管 理 學 Ch.11 Foundations of Organizational Design    組織設計之基礎

1. 管 理 學Ch.11Foundations of Organizational Design   組織設計之基礎

2. 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)

3. 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

4. Purposes of Organizing

5. 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:

6. 設計組織結構： 六個決策要素 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?

7. 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

8. Economies and Diseconomies of Work Specialization

9. 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 2. Departmentalization 部門化

10. Functional Departmentalization: cost L, morale H, 隧道視線 Plant Manager Manager, Manager, Manager, Manager, Manager, Engineering Manufacturing Human Resources Purchasing Accounting

11. Product Departmentalization Bombardier, Ltd. Mass Transit Recreational and Utility Rail Products Sector Sector Vehicles Sector Mass Transit Recreational Products Division Division Bombardier-Rotax Logistic Equipment (Vienna) Division Industrial Equipment Division Bombadier-Rotax (Gunskirchen) 11

12. Geographical Departmentalization Vice President for Sales Sales Director, Sales Director, Sales Director, Sales Director, Midwestern Region Western Region Southern Region Eastern Region

13. Process Departmentalization Plant Superintendent Sawing Planing and Assembling Lacquering and Department Milling Department Sanding Manager Department Manager Department Manager Manager Finishing Inspection and Shipping Department Manager Department Manager

14. Customer Departmentalization e.g.,楷模廣告 Manager, Manager, Manager, Retail Accounts Wholesale Accounts Government Accounts Director of Sales

15. Departmentalization Trends • Increasing use of customer departmentalization • Cross-functional team - a work team composed of individuals from various functional specialties

16. 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）

17. 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.

18. Chain of Command and Line Authority

19. Line vs. Staff Authority

20. 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 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,……

21. Contrasting Spans of Control Members at Each Level 1 1 1 4 8 2 3 16 64 Organizational Level 64 512 4 5 256 4,096 1,024 6 4,096 7 Span of 4 Operatives = 4,096 Managers (levels 1-6) = 1,365 Span of 8 Operatives = 4,096 Managers (levels 1-4) = 585

22. 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

23. Centralization or Decentralization

24. 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

25. 11.2 Mechanistic vs. Organic Organization: Paradigm Shift (軍隊，C&C vs. 知識工作者，交響樂團） Organic Mechanistic • 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

26. 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

27. 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.

28. 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.

29. 實證研究 + e.g., Parkinson’s law: The number of subordinates increases at a fixed rate regardless of the amount of work produced. 29

30. 實證研究 + e.g. Parkinson’s law: The number of subordinates increases at a fixed rate regardless of the amount of work produced. 30

31. 實證研究 - 31

32. 實證研究 + 32

33. 3. Technology • Organizations adapt their structures to their technology. • Routine technology = mechanistic organizations • Non-routine technology = organic organizations

34. Unit Production Low vertical differentiation Low horizontal differentiation Low formalization Structural Characteristics Most effective structure Organic Mechanistic Organic 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

35. 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.

36. 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？

37. Traditional Organizational Designs

38. 作業  1. Case study: a manager’s dilemma (p. 356) (1) Identify and articulate business problems (2) Gather and analyze information applicable (3) Identify and apply an appropriate tool for solving problems. 2. Thinking critically about ethics (p. 374) (1) Identifies Dilemma. (2) Considers Stakeholders (3) Analyzes Alternatives and Consequences 38

39. 3. Developing your delegating skill (p. 374) 4. 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。 5. Internet-based exercise (p. 375): “政府再造？行政院減肥？部會精簡！” 39

40. 回顧 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.

41. 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