組織 Organizing

1. 組織 Organizing

2. organization chart vs. organizing • 組織的目的在於讓平凡人做不平凡事。 • (P. F. Drucker) • 不要期待主管給你溫暖，因為他站的位置比你高，比你更寒冷。 (104, Simon)

3. 綱要 一、組織設計之定義：工作安排與結構面 二、組織設計之實務應用：七個常見實例 三、組織設計之今日挑戰 四、Contemporary Issues In Managing Change

4. 一、 組織設計之定義：工作安排與結構面 1. 工作專業化 4. 管轄幅度 2. 部門化 5. 集（分）權 3. 指揮鏈 6. 形式化 討論：複雜度(分科、分層、差異化)，   集權度，形式化。

5. 1. Work Specialization 工作專業化 • The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person. • Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover.

6. Economies and Diseconomies of Work Specialization

7. Functional Grouping jobs by functions performed Product Grouping jobs by product line Geographical Grouping jobs on the basis of territory or geography Process Grouping jobs on the basis of product or customer flow Customer Grouping jobs by type of customer and needs 2. Departmentalization 部門化

8. Functional Departmentalization: cost L, morale H, 隧道視線

9. Product Departmentalization Bombardier, Ltd. Mass Transit Recreational and Utility Rail Products Sector Sector Vehicles Sector Mass Transit Recreational Products Division Division Bombardier-Rotax Logistic Equipment (Vienna) Division Industrial Equipment Division Bombadier-Rotax (Gunskirchen)

10. Geographical Departmentalization Vice President for Sales Sales Director, Sales Director, Sales Director, Sales Director, Midwestern Region Western Region Southern Region Eastern Region

11. Process Departmentalization Plant Superintendent Sawing Planing and Assembling Lacquering and Department Milling Department Sanding Manager Department Manager Department Manager Manager Finishing Inspection and Shipping Department Manager Department Manager

12. Customer Departmentalization Manager, Manager, Manager, Retail Accounts Wholesale Accounts Government Accounts Director of Sales

13. 未來重要趨勢 • customer departmentalization e.g.楷模廣告

14. 3. Chain of Command 指揮鏈 • The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to who. • Unity of Command 指揮統一 • The concept that a person should have one boss and should report only to that person. e.g. Enron. • Whistling?（吹口哨，打小報告）

15. Authority 職權 • The rights inherent in a managerial position to tell people what to do and to expect them to do it. • Responsibility 職責 • The obligation or expectation to perform. • Line vs. Staff

16. Chain of Command and Line Authority

17. Line vs. Staff Authority

18. 4. Span of Control 管轄幅度 • The number of employees who can be effectively and efficiently supervised by a manager. • affected by: • Skills and abilities of the manager • Employee characteristics • Characteristics of the work being done • Similarity of tasks • Complexity of tasks • Physical proximity of subordinates • Standardization of tasks • IS, Culture, Leading style,……

19. Contrasting Spans of Control Members at Each Level 1 1 1 4 8 2 3 16 64 Organizational Level 64 512 4 5 256 4,096 1,024 6 4,096 7 Span of 4 Operatives = 4,096 Managers (levels 1-6) = 1,365 Span of 8 Operatives = 4,096 Managers (levels 1-4) = 585

20. 5. Centralization 集權 • The degree to which decision-making is concentrated at a single point in the organizations. • Decentralization 分權 • Organizations in which decision-making is pushed down to the managers who are closest to the action.

21. 6. Formalization 形式化 • The degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures. • Highly formalized jobs offer little discretion over what is to be done. • e.g. Explicit job description.

22. Mechanistic vs. Organic Organization: Paradigm Shift (軍隊，C&C vs.交響樂團，知識工作者） Organic Mechanistic • High Specialization • Rigid Departmentalization • Clear Chain of Command • Narrow Spans of Control • Centralization • High Formalization • Cross-Functional Teams • Cross-Hierarchical Teams • Free Flow of Information • Wide Spans of Control • Decentralization • Low Formalization

23. 權變因素組織結構組織效能 .策略 .複雜度 .獲利，成長 .規模 .集權度 .顧客滿意 .技術 .形式化 .員工滿意 .環境 (權力，政治) 權變理論架構 vs. one best way

24. Contingency Factors: 1. Strategy: Structure follows Strategy (A. Chandler) • Innovation 攻，Amazon, Starbucks • Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring. • Cost minimization 守，McDonald • Focusing on tightly controlling costs requires a mechanistic structure for the organization.

25. 2. Size • As an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations.

26. 實證研究 + e.g. Parkinson’s law: The number of subordinates increases at a fixed rate regardless of the amount of work produced. 26

27. 實證研究 - 27

28. 實證研究 + 28

29. 3. Technology • Organizations adapt their structures to their technology. • Routine technology = mechanistic organizations • Non-routine technology = organic organizations

30. Unit Production Low vertical differentiation Low horizontal differentiation Low formalization Structural Characteristics Most effective structure Organic Mechanistic Organic Woodward’s Findings on Technology, Structure, and Effectiveness Mass Production Moderate vertical differentiation High horizontal differentiation High formalization Process Production High vertical differentiation Low horizontal differentiation Low formalization

31. 4. Environmental Uncertainty • Mechanistic organizational structures tend to be most effective in stable and simple environments. • The flexibility of organic organizational structures is better suited for dynamic and complex environments.

32. 二、組織設計之應用：七個常見實例 1. 簡單結構 4.團隊編組 2. 功能結構 5.專案與矩陣結構 3. 部門結構6.無邊界組織 7.學習型組織 討論：1.大潤發採購部品保組，遠航飛安室 2. 自主團隊有多自主？

33. Traditional Designs 1. Simple structure 簡單結構 • Low departmentalization, wide spans of control, centralized authority, little formalization 2. Functional structure 功能結構 • Departmentalization by function • Operations, finance, human resources, and product research and development 3. Divisional structure 部門結構 • Composed of separate business units or divisions with limited autonomy under the coordination and control the parent corporation.

34. Contemporary Designs 4. Team structures 團隊編組 • The entire organization is made up of work groups or self-managed teams of empowered employees. 5. Matrix and project structures 專案與矩陣結構 • Specialists from different functional departments are assigned to work on projects led by project managers. • Matrix and project participants have two managers. • In project structures, employees work continuously on projects; moving on to another project as each project is completed.

35. A Matrix Organization in an Aerospace Firm

36. 6. Boundaryless Organization 無邊界組織 • An flexible and unstructured organizational design. • Removes internal (horizontal) boundaries: • Eliminates the chain of command • Has limitless spans of control • Uses empowered teams rather than departments • Eliminates external boundaries: • Uses virtual, network, and modular organizational structures to get closer to stakeholders. • e.g. Nike

37. 7. Learning Organization 學習型組織 • An organization that has developed the capacity to continuously learn, adapt, and change through the practice of knowledge management by employees.

38. Characteristics of a Learning Organization • Organizational Design • Boundaryless • Teams • Empowerment The Learning Organization • Organizational Culture • Strong Mutual • Relationships • Sense of Community • Caring • Trust • Information Sharing • Open • Timely • Accurate • Leadership • Shared Vision • Collaboration

39. 三、組織設計之今日挑戰 • Keeping Employees Connected • Widely dispersed and mobile employees • Building a Learning Organization • Managing Global Structural Issues • Cultural implications of design elements

40. The Importance of HRM • HR: 1. 熟悉相關法令 ，2.勞資關係良好，  3.競爭優勢之來源 • 辨認與選擇能勝任的員工，提供員工必要的技巧與知識，留住勝任、高績效員工。 e.g. Microsoft, ADK: Attractive, Develop, Keep

41. Environment Human Resource Planning Recruitment Selection Identification and selection of competent employees Decruitment Orientation Training Adapted and competent employees with up-to-date skills and knowledge Performance Management Career Development Compensation and Benefits Competent employees who are capable of sustaining high performance over the long term Environment The HRM Process

42. Examples of High-Performance Work Practices • Self-managed teams • Decentralized decision making • Training programs to develop knowledge, skills, and abilities • Flexible job assignments • Open communication • Performance-based compensation • Staffing based on person–job and person–organization fit

43. EAP 簡介 ■「員工協助方案」(Employee Assistance Programs）： 連結組織內外各項可利用資源，積極協助員工解決生活、 工作與健康上會影響其工作效率的問題。

44. EAP企業風雲榜

45. 整合式 EAP方案服務模式

46. Some Suggestions for a Successful Management Career

47. 人力資源管理之當前課題 1. 組織重整，人力精簡,Downsizing 2. 工作人力之多樣性,Work Force Diversity 3. 性騷擾, Sexual Harassment, Workplace Romances 4. 兼顧家庭生活,Work-Life Balance 5. Controlling HR Costs

48. The Unwritten Laws of Business (1) 當你是職場新人 • However menial and trivial your early assignments may appear, give them your best efforts. • One of the first things you owe your supervisor is to keep him or her informed of all significant developments. (2) 當你成為管理者 • Do not try to do it all yourself. • Put first things first in applying yourself to your job. (3) 品格永遠是基本 • One of the most valuable personal traits is the ability to get along with all kinds of people. • Regard your personal integrity as one of your most important assets.

49. 四、Contemporary Issues In Managing Change • Face it: The only constant thing about change is that it’s constant. • 沒有壞，不要動它？John Kotter, “Leading Change”, 1996. “The Heart of Change”, 2002. “A Sense of Urgency”, 2009.

50. Who moved my cheese? (Spencer Johnson) 四個主角嗅嗅：嗅出市場變化，勇於嘗試新方法，及時應變 快快：執行力哼哼：總是找藉口，”我們向來都是……”，不知變通 哈哈：雖然一開始觀望, 但 open mind, 能容納新觀點, 改變行為。 Change can take your life into the next level! 認清世事無常，監督變化，迅速因應， 改變自己，享受轉變， 做好迅速改變自己的準備，一遍又一遍樂在其中。