Chapter One Organizations and Organization Theory

Chapter One

Organizations and

Organization Theory

PeoplePeople

ProcessProcessActivitiesActivities

管理系統管理系統(Managerial Syste(Managerial Syste

m)m)

組織行為組織行為(Organizational Behavio(Organizational Behavio

r)r)

管理行為管理行為(Managerial Behavio(Managerial Behavio

r)r)

領導行為領導行為(Leadership Behavio(Leadership Behavio

r)r)

1.Basic Concept Organizational Operations1.Basic Concept Organizational Operations

計計劃劃

組織組織

用人用人

協調協調控

制控制

研研究究發發展展

行行銷銷

生生產產財財務務人

事人事

領領導導 Leadership

Marketing

Production

FinanceHuman Resource

R&D

Planning

Organization

Staffing

Coordination

Control

Relationship between Leadership and organization

. Top-Down Directing. Top-Down Directing

. Bottom-Up Information. Bottom-Up Information

. Involvement and Interaction. Involvement and Interaction

.Focus on Sur.Focus on Survive and growvive and growthth

.Focus on com.Focus on competitive advapetitive advantage ntage

.Focus on fun.Focus on functional efficctional efficiencyiency

CorporateCorporateStrategyStrategy

Business StrategBusiness Strategyy

Functional StratFunctional Strategyegy

Organizations and Organization Theory

• Organization Theory in Action• What is an Organization?• Perspectives on Organizations• Dimensions of Organization Design• The evolution of Organization Theory and

Design

Topics

Organization Theory in Action

• Current Challenges– Globalization – Ethics and and Social Responsibility – Speed of Responsiveness– The Digital Workplace– Diversity

Current Challenge

Globalization

‧ 通用汽車 GM‧North Networks‧ 銳跑 Reebok‧ 美國運通 American Express‧ 三星 Samsung


Current Challenges

Globalization

Ethics and Social

Responsibility

‧ 安隆 (Enron)‧ 世界通訊 (WorldCom) ‧Adelphia Co.‧ImClone Co.


Current Challenge

Globalization

Ethics and Social

Responsibility

Speed of Responsiveness

‧ 皇家荷蘭殼牌(Royal Dutch Shell)


Current Challenges

Globalization

Ethics and Social

Responsibility


The Digital Workplace

‧ 戴爾電腦(Dell Computer Co.)


Current Challenges

Globalization

Ethics and Social

Responsibility


The Digital Workplace

Diversity

‧ 麥肯錫顧問公司 (McKinsey Co.)


What is an Organization?

Organization

Social Entities goal-directed

Deliberately structure & coordinated activity systems

Linked to the external environment

Importance of Organizations 1/7

Builds nuclear-powered, Nimitz-class aircraft

carriers

1. Bring together resources to achieve desired goals & outcomes


Electronic way to run company or base on computer produce skill.

2. Produce goods and services efficiently.


To lead creation of new idea’s innovation but not to follow the rule.

3. Facilitate innovation


Ex: Coca-Cola 、 Heineken 、 IBM ..etc.

4. Use modern manufacturing and information technologies


5. Adapt to and influence a changing environment


6. Create value for owners, customers and employees

Gallo company use low profit as its core strategy to create costumer value, and open system need to work with environment.


7. Accommodate ongoing challengeof diversity ethics, and the motivation and coordination of employees

Perspectives on Organizations

• Open Systems• Organizational Configuration

– Technical Core– Technical Support– Administrative Support– Top Management– Middle Management

Transformation

Process

An Open System and Its Subsystems

Environment

Raw MaterialsPeopleInformation resourcesFinancial resources

Input

Subsystems BoundarySpanning

Production,Maintenance,Adaptation, Management

BoundarySpanning

Products andServices

Output

開放系統及其次系統開放系統 (open system) 則必須與環境交互作用能存活，一方面消耗環境的資源，一方面輸出資源到環境中，並得持續地改變以適應環境。

Five Basic Parts of an Organization

• Mintzberg suggested that every organization should contain five basic parts

Exhibit 1.3 Five Basic Parts of an Organization

TechnicalSupport

Staff

TopManagement

MiddleManagement

AdministrativeSupport

Staff

Technical Core

Transfer from input to output

e.g teachers 、 courses


TechnicalSupport

Staff

TopManagement

MiddleManagement


Staff

Technical Core

Supporting organization to adopt environment. Ex.: engineer 、 researchers 、etc.


TechnicalSupport

Staff

TopManagement

MiddleManagement


Staff

Technical Core

To support organization’s function stably and organization's maintain.


TechnicalSupport

Staff

TopManagement

MiddleManagement


Staff

Technical Core

To lead and negotiate other department in the organization.

Goals and StrategyEnvironment Size

Culture TechnologyStructure

1. Formalization2. Specialization3. Hierarchy of Authority4. Centralization5. Professionalism6. Personnel Ratios

Characteristics of Three Organizations

0

50

100

W.L. Gore &Associates

Wal-Mart State ArtsAgency

Formalization

Specialization

Centralization

Configuration(%nonworkflowpersonnel)

TECHNOLOGY Manufacturing Retailing Government Service

SIZE (#employees) 6,000 250,000 35

The Evolution of Organization Theory and Design

• Historical Perspectives

• Contemporary Organization Design

• Effective Performance versus the Learning Organization

Two Organization Design Approaches

VerticalStructure

RoutineTasks

RigidCulture

CompetitiveStrategy

FormalSystems

HorizontalStructure

AdaptiveCulture

EmpoweredRoles

CollaborativeStrategy

SharedInformation

Organizational Changein the Service of

Performance

Mechanical System Design

Natural System Design

Stable EnvironmentEfficient Performance

Turbulent EnvironmentLearning Organization

Source: Adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change (Boston, Mass.: Harvard Business School)

Efficient performance and learning organization Vertical

Structure

Routine Tasks

Formal System

Competitive Strategy

Rigid culture

HorizontalStructure

Empowered Roles

Shared Information

Collaborative Strategy

Adaptive culture

Documents

Chapter One Organizations and Organization Theory