1、工作設(shè)計與組織結(jié)構(gòu),工作設(shè)計分析的理論模型 工作特性模型及其應(yīng)用 影響組織效能的因素McKinnsey 7 S 傳統(tǒng)的組織原則 組織結(jié)構(gòu) 組織部門化的設(shè)計 部門溝通與協(xié)調(diào)機制 常見的組織型態(tài) 影響組織結(jié)構(gòu)的因素,Conceptual Frameworks for Analyzing Work Tasks,Task Attributes/ Characteristics Theories: Theories that seek to identify task characteristics in jobs, how these characteristics are combined to f

2、orm different jobs, and their relationship to employee motivation, and performance. Job Characteristics Model Social Information Processing Model,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003.,Task Characteristics: Variety Autonomy Responsibility

3、Knowledge and skill Required social interaction Optional social interaction,工作設(shè)計概念的演變,Source: Hackman, J. R., and Oldham, G. R. Work redesign. Addison-Wesley Publishing Company, Inc., 1980.,海克曼工作特性模型（ Hackman, J. R., and Oldham, G. R.,1980）,Computing a Motivating Potential Score,People who work on j

4、obs with high core dimensions are generally more motivated, satisfied, and productive. Job dimensions operate through the psychological states in influencing personal and work outcome variables rather than influencing them directly.,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jerse

5、y: Pearson Education Inc., 2003.,Work Space Design,Feng Shui(風(fēng)水) Designing work surroundings so the “Chi” or life force of the space is in harmony and balance with nature. Workspace Design and Productivity Workspaces alone dont provide substantial motivation. Workspaces make it easier for employees

6、to perform behaviors that make them more effective. “Cognitive ergonomics”: matching the office to the brain work.,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003.,遠景、 企業(yè)文化 、價值觀,技術(shù),管理風(fēng)格,策略,組織結(jié)構(gòu),管理制度,組織效能,人員與技能,影響組織效能之因素,環(huán)境,What Is Organizational Str

7、ucture?,Organizational Structure: How job tasks are formally divided, grouped, and coordinated. Key Elements: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jerse

8、y: Pearson Education Inc., 2003.,Key Design Questions and Answers for Designing the Proper Organization Structure,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003.,Dimensions of Organization Structure and Design,When managers create an organization s

9、tructure, they consider several basic dimensions of organization design, including:,Chain of command Line and staff positions Span of control,Centralization and decentralization Formalization.,控制幅度 (Span of Control),Span of Control: The number of subordinates a manager can efficiently and effectivel

10、y direct. The span of control largely determines how many management levels and managers an organization has. Concept: Wider spans of management increase organizational efficiency. Narrow Span Drawbacks: Expense of additional layers of management. Increased complexity of vertical communication. Enco

11、uragement of overly tight supervision and discouragement of employee autonomy.,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003.,Work Specialization,With too much work specialization, employees are isolated and do only a single, tiny, boring job, whi

12、ch can lead to: Fatigue Stress Lower productivity Increased absenteeism Higher turnover.,Source: Daft. R. L., & Noe, R. A. Organizational behavior. Harcourt College Publishers, 2001.,Departmentalization,Departmentalization The process by which jobs are grouped into departments and departments into t

13、he total organization. There are five approaches to structural design that reflect different uses of the chain of command in departmentalization. Functional Divisional Matrix Horizontal grouping Networks,Source: Daft. R. L., & Noe, R. A. Organizational behavior. Harcourt College Publishers, 2001.,Co

14、ordination Mechanisms,Widely used mechanisms for horizontal linkage include: Cross-functional information systems Direct contact between managers or employees in different departments Task forces Project managers Teams,Source: Daft. R. L., & Noe, R. A. Organizational behavior. Harcourt College Publi

15、shers, 2001.,直接監(jiān)督（direct supervision） 工作流程標準化（standardization of work process） 產(chǎn)出的標準化（standardization of output ） 技能的標準化（standardization of skill） 相互調(diào)適（mutual adjustment）,五 種 協(xié) 調(diào) 機 制,一、直接的接觸（溝通）：由共同涉及問題的決策者做直接的接觸（溝通）。 二、設(shè)立連絡(luò)者的角色：在兩部門之間建立連絡(luò)者的角色。 三、成立臨時性的任務(wù)小組：聯(lián)合數(shù)個部門建立任務(wù)小組以解決問題。 四、成立永久性的工作小組：以解決經(jīng)常發(fā)生的問題

16、。 五、整合者的角色：設(shè)立專案委員會，由一專業(yè)幕僚（具有專家權(quán)力）來負責(zé)協(xié)調(diào)相關(guān)部門以做好決策。 六、管理者的聯(lián)絡(luò)角色：由正式組織中各功能部門的管理者積極介入決策過程，並扮演溝通協(xié)調(diào)各有關(guān)部門的角色。,如何增進組織橫向、平行單位間的工作關(guān)係,1.監(jiān)督幅度或控制幅度。低階層的控制幅度可稍多，高階層宜減少。 2.組織的層級：組織層次不宜太多，減少組織層次為組織設(shè)計一原則。 3.授權(quán)的原則：應(yīng)儘量將工作之責(zé)任權(quán)限分散至實際執(zhí)行者之手。 4.權(quán)責(zé)一致。 5.命令統(tǒng)一原則。 6.執(zhí)掌明確原則。 7.程序、方法標準化之原則：對組織中的工作程序、方法應(yīng)儘量予以標準化。 8.報告系統(tǒng)明確原則。 9.職位配置標

17、準化之原則。 10.名稱統(tǒng)一之原則：同類職位應(yīng)用同類名稱，以資辨識。 11.組織彈性之原則：組織為適應(yīng)外界環(huán)境之變動，應(yīng)具有適當(dāng)彈性。彈性與組織型態(tài)固定，職位、程序、工作方法標準化間存在一些衝突與矛盾。,傳統(tǒng)的組織原則組織乃為管理之工具,常見的組織型態(tài),簡單結(jié)構(gòu) 官僚結(jié)構(gòu) 機械式vs.有機式組織 矩陣式組織 專案組織 虛擬組織,Organization Structure: Its Determinants and Outcomes,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Edu

18、cation Inc., 2003.,Implicit models of organizational structure: Perceptions that people hold regarding structural variables formed by observing things around them in an unscientific fashion.,大型企業(yè)與中小企業(yè)的差異,LARGE Economies of scale Global reach Vertical hierarchy Mechanistic Complex Stable market Organization men,SMALL Responsive Flexible Regional reach Flat structure Organic Simple Niche finding Entrepreneurs,Mechanistic Versus Organic Models,Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003.,Variables