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Chapter 08 Part II 組織的結構與設計

Chapter 08 Part II 組織的結構與設計. 組織結構的趨勢 現代組織結構設計 網路組織 水平式結構 扁平化組織 內部的自治單位 團隊結構 專案式結構 變形蟲組織 矩陣式組織 學習型組織 無疆界組織 虛擬組織 瘋狂組織 叢集式組織 民主式企業 倒三角組織. Trends in Organization Design. Organizational Structures of the Future: Overall Themes. Leaner, flatter, and more responsive to change

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Chapter 08 Part II 組織的結構與設計

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  1. Chapter 08 Part II 組織的結構與設計

  2. 組織結構的趨勢 • 現代組織結構設計 • 網路組織 • 水平式結構 • 扁平化組織 • 內部的自治單位 • 團隊結構 • 專案式結構 • 變形蟲組織 • 矩陣式組織 • 學習型組織 • 無疆界組織 • 虛擬組織 • 瘋狂組織 • 叢集式組織 • 民主式企業 • 倒三角組織

  3. Trends in Organization Design

  4. Organizational Structures of the Future: Overall Themes • Leaner, flatter, and more responsive to change • Empowerment • Reengineered work processes • Self-directed work teams • Rapid incorporation of new technologies • Networking with outsiders • Fewer barriers between different vertical ranks • A capacity for change and rapid learning • Collaborative efforts among people in different functional specialties and geographic locations • Extensive use of Internet technology and e-commerce business practices • Decentralization with fewer managers

  5. 組織結構的趨勢 • 瘦身扁平且快速反應環境變化 • 賦能（灌能） Empowerment • 程序再造 • 自我管理團隊 • 建立外部網絡關係 • 層級間的溝通障礙降低 • 變革與快速學習的能力 • 不同部門地理區域的員工彼此合作 • 大量運用網路與電子商業技術 • 地方分權且減少管理者

  6. 關係 工作 治理 關鍵字 以前 未來 以前:層級結構、中央集權、官僚、功能性組織 未來:程序、團隊、顧客導向、彈性、扁平、虛擬、網絡

  7. 高度趨於扁平 （層級縮短、專業取向） 基層趨於擴大 （加速反應、擴大廣度） 規模趨於兩極 （保持彈性、降低成本） 功能趨於簡化 （業務外包、集中焦點） 中階傾向於減少 （資訊替代、平階領導） 虛擬組織常存 （策略聯盟、資源整合） 人員趨向多能 （科際整合、智價革命） 橫向組織盛行 （團隊運作、虛擬組織） 集權化趨於分權 （社區意識、自主意識） 分工明確漸趨模糊 （鼓勵參與、績效導向） 近代組織之發展與變化方向

  8. Trends in Organization Design組織設計的趨勢 • Contemporary organizing trends include: • Shorter chains of command 指揮鏈縮短 • Less unity of command 不再強調統一指揮 • Wider spans of control 控制幅度變寬 • More delegation and empowerment 較大的授權 • Decentralization with centralization 分權也集權 • Reduced use of staff 幕僚減少

  9. Trends in Organization Design 組織設計的趨勢 • Chains of Command 指揮鏈 • Old Principle過去的原則 • Scalar Principle • clear chains of command covers everyone in the organization from top to bottom. • Problem: • works are more complex lead to Red Tape or delay. • Current organizing trend目前趨勢 • Organizations are being “streamlined” by cutting unnecessary levels of management 減少管理層級. • Flatter structures are viewed as a competitive advantage 組織扁平化.

  10. 減少管理層級, 組織扁平化

  11. Trends in Organization Design 組織設計的趨勢 • Unity of Command 統一指揮 • Old Principle 過去的原則 • Unity of command • Each person in an organization should report to one and only one supervisor. • Current organizing trend 目前趨勢 • Organizations are using more cross-functional teams, task forces, and horizontal structures 使用跨功能團隊、水平結構. • Organizations are becoming more customer conscious 顧客導向. • Employees often find themselves working for more than one boss 員工向一位以上的主管負責.

  12. 員工向一位以上的主管負責 -春滿乾坤爹滿堂

  13. Trends in Organization Design 組織設計的趨勢 • Spans of control 控制幅度 • The number of persons reporting directly to a manager. • Old Principle • Span of control 過去的原則 • Manager will control only the number of employees that they can fully manage.管理者只管理他能完全掌控的員工人數 • Span of control tended to be narrow and organizational structure was tall.通常較窄而結構則較高

  14. Trends in Organization Design 組織設計的趨勢 • Spans of control 控制幅度 • Problems • Organizations are bigger and more complex. • More manager which lead to inefficiency. • Current organizing trend 目前趨勢 • Organizations are shifting to wider spans of control as chains of command are shortened as delegation and empowerment gains prominence.目前的幅度變寬且指揮鏈縮短 • Managers have responsibility for a larger number of subordinates who operate with less direct supervision.

  15. 變矮又變胖

  16. Trends in Organization Design 組織設計的趨勢 • Span of Control 控制幅度 目前趨勢 Narrow Span and Tall Structure Wide Span and Flat Structure 組織較扁而控制幅度變寬

  17. Trends in Organization Design 組織設計的趨勢 • Delegation and Empowerment 授權、賦權 • Delegation 授權 • is the process of distributing and entrusting work to other persons • Three steps of delication: • Step 1: Assign responsibility指派職責 • Step 2: Grant authority 授予職權 • Step 3: Create accountability 建立責任 • Authority and Responsibility Principle: • Authority should equal responsibility when work is delegated from a supervisor to a subordinate. 權責應相符 • Empowerment 賦權 • is the psychological aspect of the person derived from feeling of self worth and success in their works.

  18. Empowerment 賦權一辭，我國因為傳統沒有相對的概念，所以很難翻譯，有人翻作『充權』、『賦權』或『擴權』，似乎都不怎麼好，因為好像『權』是外界加注或他人給予的，真正力量的來源可能必須發自內心。 賦權: 心理上自信有資格、有能力，而能成功地完成某事

  19. Empowerment

  20. Trends in Organization Design 組織設計的趨勢 • Decentralization with centralization 集權與分權 • Principle • Centralization集權-決策權集中於少數高階人士 • is the concentration of authority for making most decisions at the top levels of the organization. • Decentralization 分權-決策權分散於組織各階層 • is the dispersion of authority to make decisions throughout all levels of the organization. • Level of Centralization/decentralization is measured in term of amount of authority in making decision and responsibility each level of executive have.

  21. 多授權多分權

  22. Trends in Organization Design 組織設計的趨勢 • Decentralization with centralization集權與分權 • Principle • Decentralization is associated with delegation.分權與授權息息相關 • Organization with more delegation is decentralized organization. • Organization with less or no Delegation is centralized organization. 授權程度高的即是分權組織 • Current organizing trend 目前趨勢 • In order to respond to a rapid change and dynamic environment, organization tends to be more decentralized by delegating more authority and responsibility to the operating level.多授權多分權

  23. 組織設計原則之演進

  24. 資訊革命促使物流經理人重新思考傳統組織理論資訊革命促使物流經理人重新思考傳統組織理論

  25. (Thompson and McHugh, 2002: 155)

  26. 由於工作者或工作團隊有較自主的決定和行動權，過去所依賴的多層次中階主管職位，隨著監督和協調的需要大減，也變得多餘。尤其過去奉為圭臬的「掌握幅度」（span of control）限制可大為放寬。加上資訊網路之利用，公司內部有關人員和單位可同時獲得相關的資訊和回饋，更是大大減少中層主管傳統上那種承上轉下或下情上達的功能。這也是導致近年來「組織扁平化」的主要原因。

  27. 非核心業務委外/ 商務流程委外服務

  28. 所謂商務流程委外服務，主要是指將財務管理、人力資源管理、教育訓練（如e-Learning）與客戶服務等例行性業務或流程，外包給其他服務供應商，最常見的像是航空或鐵路公司的票務系統委外，而金融、保險業的帳單裝封、寄送、客服中心（Call Center），抑或信用卡管理等業務，亦為常見典型的BPO委外項目。

  29. 將非核心業務交由委外廠商負責，而將時間專注於核心事業上。人力資源管理部分功能委外，亦是為人力資源管理人員留下更多時間，以從事更具價值的策略性活動。委外模式有許多好處，包括：利用外部專家提供服務，比自行執行時所產生的效益更大；委外廠商因較易達到經濟規模，而使得成本比自行運作要低。當然，委外模式也一些缺點，包括：因為選擇委外功能時發生決策上的錯誤，而使公司失去競爭力 。

  30. From the News… • NHS signs major outsourcing deal • Around 230 health service staff are to see their jobs transferred to the private sector as part of an outsourcing deal aimed at saving £220 million, the Department of Health has announced. • The move will come with the transfer of NHS Shared Financial Services (SFS) into a joint venture with private sector firm Xansa. • SFS currently manages back office functions such as accounting, budgets, VAT and supplier invoice settlement for 36 NHS organisations. • It is expected that more of the 663 NHS organisations will sign up for the centralised provision of services from two existing centres in Leeds and Bristol. • Promises of cost reductions of over 20 per cent on current in-house costs are being used to encourage trusts to switch their financial functions to the new partnership. • If successful the venture will save more than £220 million over the next 10 years, with the company expanding the range of services it offers into areas such as payroll and e-commerce. • It remains to be seen, however, whether take-up rates will rise as expected…. • (epolitics.com; Published: Mon, 22 Nov 2004)

  31. 英國的國民健保制度(National Health Service,簡稱 NHS)為具有社會福利性質的公醫制度。由英國政府所設立且資助的國民健保制度，包括兩個層級的醫療體系，即是以社區為主的第一線醫療網(Community-based primary health care)，通常為於社區駐診提供醫療保健的一般家庭醫師(General Practitioner, GP)及護士，第二層則為NHS的醫院服務(Hospital-based specialist services)，由各科的專科醫師負責並接手由GP所轉介(refer)的病人，或處理一些重大的意外事故及急診者。

  32. NHS日前與民間的Xansa簽合約，將會計、預算、稅…等作業轉由Xansa負責;預計將可省下2億2千萬英磅或20%的成本。此是商務流程委外服務/作業流程外包Business Process Outsourcing (BPO)的案例，亦是一個逐漸流行的趨勢。

  33. 組織結構的趨勢 • 現代組織結構設計 • 網路組織 • 水平式結構 • 扁平化組織 • 內部的自治單位 • 團隊結構 • 專案式結構 • 變形蟲組織 • 矩陣式組織 • 學習型組織 • 無疆界組織 • 虛擬組織 • 瘋狂組織 • 叢集式組織 • 民主式企業 • 倒三角組織

  34. 資訊時代組織 彼得.杜拉克(Peter Drucker)：網路型組織(network organization) 彼得.聖吉(peter Senge)：學習型組織(learning organization) 杜佛(William H. Davidow)：虛擬組織(virtual organization) 彼得.肯恩(Peter Keen)：關聯式組織(relational organization)

  35. 湯姆.畢得士(Tom Peters)：瘋狂組織(crazy organization) 昆恩.密爾絲(Quiun Mills)：叢集式組織(cluster organization) 查理士.沙威吉(Charles Savage)：人類網路(human networking) 羅素.安可夫(Russell Ackoff)：民主式企業(democratic corporation) 詹姆士.布萊恩.昆恩(James Blian Quiun)：智慧型企業(intelligence enterprise)

  36. 現代組織結構設計 • 團隊組織(以合作代替分工) • 集團式組織 • 變形蟲組織 • 扁平化組織 • 矩陣式組織 • 無疆界組織

  37. New Structural Options • The Team Structure - uses teams as its centralcoordination device 團隊組織 • The Virtual Organization - a small core organization that outsources major business functions虛擬組織 • The Boundaryless Organization - eliminates vertical and horizontal boundaries within, and external barriers with customers and suppliers無疆界組織

  38. 組織結構的趨勢 • 現代組織結構設計 • 網路組織 • 水平式結構 • 扁平化組織 • 內部的自治單位 • 團隊結構 • 專案式結構 • 變形蟲組織 • 矩陣式組織 • 學習型組織 • 無疆界組織 • 虛擬組織 • 瘋狂組織 • 叢集式組織 • 民主式企業 • 倒三角組織

  39. 網路組織 (Network Organization) 網路組織是指一個企業群體，透過市場機制而非指揮運作協調. 企業網路又稱虛擬企業、模組企業、變形蟲組織

  40. 彼得.杜拉克(Peter Drucker)

  41. "where independent people and groups act as independent nodes, link across boundaries, to work together for a common purpose; it has multiple leaders, lots of voluntary links and interacting levels."

  42. Other types of organization have been described, such as the lattice organization, the spider's web, the holonic enterprise and the virtual corporation (點陣網路組織、蜘蛛網組織、全體組織、虛擬組織)

  43. 蜘蛛網組織

  44. 點陣網路組織

  45. 虛擬組織

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