激励理论与方法讲义121a.ppt

國立台灣大學商學研究所 1 陳家聲 教授 版權所有工作設計與組織結構Q工作設計分析的理論模型Q工作特性模型及其應用Q影響組織效能的因素─McKinnsey 7‘ S Q傳統的組織原則Q組織結構Q組織部門化的設計Q部門溝通與協調機制Q常見的組織型態Q影響組織結構的因素國立台灣大學商學研究所 2 陳家聲 教授 版權所有Conceptual Frameworks for Analyzing Work Tasks• Task Attributes/ Characteristics Theories: Theories that seek to identify task characteristics in jobs, how these characteristics are combined to form different jobs, and their relationship to employee motivation, and performance.• Job Characteristics Model• Social Information Processing ModelSource: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. Task Characteristics:1.Variety2.Autonomy3.Responsibility4.Knowledge and skill5.Required social interaction6.Optional social interaction國立台灣大學商學研究所 3 陳家聲 教授 版權所有工作設計概念的演變國立台灣大學商學研究所 4 陳家聲 教授 版權所有效果 1.提高工作動機 2.提升產品品質 3.提升工作績效 4.提高工作滿足 5.降低缺席率和 離職率工作的核心特性© 技能多樣性© 工作整體性© 工作重要性© 工作自主性© 工作回饋性Source: Hackman, J. R., and Oldham, G. R. Work redesign. Addison-Wesley Publishing Company, Inc., 1980.海克曼工作特性模型 （ Hackman, J. R., and Oldham, G. R.,1980）心理歷程¬ 覺得工作有 意義¬ 產生責任感 ¬ 了解工作結 果國立台灣大學商學研究所 5 陳家聲 教授 版權所有Computing a Motivating Potential ScorePeople who work on jobs with high core dimensions are generally more motivated, satisfied, and productive.Job dimensions operate through the psychological states in influencing personal and work outcome variables rather than influencing them directly.Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. 國立台灣大學商學研究所 6 陳家聲 教授 版權所有Work Space DesignQFeng Shui(風水)'Designing work surroundings so the “Chi” or life force of the space is in harmony and balance with nature.QWorkspace Design and Productivity'Workspaces alone don’t provide substantial motivation.'Workspaces make it easier for employees to perform behaviors that make them more effective.'“Cognitive ergonomics”: matching the office to the brain work. Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. 國立台灣大學商學研究所 7 陳家聲 教授 版權所有遠景、 企業文化 、價值觀技術管理風格策略組織結構管理制度組織效能人員與技能影響組織效能之因素環境國立台灣大學商學研究所 8 陳家聲 教授 版權所有What Is Organizational Structure?F Organizational Structure: How job tasks are formally divided, grouped, and coordinated.F Key Elements:'Work specialization'Departmentalization'Chain of command'Span of control'Centralization and decentralization'FormalizationSource: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. 國立台灣大學商學研究所 9 陳家聲 教授 版權所有Key Design Questions and Answers for Designing the Proper Organization StructureSource: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. 國立台灣大學商學研究所 10 陳家聲 教授 版權所有Dimensions of Organization Structure and DesignQWhen managers create an organization structure, they consider several basic dimensions of organization design, including:• Chain of command • Line and staff positions • Span of control• Centralization and decentralization • Formalization.國立台灣大學商學研究所 11 陳家聲 教授 版權所有控制幅度 (Span of Control)F Span of Control: The number of subordinates a manager can efficiently and effectively direct.F The span of control largely determines how many management levels and managers an organization has.F Concept: Wider spans of management increase organizational efficiency.F Narrow Span Drawbacks:' Expense of additional layers of management.' Increased complexity of vertical communication.' Encouragement of overly tight supervision and discouragement of employee autonomy.Source: Robbins, S. T. Organizational behavior(10th ed.). New Jersey: Pearson Education Inc., 2003. 國立台灣大學商學研究所 12 陳家聲 教授 版權所有Work SpecializationQWith too much work specialization, employees are isolated and do only a single, tiny, boring job, which can lead to:'Fatigue'Stress'Lower productivity'Increased absenteeism'Higher turnover.Source: Daft. R. L., & Noe, R. A. Organizational behavior. Harcourt College Publishers, 2001. 國立台灣大學商學研究所 13 陳家聲 教授 版權所有DepartmentalizationQDepartmentalization – The process by which jobs are grouped into depar。