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单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,整理课件,*,管 理 學,組織結構與設計,Organizational Structure and Design,A learning organization is“an organization that is continually expanding its capacity to create its future”.,Peter Senge,1,整理课件,The only job security you have today is your commitment to continuous personal improvement.(Ken Blanchard),大學傳統系所組織已不合時宜，跨學術領域學程的出現反應職場對人才的需要。（許士軍）,不要期待主管給你溫暖，因為他站的位置比你高，他比你更寒冷。,(104,Simon),o,rganization chart,vs.organizing,2,整理课件,綱要,1 組織設計之定義：六個決策要素,2 組織設計之理論架構：四個權變變數,3 組織設計之實務應用：八個常見實例,3,整理课件,1 組織設計之定義：六個決策要素,定義：組織，組織結構，組織設計,1.工作專業化 4.管轄幅度,2.部門化 5.集（分）權,3.指揮鏈,6.形式化,討論：,1.,複雜度,(,分科分層差異化,),，集權度，形式化。,2.,one best way?,4,整理课件,Defining Organizational Structure,Organizational Structure,The formal arrangement of jobs within an organization.,Organizational Design,A process involving decisions about six key elements:,5,整理课件,1.Work Specialization,工作專業化,The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.,Over,specialization can result in human diseconomies from boredom,fatigue,stress,poor quality,increased absenteeism,and higher turnover.,6,整理课件,2.Departmentalization,部門化,Functional,Grouping jobs by functions performed,Product,Grouping jobs by product line,Geographical,Grouping jobs on the basis of territory or geography,Process,Grouping jobs on the basis of product or customer flow,Customer,Grouping jobs by type of customer and needs,7,整理课件,8,Manager,Engineering,Manager,Manufacturing,Manager,Human Resources,Manager,Purchasing,Plant Manager,Manager,Accounting,Functional Departmentalization,:,cost L,morale H.,隧道視線,8,整理课件,9,Mass Transit,Division,Bombardier-Rotax,(Vienna),Mass Transit,Sector,Recreational Products,Division,Logistic Equipment,Division,Industrial Equipment,Division,Bombadier-Rotax,(Gunskirchen),Recreational and Utility,Vehicles Sector,Rail Products,Sector,Bombardier,Ltd.,Product Departmentalization,9,整理课件,Sales Director,Western Region,Sales Director,Southern Region,Sales Director,Eastern Region,Vice President,for Sales,Sales Director,Midwestern Region,Geographical Departmentalization,10,整理课件,Sawing,Department,Manager,Planing and,Milling,Department,Manager,Assembling,Department,Manager,Lacquering and,Sanding,Department,Manager,Finishing,Department,Manager,Plant Superintendent,Inspection and Shipping Department Manager,Process Departmentalization,11,整理课件,Manager,Retail Accounts,Director,of Sales,Manager,Government Accounts,Manager,Wholesale Accounts,Customer Departmentalization,12,整理课件,未來重要趨勢,customer departmentalization,e.g.,楷模廣告,cross-functional teams,e.g.,運輸年會,13,整理课件,3.Chain of Command,指揮鏈,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 who.,Unity of Command,指揮統一,The concept that a person should have one boss and should report only to that person.,14,整理课件,Authority,職權,The,rights,inherent in a managerial position to tell people what to do and to expect them to do it.,Responsibility,職責,The,obligation,or expectation to perform.,15,整理课件,4.Span of Control,管轄幅度,The number of employees who can be effectively and efficiently supervised by a manager.,affected by:,Skills and abilities of the manager,Employee characteristics,Characteristics of the work being done,Similarity of tasks,Complexity of tasks,Physical proximity of subordinates,Standardization of tasks,16,整理课件,Contrasting Spans of Control,1,2,3,4,5,6,7,Organizational Level,Members at Each Level,Span of 4,Operatives =4,096,Managers(levels 1-6)=1,365,Span of 8,Operatives =4,096,Managers(levels 1-4)=585,1,4,16,64,256,1,024,4,096,1,8,64,512,4,096,17,整理课件,5.Centralization,集權,The degree to which decision-making is concentrated,at a single point,in the organizations.,Decentralization,分權,Organizations in which decision-making is pushed,down,to the managers who are closest to the action.,Employee Empowerment,賦權,Increasing the decision-making authority(power)of employees.,18,整理课件,6.Formalization,形式化,The degree to which jobs within the organization are,standardized,and the extent to which employee behavior is guided by rules and procedures.,Highly formalized jobs offer,little discretion,over what is to be done.,討論：論文的實質內容與形式規格,19,整理课件,2 組織設計之理論架構：四個權變變數,基本模式：機械,VS.,有機組織,1.策略3.技術,2.規模4.環境,討論：1.關鍵變數：獨變項，依變項，調節或中介變項,2.關鍵關係：,testable hypothesis,20,整理课件,High Specialization,Rigid Departmentalization,Clear Chain of Command,Narrow Spans of Control,Centralization,High Formalization,Cross-Hierarchical Teams,Free Flow of Information,Wide Spans of Control,Decentralization,Low Formalization,Mechanistic,Organic,Mechanistic,vs,.,Organic,Organization,:,Paradigm Shift(,軍隊，,C&C,vs.,知識工作者，交響樂團,）,21,整理课件,權變因素,組織結構,組織效能,.策略,.複雜度 .獲利，成長,.,規模 .集權度 .顧客滿意,.,技術 .形式化 .員工滿意,.,環境,(,權力，政治,),權變,理論架構：,22,整理课件,Contingency Factors:1.Strategy:,Structure follows Strategy(A.Chandler),Innovation,攻,，,Amazon,Starbucks,Pursuing competitive advantage through meaningful and unique innovations favors an,organic,
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