34
Contrast of Main Division Contrast of Main Division
Mechanistic Organic
*Rigid hierarchical relationship
*Fixed duties
*Formalized communication
*Centralized decision authority
*Collaboration (both vertical and horizontal)
*Adaptable duties
*Informal communication
*Decentralized decision authority
2000-1 王青 - 管理学院 - 上海交通大学 6-35
Factors Affecting Organizational DesignFactors Affecting Organizational Design
Environment
Strategy
HumanResources
TechnologyDetermine design or organizational
structure
Determine design or organizational
structure
Figure 8.1
2000-1 王青 - 管理学院 - 上海交通大学 6-36
Structure must be more flexible when environmental change is rapid.
Organic structure is a good choice in this case.
Environment and StructureEnvironment and Structure
2000-1 王青 - 管理学院 - 上海交通大学 6-37
Strategy: Different strategies require the use of different structures.
Strategy and StructureStrategy and Structure
战略类型 适应结构类型简单结构 单一产品 有机式
纵向一体化复杂的战略 多样化经营 机械式* 创新战略 有机式* 最求稳定和效率 机械式
2000-1 王青 - 管理学院 - 上海交通大学 6-38
Technology & StructureTechnology & StructureUnit Production: The production of
items in units or small batches.Mass Production : automated
machines make high volumes of standard products.
Process Production: totally mechanized systems of automatic machines.
2000-1 王青 - 管理学院 - 上海交通大学 6-39
Human Resources & Structure Human Resources & Structure
Higher skilled workers who need to work in teams usually need a more flexible structure.
----Organic Structure.
2000-1 王青 - 管理学院 - 上海交通大学 6-40
?The Type of StructureMechanistic :
Functional structure Divisional structure
Organic: Simple structure Matrix structure Team-based structure Network structure
Hybrid structure
2000-1 王青 - 管理学院 - 上海交通大学 6-41
Simple structure
An organizational design that is low in complexity and formalization but high in centralization
2000-1 王青 - 管理学院 - 上海交通大学 6-42
Simple structure
Boss of The Supermarket
Staff 1 Staff 3 Staff 4 CasherStaff 2
2000-1 王青 - 管理学院 - 上海交通大学 6-43
Functional structure
Function: people working together with similar skills, tools or techniques to perform their jobs.
2000-1 王青 - 管理学院 - 上海交通大学 6-44
A Sample of Pier 1’s Functional StructureA Sample of Pier 1’s Functional Structure
V .P . Tax V .P . C on tro lle r
V .P . M IS D irec to rC orp . P lan n in g
E xec . V .P .F in an ce & A d m in .
S en io r V . P .S to res
D irec to rTran sp orta tion
V .P .D is trib u tion
S en io r V .P .L og is tic s
C la rk Joh n sonC E O
Figure 8.3
2000-1 王青 - 管理学院 - 上海交通大学 6-45
Functional structure
Advantage: Workers can learn from others doing similar tasks. Easy for managers to monitor and evaluate workers.
Disadvantage: Hard for one department to communicate with
others. Managers can become preoccupied with their
department and forget the firm
2000-1 王青 - 管理学院 - 上海交通大学 6-46
?Divisional structure
An organization structure made up of autonomous self-contained unitsAdvantage :Disadvantage:
2000-1 王青 - 管理学院 - 上海交通大学 6-47
Divisional structure
2000-1 王青 - 管理学院 - 上海交通大学 6-48
?Matrix Structure?Matrix StructureMatrix structure: managers group people by function and product teams simultaneously. Advantage: Disadvantage:
2000-1 王青 - 管理学院 - 上海交通大学 6-49
Matrix StructureMatrix StructureFigure 8.7a
CEOCEO
Func.Func. ManagersManagers
SalesSales DesignDesign ProductionProduction
Product Product team Ateam A
Product Product team Bteam B
Product Product team Cteam C
Product Team
= two boss employee
Tea
m M
anag
ers
Tea
m M
anag
ers
2000-1 王青 - 管理学院 - 上海交通大学 6-50
Team-based Structure
Product Team Structure: The members are permanently assigned to the team and empowered to bring a product to market.
2000-1 王青 - 管理学院 - 上海交通大学 6-51
Product Team StructureProduct Team StructureCEOCEO
Func.Func. ManagersManagers
SalesSales DesignDesign ProductionProduction
Manufacturing Manufacturing Manufacturing
= Product Team Manager = Team member
Figure 8.7b
2000-1 王青 - 管理学院 - 上海交通大学 6-52
?Network Structure?Network Structure
a whole series of strategic alliances. Created between suppliers, manufacturers,
and distributors. Advantage: Disadvantage:
2000-1 王青 - 管理学院 - 上海交通大学 6-53
Network Structure
2000-1 王青 - 管理学院 - 上海交通大学 6-54
Hybrid StructuresHybrid Structures
Many large organizations have divisional structures where each manager can select the best structure for that particular division. One division may use a functional structure, one
geographic, and so on.
This ability to break a large organization into many smaller ones makes it much easier to manage.
2000-1 王青 - 管理学院 - 上海交通大学 6-55
Trend & Issue of Org.Coordinating Function :To ensure sufficient coordination between functions, managers delegate authority.
Tall & Flat org: Tall structures have many levels of authority relative to the
organization’s size.Communication gets difficult and Communications can also
become garbled . More time being taken to implement decisions.
Flat structures have few levels but wide spans of control.Results in quick communications but can lead to overworked
managers.