1. 管 理 學 Ch. 11 Contemporary Organizational Design 當代組織設計

2. 10.1 Organizational Design:
複雜度 (分科、分層、差 異化)，集權度，形式化。
e.g. 楷模廣告
10.2 Mechanistic vs. Organic Organization:
軍隊，C&C vs. 知識工作者，交響樂團
10.3 Contingency Factors:
one best way vs. 權變理論架構
10.4 Traditional Designs:
1. Simple, 2. Functional, Divisional structure

3. 綱要 11.1 當代組織設計 11.2 Organizing for Collaboration
11.3 Flexible Work Arrangements
11.4 Contingent Workforce
11.5 組織設計之今日挑戰

4. 11.1當代組織設計 1. 團隊編組 2. 矩陣與專案結構 3. 無邊界組織：虛擬，網狀 4. 學習型組織
討論： 從不同球類比賽學習組織設計

5. 11.1 Contemporary Designs 1. Team structures 團隊編組
The entire organization is made up of work groups or self-managed teams of empowered employees.
2. a. Matrix structures 矩陣結構
Specialists from different functional departments are assigned to work on projects led by project managers.
Matrix and project participants have two managers.
b. Project structures專案結構
employees work continuously on projects; moving on to another project as each project is completed.

6.  A Matrix Organization in an Aerospace Firm

7. 3. Boundaryless Organization 無邊界組織
an organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure
An flexible and unstructured organizational design.
Removes internal boundaries:
eliminates the chain of command
has limitless spans of control
uses empowered teams rather than departments
Eliminates external boundaries:
uses virtual, network, and modular organizational structures to get closer to stakeholders.

8. 3a. Virtual Organization - an organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects.
3b. Network Organization - an organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes. 
e.g. Nike, A建設公司

9. 4. Learning Organization 學習型組織
An organization that has developed the capacity to continuously learn, adapt, and change through the practice of knowledge management by employees.
The only job security you have today is your commitment to continuous personal improvement. (Ken Blanchard)
A learning organization is “an organization that is continually expanding its capacity to create its future”. (Peter Senge)

10. Characteristics of a Learning Organization
Organizational Design
Boundaryless
Teams
Empowerment
The
Learning
Organization
Organizational Culture
Strong Mutual
Relationships
Sense of Community
Caring
Trust
Information Sharing
Open
Timely
Accurate
Leadership
Shared Vision
Collaboration

11. Exhibit 11-1: Contemporary Organizational Designs
Organizations need to be lean, flexible, and innovative; that is, they need to be more organic. So managers are finding creative ways to structure and organize work. These contemporary designs include team structures, matrix and project structures, boundaryless organizations, and learning organizations. (See Exhibit 11-1 for a summary of these designs.)

12. Exhibit 11-1: Contemporary Organizational Designs (cont.)

13. Exhibit 11-1: Contemporary Organizational Designs (cont.)

14. Exhibit 11-1: Contemporary Organizational Designs (cont.)

15. 11.2a Internal Collaboration
Cross-functional team - a work team composed of individuals from various functional specialties.
Task force (or ad hoc committee) - a temporary committee or team formed to tackle a specific short-term problem affecting several departments.
e.g. 運輸年會

16. Exhibit 11-3: Benefits and Drawbacks of Collaborative Work
employees. Exhibit 11-3 lists some of the benefits and drawbacks of working collaboratively. An organization’s collaboration efforts
can be internal—that is, among employees within the organization. Or those efforts can be external collaborations with any stakeholders

17. 11.2a Internal Collaboration (cont.)
Communities of practice - groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in that area by interacting on an ongoing basis.

18. Exhibit 11-4: Making Communities of Practice Work
A recent research study found that communities of practice can “create value by contributing to increased effectiveness in employees’ job performance through greater access that they provide to the ideas, knowledge, and best practices shared among community members.” Exhibit 11-4 lists some suggestions for making such communities work.

19. 11.2b External Collaboration
Open innovation - opening up the search for new ideas beyond the organization’s boundaries and allowing innovations to easily transfer inward and outward.
Strategic partnerships - collaborative relationships between two or more organizations in which they combine their resources and capabilities for some business purpose.

20. Exhibit 11-5: Benefits and Drawbacks of Open Innovation
Many of today’s successful companies are collaborating directly with customers in the product development process. Others are partnering with suppliers, other outsiders, and even competitors. Exhibit 11-5 describes some of the benefits and drawbacks of open innovation.

21. 11.3 Flexible Work Arrangements
Telecommuting - a work arrangement in which employees work at home and are linked to the workplace by computer.

22. Flexible Work Arrangements (cont.)
Compressed workweek - a workweek where employees work longer hours per day but fewer days per week.

23. Flexible Work Arrangements (cont.)
Flextime (or flexible work hours) - a scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits.
Job sharing - the practice of having two or more people split a full-time job.

24. 11.4 Contingent Workforce
Contingent workers - temporary, freelance, or contract workers whose employment is contingent upon demand for their services.

25. 11.5 組織設計之今日挑戰 Keeping Employees Connected
Widely dispersed and mobile employees
Managing Global Structural Issues
Cultural implications of design elements
*員工努力工作最重要。組織設計是手段，可支持與促進員工執行工作。Building a learning organization.

26. 作業  1. Case study: a manager’s dilemma (p. 316)
(1) Identify and articulate business problems
(2) Gather and analyze information applicable
(3) Identify and apply an appropriate tool for solving problems.
2. Thinking critically about ethics (p. 332)
(1) Identifies Dilemma.
(2) Considers Stakeholders
(3) Analyzes Alternatives and Consequences

27. 3. Developing your acquiring power skill (p. 332)
4. Team exercise (p. 333)
5. Internet-based exercise (p. 334):
(1) “telecommuting work”,
(2) “best companies to work for”.

28. 回顧 1. 比較 Matrix vs. Project 2. 比較 Virtual vs. Network
3. 區分 Flexible work arrangements vs.   Contingent workforce

29. Terms to Know Team structure Matrix structure Project structure
Boundaryless organization
Virtual organization
Network organization
Learning organization
Cross-functional team
Task force (or ad hoc committee)
Communities of practice
Open innovation
Strategic partnerships
Telecommuting
Compressed workweek
Flextime (or flexible work hours)
Job sharing
Contingent workers 29