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Fundamentals of Management Sixth Edition Robbins and DeCenzo With contributions from Henry Moon Chapter 5：Basic Organization Designs 基本的組織設計 Fall 2009 Revised by Grace F. Wang 1 前言 •組織 Organizing – The process of creating an organization’s structure – 創立組織結構的程序 •組織結構 Organizational Structure – The Organization’s formal framework for dividing, grouping, and coordinating job tasks. – 組織的正式架構，以區分、組合並協調各項工 作任務。 2 前言 •組織設計 Organizational Design – The developing or changing of an organization’s structure – 管理者用以發展或改變組織結構的一套程序 3 設計組織結構的關鍵要素 Key Elements in Designing Organizational Structure 1. Work Specialization 分工(工作專門化) 2. Chain of Command 指揮鍊 3. Span of Control 控制(管理)幅度 4. Authority and Responsibility 職權與責任 5. Centralization and Decentralization 集權和分權 6. Departmentalization 部門化 4 1. 工作專業化 Work specialization • A component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job • 將一個工作分解成許多步驟，每個步驟由 不同的人來完成；而不是由一個人單獨完 成整個工作。 5 Economies and Diseconomies of Work Specialization(中譯教本 p.135) EXHIBIT 5.1 6 2. 指揮鏈 Chain of command • 從組織最高階層延伸至最低階層，並且清楚 指明誰必須向誰報告的一條職權連續線。 • Unity of command: The management principle that no person should report to more than one boss • 指揮統一原則： 主張每位部屬應該只對一位 直屬上司負責。 7 Chain of Command EXHIBIT 5.2 8 3. 控制幅度 Span of control • The number of subordinates a manager can direct efficiently and effectively • 一位管理者可以有效率及有效能地直接管 理之部屬人數。 9 4.職權與職責 Authority and Responsibility • Authority – The rights inherent in a managerial position to give orders and expect them to be obeyed – 管理職位上所擁有的權利，使其可下命令並期盼 命令會被服從。 • Responsibility – An obligation to perform assigned activities – 執行被指派之工作的義務。 10 Types of Organizational Authority • Line authority(直線職權) – The position authority (given and defined by the organization) that entitles a manager to direct the work of operative employees • Staff authority(幕僚職權) – Positions that have some authority (e.g., organization policy enforcement) but that are created to support, assist, and advise the holders of line authority 11 Line Versus Staff Authority EXHIBIT 5.3 12 Power and Types of Power • Power – An individual’s capacity to influence decisions – 一個人影響決策的能力。 13 Power and Types of Power(續) • Types of Power Coercive power Power based on fear. 威嚇權力 Reward power 獎酬權力 Power based on the ability to distribute something that others value. Legitimate power Power based on one’s position in the formal hierarchy. 法制權力 Expert power 專家權力 Referent power 參考權力 Power based on one’s expertise, special skill, or knowledge. Power based on identification with a person who has desirable resources or personal traits. 14 Authority Versus Power A. Authority 職權 Information EXHIBIT 5.4a 15 Authority Versus Power (cont’d) B. Power 權力 EXHIBIT 5.4b 16 5. 集權與分權 Centralization And Decentralization • Centralization – A function of how much decision-making authority is pushed down to lower levels in an organization; the more centralized an organization, the higher the level at which decisions are made – 決定將多少決策權下放到組織較低階層之功能； 一個組織越集權，則決策權在較高的層級 17 5. 集權與分權(續) Centralization And Decentralization • Decentralization – The pushing down of decision-making authority to the lowest levels of an organization – 決策權被下放到組織的最低階層 18 6. 部門化的五種方式 Five Ways to Departmentalize Functional 功能別 Product 產品別 Customer 顧客別 Process 程序別 Geographic 地理別 請參照中譯教本PP.146- 147 19 Departmentalization • Functional departmentalization – The grouping of activities by functions performed • Product departmentalization – The grouping of activities by product produced • Customer departmentalization – The grouping of activities by common customers • Geographic departmentalization – The grouping of activities by territory • Process departmentalization – The grouping of activities by work or customer flow 請參照中譯教本PP.146-147 20 影響組織設計的情境因素 Strategy 策略 The Key Contingency Factors that influence Organizational Design Size 規模 Technology 技術 Environmental 環境的 Uncertainty 不確定性 請參照中譯教本PP.149- 151 21 機械式與有機式組織 Mechanistic and Organic Organizations • Mechanistic organization – The bureaucracy; a structure that is high in specialization, formalization, and centralization • Organic organization – An adhocracy; a structure that is low in specialization, formalization, and centralization Structure follows strategy 請參照中譯教本PP.148- 149 22 Mechanistic versus Organic Organizations • • • • • • 機械式的組織形式 Rigid hierarchical relationships Fixed duties Many rules Formalized communication channels Centralized decision authority Taller structures 有機式的組織形式 • Collaboration (both vertical and horizontal) 共同合作 • Adaptable duties • Few rules • Informal communication • Decentralized decision authority • Flatter structures EXHIBIT 5.7 23 Technology and Structure • Unit production(單位生產) – Production in terms of units or small batches • Mass production(大量生產) – Production in terms of large batch manufacturing • Process production(程序生產) – Production in terms of continuous processing 請參照中譯教本PP.150- 151 24 組織設計的應用 Organization Design Applications • Simple structure(簡單式結構) – An organization that is low in specialization and formalization but high in centralization • Low departmentalization • Wide Spans of control • Centralized Authority • Little Formalization 請參照中譯教本PP.151-152 25 組織設計的應用(續) Organization Design Applications • The Bureaucracy 科層式組織 – Functional structure(功能式結構) • An organization in which similar and related occupational specialties are grouped together – Divisional structure(事業部結構) • An organization made up of self-contained units 請參照中譯教本PP.152- 154 26 Functional Structure EXHIBIT 5.8 27 Divisional Structure EXHIBIT 5.9 28 其他組織結構 Other Organizational Structures • Matrix structure(矩陣式結構) – An organization in which specialists from functional departments are assigned to work on one or more projects led by a project manager 請參照中譯教本PP.154- 155 29 Sample Matrix Structure EXHIBIT 5.10 30 其他組織結構(續) Other Organizational Structures • Team-based structure 以團隊為基礎的結構 – An organization that consists entirely of work groups or teams – 整個組織由工作團隊所構成 • Boundaryless organization 無疆界組織 – An organization that is not defined or limited by boundaries or categories imposed by traditional structures – 不受傳統結構的疆界或類別所定義或限制的組織 結構 31 學習型組織 Learning Organization • An organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues. – Organization design – Information sharing – Leadership – Organizational culture 32 學習型組織的特徵 Characteristics of a Learning Organization Source: Based on P.M. Senge. The Fifth Discipline: The Art and Practice of Learning Organizations (New York: Doubleday, 1990); and R. M. Hodgetts, F. Luthans and S. M. Lee. “New Paradigm Organizations: From Total Quality to Learning to World Class,” Organizational Dynamics (Winter 1994) pp. 4–19 EXHIBIT 5.11 請參照中譯教本P.158 33 組織文化 Organization Culture • Organization culture – A system of shared meaning within an organization that determines, to a large degree, how employees act – 組織內部共享的價值體系，此一體系大大地影響 了員工的行為。 34 組織文化(續) Organization Culture – Shared values are shown in cultural elements (文化要素中所顯示的共享價值來自該組織的傳奇故事、 儀式、物質符號、及獨特的語言) • Stories, rituals, material symbols, and language unique to the organization – Results from the interaction between (來自於下列的交互作用) • The founders’ biases and assumptions (創業者的偏見與假設) • What the first employees learn subsequently from their own experiences (首批員工陸續所累積的經驗) 35 評估組織文化的十個要素 Assessing an Organization’s Culture Member Identity Risk Tolerance Group Emphasis Reward Criteria People Focus Conflict Tolerance Unit Integration Means-End Orientation Control Open-Systems Focus 請參照中譯教本P.159 36