管理學 - ocw.nctu.edu.twocw.nctu.edu.tw/upload/classbfs121002180585241.pdf · Work Specialization ... mechanistic elements in the organization’s structure. 23 2. Size As an

國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系

管管管管管管管管理理理理理理理理學學學學學學學學

第九章第九章第九章第九章第九章第九章第九章第九章組織結構與設計組織結構與設計組織結構與設計組織結構與設計組織結構與設計組織結構與設計組織結構與設計組織結構與設計Organizational Structure and Design

A learning organization is A learning organization is ““an organization that is an organization that is

continually expanding its capacity to create its futurecontinually expanding its capacity to create its future””..

—— Peter Peter SengeSenge

國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系 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不要期待主管給你溫暖不要期待主管給你溫暖不要期待主管給你溫暖，，，，因為他站的位置比你高因為他站的位置比你高因為他站的位置比你高因為他站的位置比你高

，，，，他比你更寒冷他比你更寒冷他比你更寒冷他比你更寒冷。。。。 (104, Simon)

• organization chart vs. organizing


綱要綱要綱要綱要綱要綱要綱要綱要

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


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

討論討論討論討論：：：：1.複雜度複雜度複雜度複雜度(分科分層差異化分科分層差異化分科分層差異化分科分層差異化)，，，，集權度集權度集權度集權度，，，，

形式化形式化形式化形式化。。。。

2. one best way?

9.1 9.1 組織設計之定義組織設計之定義組織設計之定義組織設計之定義：：：：組織設計之定義組織設計之定義組織設計之定義組織設計之定義：：：：六個決策要素六個決策要素六個決策要素六個決策要素六個決策要素六個決策要素六個決策要素六個決策要素


Defining Organizational Structure

� Organizational Structure

� The formal arrangement of jobs within an

organization.

� Organizational Design

� A process involving decisions about six key

elements:

5


1. Work Specialization 工作專業化工作專業化工作專業化工作專業化

� 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


2. Departmentalization 部門化部門化部門化部門化

� 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


Manager,

Engineering

Manager,

Manufacturing

Manager,

Human Resources

Manager,

Purchasing

Plant Manager

Manager,

Accounting

Functional Departmentalization:

cost L, morale H, 隧道視線

8

國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系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


Sales Director,

Western Region

Sales Director,

Southern Region

Sales Director,

Eastern Region

Vice President

for Sales

Sales Director,

Midwestern Region

Geographical Departmentalization

10


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


Manager,

Retail Accounts

Director

of Sales

Manager,

Government Accounts

Manager,

Wholesale Accounts

Customer Departmentalization

12


未來重要趨勢未來重要趨勢未來重要趨勢未來重要趨勢

� customer departmentalization

e.g. 楷模廣告

� cross-functional teams

e.g. 運輸年會

13


3. Chain of Command 指揮鏈指揮鏈指揮鏈指揮鏈

� 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


� 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


4. Span of Control 管轄幅度管轄幅度管轄幅度管轄幅度

� 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


Contrasting Spans of Control

1

2

3

4

5

6

7

Org

aniz

atio

nal

Lev

el

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


5. Centralization 集權集權集權集權

� 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


6. Formalization 形式化形式化形式化形式化

� 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


基本模式：機械 VS. 有機組織

1. 策略 3. 技術

2. 規模 4. 環境

討論討論討論討論：：：：1. 關鍵變數關鍵變數關鍵變數關鍵變數：：：：獨變項獨變項獨變項獨變項，，，，依變項依變項依變項依變項，，，，調節或中介變項調節或中介變項調節或中介變項調節或中介變項

2. 關鍵關係關鍵關係關鍵關係關鍵關係：：：：testable hypothesis

9.2 組織設計之理論架構組織設計之理論架構組織設計之理論架構組織設計之理論架構：：：：四個權變變數四個權變變數四個權變變數四個權變變數


• 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

MechanisticOrganic

MechanisticMechanistic vsvs.. OrganicOrganic OrganizationOrganization: : Paradigm Shift (Paradigm Shift (軍隊，軍隊，C&CC&C vs. vs. 知識工作者，交響樂團知識工作者，交響樂團））

21


權變因素權變因素權變因素權變因素組織結構組織結構組織結構組織結構組織效能組織效能組織效能組織效能

.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)

權變權變理論架構理論架構 vs. one best wayvs. one best way

22


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


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


+

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

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

實證研究實證研究實證研究實證研究

25


-


26



+

27


3. Technology

� Organizations adapt their structures to their

technology.

� Routine technology = mechanistic organizations

� Non-routine technology = organic organizations

28


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

Str

uct

ura

l

Ch

ara

cter

isti

cs

Most effective

structureOrganic 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.

30


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

討論討論討論討論：：：： 1.大潤發採購部品保組大潤發採購部品保組大潤發採購部品保組大潤發採購部品保組，，，，遠航飛安室遠航飛安室遠航飛安室遠航飛安室

2. 自主團隊有多自主自主團隊有多自主自主團隊有多自主自主團隊有多自主？？？？讓大象跳舞讓大象跳舞讓大象跳舞讓大象跳舞？？？？

3. 虛擬組織虛擬組織虛擬組織虛擬組織？？？？

4. 從不同球類比賽學習組織設計從不同球類比賽學習組織設計從不同球類比賽學習組織設計從不同球類比賽學習組織設計

9.3 組織設計之應用組織設計之應用組織設計之應用組織設計之應用：：：：七個常見實例七個常見實例七個常見實例七個常見實例


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


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


A Matrix Organization in an Aerospace Firm

34


6. Boundaryless Organization 無邊界組織無邊界組織無邊界組織無邊界組織

� 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


7. Learning Organization 學習型組織學習型組織學習型組織學習型組織

� An organization that has developed the capacity to

continuously learn, adapt, and change through the

practice of knowledge management by employees.

36


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


9.4 組織設計之今日挑戰組織設計之今日挑戰組織設計之今日挑戰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。


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！

補充補充補充補充：：：：補充補充補充補充：：：：Team workTeam work


回顧回顧回顧回顧回顧回顧回顧回顧

1. 比較 Organization chart

VS. Organizing

2. 比較 Organizational structure

VS. Design

3. 區分 Mechanistic

VS. Organic organization


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 chart41

Documents

管 理 學 - ocw.nctu.edu.twocw.nctu.edu.tw/upload/classbfs121002180585241.pdf · Work Specialization ... mechanistic elements in the organization’s structure. 23 2. Size As an

管理學 - ocw.nctu.edu.twocw.nctu.edu.tw/upload/classbfs121002180585241.pdf · Work Specialization ... mechanistic elements in the organization’s structure. 23 2. Size As an