《管理导论》研究生课件ch 5 organizing.ppt

Click to edit Master title style,,Click to edit Master text styles,,Second level,,Third level,,Fourth level,,Fifth level,,5-,3,,,Click to edit Master title style,,Click to edit Master text styles,,Second level,,Third level,,Fourth level,,Fifth level,,7-,50,,,Click to edit Master title style,,Click to edit Master text styles,,Second level,,Third level,,Fourth level,,Fifth level,,7-,*,,,Click to edit Master title style,,Click to edit Master text styles,,Second level,,Third level,,Fourth level,,Fifth level,,7-,*,,Click to edit Master title style,,Click to edit Master text styles,,Second level,,Third level,,Fourth level,,Fifth level,,,,7-,*,,,,,,,Click to edit Master title style,,Click to edit Master text styles,,Second level,,Third level,,Fourth level,,Fifth level,,9-,35,,,Click to edit Master title style,,Click to edit Master text styles,,Second level,,Third level,,Fourth level,,Fifth level,,7-,18,,,Click to edit Master title style,,Click to edit Master text styles,,Second level,,Third level,,Fourth level,,Fifth level,,8-,52,,Part II,,,Chapter,5,: Organizing,,outline,What's Organization,,Organizational Structure,,Organizational design,,Types of Corporate Organizational Structure,,Organizational Change,What's Organization,a social group which distributes tasks for a collective goal.,,From a process-related perspective, an organization is viewed as an entity is being (re-)organized, and the focus is on the organization as a set of tasks or actions.,,From a functional perspective, the focus is on how entities like businesses or state authorities are used.,,From an institutional perspective, an organization is viewed as a purposeful structure within a social context,Designing Organizational Structure,Organizational Structure,,Formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals,,Organizational design,,The process by which managers make specific choices that result in a particular kind of organizational structure.,Factors Affecting Organizational Structure,Figure 7.1,7-,5,Principals of Organizational Design,Goals,,Specialization and coordination,,Unified command,,Management Span,How to Decide Management Span,Span of control or span of management,,number of subordinates that report directly to a given manager,,Factors affecting span of control,,Geographical Location,,Capability of workers,,Similarity of task,,technology,How to Decide Management Span,statistical,,by survey,,formula of,,V. A.,Graicunas,,,Tall & Flat Organizations,Figure 7.9,7-,9,Job Design Options,Job Simplification,,The process of reducing the number of tasks that each worker performs,,Job Enlargement,,Increasing the number of different tasks in a given job by changing the division of labor,,Job Enrichment,,Increasing the degree of responsibility a worker has over a job,The Job Characteristics Model,Figure 7.2,7-,11,Job Characteristics Model,7-,12,Grouping Jobs into Functions,Functional Structure,,An organizational structure composed of all the departments that an organization requires to produce its goods or services,7-,13,Divisional Structures,Divisional Structure,,An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer,,product strucure,,geographic structure,,market structure,Figure 7.4,,Product, Market, and Geographic Structures,7-,15,Matrix Design Structure,Matrix Structure,,An organizational structure that simultaneously groups people and resources by function and product,,7-,16,Matrix Structure,Figure 7.6,7-,17,Product Team Design Structure,Product Team Structure,,Members are permanently assigned to a cross-functional team and report only to the product team manager or to one of his subordinates,,Cross-functional team,,group of managers brought together from different departments to perform organizational tasks,Product Team Structure,Figure 7.6,7-,19,Basic Organizational Structures,Initial Division Structure,,Initial Division Structures,,Export arrangement,,Common among manufacturing firms, especially those with technologically advanced products,,On-site manufacturing operations,,In response to local governments when sales increase,,Need to reduce transportation costs,,Subsidiary,,Common for finance-related businesses or other operations that require onsite presence from start,,Use of Subsidiaries During the Early Stage of Internationalization,Basic Organizational Structures,International Division Structure,International division structure,,,Structural arrangement that handles all international operations out of a division created for this purpose.,,Advantages,,Assures international focus receives top management attention,,Unified approach to international operations,,Often adopted by firms still in developmental states of international business operations,,Disadvantages,,Separates domestic from international managers,,May find it difficult to think and act strategically, or to allocate resources on a global basis,,,An International Division Structure,Basic Organizational Structures,Global Structural Arrangements,There are three types of global structures,,Global Product Division,,Global Area Division,,Global Functional Division,,,Basic Organizational Structures,Global Product Division,Global Product Division,,Structural arrangement in which domestic divisions are given worldwide responsibility for product groups.,,Advantages,,Global product divisions operate as profit centers,,Helps manage product, technology, customer diversity,,Ability to cater to local needs,,Marketing, production and finance coordinated on product-by-product global basis,,Disadvantages,,Duplication of facilities and staff personnel within divisions,,Division manager may pursue currently attractive geographic prospects and neglect others with long-term potential,,Division managers may spend too much time tapping local rather than international markets,,A Global Product Division Structure,Basic Organizational Structures,Global Area Division,Global area division,,Structure under which global operations organized on geographic basis.,,Advantages,,International operations put on same level as domestic operations,,Global division mangers are responsible for all business operations in designated geographic area,,Often used by firms in mature businesses with narrow product lines,,Firm is able to reduce cost per unit and price competitively by manufacturing in a region,,Disadvantages,,Difficult to reconcile a product emphasis with geographic orientation,,New R&D efforts often ignored because divisions are selling in mature market,A Global Area Division Structure,Basic Organizational Structures,Global Functional Division,Global functional division,,Structure that organizes worldwide operations primarily based on function and secondarily on product.,,Approach used mainly by extractive companies such as oil and mining,,Advantages,,Favored by firms needing tight, centralized coordination and control of integrated production processes and by firms involved in transporting products and raw materials between geographic areas,,Emphasizes functional expertise, centralized control, relatively lean managerial staff,,Disadvantages,,Coordination of manufacturing and marketing often difficult,,Managing multiple product lines can be very challenging because of separation of production and marketing into different departments,A Global Functional Division Structure,Basic Organizational Structures,Mixed Organization Structures,Mixed organization structure,,Structure is a combination of global product, area, or functional arrangements.,,Advantages,,Allows the organization to create the specific type of design that best meets its needs,,Disadvantages,,As matrix design’s complexity increases, coordinating personnel and getting everyone to work toward common goals often become difficult,,Too many groups go their own way,A Multinational Matrix Structure,Transnational Network Structures,Transnational network structure,,Multinational structural arrangement combining elements of function, product, geographic design, while relying on network arrangement to link worldwide subsidiaries.,,At center of the transnational network structures are nodes, which are units charged with coordinating product, functional, and geographic information,,Different product line units and geographic area units have different structures depending on what is best for their particular operation,The Network Structure of N.V. Phillips,Control Mechanisms Used in Select Multinational Organization Structures,,花旗集团股东大会,花旗集团董事会,花旗银行控股公司,董 事 会,Global Consumer Group,全球消费者业务集团,Citibanking,,Cards,,Citifinancial,,Primeri Financial Service,,Travelers Insurance,董 事 会,Global Corporate and Investment Bank Group,全球公司及投资银行集团,Citibank and Salomon Smith Barney,,Emerging Markets & Capital Markets,,Transaction Services/ Travelers Property Casualty Commercial Lines,,,董 事 会,Global Investment Management and Private Banking Group,全球投资管理和私人银行业务集团,SSB Citi Asset Management,,The Citibank Private Bank,,,花旗银行组织结构图,,金融集团,银行业务,卡类业务,花旗金融业务,旅行者财产保险,泛美金融业务,业务管理部,职能管理部,国内业务管理,全球业务管理,零售贷款部,零售资产部,信用卡部,个人信用卡,商务信用卡,拉美部,亚洲部,欧洲部,中东非洲,全球交易部,全球市场部,全球计划部,全球资产负债管理部,风险管理部,财务管理部,法律部,行政和人事部,花旗银行全球消费者业务集团内部组织结构,,What is Organizational Change?,An alteration of an organization,’,s environment, structure, culture, technology, or people,,A constant force,,An organizational reality,,An opportunity or a threat,,Change agent,变革体/变革推动者,,A person who initiates and assumes the responsibility for managing a change in an organization,Basic Questions for Change Agents,What are the forces acting upon me?,,What are the pressures I should take into consideration as I decide what to change and how I should change it?,,What should we change?,,Should the changes be strategic and companywide or relatively limited?,,How should we change it?,,How should we actually implement the change?,Three Categories of Change,,Organizational Culture,Model for Planned Organizational Change,Source:,Adapted from Larry Short, “Planned Organizational Change,”,MSU Business Topics,, Autumn 1973,pp. 53–61 ed. Theodore Herbert,,Organizational Behavior: Readings and Cases,(New York: McMillan, 1976), p. 351.,Organizational Change,Theory,Lewin’s Organization Change Theory,,Six Change Approaches,,Systematic transformation model,,Warren G.Bennis' model,,Kast's organization change theory,,Schein's Circulant Adaptive Model,Lewin’s Organization Change Theory,Two Views of the ChangeProcess,“,Calm waters,”,metaphor,风平浪静观,,A description of traditional practices in and theories about organizations that likens the organization to a large ship making a predictable trip across a calm sea and experiencing an occasional storm,,“,White-water rapids,”,metaphor,急流险滩观,,A description of the organization as a small raft navigating a raging river,,Change in,“,Calm Waters,”,Kurt Lewin,’,s,Three-Step Process,,Unfreezing,,The driving forces, which direct behavior away from the status quo, can be increased,,The restraining forces, which hinder movement from the existing equilibrium, can be decreased,,The two approaches can be combined,,Implementation of change,,Refreezing,Change in,“,White-waterRapids,”,Change is constant in a dynamic environment,,The only certainty is continuing uncertainty,,Competitive advantages do not last,,Managers must quickly and properly react to unexpected events,,Be alert to problems and opportunities,,Become change agents in stimulating, implementing and supporting change in the organization,,Is a New Structure Really Required?,Source:,Adapted from Michael Goold and Andrew Campbell, “Do You Have a Well-Designed Organization?”,Harvard Business Review,, March 2002, p. 124.,When you identify a problem with your design, first look for ways to fix it without substantially altering it. If that doesn’t work, you’ll have to make fundamental changes or even reject the design. Here’s a step-by-step process for resolving problems.,Is a New Structure Really Required? (cont,’,d),Source:,Adapted from Michael Goold and Andrew Campbell, “Do You Have a Well-Designed Organization?”,Harvard Business Review,, March 2002, p. 124.,Why People Resist Change,Prentice Hall, 2002,Why Organizations also Resist Change,Stable management system,,Standard business,process,,Set organizational culture,,Threat to special knowledge,,,Threat to existing power relations,,Lack of experience or capabilities to change,,,G.Dessler, 2003,Dealing with Change,A Nine-step Process For Leading Organizational Change,Create a Sense of Urgency,,Decide What to Change,,Create a Guiding Coalition and Mobilize Commitment,,Develop and Communicate a Shared Vision,,Empower Employees to Make the Change,Generate Short-Term Wins,,Consolidate Gains and Produce More Change,,Anchor the New Ways of Doing Things in the Company Culture,,Monitor Progress and Adjust the Vision as Required,。