《组织形式理论与实务》由会员分享，可在线阅读，更多相关《组织形式理论与实务（23页珍藏版）》请在金锄头文库上搜索。
1、Understanding the Theory and Design of OrganizationsChapter One:Organizations and Organization TheoryResumel l姓名l l學歷l l經歷Outlinel lOrganization Theory in Actionl lWhat is an Organization?l lPerspectives on Organizationsl lDimensions of Organization Designl lThe Evolution of Organization Theory and
2、Designl lFramework for the bookOrganization Theory in Actionl lTopicl lBe illustrated in the Xerox caseBe illustrated in the Xerox casel lCurrent Challengesl lGlobalizationGlobalizationl lEthics and Social ResponsibilityEthics and Social Responsibilityl lSpeed of ResponsivenessSpeed of Responsivenes
3、sl lThe Digital WorkplaceThe Digital Workplacel lDiversityDiversityl lPurpose of This ChapterWhat is an Organization?l lDefinitionl lOrganizations are social entities that are Organizations are social entities that are goal goal directeddirected, , with deliberately structured activity with delibera
4、tely structured activity systemssystems, and , and with a link to the external with a link to the external environmentenvironmentl lTypes of Organizationsl lLarge & SmallLarge & Smalll lManufacturing & Service Manufacturing & Service l lProfit & Non-ProfitProfit & Non-ProfitWhat is an Organization?l
5、 lImportance of OrganizationsImportance of Organizationsl lCreate value for owners, customers and employeesCreate value for owners, customers and employeesl lBring together resources to achieve desired goalsBring together resources to achieve desired goalsl lUse modern manufacturing and innovative U
6、se modern manufacturing and innovative technologies technologies to produce goods and services efficientlyto produce goods and services efficientlyl lAdapt to and influence a changing environment and Adapt to and influence a changing environment and globalizationglobalizationl lAccommodate the chall
7、enges of diversity, ethics, and Accommodate the challenges of diversity, ethics, and the motivation and coordination of employeesthe motivation and coordination of employeesPerspectives on Organizationsl lOpen Systems l lOpen system Open system VSVS Close system Close systeml lOrganizational Configu
8、rationl lTechnical CoreTechnical Corel lTechnical SupportTechnical Supportl lAdministrative SupportAdministrative Supportl lTop ManagementTop Managementl lMiddle ManagementMiddle ManagementAn Open System and Its SubsystemsTransformationProcessEnvironmentRaw MaterialsPeopleInformation resourcesFinanc
9、ial resourcesInputSubsystemsBoundarySpanningProduction,Maintenance,Adaptation, ManagementBoundarySpanningProducts andServicesOutputPerspectives on Organizationsl lOpen Systems l lOpen system VS Close systemOpen system VS Close systeml lOrganizational Configurationl lTechnical CoreTechnical Corel lTe
10、chnical SupportTechnical Supportl lAdministrative SupportAdministrative Supportl lTop ManagementTop Managementl lMiddle ManagementMiddle ManagementFive Basic Parts of an OrganizationTopManagementTechnicalSupportTechnical CoreAdministrativeSupportMiddleManagementSource: Based on Henry Mintzberg, The
11、Structuring of Organizations (Englewood Cliffs, N. J.: Prentice-Hall, 1979) 215-297; and Henry Mintzberg, “Organization Design: Fashion or Fit?” Harvard Business Review 59 (Jan. Feb. 1981): 103-116.Dimensions of Organization Designl lStructural DimensionsStructural Dimensionsl lFormalizationFormaliz
12、ationl lSpecializationSpecializationl lHierarchy of AuthorityHierarchy of Authorityl lCentralizationCentralizationl lProfessionalismProfessionalisml lPersonnel RatiosPersonnel Ratiosl lContextual DimensionsContextual Dimensionsl lSizeSizel lOrganizational technologyOrganizational technologyl lEnviro
13、nmentEnvironmentl lGoals and StrategyGoals and Strategyl lCultureCultureGoals and StrategyEnvironmentSizeCulture TechnologyStructure1.Formalization2.Specialization3.Hierarchy of Authority4.Centralization5.Professionalism6.Personnel RatiosOrganization Chart Illustrating the Hierarchy of Authorityfor
14、a Community Job Training ProgramBoard of DirectorsAssistant Executive Directorfor Human ServicesExecutiveCommitteeExecutiveDirectorAdvisoryCommitteeDirectorEconomic Dev.Assistant Executive Directorfor Community ServiceDirectorReg. PlanningDirectorHousingDirectorCriminal JusticeDirectorFinanceDirecto
15、rAAADirectorCETASecretaryLeadCounselLeadCounselAsst. DirectorFinanceRecordsClerkSecretaryAdm. AsstPayroll ClerkSecretaryMIS SpecialistStaff ClerkAdm. Asst.AlcoholCoord.PublicInfoCoord.Account. ContractFiscalManagerCETACouns.Devs.Title II D&VI&VIICETAPlannerHousingCoord.CETACouns.Devs.Title IIABCCETA
16、Intake&OrientCETACouns.Devs.YouthIV ProgramSpec.AAA ProgramPlannerAAALevel 1Level 2Level 3Level 4Level 5Characteristics of Three Organizations TECHNOLOGY Manufacturing Retailing Government Service SIZE (#employees) 6,000 250,000 35Dimensions of Organization Designl lPerformance and Effectiveness Out
17、comesl lLearn to be efficient and effectiveLearn to be efficient and effectivel lMust consider its stakeholderMust consider its stakeholderMajor Stakeholder Groups and What They ExpectThe Evolution of Organization Theory and Designl lHistorical Perspectivesl lEfficiency is everythingEfficiency is ev
18、erythingl lHow to get organizedHow to get organizedl lWhat about peopleWhat about peoplel lDont forget the environmentDont forget the environmentThe Evolution of Organization Theory and Designl lContemporary Organization Designl lThe environment for todays companies is The environment for todays com
19、panies is anything but stable.anything but stable.l lMany organizations are shifting to flexible, Many organizations are shifting to flexible, decentralized structures that emphasize decentralized structures that emphasize horizontal collaboration and widespread horizontal collaboration and widespre
20、ad information sharing.information sharing.The Evolution of Organization Theory and Designl lEffective Performance versus the Learning Organizationl lFrom Vertical to Horizontal StructureFrom Vertical to Horizontal Structurel lFrom Routine Tasks to Empowered RolesFrom Routine Tasks to Empowered Role
21、sl lFrom Formal Control Systems to Shared From Formal Control Systems to Shared InformationInformationl lFrom Competitive to Collaborative StrategyFrom Competitive to Collaborative Strategyl lFrom Rigid to Adaptive CultureFrom Rigid to Adaptive CultureTwo Organization Design ApproachesVerticalStruct
22、ureRoutineTasksRigidCultureCompetitiveStrategyFormalSystemsHorizontalStructureAdaptiveCultureEmpoweredRolesCollaborativeStrategySharedInformationOrganizational Changein the Service ofPerformanceMechanical System DesignNatural System DesignStable EnvironmentEfficient PerformanceTurbulent EnvironmentL
23、earning OrganizationSource: Adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change (Boston, Mass.: Harvard Business School)Framework for the bookl lLevels of Analysisl lOrganizational theory emphasizes the whole Organizational theory emphasizes the whole orga
24、nization as a unit.organization as a unit.l lOrganization behavior focusing on individuals Organization behavior focusing on individuals within organizations.within organizations.l lMeso theory concerns the integration of both Meso theory concerns the integration of both micro and macro levels of an
25、alysis.micro and macro levels of analysis.Framework for the bookl lPlan of the Bookl lBasic idea of organizationsBasic idea of organizationsl lThe role of top managementThe role of top managementl lHow to Design organization structureHow to Design organization structurel lProcesses inside the organizationProcesses inside the organizationThank you!
