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1、2023/4/3,第八章OrganizationStructure组织结构,第八章OrganizationStructure组织结构,第八章OrganizationStructure组织结构,第一节：Fundamentals of organizing组织的基础,Organization chart The reporting structure and division of labor in an organization.组织图：一个组织里的汇报结构和劳动分工。The chart provides a picture of the reporting structure and the
2、various activities that are carried out by different individuals.组织结构图展示了公司的汇报结构和不同个体执行的不同任务。,第八章OrganizationStructure组织结构,The traditional organization chart,1.The boxes represent different work.方框代表不同的工作。2.The titles in the boxes show the work performed by each unit.方框中的名称表示每个单位做的工作。3.Reporting and
3、 authority relationship are indicated by solid lines showing superior-subordinate connections.实线注明了汇报和职权关系，显示了上下级的联系。4.Levels of management are indicated by the number of horizontal layers in the chart.All persons or units that are of the same rank and report to the same person are on one level.水平排列
4、的方框代表着管理层次。所有同一级别并向同一个人报告的个人或单位都在同一个等级水平上。,第八章OrganizationStructure组织结构,Differentiation差异化,Differentiation An aspect of the organizations internal environment created by job specialization and the division of labor.差异化：组织的内部环境的一个方面，由工作专业化和劳动分工而产生。Differentiation means that the organization is compri
5、sed of many different units that work on different kinds of tasks,using different skills and work methods.差异化意味着企业由许多从事不同任务的不同单位构成，这些单位分别采用不同的工作技能和工作方法。,第八章OrganizationStructure组织结构,Differentiation is created through division of labor and job specialization.Division of labor means that the work of t
6、he organization is subdivided into smaller tasks.Various individuals and units throughout the organization perform different tasks.Specialization,in turn,refers to the fact that different people or groups often perform specific parts of the entire task 差异化由劳动分工和专业化分工而产生，劳动分工意味着组织中的工作被分为更小的工作任务，由企业中的
7、不同个人和单位完成不同的任务。专业化指不同的个人或单位只负责完成整个工作任务中的某些特定部分。,第八章OrganizationStructure组织结构,Secretaries and accountants specialize in,and perform,different jobs;similarly,marketing,finance,and human resources tasks are divided among those respective departments.秘书和会计具有不同的专长因而从事不同的工作；与此类似，营销、财务、和人力资源工作被划分为不同的部门。,第八
8、章OrganizationStructure组织结构,The numerous tasks that must be carried out in an organization make specialization and division of labor necessities.Otherwise the complexity of the overall work of the organization would be too much for any individual.在组织中需要完成众多不同的任务，从而使专业化和劳动分工成为必然，要不然，组织中工作的复杂性是任何个人都难以全
9、部胜任的。Differentiation is high when there are many subunits and many kinds of specialists who think differently.当下属单位数量较多，众多专家的思维方式不同时，差异化程度较高。,第八章OrganizationStructure组织结构,Integration一体化,Integration The degree to which differentiated work units work together and coordinate their efforts.一体化：差异化工作单位一起
10、工作和协调他们工作的程度。,第八章OrganizationStructure组织结构,As organizations differentiate their structures,managers must simultaneously consider issues of integration.All of the specialized tasks in an organization cannot be performed completely independently.Because the different units are part of the larger organ
11、ization,some degree of communication and cooperation must exist among them.Integration and its related concept,coordination,refer to the procedures that link the various parts of the organization to achieve the organizations overall mission.当组织结构差异化之后，管理者必须同时考虑一体化的问题。组织中所有的专业化工作任务都不可能独立的完成。因为这些不同的单位
12、都是某个更大组织的一部分，它们之间必然存在着某种程度的沟通和合作。一体化以及与其相关的概念协调，指的是连接组织中各个部分以实现企业整体使命的程序和步骤。,第八章OrganizationStructure组织结构,Integration is achieve through structural mechanisms that enhance collaboration and coordination.Any job activity that links different work units performs an integrative function.Remember,the mo
13、re highly differentiated your firm,the greater the need for integration among the different units.一体化可以通过促进合作和协调的机制实现。任何一项连接不同工作单位的行动都执行着一体化的职能。,第八章OrganizationStructure组织结构,第二节：The vertical structure纵向结构,In order to understand issues such as reporting relationships,authority,responsibility,and the
14、like,we need to begin with the vertical dimension of a firms structure.为了理解如上下级关系、职权、职责等等概念，我们需要从组织结构的纵向层面开始。,第八章OrganizationStructure组织结构,1.Authority in organizations 组织中的职权,Authority The legitimate right to make decisions and to tell other people what to do.职权：法定的制定决策权和告诉其他人做什么的权力。,第八章Organization
15、Structure组织结构,Authority is fundamental to the functioning of every organization.职权是每个组织的职能基础。Authority resides in positions rather than in people.职权是与职位而不是人相联系的。,第八章OrganizationStructure组织结构,1.1 The board of directors董事会,In corporations,the owners are the stockholders.But because there are numerous
16、stockholders,and these individuals generally lack timely information,few are directly involved in managing the organization.Stockholders elect a board of directors to oversee the organization.在公司里，股东是所有者。但是股东人数众多，他们通常缺乏及时的信息，只有极少数人直接参与到组织的直接管理当中。股东选出董事来监督组织。,第八章OrganizationStructure组织结构,Boards perfo
17、rm at least three major sets of duties:(1)selecting,assessing,rewarding,and replacing the CEO;(2)determining the firms strategic direction and reviewing financial performance;and(3)assuring ethical,socially responsible,and legal conduct.董事会至少要执行三大类职能：1）选择、评估、奖励或更换CEO；2）决定公司的战略方向，检查公司的财务状况；3）确保道德的、对社
18、会负责的、合法的行为。,第八章OrganizationStructure组织结构,Some top executives are likely to sit on the board(they are inside directors).The trend in recent years has been toward reducing the number of insiders and increasing the number of outsiders.Today,most companies have a majority of outside directors.某些高层管理者可能在
19、董事会中任职（他们被称为内部董事），近年来的趋势是减少内部董事，增加外部董事。现在，大多数公司外部董事占了绝大多数。,第八章OrganizationStructure组织结构,1.2 The chief executive officer首席执行官,The authority officially vested in the board of directors is assigned to a chief executive officer,who occupies the top of the organizational pyramid.The chief executive is pe
20、rsonally accountable to the board and to the owners for the organizations performance.首席执行官位于组织金字塔的最顶层，由董事会授权行使权利。组织的业绩由首席执行官直接对董事会和所有者负责。,第八章OrganizationStructure组织结构,1.3 The top management team高层管理团队,Increasingly,CEOs share their authority with other key members of the top management team.Top mana
21、gement teams are typically comprised of the CEO,president,chief operating officer,chief financial officer,and other key executives.Rather than make critical decisions on their own,CEOs regularly meet their top management teams to make decisions as a unit.现在越来越多的情况是由CEO与高层管理团队的其他关键成员共享权力。高层管理者通常由CEO、
22、总裁、业务总监、财务总监和其他关键领导组成。CEO并非单独作出关键决定，而是经常与高层管理团队开会，共同作出决策。,第八章OrganizationStructure组织结构,2 Hierarchical levels层级水平,The CEO occupies the top position and is the senior member of top management.The top managerial level also includes presidents and vice presidents.These are the strategic managers in char
23、ge of the entire organization.CEO占据 了最上面的位置，是高层管理者中的高级成员。高层管理者还包括总裁和副总裁。这些是掌管着整个组织的战略管理者,第八章OrganizationStructure组织结构,The second broad level is middle management.At this level,managers are in charge of plants or departments第二大类是中层管理者，在这一层级上，管理者主管工厂或部门。The lowest level is made up of lower management
24、and workers.It includes office managers,sales managers,supervisors,and other first-line managers,as well as the employees最低层级由更低一层的管理人员和工人组成，包括办公室管理者、销售管理者、主管和其他一线管理者，还包括雇员。,第八章OrganizationStructure组织结构,An authority structure is the glue that holds these levels together.Generally,people at higher le
25、vels have the authority to make decisions and to tell lower-level people what to do.职权结构就是把这些层次组合到一起来的主线。通常在更高层级的人有权做出决策并告诉低一层次的人该做什么。,第八章OrganizationStructure组织结构,3 Span of control控制跨度,Span of control The number of subordinates who report directly to an executive or supervisor.控制跨度：直接相某个管理者或主管汇报的下属
26、的数目。,第八章OrganizationStructure组织结构,Holding size constant,narrow spans build a tall organization that has many reporting levels.Wide spans create a flat organization with fewer reporting levels.如果组织规模保持不变，小的管理跨度使组织有较多的管理层次。大的管理跨度使组织扁平，层次较少。,第八章OrganizationStructure组织结构,The optimal span of control maxi
27、mizes effectiveness because it is(1)narrow enough to permit managers to maintain control over subordinates,but(2)not so narrow that it leads to overcontrol and an excessive number of managers who oversee a small number of subordinates.理想的管理跨度能够实现效果最大化，因为它（1）足够小，允许管理者对下属保持控制。（2）也没有小到产生过度控制和过多的管理者监督少量
28、的下属的程度。,第八章OrganizationStructure组织结构,The optimal span of control depends on a number of factors.The span should be wider when(1)the work is clearly defined and unambiguous,(2)subordinates are highly trained and have access to information,(3)the manager is highly capable and supportive,(4)jobs are si
29、milar and performance measures are comparable,and(5)subordinates prefer autonomy to close supervisory control理想的管理跨度依赖于一些因素。当（1）工作定义明确，不模糊；（2）下属训练有素，能够获得信息；（3）管理者非常能干；（4）工作类似，有可比较的业绩衡量标准；（5）下属喜欢有一定的自由度，不希望被监督控制时，跨度可能较宽。,第八章OrganizationStructure组织结构,4 Delegation授权,Delegation The assignment of new or
30、additional responsibilities to a subordinate.授权：将新的或另外的责任分派给下属。,第八章OrganizationStructure组织结构,Delegation is the assignment of authority and responsibility to a subordinate at a lower level.It requires that the subordinate report back to his or her boss as to how effectively the assignment was carried
31、 out.Delegation is perhaps the most fundamental feature of management,because it entails getting work done through others.授权是将职权和责任分配给更低一级下属。它要求下属反过来向他或她的老板报告任务完成的情况。授权也许是管理最基本的特征之一，因为它使工作由他人完成。,第八章OrganizationStructure组织结构,Advantages of delegation授权的优点,1.The manager saves time by giving some of his
32、 or her own responsibilities to someone else.Then the manager is free to devote energy to important,higher-level activities like planning,setting objectives,and monitoring performance.管理者通过把他或她自己的责任分给其他人而节省了时间，于是管理者可以把精力抽出来从事象计划、设定目标和监控业绩等更重要、更高级的工作。,第八章OrganizationStructure组织结构,2.Delegation essenti
33、ally gives the subordinate a more important job.The subordinate acquires an opportunity to develop new skills and to demonstrate potential for additional responsibilities and perhaps promotion.In essence,the subordinate receives a vital form of on-the-job training that could pay off in the future.授权
34、使下属有机会执行一项更重要的任务，使下属有机会发展新技能，为日后承担更大的责任或晋升积累资本。下属相当于接受了一次在将来能够受益的在职培训。,第八章OrganizationStructure组织结构,3.The organization also receives payoffs.Allowing managers to devote more time to important managerial functions while lower-level employees carry out assignments means that jobs are done in a more ef
35、ficient and cost-effective manner.组织也能够得到益处。允许管理者把更多的时间投入重要的管理职能，而让低层雇员执行分配的任务，这意味着以更有效的方式进行工作。,第八章OrganizationStructure组织结构,The steps in effective delegation有效授权的步骤,1.define the goal succinctly.简洁的确定目标2.select the person for the task.选择完成任务的人选3.solicit the subordinates views about suggested approac
36、hes.就建议的方案了解下属的意见4.give the subordinate the authority,time,and resources(people,money,equipment)to perform the assignment.给予下属完成分配的工作的职权、时间和资源5.schedule checkpoints for reviewing progress.为检查进度规划好不同的时间点。6.Follow through by discussing progress at appropriate intervals按计划执行，在合适的时段讨论进展情况,第八章Organizatio
37、nStructure组织结构,5 Decentralization 分权,The delegation of responsibility and authority decentralizes decision making.In a centralized organization,important decisions usually are made at the top.In decentralized organizations,more decisions are made at lower levels.职权和责任的授予使决策分散。在集权组织里，重要决策通常由最高层作出；在分权
38、组织里，较低层级有权作出更多的决策。,第八章OrganizationStructure组织结构,Most American executives today understand the advantages of pushing decision-making authority down to the point of the action.The level that deals directly with problems and opportunities has the most relevant information and can best foresee the conse
39、quences of decision.They also see how the decentralized approach allows people to take more timely action.现在大多数美国管理者都认识到将决策权下放到实际操作层次的好处。直接与问题或机遇接触的层级拥有最相关的信息，能够最好的预测到决策的结果。这些管理者们也看到了分权的方法能使人们更及时的行动起来,第八章OrganizationStructure组织结构,第三节：the horizontal structure横向结构,第八章OrganizationStructure组织结构,The func
40、tional organization职能型组织,Functional organization Departmentalization around specialized activities,such as production,marketing,human resources,etc.职能型组织：按照专门的活动（职能）来组织部门结构，比如生产、营销、人力资源等。,第八章OrganizationStructure组织结构,In a functional organization,jobs(and departments)are specialized and grouped accor
41、ding to business functions and the skills they require:production,marketing,human resources,research and development,finance,accounting,and so forth.工作（和部门）按企业的职能和它们所需要的技能被划分和组织起来：生产、营销、人力资源、开发与研究、财务、会计等等。,第八章OrganizationStructure组织结构,Functional departmentalization is common in both large and small
42、organizations.Large companies may organize along several different functional groupings.For example,Carmike Cinema has vice presidents of finance,real estate,operations,advertising,information systems,technical,and concessions.职能型的部门结构在大公司和小公司里都很普遍。大公司可以围绕几个不同的职能组织起来，比如，卡麦克公司有专门负责财务、房地产、制作、广告、信息系统、技
43、术和特许权的副总裁。,第八章OrganizationStructure组织结构,The advantages of the functional organization职能型组织的优点,1.Economies of scale can be realized.能够实现规模经济2.Monitoring of the environment is more effective.更有效的跟踪环境的变化3.Performance standards are better maintained.能更好的保持业绩标准,第八章OrganizationStructure组织结构,4.People have
44、greater opportunity for specialized training and in-depth skill development.员工有更多的机会接受专业化的训练和深度技能的发展5.Technical specialists are relatively free of administrative work.技术专家得以从管理工作中脱身6.Decision making and lines of communication are simple and clearly understood.制定决策和沟通的渠道简单且容易理解。,第八章OrganizationStruct
45、ure组织结构,The disadvantages缺点,1.People may care more about their own function than about the company as a whole,and their attention to functional tasks may make them lose focus on overall product quality and customer satisfaction.员工可能更关心他们自己的职能，而不关心公司整体的利益，他们对职能性工作的关注可能会妨碍对产品整体质量和顾客满意度的重视程度。,第八章Organi
46、zationStructure组织结构,2.Managers develop functional expertise but do not acquire knowledge of the other areas of the business;they become specialists,but not generalists.管理人员拥有职能专业知识，却对其他经营领域缺乏了解；他们成为专家，而不是通才。3.Between functions,conflicts arise,and communication and coordination fall off.在不同职能之间，冲突增加了
47、，沟通和协调降低了。,第八章OrganizationStructure组织结构,The divisional organization事业部型组织,Divisional organization Departmentalization that groups units around products,customers,or geographic regions.事业部型组织：按照产品、顾客或地理区域来组织部门结构。,第八章OrganizationStructure组织结构,As organization grow and become increasingly diversified,th
48、ey find that functional departments have difficulty managing a wide variety of products,customers,and geographic regions.In this case,organizations may restructure in order to group all functions into a single division,and duplicate each of the functions across all of the divisions.Division A has it
49、s own operations and marketing department,Division B has its own operations and marketing department,and so on.In this regard,separate divisions may act almost as separate businesses or profit centers and work autonomously to accomplish the goals of the entire enterprise.,第八章OrganizationStructure组织结
50、构,当组织增长并变得日益多样化时，职能型组织已不足以应付多种多样的产品、顾客和地理区域。在这种情况下，组织会重新构造，将所有职能容纳到单独的事业部中去，并在每个事业部中重复设置所有的职能。事业部A有自己的生产和营销部门，事业部B也有自己的生产和营销部门。这样，不同的事业部几乎作为单独的企业或利润中心来运作，独立自主为完成整个公司的目标而努力。,第八章OrganizationStructure组织结构,2.1 product divisions产品型事业部,In the product organization,all functions that contribute to a given p
