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1、Chapter Nine,Organization Size, Life Cycle, and Decline,9-1,Differences Between Large and Small Organizations,LARGE Economies of scale Global reach Vertical hierarchy Mechanistic Complex Stable market Career longevity and stability,SMALL Responsive Flexible Regional reach Flat structure Organic Simp
2、le Niche finding Entrepreneurs,Source: Based on John A. Byrne, “Is Your Company Too Big?” Business Week, 27 March 1989, 84-94.,2,組織生命週期(the organizational life cycle),是指組織會經歷一連串的成長與發展階段。 組織生命週期的四個主要階段是創生、成長、衰敗與死亡。 不同的組織經歷各個階段所花費的時間不同,有些組織不會歷經所有的階段。 衰敗期亦可分為幾個次階段,如部分組織在進入衰敗期時,立即採取正確的行動,可讓組織重生。,3,組織的創生
3、,組織的創生起因於創業家(entreprenurs)發現機會與掌握機會,並以自己所擁有的技術與才能去創造價值。Ex: Michael Dell(電腦)、Liz Claiborne(女性服裝)。 組織創生(organizational birth)代表組織的創設與誕生,是組織生命週期中最危險、失敗率最高的階段。,4,組織成長,組織成長(organizational growth)是指組織生命週期中,發展價值、創造所需的技術與能力,以爭取更多資源的階段。 當組織成長時,可能會彼此模仿策略、結構與文化,因多數組織相信,透過接受特定的行為,可以提升組織的存活機會。 當同一族群生態中的組織相似性愈高,及
4、形成組織同形化(organizational isomorphism),5,組織同形化,強制同形化(Coercive isomorphism)-當組織因為其他組織或社會大眾所加諸的壓力而遵守特定規範時,即稱之。Ex: Xerox 迫使供應商採行TQM;社會大眾對Wal-Mart 施壓,抵制童工製品及雇用歧視之問題。 模仿同形化(Mimetic isomorphism)-是指組織刻意彼此模仿與複製,以提升其正當性。Ex: McDonalds 速食餐廳模仿彼此技術與作業流程、程序。 規範同形化(Normative isomorphism)-是指環境中的組織,因間接引用同業的規範與價值觀,隨著時間經
5、過而自然形成組織相似一致的現象。Ex: 新設的電信公司,會聘用來自於ATT與GTE等大企業的管理人員;國內之科技產業挖角風? 但可能學到已過時與無法再創造效能的作法;模仿的壓力亦將降低整個產業的創新水準。,6,組織衰敗與死亡,組織衰敗(organizational decline)是組織生命週期中的一階段,當組織無法去預測、確認、規避、淡化、或適應那些威脅其長期存續的內、外在壓力時,即進入組織衰敗階段。 兩項因素將導致組織成長過度或走向衰敗,一是組織慣性,一是環境變遷。 組織慣性(organizational inertia)是組織內部導致其抗拒變革的一切力量,它讓組織無法輕易地回應環境變化的
6、需求。像風險規避(risk aversion)、想要最大報酬(the desire of maximize rewards)、過度的科層式文化(overly bureaucratic culture),均會提高組織的慣性。,7,組織慣性(參閱Donald N. Sull著:成功不墜-最適者再生),風險規避(risk aversion):隨著組織成長,管理者變得愈來愈不願意承擔組織活動的不確定性,可能是太在意於確保自己的地位, 或為提昇自己的成功率,再度投注於那些已經為公司帶來成功的專案,或設定一些能協助其嚴密監控新投資的科層規則或程序,但卻扼殺了組織的創新與創業精神。 想要最大報酬(the d
7、esire of rewards):管理者可能為了獲取更多的報酬而擴充組織的規模,但卻有損於組織的效能。 過度的科層式文化(overly bureaucratic culture):管理者可能壓抑部屬的主動自發與創業精神、強調維持現狀與服從組織規定,以嚴密控制部屬,並確保本身之權位。,8,Organizational Life Cycle,ORGANIZATION STAGES OF DEVELOPMENT,1. Entrepreneurial Stage,2. Collectivity Stage,3. Formalization Stage,4. Elaboration Stage,Cri
8、sis: Need to deal with too much red tape,Crisis: Need for delegation with control,Crisis: Need for leadership,Creativity,Provision of clear direction,Addition of internal systems,Development of teamwork,Crisis: Need for revitalization,Decline,Continued maturity,Streamlining, small-company thinking,S
9、 I Z E,Large,Small,Sources: Adapted from Robert E. Quinn and Kim Cameron, “Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence,” Management Science 29 (1983): 33-51; and Larry E. Greiner, “Evolution and Revolution as Organizations Grow,” Harvard Business Revi
10、ew 50 (July-August 1972): 37-46.,9,Weitzel G. L. Lippitt and W. H. Schmidt, “Crises in a Developing Organization,” Harvard Business Review 45 (November-December 1967): 102-12; B. R. Scott, “The Industrial State: Old Myths and New Realities,” Harvard Business Review 51 (March-April 1973): 133-48; Rob
11、ert E. Quinn and Kim Cameron; “Organizational Life Cycles and Shifting Criteria of Effectiveness,” Management Science 29 (1983): 33-51.,11,Webers Dimensions of Bureaucracy and Bases of Organizational Authority,BUREAUCRACY 1. Rules and procedures Specialization and division of labor Hierarchy of auth
12、ority Technically qualified personnel Separate position and incumbent Written communications and records,LEGITIMATE BASES OF AUTHORITY Rational-legal Traditional Charismatic,12,Percentage of Personnel Allocated to Administrative and Support Activities,50,75,25,0,Organization Size,Small,Large,Line em
13、ployees,Top administrators,Clerical,Professional staff,Percentage of Employees,13,Three Organizational Control Strategies,TYPE Bureaucratic Market Clan,REQUIREMENTS Rules, standards, hierarchy, legitimate authority Prices, competition, exchange relationship Tradition, shared values and beliefs, trus
14、t,Source: Based upon William G. Ouchi, “A Conceptual Framework for the Design of Organizational Control Mechanisms,” Management Science 25 (1979): 833-48.,14,Evaluation of Control On the Job,Workbook Activity,Your job responsibilities,How your boss controls,Positives of this control,Negatives of this control,How you would improve control,15,Evaluation of Control At the University,Workbook Activity,Item,How Prof. A (small class) controls,How these controls influence you,What you think is a better control,How Prof. B (large class) controls,16,