part 3: organizing chapter 5 basic organization designs 基礎組織設計 basic organization...

Part 3: OrganizingPart 3: Organizing

Chapter 5Chapter 5

Basic Organization Designs

基礎組織設計Basic Organization Designs

基礎組織設計

5–2 Management─ Foundations of Organization Design 吳明泉博士 2008

Organization Design and Structure

• Organization design 組織設計A process in which managers develop or change

their organization’s structure

• Work specialization 工作專業化A component of organization structure that involves

having each discrete step of a job done by a different individual rather than having one individual do the whole job 整個工作並不是由個人單獨完成，而是將其分解成許多步驟，每一單一個人只負責一個步驟。


Economies and Diseconomies of Work Specialization

EXHIBIT 5.1


Organizational Structure: Control• Chain of command 指揮鍊

The continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom.

• Unity of CommandThe management principle that no person should

report to more than one boss 一個部屬應該只對一個而且只能有一個直屬的上司負責

• Span of control 控制幅度The number of subordinates a manager can direct

efficiently and effectively 一位管理者可以有效率及有效地管理員工數目


EXHIBIT 5–2 Chain of Command


Organizational Structure: Control (cont’d)• Authority 職權

The rights inherent in a managerial position to give orders and expect them to be obeyed 在一個管理職位上所擁有的權利，使其可發號命令並預期號令會被遵守。

• Responsibility 責任An obligation to perform assigned activities 被賦予一定的權

利，同時他也必須負起相當的義務去執行。 • Power 權力

An individual’s capacity to influence decisions 一個人影響決策的能耐


Types of Organizational Authority

• Line authority 直線職權The position authority (given and defined by the

organization) that entitles a manager to direct the work of operative employees 指賦予經理人指揮其部屬工作的職權

• Staff authority 幕僚職權Positions that have some authority (e.g.,

organization policy enforcement) but that are created to support, assist, and advise the holders of line authority 支援、協助以及減輕直線經理人原先的資訊負擔


Chain of Command

EXHIBIT 5.2


Line Versus Staff Authority

EXHIBIT 5.3


Authority Versus Power

EXHIBIT 5.4a

A. Authority


Authority Versus Power (cont’d)

EXHIBIT 5.4b


Types of Power

EXHIBIT 5.5

Coercive powerPower based on fear.

強制權力

Reward power Power based on the ability to distribute獎賞權力 something that others value.

Legitimate power Power based on one’s position in the法制權力 formal hierarchy.

Expert power Power based on one’s expertise, 專家權力 special skill, or knowledge.

Referent power Power based on identification with a參考權力 person who has desirable resources or

personal traits. 欽羡的資源或個人特質


Centralization And Decentralization

• Centralization 集權A function of how much decision-making authority is

pushed down to lower levels in an organization; the more centralized an organization, the higher the level at which decisions are made

• Decentralization 分權The pushing down of decision-making authority to

the lowest levels of an organization


Departmentalization 部門化

• Functional 功能 departmentalizationThe grouping of activities by functions performed

• Product 產品 departmentalizationThe grouping of activities by product produced

• Customer 顧客 departmentalizationThe grouping of activities by common customers

• Geographic 地理 departmentalizationThe grouping of activities by territory

• Process 程序 departmentalizationThe grouping of activities by work or customer flow


Mechanistic and Organic Organizations

• Mechanistic 機械式 organizationThe bureaucracy; a structure that is high in

specialization, formalization, and centralization

• Organic 有機式 organizationAn adhocracy; a structure that is low in

specialization, formalization, and centralization


Mechanistic versus Organic Organizations

• Rigid hierarchical relationships

• Fixed duties • Many rules • Formalized

communication channels• Centralized decision

authority• Taller structures

• Collaboration (both vertical and horizontal)

• Adaptable duties• Few rules• Informal communication• Decentralized decision authority• Flatter structures

EXHIBIT 5.7


機械式和有機式組織

•圖 5-11


Structure follows 影響結構的因素 • Strategy

• Organization Size

• Technology

• Environment

•策略•組織規模•科技 •環境


Technology and Structure

• Unit productionProduction in terms of units or small batches

• Mass productionProduction in terms of large batch manufacturing

• Process productionProduction in terms of continuous processing


Organization Design Applications

• Simple 簡單 structureAn organization that is low in specialization and formalization but high in centralization

Bureaucracy 科層體制• Functional 功能 structure

An organization in which similar and related occupational specialties are grouped together

• Divisional 事業部 structureAn organization made up of self-contained units


Functional Structure

EXHIBIT 5.8


Divisional Structure

EXHIBIT 5.9


Other Organizational Structures

• Matrix 矩陣式 structureAn organization in which specialists from functional

departments are assigned to work on one or more projects led by a project manager

• Team-based 以團隊為基礎 structureAn organization that consists entirely of work groups

or teams

• Boundaryless 無疆界 organizationAn organization that is not defined or limited by

boundaries or categories imposed by traditional structures


Sample Matrix Structure

EXHIBIT 5.10


Learning 學習型 Organization

• An organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues.Organization designInformation sharingLeadershipOrganizational culture


Characteristics of a Learning Organization

EXHIBIT 5.11


Organization Culture 組織文化A system of shared meaning within an organization that determines, to a large degree, how employees actShared values are shown in cultural elements:

Stories, rituals, material symbols, and language unique to the organization

Results from the interaction between:The founders’ biases and assumptionsWhat the first employees learn subsequently from their own experiences.


Ten Characteristics of Organization Culture

• Member identity

• Group emphasis

• People focus

• Unit integration

• Control

• Risk tolerance

• Reward criteria

• Conflict tolerance

• Means-end orientation

• Open-systems focus

EXHIBIT 5.12


Homework 3 組織架構與用人一、組識架構

• 畫出個案組織之架構圖• 討論該組織設計之特性（如：部門畫分方式， Mechanistic

Vs. Organic 之特性等 )

二、用人1. 模擬該組織需求某種工作職缺，並列出其工作說明 (Job

description)2. 訂定該職缺之工作規範 (Job specification)3. 決定招募來源 (Recruiting sources)4. 決定甄選 (Selection)方式與歩驟5. 討論您們的甄選方式與歩驟之信度（ Reliability）及效度

(validity)為何

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