1. 管 理 學 第九章 組織結構與設計 管 理 學 第九章 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

2. 2 The only job security you have today is your commitment to continuous personal improvement. (Ken Blanchard) 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) 組織的目的在於讓平凡人做不平凡事。 (P. F. Drucker) 蜈蚣走路需要 Align. organization chart vs. organizing

3. 3 綱要 9.1 組織設計之定義：六個決策要素 9.2 組織設計之理論架構：四個權變變數 9.3 組織設計之實務應用：七個常見實例 9.4 組織設計之今日挑戰

4. 4 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? 9.1 組織設計之定義： 六個決策要素

5. Defining Organizational Structure Organizational Structure The formal arrangement of jobs within an organization. Organizational Design A process involving decisions about six key elements: 5

6. 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. Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover (6, p.201, p.515). 6

7. 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

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

9. 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

10. Sales Director, Western Region Sales Director, Southern Region Sales Director, Eastern Region Vice President for Sales Sales Director, Midwestern Region Geographical Departmentalization 10

11. 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

12. Manager, Retail Accounts Director of Sales Manager, Government Accounts Manager, Wholesale Accounts Customer Departmentalization 12

13. 未來重要趨勢 customer departmentalization e.g. 楷模廣告 cross-functional teams e.g. 運輸年會 13

14. 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. e.g. Enron. 14

15. 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. Line vs. Staff 15

16. 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 IS, Culture, Leading style,…… 16

17. 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

18. 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. Delegation 授權 18

19. 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. E.g. Explicit job description. 討論：論文的實質內容與形式規格 19

20. 20 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 9.2 組織設計之理論架構：四個權變變數

21. 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

22. 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 vs. one best way 22

23. Contingency Factors: 1. Strategy: Structure follows Strategy (A. Chandler) Innovation 攻 ， Amazon, Starbucks Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring. Cost minimization 守 ， McDonald Focusing on tightly controlling costs requires a mechanistic structure for the organization. Imitation Minimizing risks and maximizing profitability by copying market leaders requires both organic and mechanistic elements in the organization’s structure. 23

24. 2. Size As an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations. 24

25. + e.g. Parkinson’s law: The number of subordinates inceases at a fixed rate regardless of the amount of work produced. 實證研究 25

26. - 實證研究 26

27. 實證研究 + 27

28. 3. Technology Organizations adapt their structures to their technology. Routine technology = mechanistic organizations Non-routine technology = organic organizations 28

29. 29 Woodward’s Findings on Technology, Structure, and Effectiveness Mass Production Moderate vertical differentiation High horizontal differentiation High formalization Process Production High vertical differentiation Low horizontal differentiation Low formalization Unit Production Low vertical differentiation Low horizontal differentiation Low formalization Structural Characteristics Most effective structure OrganicMechanisticOrganic

30. 4. Environmental Uncertainty Mechanistic organizational structures tend to be most effective in stable and simple environments. The flexibility of organic organizational structures is better suited for dynamic and complex environments. 30

31. 31 1. 簡單結構 4. 團隊編組 2. 功能結構 5. 專案與矩陣結構 3. 部門結構 6. 無邊界組織 7. 學習型組織 討論： 1. 大潤發採購部品保組，遠航飛安室 2. 自主團隊有多自主？讓大象跳舞？ 3. 虛擬組織？ 4. 從不同球類比賽學習組織設計 9.3 組織設計之應用：七個常見實例

32. Traditional Designs 1. Simple structure 簡單結構 Low departmentalization, wide spans of control, centralized authority, little formalization 2. Functional structure 功能結構 Departmentalization by function Operations, finance, human resources, and product research and development 3. Divisional structure 部門結構 Composed of separate business units or divisions with limited autonomy under the coordination and control the parent corporation. 32

33. Contemporary Designs 4. Team structures 團隊編組 The entire organization is made up of work groups or self-managed teams of empowered employees. 5. Matrix and project structures 專案與矩陣結構 Specialists from different functional departments are assigned to work on projects led by project managers. Matrix and project participants have two managers. In project structures, employees work continuously on projects; moving on to another project as each project is completed. 33

34. A Matrix Organization in an Aerospace Firm 34

35. 6. Boundaryless Organization 無邊界組織 An flexible and unstructured organizational design. Removes internal (horizontal) 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. e.g. Nike 35

36. 7. 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. 36

37. Organizational Design Boundaryless Teams Empowerment Organizational Culture Strong Mutual Relationships Sense of Community Caring Trust Information Sharing Open Timely Accurate Leadership Shared Vision Collaboration The Learning Organization Characteristics of a Learning Organization 37

38. 9.4 組織設計之今日挑戰 Keeping Employees Connected Widely dispersed and mobile employees Building a Learning Organization 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。

39. 39 1. Case study: a manager’s dilemma (p.200) 2. Thinking critically about ethics (p.210) 3. Internet-based exercise (p.217): 上網找三個組 織之組織圖，討論其優缺點，比較異同。 4. 政府再造？行政院減肥？部會精簡！ 補充： Team work

40. 40 回顧 1. 比較 Organization chart VS. Organizing 2. 比較 Organizational structure VS. Design 3. 區分 Mechanistic VS. Organic organization

41. Terms to Know work specialization departmentalization functional departmentalization geographical departmentalization customer departmentalization cross-functional teams chain of command Authority span of control centralization employee empowerment formalization organic organization mass production functional structure divisional structure matrix structure virtual organization learning organization organizational chart 41