1. 管 理 學 Ch.10 Foundations of Organizational Design   組織設計之基礎

2. 蜈蚣走路需要 Align.
organization chart vs. organizing.
組織的目的在於 讓平凡人做不平凡事。
(P. F. Drucker)
不要期待主管給你溫暖，因為他站的位置比你高，比你更寒冷。 (104, Simon)

3. 綱要 10.1 designing Organizational Structure: 六個決策要素
10.2 Mechanistic vs. Organic organizations: 機械與有機
10.3 Contingency factors affecting structural choice: 四 個權變變數
10.4 傳統組織設計：Tradition vs. Contemporary

4. Exhibit 10-1: Purposes of Organizing
Organizational structure is the formal arrangement of jobs within an organization. This structure, which can be shown visually in an organizational chart, also serves many purposes. (See Exhibit 10-1.)

5. 10.1 Defining Organizational Structure
Organizing
arranging and structuring work to accomplish an organization’s goals.
Organizational Structure
the formal arrangement of jobs within an organization.
Organizational Design
a process involving decisions about six key elements:

6. 設計組織結構： 六個決策要素 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
1. 工作專業化 管轄幅度
2. 部門化 集（分）權
3. 指揮鏈 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?

7. 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

8. Exhibit 10-2: Economies and Diseconomies of Work Specialization
As Exhibit 10-2 illustrates, at some point, the human diseconomies from division of labor—boredom, fatigue, stress, low productivity, poor quality, increased absenteeism, and high turnover—exceed the economic advantages.

9. 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

10. Functional Departmentalization: cost L, morale H, 隧道視線
Plant Manager
Manager,
Engineering
Manager,
Accounting
Manager,
Manufacturing
Manager,
Human Resources
Manager,
Purchasing

11. Product Departmentalization
Bombardier, Ltd.
Mass Transit
Division
Bombardier-Rotax
(Vienna)
Sector
Recreational Products
Division
Logistic Equipment
Industrial Equipment
Bombadier-Rotax
(Gunskirchen)
Recreational and Utility
Vehicles Sector
Rail Products
Sector 11

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

13. Process Departmentalization
Plant Superintendent
Sawing
Planing and
Assembling
Lacquering and
Department
Milling
Department
Sanding
Manager
Department
Manager
Department
Manager
Manager
Finishing
Inspection and Shipping Department Manager
Department
Manager

14. Customer Departmentalization e.g. 楷模廣告
Director
of Sales
Manager,
Retail Accounts
Manager,
Wholesale Accounts
Manager,
Government Accounts

15. 3. Chain of Command 指揮鏈 Unity of Command 指揮統一
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. Whistling?（吹口哨，打小報告）

16. Authority 職權 Responsibility 職責
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

17. Exhibit 10-4: Chain of Command and Line Authority
Line authority entitles a manager to direct the work of an employee. It is the employer-employee authority relationship that extends from the top of the organization to the lowest echelon, according to the chain of command, as shown in Exhibit 10-4.

18. Exhibit 10-5: Line vs. Staff Authority
Exhibit 10-5 illustrates line and staff authority.

19. 4. Span of Control 管轄幅度 affected by:
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,……

20. Contrasting Spans of Control1 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
Managers (levels 1-4) = 585 16 64
256
1,024
4,096 8
512

21. 5. Centralization 集權 Delegation 授權 Decentralization 分權
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

22. Exhibit 10-7: Centralization or Decentralization
Exhibit 10-7 lists some of the factors that affect an organization’s use of centralization or decentralization.

23. 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

24. 10. 2 Mechanistic vs. Organic Organization: Paradigm Shift (軍隊，C&C vs
High Specialization
Rigid Departmentalization
Clear Chain of Command
Narrow Spans of Control
Centralization
High Formalization
Cross-Functional Teams
Cross-Hierarchical Teams
Free Flow of Information
Wide Spans of Control
Decentralization
Low Formalization

25. 10.3 contingency factors 權變理論架構 vs. one best way
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)

26. Contingency Factors: 1. Strategy: Structure follows Strategy (A
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.

27. 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.

28. 實證研究 + e.g. Parkinson’s law: The number of subordinates increases
at a fixed rate regardless of the amount of work produced. 28

29. 實證研究 + e.g. Parkinson’s law: The number of subordinates increases
at a fixed rate regardless of the amount of work produced. 29

30. 實證研究 - 30

31. 實證研究 + 31

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

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

34. 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.

35. 10.4 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.
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？

36. Exhibit 10-10: Traditional Organizational Designs
When designing a structure, managers may choose one of the traditional organizational designs. These structures tend to be more mechanistic in nature. A summary of the strengths and weaknesses of each can be found in Exhibit 10-10

37. 作業  1. Case study: a manager’s dilemma (p. 292)
(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. 309)
(1) Identifies Dilemma.
(2) Considers Stakeholders
(3) Analyzes Alternatives and Consequences 37

38. 3. Developing your delegating skill (p. 309)
4. Team exercise (p. 310)上網找三個組織之組織圖，討論其優缺點，比較異同。
5. Internet-based exercise (p. 311): “政府再造？行政院減肥？部會精簡！” 38

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

40. Terms to Know mechanistic organization organic organization
organizing
organizational structure
organizational chart
organizational design
work specialization
departmentalization
cross-functional teams
chain of command
authority
responsibility
unity of command
span of control
centralization
decentralization
employee empowerment
formalization
mechanistic organization
organic organization
unit production
mass production
process production
simple structure
functional structure
divisional structure