管 理 學管 理 學

Ch.11Ch.11 Foundations of Organizational Design 組織設計之基礎組織設計之基礎

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• 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)

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綱要綱要

11.1 designing Organizational Structure: 6 個決策要素

11.2 Mechanistic vs. Organic organizations: 機械與有機

11.3 Contingency factors affecting structural choice: 4

個權變變數

11.4 傳統組織設計： Tradition vs. Contemporary

Purposes of Organizing

11.1 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:5

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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?

設計組織結構： 六個決策要素

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

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Economies and Diseconomies of Work Specialization

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

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Manager,

Engineering

Manager,

Manufacturing

Manager,

Human Resources

Manager,

Purchasing

Plant Manager

Manager,Accounting

Functional Departmentalization: cost L, morale H, 隧道視線

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Mass TransitDivision

Bombardier-Rotax(Vienna)

Mass Transit Sector

Recreational ProductsDivision

Logistic EquipmentDivision

Industrial EquipmentDivision

Bombadier-Rotax(Gunskirchen)

Recreational and UtilityVehicles Sector

Rail ProductsSector

Bombardier, Ltd.

Product Departmentalization

Sales Director,Western Region

Sales Director,Southern Region

Sales Director,Eastern Region

Vice Presidentfor Sales

Sales Director,Midwestern Region

Geographical Departmentalization

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SawingDepartment

Manager

Planing andMilling

DepartmentManager

AssemblingDepartment

Manager

Lacquering andSanding

DepartmentManager

FinishingDepartment

Manager

Plant Superintendent

Inspection and Shipping

Department Manager

Process Departmentalization

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Manager,Retail Accounts

Directorof Sales

Manager,Government Accounts

Manager,Wholesale Accounts

Customer Departmentalization e.g., 楷模廣告

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Departmentalization Trends

• Increasing use of customer departmentalization

• Cross-functional team - a work team composed of individuals from various functional specialties

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. Whistling?（吹口哨，打小報告）

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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.

Acceptance theory of authority

the view that authority comes from the willingness of subordinates to accept it.

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Chain of Command and Line Authority

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Line vs. Staff Authority

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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 managerEmployee characteristicsCharacteristics of the work being doneSimilarity of tasksComplexity of tasksPhysical proximity of subordinatesStandardization of tasks IS, Culture, Leading style,……

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Contrasting Spans of Control

1

2

3

4

5

6

7

Org

aniz

atio

nal L

evel

Members at Each Level

Span of 4Operatives = 4,096Managers (levels 1-6) = 1,365

Span of 8Operatives = 4,096Managers (levels 1-4) = 585

1

4

16

64

256

1,024

4,096

1

8

64

512

4,096

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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22

Centralization or Decentralization

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

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• 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

MechanisticOrganic

11.2 Mechanistic vs. Organic Organization: 11.2 Mechanistic vs. Organic Organization: Paradigm Shift (Paradigm Shift ( 軍隊，軍隊， C&C vs. C&C vs. 知識工作者，交響樂團）知識工作者，交響樂團）

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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 )

11.3 contingency factors 權變理論架構 vs. one best way

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Contingency Factors: 1. Strategy: Structure follows Strategy (A. Chandler)

Innovation 攻， Amazon, StarbucksPursuing competitive advantage through meaningful and

unique innovations favors an organic structuring.

Cost minimization 守，McDonaldFocusing on tightly controlling costs requires a

mechanistic structure for the organization.

ImitationMinimizing risks and maximizing profitability by

copying market leaders requires both organic and mechanistic elements in the organization’s structure.

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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.

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+規模 複雜度.水平差異化.垂直差異化

政府機關（企業組織）

e.g., Parkinson’s law: The number of subordinates increases

at a fixed rate regardless of the amount of work produced.

實證研究

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+規模 複雜度.水平差異化.垂直差異化

政府機關（企業組織）

e.g., Parkinson’s law: The number of subordinates increases

at a fixed rate regardless of the amount of work produced.

實證研究

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-規模 集權度

專業管理者（擁有者）

實證研究

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實證研究

+規模 形式化

相依單位（獨立單位）

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3. Technology

Organizations adapt their structures to their technology.

Routine technology = mechanistic organizations

Non-routine technology = organic organizations

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Woodward’s Findings on Technology, Structure, and Effectiveness

MassProduction

Moderate vertical differentiationHigh horizontal differentiationHigh formalization

ProcessProduction

High vertical differentiationLow horizontal differentiationLow formalization

UnitProduction

Low vertical differentiationLow horizontal differentiationLow formalization

Str

uct

ura

lC

har

acte

rist

ics

Most effectivestructure

Organic Mechanistic Organic

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.

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11.4 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

Traditional Organizational Designs

作業作業

1. Thinking critically about ethics (p. 374)

(1) Identifies Dilemma.

(2) Considers Stakeholders

(3) Analyzes Alternatives and Consequences

2. Developing your delegating skill (p. 374)

3. Team exercise (p. 375) 上網找三個組織之組織圖，討論其優缺點，比較異同。

4. Internet-based exercise (p. 375): “ 政府再造？行政院減肥？部會精簡！”

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1. Describe six key elements in organizational design.

2. Contrast mechanistic and organic structures.

3. Discuss the contingency factors that favor either the mechanistic model or the organic model of organizational design.

4. Describe traditional organizational designs.

回顧回顧

Terms to Know 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