ThePurchasingManagerasanOrganizer作為組織者的采購經(jīng)理DesigningOrganizationalStructureOrganizing:

theprocessbywhichprojectmanagersestablishworkingrelationshipsamongteammemberstoachievegoals.OrganizationalStructure:formalsystemoftask&reportingrelationshipsshowinghowteammembersuseresources.Organizationaldesign:projectmanagersmakespecificchoicesresultinginagivenorganizationalstructure.Successfulorganizationaldesigndependsontheuniquesituation.設(shè)計(jì)組織結(jié)構(gòu)組織：為實(shí)現(xiàn)目標(biāo)，項(xiàng)目經(jīng)理確立團(tuán)隊(duì)成員之間的工作關(guān)系的過程。組織結(jié)構(gòu)：任務(wù)和職能關(guān)系的正式系統(tǒng)，它表明團(tuán)隊(duì)成員如何使用資源。組織設(shè)計(jì)：項(xiàng)目經(jīng)理根據(jù)給定的組織結(jié)構(gòu)作出特定的選擇。成功的組織設(shè)計(jì)取決于它所處的獨(dú)特環(huán)境。FactorsAffectingOrganizationalDesignEnvironmentStrategyHumanResourcesTechnologyDeterminedesignororganizationalstructure影響組織設(shè)計(jì)的因素環(huán)境戰(zhàn)略人力資源技術(shù)決定設(shè)計(jì)結(jié)構(gòu)或者組織結(jié)構(gòu)DeterminantsofStructureTheenvironment:Thequickertheenvironmentchanges,themoreproblemsfaceprojectmanagers.Structuremustbemoreflexiblewhenenvironmentalchangeisrapid.Usuallyneedtodecentralizeauthority.Strategy:

Differentstrategiesrequiretheuseofdifferentstructures.Aprojectdemandingearlypletionwithinthebudget(highrisk)needsaflexiblestructure;a“typical”projectsimilartothosedonepreviouslywithmorethanadequatetimeandbudget(lowrisk)mayuseamoreformalstructure.組織結(jié)構(gòu)的確定環(huán)境：環(huán)境變化的越快，項(xiàng)目經(jīng)理面臨的問題就越多。當(dāng)環(huán)境經(jīng)常變化時(shí)，結(jié)構(gòu)必須是靈活彈性的。通常需要分權(quán)。戰(zhàn)略：不同的戰(zhàn)略需要采取不同的結(jié)構(gòu)。項(xiàng)目要求在預(yù)算（高風(fēng)險(xiǎn)）內(nèi)盡早完成時(shí)，需要采用靈活韌性的結(jié)構(gòu)：如同以前曾在充足的時(shí)間和預(yù)算（地風(fēng)險(xiǎn)）內(nèi)完成的“典型”項(xiàng)目，可以采用一個(gè)更為正式的結(jié)構(gòu)。DeterminantsofStructureTechnology:

Thebinationofskills,knowledge,tools,equipment,putersandmachinesusedontheproject.Moreplextechnologymakesitharderforprojectmanagerstoregulatetheorganization.Technologycanbemeasuredby:TaskVariety:newproblemsaprojectmanagerencounters.TaskAnalyzability:programmedsolutionsavailabletoaprojectmanagertosolveproblems.Hightask

varietyandlowanalyzability

presentmanyuniqueproblemstopurchasingmanagers.Flexiblestructureworksbestintheseconditions.Lowtask

varietyandhighanalyzability

allowspurchasingmanagerstorelyonestablishedprocedures.組織結(jié)構(gòu)的確定技術(shù)：

項(xiàng)目中使用的技能、知識(shí)、工具、設(shè)備、計(jì)算機(jī)和機(jī)器等。更復(fù)雜的技術(shù)使項(xiàng)目經(jīng)理管制整個(gè)組織變得更困難。技術(shù)可以經(jīng)由下面的變量測量：任務(wù)的多樣性：項(xiàng)目經(jīng)理遇到的新問題。任務(wù)的可借鑒性：

項(xiàng)目經(jīng)理用來解決問題的程序化方案。任務(wù)極大的多樣性和較低的可分析性，把特的問題推向采購經(jīng)理。在這種情況下，靈活的結(jié)構(gòu)能發(fā)揮更好的作用。任務(wù)單調(diào)

和較高的可分析性

允經(jīng)理采用已經(jīng)確定的程序。DeterminantsofStructureHumanResources:

thefinalfactoraffectingorganizationalstructure.Higherskilledteammembersusuallyneedamoreflexiblestructure.Higherskilledteammembersoftenhaveprofessionalnorms(Engineers,MicrosoftCertifiedputerPeople,yers,CPAs,PMPs,CPCMs,C.P.M.s,CPPMs,etc.).PurchasingManagersmusttakeintoaccountallfourfactors(environment,strategy,technology,&humanresources)whendesigningprojectorganizationalstructure.組織結(jié)構(gòu)的確定人力資源：

影響組織結(jié)構(gòu)的最后一個(gè)因素。高技能的團(tuán)隊(duì)成員通常需要更為靈活的結(jié)構(gòu)。高技能的團(tuán)隊(duì)成員一般有專業(yè)資格認(rèn)(工程師，某著名企業(yè)資格，律師，會(huì)計(jì)師，項(xiàng)目管理師，CPCMs,CPPMs,等).當(dāng)設(shè)計(jì)組織結(jié)構(gòu)時(shí)，采購經(jīng)理應(yīng)該考慮所有的四種因素（環(huán)境、戰(zhàn)略、技術(shù)、人力資源）。FactorDescriptionRelationshiptoSpanofControlplexity Jobscope Shortensspanofcontrol Jobdepth Variety Numberofdifferenttypes Shortensspanofcontrol ofjobsbeingmanagedProximity Physicaldispersionofjobs Lengthensspanofcontrol beingmanaged Qualityofsubordinates Generalabilityofthe Lengthensspanofcontrol employeesbeingmanaged QualityofManager Abilitytoperformmanagerial Lengthensspanofcontrol dutiesFactorsAffectingSpanofControl影響管理幅度的因素因素描述管理幅度的關(guān)系復(fù)雜性 工作范圍 縮短管理幅度

工作深度 種類 管理的工作類型數(shù)目 縮短管理幅度

離散度 管理工作的物理分布 延伸管理幅度

下屬的質(zhì)量 員工的一般能力 延伸管理幅度管理者的質(zhì)量 完成管理任務(wù)的能力延伸管理幅度12341234567Spanofcontrol8:1

Fourlevels

FlatstructureSpanofcontrol5:1

Sevenlevels

TallstructureSpanofControlandFlatorTallStructure管理幅度和扁平或金字塔結(jié)構(gòu)12341234567管理幅度為四級(jí)的扁平結(jié)構(gòu)管理幅度為七級(jí)的金字塔結(jié)構(gòu)JobDesignJobDesign:

grouptasksintospecificjobs.JobSimplification:reductionofthetaskseachteammemberperforms.ToomuchJSandboredomresults.JobEnlargement:increasetasksforagivenjobtoreduceboredom.JobEnrichment:increasesthedegreeofresponsibilityateammemberhasoverajob,whichcanleadtoincreasedinvolvement.PurchasingManagershouldfocusonthisfactorratherthantheothertwo.作業(yè)設(shè)計(jì)作業(yè)設(shè)計(jì)：

把任務(wù)具體化為明確的作業(yè)。作業(yè)簡化：減少團(tuán)隊(duì)成員完成的工作量。太多的作業(yè)簡化導(dǎo)致的結(jié)果是厭倦。作業(yè)擴(kuò)大：對(duì)給定的作業(yè)增加任務(wù)，來減少厭倦。作業(yè)濃縮：增強(qiáng)團(tuán)隊(duì)成員完成工作責(zé)任的程度，這可能會(huì)增加成員的困難。采購經(jīng)理應(yīng)該多多關(guān)注著一種方法而不是其他兩種。JobCharacteristicsModelSkillVarietyTaskIdentityTaskSignificanceAutonomyFeedbackMeaningfulnessofworkResponsibilityforWorkOuesKnowledgeofresultsofworkHigh:MotivationPerformanceSatisfaction作業(yè)特征模型技術(shù)多樣性熱務(wù)的一致性重任的重要性自主權(quán)反饋工作的意義對(duì)工作成果的責(zé)任工作成果所需的知識(shí)高：動(dòng)機(jī)績效滿意度JobCharacteristicsModelJobshavefivecharacteristicsdescribingextentof:Skillvariety:

teammemberusesawiderangeofskillsTaskidentity:

teammemberinvolvedinalltasksofjobfrombeginningtoendoftheprocessTasksignificance:

teammemberfeelsthetaskismeaningfultoorganization.Autonomy:

teammemberhasfreedomtoscheduletasksandcarrythemout.Feedback:

teammembergetsdirectinformationabouthowwellthejobisdone.Theseaffectthemotivation,satisfactionandperformanceoftheteammembers.作業(yè)特征模型工作有五種特征，描述的是：技能多樣性：團(tuán)隊(duì)成員時(shí)用各種各樣的技術(shù)。任務(wù)的一致性：

自始至終，團(tuán)隊(duì)成員潛心于工作的任務(wù)。任務(wù)的重要性：

團(tuán)隊(duì)成員感到任務(wù)對(duì)組織意義重大。自主權(quán)：

團(tuán)隊(duì)有安排任務(wù)完成時(shí)間進(jìn)度的自由，并能展開執(zhí)行。反饋：

團(tuán)隊(duì)成員給出工作進(jìn)展程度如何的信息。這些都影響到組織成員的動(dòng)機(jī)、滿意度和績效。OrganizationalStructuresFunctionalProjectExpeditor/ProjectCoordinatorPureProjectOrganizationWeakMatrixStrongMatrix組織結(jié)構(gòu)職能式項(xiàng)目聯(lián)絡(luò)人/項(xiàng)目協(xié)調(diào)者結(jié)構(gòu)純項(xiàng)目組織弱矩陣強(qiáng)矩陣FunctionalOrganization職能式組織ProjectCoordinator/ExpeditorOrganizationProjectCoordinator/ExpeditorProjectCoordinator/ExpeditorOrganization項(xiàng)目發(fā)言人協(xié)調(diào)人PureProjectStructureProjectManagementDivisionDesignDivisionConstructionDivisionProjectAProjectB純項(xiàng)目結(jié)構(gòu)項(xiàng)目管理部設(shè)計(jì)部建設(shè)部項(xiàng)目A項(xiàng)目BMatrixOrganizationSoftMatrixstructure:

peoplefromfunctionalorganizationsareassignedtoprojectteams.Resultsinaplexnetworkofreportingrelationships.Veryflexibleandcanrespondrapidlytochange.Eachteammemberhastwobosseswhichcancauseproblems.Functionalmanagergivesdifferentdirectionsthanprojectmanagerandemployeecannotsatisfyboth.HardMatrixStructure:

no2-wayreportingandthemembersarepermanentlyassignedtotheteamandempoweredtopletetheproject.矩陣組織弱矩陣（SoftMatrix)

結(jié)構(gòu)：來自職能式組織的人員被分配到項(xiàng)目團(tuán)隊(duì)中。出現(xiàn)一種復(fù)雜的網(wǎng)狀上下負(fù)責(zé)關(guān)系。較為靈活，能對(duì)環(huán)境的變化作出迅速的反應(yīng)。每一個(gè)成員有兩個(gè)上司，這會(huì)出現(xiàn)問題。職能式經(jīng)理與項(xiàng)目經(jīng)理的命令方向不同，這樣員工就不能同時(shí)滿意兩者。強(qiáng)矩陣（HardMatrix)結(jié)構(gòu)：沒有第二種負(fù)責(zé)關(guān)系，成員永久分配在團(tuán)隊(duì)中，被授權(quán)完成項(xiàng)目。SoftMatrixStructureCEOFunctionalManagersSalesDesignConstructionProjectteamAProjectteamBProjectteamCProjectTeam=twobossemployeeTeamManagers弱矩陣機(jī)構(gòu)首席執(zhí)行官職能經(jīng)理銷售設(shè)計(jì)建設(shè)項(xiàng)目團(tuán)隊(duì)A項(xiàng)目團(tuán)隊(duì)B項(xiàng)目團(tuán)隊(duì)C項(xiàng)目團(tuán)隊(duì)

團(tuán)隊(duì)經(jīng)理=兩個(gè)上司的員工CorporatelevelDivisionADivisionBProductionEngineeringPersonnelFinancePlannersand

analystsPlannersand

analystsProductionEngineeringPersonnelFinanceProjectmanagerAccounting

groupPersonnel

groupEngineering

groupProduction

groupProjectmanagerAccounting

groupPersonnel

groupEngineering

groupProduction

groupProjectCProjectDAnotherSoftMatrixStructure另一種弱矩陣結(jié)構(gòu)公司層部門A部門B產(chǎn)品工程人員財(cái)政智囊人員智囊人員產(chǎn)品工程人員財(cái)政項(xiàng)目經(jīng)理會(huì)計(jì)組人員組工程組生產(chǎn)組項(xiàng)目經(jīng)理會(huì)計(jì)組人員組工程組生產(chǎn)組項(xiàng)目C項(xiàng)