Building a Learning Organization: Expanding Capacity for Future Success

1. A learning organization is “an organization that is continually expanding its capacity to create its future”. —Peter Senge 管 理 學第十章 組織結構與設計Organizational Structure and Design

2. The only job security you have today is your commitment to continuous personal improvement. (Ken Blanchard) • 大學傳統系所組織已不合時宜，跨學術領域學程的出現反應職場對人才的需要。（許士軍） • 不要期待主管給你溫暖，因為他站的位置比你高，他比你更寒冷。 (104, Simon) • organization chart vs. organizing

3. 綱要 10.1 組織設計之定義：六個決策要素 10.2 組織設計之理論架構：四個權變變數 10.3 組織設計之實務應用：八個常見實例

4. 10.1 組織設計之定義： 六個決策要素 定義：組織，組織結構，組織設計 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：1.複雜度(分科分層差異化)，集權度，形式化。 2. one best way?

5. Defining Organizational Structure • Organizational Structure • The formal arrangement of jobs within an organization. • Organizational Design • A process involving decisions about six key elements:

6. 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.

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 Plant Manager Manager, Manager, Manager, Manager, Manager, Engineering Manufacturing Human Resources Purchasing Accounting 8

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) 9

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 • cross-functional teams e.g.運輸年會

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.

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.

16. 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

17. 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

18. 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. • Employee Empowerment 賦權 • Increasing the decision-making authority (power) of employees.

19. 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. 討論：論文的實質內容與形式規格

20. 10.2 組織設計之理論架構：四個權變變數 基本模式：機械 VS. 有機組織 1. 策略 3. 技術 2. 規模 4. 環境 討論：1. 關鍵變數：獨變項，依變項，調節或中介變項 2. 關鍵關係：testable hypothesis

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

22. 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：

23. 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. • Imitation • Minimizing risks and maximizing profitability by copying market leaders requires both organic and mechanistic elements in the organization’s structure.

24. 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.

25. 實證研究 + e.g. Parkinson’s law: The number of subordinates inceases at a fixed rate regardless of the amount of work produced. 25

26. 實證研究 - 26

27. 實證研究 + 27

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

29. 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

30. 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.

31. 10.3 組織設計之應用：八個常見實例 1. 簡單結構 5.專案與矩陣結構 2. 功能結構 6.無邊界組織 3. 部門結構7.學習型組織 4.團隊編組 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？讓大象跳舞？ 3. 虛擬組織？P.312 4. 從不同球類比賽學習組織設計

32. 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.

33. 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.

34. A Matrix Organization in an Aerospace Firm

35. 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.

36. Removing External Boundaries：企業將走向專業獨立/ 有效整合的聯網組織 (施振榮) • Virtual Organization • An organization that consists of a small core of full-time employees and that temporarily hires specialists to work on opportunities that arise. • Network Organization • A small core organization that outsources its major business functions (e.g., manufacturing) in order to concentrate what it does best. • Modular Organization • A manufacturing organization that uses outside suppliers to provide product components for its final assembly operations.

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. 補充：Team work 1. Case study: a manager’s dilemma (p.295) 2. Thinking critically about ethics (p.298) 3. Internet-based exercise (p.314) 4. Team-based exercise (p.318) *5. 政府再造？行政院減肥？部會精簡！ *6. Ethical dilemma Exercise (p.318)

40. 回顧 1. 比較 Organization chart VS. Organizing 2. 比較Organizational structure VS. Design 3. 區分 Mechanistic VS. Organic organization

41. organizing organizational structure organizational design work specialization departmentalization functional departmentalization product departmentalization geographical departmentalization process departmentalization customer departmentalization cross-functional teams chain of command authority responsibility unity of command span of control centralization decentralization employee empowerment formalization mechanistic organization organic organization unit production mass production process production simple structure functional structure Terms to Know

42. divisional structure team structure matrix structure project structure boundaryless organization virtual organization network organization learning organization organizational chart Terms to Know