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1、Departmentation部门部门化化objectives1.introduction2. Main Methods of departmentation2.1 line structure(简单型结构，直线结简单型结构，直线结构）构）2.2 Functional structure职能结构职能结构2.3 divitional structure 事业部结构事业部结构2.4 Matrix Structure矩阵结构矩阵结构2.5 team-based organizational structure团队型组织结构团队型组织结构2010.032010.072Managing people a
2、nd organizations1.introduction管理幅度，集权化和正规化等是组织结构的重要要素。组织结构图组织结构图代表组织结构中的另一重要要素-部门化（部门化（grouping or departmentation)2010.032010.073Managing people and organizationsDepartmentationDepartmentation (grouping) (grouping) definition:The dividing and grouping 分组分组of functions or tasks is referred to as dep
3、artmentationdepartmentation. 部门化详细说明了雇员和他们的工作是如何部门化详细说明了雇员和他们的工作是如何被组合在一起的。被组合在一起的。In order to decide upon对对.做决定做决定 the method of grouping or division of work ,the main objectives of the business must be considered.(目标目标原则）原则）2010.032010.074Managing people and organizationsDepartmentationDepartmenta
4、tion influence：部门化建立了命令链，建立了正规部门化建立了命令链，建立了正规的工作团队。部门化特别确定了哪的工作团队。部门化特别确定了哪些职位和单位必须分享资源。些职位和单位必须分享资源。部门化鼓励人员和分组间的非正式部门化鼓励人员和分组间的非正式沟通来协调工作。沟通来协调工作。2010.032010.075Managing people and organizations2. 2. Main Methods of Main Methods of DepartmentationDepartmentation （note）2.1 line structure(简单型结构，直线结构）
5、2.2 Functional structure职能结构2.3 divitional structure 事业部结构2.4 Matrix Structure矩阵结构2.5 team-based organizational structure团队型组织结构2010.032010.076Managing people and organizationsexample:阿拉斯加的土豆条公司：没什么等级，每个人的角色都很宽松。 carney每个星期三炸薯条，两天运薯条。 Darcy ,他的妻子和合伙人，是该公司的营业经理。 她的妈妈负责办公室工作。question: which kind of st
6、ructure it belong to?2010.032010.077Managing people and organizations2.1 line structure最低限度的等级：业主和雇员没有专门化的角色简单结构很灵活，通常依赖于业主 的直接监督来协调工作活动。因此，这种结构在复杂条件下很难操作。 通常大多数公司都是从简单型结构开始的。2010.032010.078Managing people and organizationswhich kind? which kind? An ExampleAn ExampleDepartments in a Manufacturing Co
7、mpanyDepartments in a Manufacturing Company2010.032010.079Managing people and organizations2.2 2.2 FunctionalFunctional structure structure 职能型职能型结构结构Tasks and activities of a similar nature will be grouped into departments or units单位 with people working within the departments. 职能型结构把拥有专业知识或其他资源的职员组
8、织起来。拥有市场专业知识的员工被组合到市场部，有生产技能的员工被放到生产部等。2010.032010.0710Managing people and organizationsFunctionalFunctional2010.032010.0711Managing people and organizationsFunctionalFunctionalFunctions ：Purchasing ProductionMarketingSalesDistributionFinanceHuman resources managementInformation management2010.03201
9、0.0712Managing people and organizationsFunctional - An ExampleFunctional - An ExampleDepartments in a Manufacturing CompanyDepartments in a Manufacturing Company2010.032010.0713Managing people and organizationsFunctionalFunctionalAdvantages:Advantages:It is easy and logical to decide and usually eff
10、ective in practiceIt follows the principle of specialisation专业专业 and economies2010.032010.0714Managing people and organizationsFunctionalFunctionalDisadvantages:Functions may not be so important as the area covered by the firm may be widespreadSuch specialisation may invoke 引起narrowness of outlookTh
11、ere may be conflicts between local functional goals and the needs of the whole organisation. People of wide experience are not available2010.032010.0715Managing people and organizations2.3 divisional structure事业部结构definition:把员工按照地理区域地理区域，客户客户或者产或者产出出（产品、服务）组合起来。事业部有时也被称为战略管理单位（SBU). 每个事业部都有自己较完整的职能
12、机构。2010.032010.0716Managing people and organizations2010.032010.0717Managing people and organizationsGeographicalGeographical 地理的地理的An organisation set up on a location or geographical basis will be where the service is most readily容易地 provided within a limited distanceEach location may has its own
13、subset子集 of functions2010.032010.0718Managing people and organizationsGeographicalGeographical2010.032010.0719Managing people and organizationsGeographical - An ExampleGeographical - An ExampleDepartments in a Multinational CorporationDepartments in a Multinational Corporation2010.032010.0720Managin
14、g people and organizationsGeographicalGeographicalAdvantages:Advantages:Lower cost of operationLocal knowledge of market and customersProvides a good training ground范围 for managers2010.032010.0721Managing people and organizationsGeographicalGeographicalDisadvantages: Potential loss of control by hea
15、d officeA manager may be put in charge of the area and given responsibility for all aspects of the units activities.The units could be independent with no headquarters services. 2010.032010.0722Managing people and organizationsProduct or ServiceProduct or Service In departmentation by product, a pro
16、duction unit is set up for each good or service.2010.032010.0723Managing people and organizationsProduct or ServiceProduct or ServiceIt is mainly adopted by large organisations, but can work effectively in smaller ones. Top management can delegate wide authority to a division or plant that manufactu
17、res and sells a product or family of products or services2010.032010.0724Managing people and organizationsProductProduct2010.032010.0725Managing people and organizationsServiceService2010.032010.0726Managing people and organizationsProduct An ExampleProduct An ExampleProductionFinanceSalesR&DProduct
18、ionFinanceSalesR&DProduct/Service BProduct/Service APresidentChiefExecutiveOfficerDepartments in a Production CorporationDepartments in a Production Corporation2010.032010.0727Managing people and organizationsProduct or ServiceProduct or Service Advantages:Advantages:Aids specialisation of staff and
19、 equipmentCoordination is facilitated and customers may get better serviceResponsibility for profit can be introduced by setting a standard for a product department with the manager responsible for most of the functions involvedManagers are given a wider responsibility.2010.032010.0728Managing peopl
20、e and organizationsProduct or ServiceProduct or Service Disadvantages:Difficulty of maintaining coordination among product areas Duplication of some activities in each product group.2010.032010.0729Managing people and organizations 产品本部产品本部空调产品空调产品本部本部 洗衣机产洗衣机产品本部品本部 信息产业信息产业本部本部 技术装备技术装备本部本部 冷柜产品冷柜
21、产品本部本部 商用空调商用空调产品本部产品本部 电冰箱产电冰箱产品本部品本部 直属事业部直属事业部 冰箱冰箱事业部事业部 海外冰箱海外冰箱事业部事业部 贵州贵州海尔海尔 特种冰箱特种冰箱事业部事业部美国美国海尔海尔 空调空调事业部事业部 合肥合肥空调空调 三菱重工三菱重工海尔海尔 武汉海尔武汉海尔公司公司洗衣机洗衣机事业部事业部 合肥合肥洗衣机洗衣机 顺德海尔顺德海尔公司公司 电子电子事业部事业部 合肥合肥电子电子 中试中试事业部事业部 设备设备事业部事业部 能源能源事业部事业部 特种钢板特种钢板事业部事业部海梅事业部海梅事业部 旅游事业部旅游事业部超市事业部超市事业部通讯事业部通讯事业部计算
22、机事业部计算机事业部 住设事业部住设事业部洗碗机事业部洗碗机事业部电热事业部电热事业部模具事业部模具事业部 资产运营事业资产运营事业部部生物事业部生物事业部检测事业部检测事业部Example： 海尔组织结构图海尔组织结构图 2010.032010.0730Managing people and organizationsDivisional structure事业部制的好处是：1.总公司领导可以摆脱日常事务，集中精力考虑全局问题；2.事业部实行独立核算，更能发挥经营管理的积极性，更利于组织专业化生产和实现企业的内部协作；3.各事业部之间有比较，有竞争，这种比较和竞争有利于企业的发展；4.事业部
23、内部的供、产、销之间容易协调，不像在直线职能制下需要高层管理部门过问；5.事业部经理要从事业部整体来考虑问题，这有利于培养和训练管理人才。 2010.032010.0731Managing people and organizationsDivisional structure事业部的缺点是：1.公司与事业部的职能机构重叠，构成管理人员浪费；2.事业部实行独立核算，各事业部只考虑自身的利益，影响事业部之间的协作，一些业务联系与沟通往往也被经济关系所替代。甚至连总部的职能机构为事业部提供决策咨询服务时，也要事业部支付咨询服务费。 2010.032010.0732Managing people a
24、nd organizations2.4 2.4 Matrix StructureMatrix Structure definition一种为了平衡双方利益，覆盖两种组织形式的部门化类型。A more flexible and adaptable system used to achieve a project-orientated项目导向项目导向 multi-disciplinary多学科多学科 teamThis approach originated 起源 from the aerospace industry航天工业. 矩阵式组织具有矩阵式组织具有“职能组织职能组织”和和“专家组织专家组织
25、”结构的特性。结构的特性。该组织专案成员既接受专案负责人指挥亦接受原部门该组织专案成员既接受专案负责人指挥亦接受原部门主管指挥，故有违指挥统一原则。主管指挥，故有违指挥统一原则。2010.032010.0733Managing people and organizationsMatrix StructureMatrix Structure In this approach the degree of the project managers authority and relationships to function departments must be specified详细说明.201
26、0.032010.0734Managing people and organizationsMatrix StructureMatrix StructurePresidentProjectOffice AAccounting FinanceEngineeringProjectOffice CProjectOffice BManufacturing2010.032010.0735Managing people and organizationsMatrix Structure An ExampleMatrix Structure An Example (Dean)(Director)Employ
27、eeMatrix Structure in A College of Business AdministrationMatrix Structure in A College of Business Administration2010.032010.0736Managing people and organizationsThe Matrix StructureCross-FunctionalCoordinationClearAccountabilityAllocation of Specialists专家专家Dual二元二元 Chainof CommandMatrix StructureM
28、atrix Structure2010.032010.0737Managing people and organizationsMatrix StructureMatrix Structure Advantages:Better control of project; greater securityBetter customer relations and higher profit marginsShorter project development timeAids the development of managers as the work includes wider respon
29、sibilities 2010.032010.0738Managing people and organizationsMatrix StructureMatrix Structure Disadvantages:More complex internal operationsLower staff utilisationMore difficult to manage where there are a number of projects going on at one time and possible inconsistent application of company policy
30、The functional departments may neglect their job and let the project organisation do everythingToo much shifting of staff from project to project may hinder the training of new employees in particular functional areas. 2010.032010.0739Managing people and organizations矩阵型通常用于从事项目管理的企业。例如研发型企业、软件公司、工程
31、企业。该组织方式也常应用于新产品之开发与市场开发。矩阵型就是一方面服从项目的管理，一方面服从公司各个职能部门的管理，形成一种矩阵。2010.032010.0740Managing people and organizations2.5 team-based structuredefinition是一种扁平式、低正规的部门化组织，由负责各自工作过程的自主管理型团队组成。2010.032010.0741Managing people and organizations团队型结构团队管理团队管理团队管理团队管理团队团队团队团队团队团队团队团队2010.032010.0742Managing peop
32、le and organizations团队型结构思考：团队型结构的优缺点2010.032010.0743Managing people and organizationscase 科威特公司50年代初，弗考夫和中学时代的伙伴创办了科维特公司。这家公司在益10年内把营业额从5500万美元提高到75000万美元，一跃成为零售史上发展最快的公司之一。在60年代初，这家公司平均每7个星期增设一家大的商店。很快扩充到了25家商店。 2010.032010.0744Managing people and organizations从一开始，科维特的管理就是集权式的。总部操纵着所有的经营活动和其它各项政策
33、，商店经理和其它管理人员只被赋予少的可怜的权力。弗考夫经常四处巡视，直接管理相当大数量的商店，直到这一数量超出了他力所能及的范围。 2010.032010.0745Managing people and organizations科维特公司的规模越来越大，他所面临的问题也变得越来越复杂。当公司的商店还没有超过12家时，弗考夫及其总部的高级管理人员还能够亲临现场给各商店作领导。但是，随着公司的扩大，面对面的监控，控制等一系列问题变得难乎其难了。后来，科维特公司在经营上的开始日趋严重。最后公司不得不减少新店的增设，把注意力转向了现有的商店。最后弗考夫仍然无法拯救公司，科维特公司被斯巴坦斯工业公司收
34、购，弗考夫从舞台中心消失了。 2010.032010.0746Managing people and organizations问题：1所采用的组织结构和管理方式使他获得了成功，也导致了他的失败。这是为什么？ 2.科维特公司的发展，当面对面的管理变得不再可行时，为确保有效得监督管理，应当怎样进行组织设计？ 2010.032010.0747Managing people and organizationsThe principles of the departmentation力求维持最少部门结构应具有弹性分配应平衡检查职务和业务职务分设2010.032010.0748Managing peop
35、le and organizationsHomeworkHomeworkIdentify the type of structure of the following organisations 2010.032010.0749Managing people and organizationsOrganizational Chart of a Manufacturing FirmBoardmemberBoardmemberBoardmemberBoardmemberChiefExecutiveOfficerLegalcounselPresidentIndustrialProductsDirec
36、tor-HumanResourcesConsumerProductsDirector-HumanResourcesWesternRegionIndustrialProductsSalesManagerEasternRegionIndustrialProductsSalesManagerWesternRegionConsumerProductsSalesManagerEasternRegionConsumerProductsSalesManageretc.etc.etc.etc.etc.etc.etc.etc.etc.etc.IndustrialProductsDirector-Producti
37、onConsumerProductsDirector-ProductionIndustrialProductsDirector-R&DConsumerProductsDirector-R&DV.P Researchand DevelopmentV.P Sales/MarketingV.P HumanResourcesV.P ProductionIndustrialProductsDirector-SalesConsumerProductsDirector-Sales2010.032010.0750Managing people and organizationsNestles organization chart2010.032010.0751Managing people and organizations52联想集团组织结构联想集团组织结构 2010.032010.0753Managing people and organizations
