00392-质量管理体系资料集：管理学讲稿 4-5.ppt

4 组织职能,4-1概述组织职能要解决的问题组织理论组织结构分工与协作(Division of labor 层次与宽度(Layer&Span of M)集权与分权(Centralization and De-C),协调指挥系统-政令的畅通与信息的及时反馈运作机制-规章制度组织文化-经营理念、形象、精神,4-2组织理论,组织理论要解决的问题:组织为什么存在?组织产生的动因?组织的作用?组织内部各要素间的关系?组织与外部利益相关者的关系?研究企业的组织理论称为企业理论交易费用理论代理理论企业家理论企业家-契约理论,企业理论举例,所有者企业家与股份企业的企业家,承担风险,从事经营,承担风险,从事经营,所有者,企业家,职业经理,所有者企业家,从私人企业向股份企业的转化，与其说是管理权与经营权的分离，不如说是企业家职能的分解。,组织设计,实例销售分公司改革方案,原来,常务经理,原油科长,成品油科长,润滑油科长,办公室,常务经理,副经理,副经理,采购,运输,销售,财务,4-3组织机构形式,直线式职能式参谋式事业部式矩阵式,在此处列出竞争分析或其他相关文档的位置,详细内容.,L1,L2,L2,L2,直线结构,L1,L2,L2,L2,F,F,职能结构,L1,L2,L2,L2,F,F,参谋结构,事业部型,企业,事业部1,事业部2,事业部6,矩阵型,企业,职能1,职能2,职能5,项目1,项目2,项目3,5组织机构设计,5-1 管理层次与管理宽度5-2 部分的划分与岗位5-3 岗位职权与委员会管理,Span of Management versus Hierarchical Levels,Flat-S,Tall-S,Levels,L,L1,L2,Ln,.,The Number of employees who report to a N=Span of Management,影响管理宽度的因素主管人员与下属双方的能力强宽度增加 弱宽度减小面对问题的种类例行问题，容易宽度增加 例外问题，复杂宽度减小授权 多授权 宽度增加 少授权 宽度减小计划的完善性完善 宽度增加 不完善 宽度减小组织信息传递快，准确宽度增加 慢，不准确宽度减小主管和下属的空间距离近宽度增加 远宽度减小下属业务的同一性业务差别不大宽度增加 业务差别较大宽度减小,5-2 部门的划分与岗位,部分划分的原则按人数划分;按时间划分;按职能划分;按地区划分;按产品划分;按设备划分.,岗位要搞清的问题,Authority Authority is vested in position,not people;Authority is accepted by subordinates;Authority flows down to the vertical hierarchyAccountability-The fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command.,岗位要搞清的问题,Responsibility-The duty to perform the task or activity an employee has been assignedDelegation-The process managers use to transfer authority and responsibility to positions below them in the hierarchySpan of Management Hierarchical Levels,岗位举例,1、职务名称：采购部部长2、直接上级（向谁负责）：采购副经理3、直接下属：采购员，核算员，秘书4、权力：选择供应商聘用采购员5、责任领导责任直接责任,岗位职责举例,领导责任对采购手续负责 制定下级岗位描述对供应商选定水平负责 指导评价下级工作对采购质量负责 业务费和办公费对是否为最优价格负责直接责任复查采购员提出的采购价格为大宗采购寻价，报请副经理甚至经理批准采购项目批准后，负责实施与监督到货或使用中发生问题，负责与厂家交涉,部门职责举例,1、部门名称：采购部2、直接上级：采购副经理3、岗位设置：部长1名，采购员4名，信息员14、部门任务：采购原材料与设备 秘书1 5、主要职能上报市场分析报告对长期供应商进行等级评价保证以合理价格实施采购解决购品的质量问题,Contingency Factors that Influence Organizational Structure,1)Stages of Maturity Birth-Stage Youth-S Midlife-S Maturity-S2)TechnologyProduction FirmsSmall Batch Production Mass Production Continuous Process ProductionService Firms Intangible output;Direct contact with customers3)Environment,Stages of Maturity versus Organizational Structure,SizeBureaucracyDivision of LaborCentralizationFormalizationAdministrative IntensityInternal systemLateral teams,task forces for coordination,Birth-S Youth-S Midlife-S Maturity-S,Structural Characteristics During Organ.Life Stages,Relationship between Manufacturing Technology and Organization Structure,组织的新发展,有机组织扁平组织网络组织,Relationship between Environment and Structure,TMO versus COO,Contemporary Organic Organ.1.Shared task few rules2.Relaxed hierarchy,authority by expertise 3.Horizontal communication,face-to-face4.Many teams,task forces,and integrators5.Informal,decentralized decision making,1.Specialized tasks2.Strict hierarchy of authority,many rules3.Vertical communication and reporting systems4.Few teams,task forces,or integrator5.Centralized decision making,Traditional Mechanistic Organ.,组织中的协作问题,协作（coordination）多数组织的大量协作任务由领导来完成。减轻领导负担的处理办法：职能部门和岗位职责中明确协作关系teams,task forces,and integratorsreengineering-redesign of business processIntegrators（or integrating Managers）-an individual responsible for coordinating the activities of several departments on a fulltime basis to achieve specific project or product outcomes。,本章重点,组织结构形式岗位要解决的问题影响组织结构的权变因素及影响的规律讨论题如何解决组织中的协作问题?组织的规范性与环境的适应性如何解决?集权与分权的权变因素论有机组织,