第三讲 组织结构的概念、方案和模式(精品).ppt

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1、第三讲 组织结构的概念、方案和模式引例:福特汔车公司混合动力车团队的组织结构组织结构的概念组织结构和信息处理组织设计方案组织结构模式组织结构模式的应用下一次课的讨论案例:1、C&C杂货店公司的组织结构 2、宝瓶宫广告代理公司的组织结构第三讲 组织结构的概念、方案和模式引例:福特汔车公司混合动力车团队的组织结构组织结构的概念组织结构和信息处理组织设计方案组织结构模式组织结构模式的应用下一次课的讨论案例:1、C&C杂货店公司的组织结构 2、宝瓶宫广告代理公司的组织结构引例：福特汔车公司混合动力车团队的组织结构l福特公司推出翼虎混合动力车的重要意义：是自T型车以来福特汽车公司最重要的车型。是在200

2、5年在北美国际车展上推出的新车型。l福特混合动力车团队的人员构成。由实验室研究人员和生产部门的产品工程师等若干部门的人员构成。l福特混合动力车团队的权力。第三讲 组织结构的概念、方案和模式引例:福特汔车公司混合动力车团队的组织结构组织结构的概念组织结构和信息处理组织设计方案组织结构模式组织结构模式的应用下一次课的讨论案例:1、C&C杂货店公司的组织结构 2、宝瓶宫广告代理公司的组织结构组织结构的概念组织结构是指由下列组织要素在构成组织整体的过程中形成的各种关系：职位。部门。一个部门中包括多少职位，存在一个控制幅度问题。在一个部门，甚至在一个团队型的部门里就开始存在组织层级了，只是这里的层级关系

3、只有两级。层级。由若干部门构成一个级数的组织层级。这里的部门数目多少也涉及控制幅度问题。上一级层级平面对下一级层级平面有指挥-服从关系。组织整体。由若干层级平面或层级台面构成组织整体。组织结构图。是由直线和方框来表示的对组织的一整套基本活动和过程的形象化表现。A Sample Organization Chart第三讲 组织结构的概念、方案和模式引例:福特汔车公司混合动力车团队的组织结构组织结构的概念组织结构和信息处理组织设计方案组织结构模式组织结构模式的应用下一次课的讨论案例:1、C&C杂货店公司的组织结构 2、宝瓶宫广告代理公司的组织结构组织结构与信息处理信息处理在组织结构设计中的重要地位

4、。指挥服从关系-决策-评价-信息。两类信息联系的方式：纵向和横向纵向信息联系：层级安排规则和制度计划纵向信息系统l横向信息联系：跨职能部门信息系统直接接触任务小组专职整合人员团队Ladder of Mechanisms for Horizontal Linkage and CoordinationHIGHLOWLOWInformation SystemsDirect ContactTask ForcesFull-time IntegratorsTeamsAmount of HorizontalCoordination RequiredCost of Coordination in Time a

5、nd Human ResourcesH IGHTeams Used for Horizontal Coordination at Wizard Software CompanyVideogamesChief EngineerProgramming Vice PresCustomer ServiceManagerVideogames Basic Research SupervisorResearch Vice PresApplications and Testing SupervisorProcurementSupervisorVideogames Sales ManagerMarketing

6、Vice Pres.Memory Products International ManagerAdvertising ManagerMemory Products Chief ProgrammerMemory ProductsResearch SupervisorMemory Products Sales ManagerPresident Videogames Product Team Memory Products Team第三讲 组织结构的概念、方案和模式引例:福特汔车公司混合动力车团队的组织结构组织结构的概念组织结构和信息处理组织设计方案组织结构模式组织结构模式的应用下一次课的讨论案例:

7、1、C&C杂货店公司的组织结构 2、宝瓶宫广告代理公司的组织结构组织设计方案的重点内容工作任务每个组织职位的指示-报告关系部门组合方式。尤其是在第一个组织层级和第二个组织层级之间的部门组合方式相当重要。职位、事业部、矩阵结构和横向结构等部门组合方式。层级之间的权力分配关系。集权制和分权制。组织结构图是组织设计方案的重要表现工具第三讲 组织结构的概念、方案和模式引例:福特汔车公司混合动力车团队的组织结构组织结构的概念组织结构和信息处理组织设计方案组织结构模式组织结构模式的应用下一次课的讨论案例:1、C&C杂货店公司的组织结构 2、宝瓶宫广告代理公司的组织结构组织结构模式(优缺点和适用条件）职能制

8、。事业部制。矩阵制。横向型结构虚拟网络制结构混合型结构Structural Design Options for Grouping Employees into DepartmentsEngineeringMarketingManufacturingCEOFunctionalGroupingDivisionalGroupingSource:Adapted from David Nadler and Michael Tushman,Strategic Organization Design(Glenview,Ill.:Scott Foresman,1988),68.Strengths and W

9、eaknesses of Functional Organization StructureSTRENGTHS:Allows economies of scale within functional departmentsEnables in-depth knowledge and skill developmentEnables organization to accomplish functional goalsIs best with only one or a few products WEAKNESSES:Slow response time to environmental cha

10、ngesMay cause decisions to pile on top,hierarchy overloadLeads to poor horizontal coordination among departmentsResults in less innovationInvolves restricted view of organizational goalsSource:Adapted from Robert Duncan,“What Is the Right Organization Structure?Decision Tree Analysis Provides the An

11、swer,”Organizational Dynamics(Winter 1979):429.Strengths and Weaknesses of Divisional Organization StructureSTRENGTHS:Suited to fast change in unstable environmentLeads to client satisfaction because product responsibility and contact points are clearInvolves high coordination across functionsAllows

12、 units to adapt to differences in products,regions,clientsBest in large organizations with several productsDecentralizes decision-makingWEAKNESSES:Eliminates economies of scale in functional departmentsLeads to poor coordination across product linesEliminates in-depth competence and technical specia

13、lizationMakes integration and standardization across product lines difficultSource:Adapted from Robert Duncan,“What Is theRight Organization Structure?Decision Tree AnalysisProvides the Answer,”Organizational Dynamics(Winter 1979):431.Reorganization from Functional Structure to Divisional Structure

14、at Info-TechR&DManufacturingAccountingMarketingInfo-TechPresidentFunctionalStructureDivisionalStructureStructural Design Options for Grouping Employees(Continued)MultifocusedGroupingCEOManufacturingMarketingProductDivision 2ProductDivision 1Source:Adapted from David Nadler and Michael Tushman,Strate

15、gic Organization Design(Glenview,Ill.:Scott Foresman,1988),68.Structural Design Options for Grouping Employees(Continued)HorizontalGroupingCEOFinanceHuman ResourcesCoreProcess 2CoreProcess 1Source:Adapted from David Nadler and Michael Tushman,Strategic Organization Design(Glenview,Ill.:Scott Foresma

16、n,1988),68.ProductManager AProductManager BProductManager CProductManager DDirectorof ProductOperationsDesignVice PresidentMfgVicePresidentMarketingVice PresidentControllerProcure-mentManagerPresidentDual-Authority Structure in a Matrix OrganizationProject Manager Locationin the StructurePresidentFi

17、nanceDepartmentFinancialAccountantBudgetAnalystManagementAccountantEngineeringDepartmentProductDesignerDraftspersonElectricalDesignerMarketingDepartmentMarketResearcherAdvertisingSpecialistMarketPlannerPurchasingDepartmentBuyerBuyerBuyerProject ManagerNewProduct BProject ManagerNewProduct AProject M

18、anagerNewProduct CMatrix Structure forEnglander SteelPresidentIndustrialRelationsVice PresidentMfg.ServicesVice PresidentFinanceVice PresidentMarketingVice President Mfg.Vice President MetallurgyVice President Field SalesVice President Open DieBusiness Mgr.Ring ProductsBusiness Mgr.Wheels&AxlesBusin

19、ess Mgr.SteelmakingBusiness Mgr.Vertical FunctionsHorizontal Product LinesSTRENGTHS:Achieves coordination necessary to meet dual demands from customersFlexible sharing of human resources across productsSuited to complex decisions and frequent changes in unstable environmentProvides opportunity for b

20、oth functional and product skill developmentBest in medium-sized organizations with multiple productsWEAKNESSES:Causes participants to experience dual authority,which can be frustrating and confusingMeans participants need good interpersonal skills and extensive trainingIs time consuming;involves fr

21、equent meetings and conflict resolution sessionsWill not work unless participants understand it and adopt collegial rather than vertical-type relationshipsRequires great effort to maintain power balanceStrengths and Weaknesses of Matrix Organization StructureSource:Adapted from Robert Duncan,“What I

22、s the RightOrganization Structure?Decision Tree Analysis Provides theAnswer,”Organizational Dynamics(Winter 1979):429.A Horizontal StructureTeam3Team2Team1TopManagementTeamTeam3Team2Team1CustomerCustomerProcessOwnerProcessOwner Testing Product Planning Research Market AnalysisNew Product Development

23、 Process Distrib.Material Flow Purchasing AnalysisProcurement and Logistics ProcessSources:Based on Frank Ostroff,The Horizontal Organization,(New York:Oxford University Press,1999);John A.Byrne,“The Horizontal Corporation,”Business Week,December 20,1993,76-81;and Thomas A.Stewart,“The Search for th

24、e Organization of Tomorrow,”Fortune,May 19,1992,92-98.Strengths and Weaknesses of Horizontal StructureSTRENGTHS:Flexibility and rapid response to changes in customer needsDirects the attention of everyone toward the production and delivery of value to the customerEach employee has a broader view of

25、organizational goalsPromotes a focus on teamwork and collaborationcommon commitment to meeting objectivesImproves quality of life for employees by offering them the opportunity to share responsibility,make decisions,and be accountable for outcomes WEAKNESSES:Determining core processes to organize ar

26、ound is difficult and time-consumingRequires changes in culture,job design,management philosophy,and information and reward systemsTraditional managers may balk when they have to give up power and authorityRequires significant training of employees to work effectively in a horizontal team environmen

27、tCan limit in-depth skill developmentSources:Based on Frank Ostroff,The Horizontal Organization:What the Organization of the Future Looks Like and How It Delivers Value to Customers,(New York:Oxford University Press,1999);and Richard L.Daft,Organization Theory and Design,6th ed.,(Cincinnati,Ohio:Sou

28、th-Western College Publishing,1998)253.FunctionalStructureHybrid StructurePart 1.Sun Petrochemical ProductsPresidentTechnologyVicePresidentFinancialServicesVice Pres.HumanResourcesDirectorChiefCounselChemicalsVicePresidentLubricantsVicePresidentFuelsVicePresidentProductStructureSources:Based on Lind

29、a S.Ackerman,“Transition Management:An In-Depth Look at Managing Complex Change,”Organizational Dynamics(Summer 1982):46-66;and Frank Ostroff,The Horizontal Organization,(New York:Oxford University Press,1999),Fig.2.1,34.Hybrid StructurePart 2.Ford Customer Service DivisionDirector andProcess OwnerD

30、irector andProcess OwnerSources:Based on Linda S.Ackerman,“Transition Management:An In-Depth Look at Managing Complex Change,”Organizational Dynamics(Summer 1982):46-66;and Frank Ostroff,The Horizontal Organization,(New York:Oxford University Press,1999),Fig.2.1,34.HumanResourcesStrategy andCommunic

31、ationFinanceVice President andGeneral ManagerTeamsTeamsDirector andProcess OwnerTeamsTechnical Support GroupVehicle Service GroupParts Supply/Logistics GroupFunctionalStructureHorizontal StructureTeamsTeamsThe Relationship of Organization Design to Efficiency vs.Learning OutcomesHorizontal Organizat

32、ionDesigned for LearningVertical OrganizationDesigned for EfficiencyDominantStructuralApproachHorizontal structure is dominant Shared tasks,empowerment Relaxed hierarchy,few rules Horizontal,face-to-face communication Many teams and task forces Decentralized decision makingVertical structure is domi

33、nant Specialized tasks Strict hierarchy,many rules Vertical communication and reporting systems Few teams,task forces or integrators Centralized decision makingThe Relationship of Structure to Organizations Need for Efficiency vs.LearningHorizontalStructureDominantStructuralApproachHorizontal:Coordi

34、nation Learning Innovation FlexibilityVertical:Control Efficiency Stability ReliabilityMatrixStructureDivisionalStructureFunctional withcross-functionalteams,integratorsFunctionalStructureModular Structure第三讲 组织结构的概念、方案和模式引例:福特汔车公司混合动力车团队的组织结构组织结构的概念组织结构和信息处理组织设计方案组织结构模式组织结构模式的应用下一次课的讨论案例:1、C&C杂货店公司

35、的组织结构 2、宝瓶宫广告代理公司的组织结构Symptoms of Structural DeficiencyDecision making is delayed or lacking in qualityThe organization does not respond innovatively to a changing environmentToo much conflict is evident组织结构模式的应用结构选择中的决策时机问题。公司刚成立或公司出现结构无效的症状。结构无效的症状包括决策质量不高、不能有效地应对环境的变化、存在明显的过多冲突。结构选择中对各选择方案之间关系的认识

36、。不同结构模式之间的连续渐变关系。结构选择中选择备选方案的根据因素。结构变化的权变因素：环境、战略与目标、技术、规模和文化。第三讲 组织结构的概念、方案和模式引例:福特汔车公司混合动力车团队的组织结构组织结构的概念组织结构和信息处理组织设计方案组织结构模式组织结构模式的应用下一次课的讨论案例:1、C&C杂货店公司的组织结构 2、宝瓶宫广告代理公司的组织结构下一次课的讨论案例：下一次课的讨论案例：1、C&C杂货店公司的组织结构杂货店公司的组织结构2、宝瓶宫广告代理公司的组织结构、宝瓶宫广告代理公司的组织结构lC&C杂货店公司的组织结构当时面临的主要问题是什么？你如何评价咨询组的组织结构建议方案？l宝瓶宫广告代理公司的组织结构当时面临的主要问题是什么？你对组织结构的变革提出什么样的建议方案？