1、第三講 組織結(jié)構(gòu)的概念、方案和模式,引例:福特汔車(chē)公司混合動(dòng)力車(chē)團(tuán)隊(duì)的組織結(jié)構(gòu) 組織結(jié)構(gòu)的概念 組織結(jié)構(gòu)和信息處理 組織設(shè)計(jì)方案 組織結(jié)構(gòu)模式 組織結(jié)構(gòu)模式的應(yīng)用 下一次課的討論案例: 1、C involves frequent meetings and conflict resolution sessions Will not work unless participants understand it and adopt collegial rather than vertical-type relationships Requires great effort to maintain p

2、ower balance,Strengths and Weaknesses of Matrix Organization Structure,Source: Adapted from Robert Duncan, “What Is the Right Organization Structure? Decision Tree Analysis Provides the Answer,”O(jiān)rganizational Dynamics (Winter 1979): 429.,A Horizontal Structure,Sources: Based on Frank Ostroff, The Ho

3、rizontal 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 the Organization of Tomorrow,” Fortune, May 19, 1992, 92-98.,Strengths and Weaknesses of Horizontal Structure

4、,STRENGTHS: Flexibility and rapid response to changes in customer needs Directs the attention of everyone toward the production and delivery of value to the customer Each employee has a broader view of organizational goals Promotes a focus on teamwork and collaborationcommon commitment to meeting ob

5、jectives Improves 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 around is difficult and time-consuming Requires changes in culture, job design, management phil

6、osophy, and information and reward systems Traditional managers may balk when they have to give up power and authority Requires significant training of employees to work effectively in a horizontal team environment Can limit in-depth skill development,Sources: Based on Frank Ostroff, The Horizontal

7、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: South-Western College Publishing, 1998) 253.,Hybrid StructurePart 1. Sun Pe

8、trochemical Products,President,Technology Vice President,Financial Services Vice Pres.,Human Resources Director,Chief Counsel,Chemicals Vice President,Lubricants Vice President,Fuels Vice President,Sources: Based on Linda S. Ackerman, “Transition Management: An In-Depth Look at Managing Complex Chan

9、ge,” 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 Division,Director and Process Owner,Director and Process Owner,Sources: Based on Linda S. Ackerman

10、, “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.,Human Resources,Strategy and Communication,Finance,Vice President and General

11、 Manager,Teams,Teams,Director and Process Owner,Teams,Technical Support Group,Vehicle Service Group,Parts Supply / Logistics Group,Functional Structure,Horizontal Structure,Teams,Teams,The Relationship of Organization Design to Efficiency vs. Learning Outcomes,Horizontal Organization Designed for Le

12、arning,Vertical Organization Designed for Efficiency,Dominant Structural Approach,Horizontal structure is dominant Shared tasks, empowerment Relaxed hierarchy, few rules Horizontal, face-to-face communication Many teams and task forces Decentralized decision making,Vertical structure is dominant Spe

13、cialized tasks Strict hierarchy, many rules Vertical communication and reporting systems Few teams, task forces or integrators Centralized decision making,The Relationship of Structure to Organizations Need for Efficiency vs. Learning,Horizontal Structure,Dominant Structural Approach,Horizontal: Coo

14、rdination Learning Innovation Flexibility,Vertical: Control Efficiency Stability Reliability,Matrix Structure,Divisional Structure,Functional with cross-functional teams, integrators,Functional Structure,Modular Structure,第三講 組織結(jié)構(gòu)的概念、方案和模式,引例:福特汔車(chē)公司混合動(dòng)力車(chē)團(tuán)隊(duì)的組織結(jié)構(gòu) 組織結(jié)構(gòu)的概念 組織結(jié)構(gòu)和信息處理 組織設(shè)計(jì)方案 組織結(jié)構(gòu)模式 組織結(jié)構(gòu)模式

15、的應(yīng)用 下一次課的討論案例: 1、C&C雜貨店公司的組織結(jié)構(gòu) 2、寶瓶宮廣告代理公司的組織結(jié)構(gòu),Symptoms of Structural Deficiency,Decision making is delayed or lacking in quality The organization does not respond innovatively to a changing environment Too much conflict is evident,組織結(jié)構(gòu)模式的應(yīng)用,結(jié)構(gòu)選擇中的決策時(shí)機(jī)問(wèn)題。公司剛成立或公司出現(xiàn)結(jié)構(gòu)無(wú)效的癥狀。結(jié)構(gòu)無(wú)效的癥狀包括決策質(zhì)量不高、不能有效地應(yīng)對(duì)環(huán)境的變化、存在明顯的過(guò)多沖突。 結(jié)構(gòu)選擇中對(duì)各選擇方案之間關(guān)系的認(rèn)識(shí)。不同結(jié)構(gòu)模式之間的連續(xù)漸變關(guān)系。 結(jié)構(gòu)選擇中選擇備選方案的根據(jù)因素。結(jié)構(gòu)變化的權(quán)變因素：環(huán)境、戰(zhàn)略與目標(biāo)、技術(shù)、規(guī)模和文化。,第三講 組織結(jié)構(gòu)的概念、方案和模式,引例:福特汔