1. 自我介紹
姓名：林幼芝
求學經歷：交通大學運管系
學士班→碩士班→北京交換學生→碩士班
興趣：旅遊、攝影、休息

2. CH5. Strategy, organization design and effectiveness
指導教授：任維廉老師
學生：林幼芝
報告日期：97年10月29日

3. Agenda Overview Role of strategy direction in organization design
Organization purpose
Framework for strategy and design
Assessing effectiveness

4. The role of strategic direction in organizational design
External
Environment
Opportunities
Threats
Uncertainty
Resource availability
Organization Design
Structural form-learning
Vs. efficiency
Information and control
Systems
Production technology
Human resource policies,
Incentives
Organizational Culture
Interorganizational linkages
Effectiveness
outcomes
Strategic Direction
Define
Mission,
Official
goals
Select
Operational
Goals,
Competitive
strategies
CEO, Top
Management
team
Resources
Efficiency
Goal attainment
Competing values
Internal
Situation
Strengths
Weaknesses
Distinctive competence
Leader style
Past performance

5. Organizational purpose
Mission
Vision, shared values ,aspiration and reason for exist
Operative Goals
Operating procedures, specific measurable outcomes
Overall Performance goals
Resource goals
Market goals
Employee development goals
Innovation and change goals
Productivity goal
Legitimacy
Employee direction and motivation
Decision guidelines
Standard of performance

6. A Framework for selecting strategy and design
Interacting plan of
Competitive environment
Achieve organizational goals
Goal -- where the organization want to go
Strategy -- how it will get there

7. Porter’s Competitive Strategies
Competitive Advantage
Low Cost
Uniqueness
Low-cost leadership
Example:
Ryanair
Differentiation
Example:
Starbucks Coffee
Board
Competitive
Scope
Focused low-cost
Leadership
Example:
Edward Jones
Investments
Focused
Differentiation
Example:
Puma
Narrow

8. Miles and Snow’s Strategy Typology
Congruent strategy with external environment
Internal characteristics, strategy and environment
→ FIT !!
4 strategies:
Prospector
– innovation, taking risk and seek new opportunity
Defender
– retrenchment, beyond stability, seek to keep current customer
Analyzer
– between prospector and defender
Reactor
– ad hoc manner, without long-range plan

9. How strategies affect organization design
Porter’s Competitive Strategies
Miles and Snow’s Strategy Typology
Strategy: Differentiation
Organization design:
‧Learning orientation, acts in a flexible, loosely knit
way, with strong horizontal coordination
‧Strong capability in research
‧Values and builds in mechanisms for customer
Intimacy
‧Reward employee creativity, risk taking, and
innovation
Strategy: Low-Cost Leadership
Organization Design:
‧Efficiency orientation; strong central authority;
tight cost control, with frequent, detailed control
reports
‧Standard operating procedures
‧Highly efficient procurement and distribution systems
‧Close supervision; routine tasks; limited employee
empowerment
Strategy: Prospector
Organization design:
‧Learning orientation; flexible, fluid, decentralized structure
‧Strong capability n research
Strategy: Defender
‧Efficiency orientation; centralized
‧Emphasis on production efficiency; low overhead
‧Close supervision, little employee empowerment
Strategy: Analyzer
‧Balances efficiency and learning; tight cost control with
flexibility and adaptability
‧Efficient production for stable product lines;
Emphasis on creativity, research, risk-taking for innovation
Strategy: Reactor
‧No clear organizational approach; design characteristics
may shift abruptly, depending on current needs
Support the firm’s approach

10. Other factor Affecting organization design
Environment
Size/
Life Cycle
Technology
Culture
Strategy
Organizational Structure and Design
The Right Mix of Design Characteristics Fits the Contingency Factors

11. Assessing Organization Effectiveness
Degrees of organization realization of its multiple goals
Contingency Effectiveness Approaches
Product
And
Service
outputs
Resource
Inputs
Organization
Internal
Activities
And
process
Goal
approach
Resource-based
approach
Internal process
approach

12. An integrated Effectiveness model --Quinn and Rohrbaugh
Structure
Flexibility
Human relations emphasis
Primary goal: human resource
development
Subgoals: cohesion, morale,
training
Open Systems Emphasis
Primary Goal: growth and
resource acquisition
Subgoals: flexibility, readiness,
external evaluation
External
Internal
Focus
Internal Process Emphasis
Primary Goal: stability,
equilibrium
Subgoals: information
management,
communication
Rational Goal Emphasis
Primary Goal: productivity,
efficiency, profit
Subgoals: planning, goal setting
Control

13. Effectiveness Values for Two Organizations
STRUCTURE
FLEXIBILITY
Human Relations
Emphasis
Open Systems
Emphasis
ORGANIZATION A
ORGANIZATION B
FOCUS
INTERNAL
EXTERNAL
Internal Process
Emphasis
Rational Goal
Emphasis
CONTROL

14. Thoughts Different Department have different goals
Resource is limited
Gap between the manager and employees
What organization being group for?
Purpose, mission, goal, strategy →Reason for exist !
Shared value

15. Q&A
Thanks for your listening !!