管 理 學管 理 學

Ch. 11 Contemporary Organizational Design

當代組織設計當代組織設計

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10.1 Organizational Design: 複雜度 ( 分科、分層、差 異化 ) ，集權度，

形式化。 e.g. 楷模廣告10.2 Mechanistic vs. Organic Organization: 軍隊， C&C vs. 知識工作者，交響樂團10.3 Contingency Factors: one best way vs. 權變理論架構 10.4 Traditional Designs: 1. Simple, 2. Functional, Divisional structure

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綱要綱要

11.1 當代組織設計

11.2 Organizing for Collaboration

11.3 Flexible Work Arrangements

11.4 Contingent Workforce

11.5 組織設計之今日挑戰

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1. 團隊編組2. 矩陣與專案結構3. 無邊界組織：虛擬，網狀4. 學習型組織

討論： 從不同球類比賽學習組織設計

11.1 當代組織設計

11.1 Contemporary Designs

1. Team structures 團隊編組 The entire organization is made up of work groups or

self-managed teams of empowered employees.

2. a. Matrix structures 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.

b. Project structures 專案結構

employees work continuously on projects; moving on to another project as each project is completed.

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A Matrix Organization in an Aerospace Firm

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3. Boundaryless Organization 無邊界組織

an organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure

An flexible and unstructured organizational design.

Removes internal 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. 7

3a. Virtual Organization - an organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects.

3b. Network Organization - an organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes.

e.g. Nike, A 建設公司

4. 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.

The only job security you have today is your

commitment to continuous personal improvement. (Ken Blanchard)

A learning organization is “an organization that is continually expanding its capacity to create its future”. (Peter Senge)

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Organizational Design• Boundaryless• Teams• Empowerment

Organizational Culture• Strong Mutual Relationships• Sense of Community• Caring• Trust

Information Sharing• Open• Timely• Accurate

Leadership• Shared Vision• Collaboration

TheLearning

Organization

Characteristics of a Learning Organization

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Exhibit 11-1: Contemporary Organizational Designs

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Exhibit 11-1: ContemporaryOrganizational Designs (cont.)

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Exhibit 11-1: ContemporaryOrganizational Designs (cont.)

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Exhibit 11-1: ContemporaryOrganizational Designs (cont.)

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11.2a Internal Collaboration

Cross-functional team - a work team composed of individuals from various functional specialties.

Task force (or ad hoc committee) - a temporary committee or team formed to tackle a specific short-term problem affecting several departments.

e.g. 運輸年會

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Exhibit 11-3: Benefits and Drawbacks ofCollaborative Work

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11.2a Internal Collaboration (cont.)

Communities of practice - groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in that area by interacting on an ongoing basis.

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Exhibit 11-4: Making Communities ofPractice Work

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11.2b External Collaboration

Open innovation - opening up the search for new ideas beyond the organization’s boundaries and allowing innovations to easily transfer inward and outward.

Strategic partnerships - collaborative relationships between two or more organizations in which they combine their resources and capabilities for some business purpose.

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Exhibit 11-5: Benefits and Drawbacks ofOpen Innovation

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11.3 Flexible Work Arrangements

Telecommuting - a work arrangement in which employees work at home and are linked to the workplace by computer.

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Flexible Work Arrangements (cont.)

Compressed workweek - a workweek where employees work longer hours per day but fewer days per week.

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Flexible Work Arrangements (cont.)

Flextime (or flexible work hours) - a scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits.

Job sharing - the practice of having two or more people split a full-time job.

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11.4 Contingent Workforce

Contingent workers - temporary, freelance, or contract workers whose employment is contingent upon demand for their services.

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11.5 組織設計之今日挑戰 Keeping Employees Connected

Widely dispersed and mobile employees Managing Global Structural Issues

Cultural implications of design elements

* 員工努力工作最重要。組織設計是手段，可支持與促進員工執行工作。 Building a learning organization.

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作業作業

1. Case study: a manager’s dilemma (p. 316)

(1) Identify and articulate business problems

(2) Gather and analyze information applicable

(3) Identify and apply an appropriate tool for solving problems.

2. Thinking critically about ethics (p. 332)

(1) Identifies Dilemma.

(2) Considers Stakeholders

(3) Analyzes Alternatives and Consequences

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3. Developing your acquiring power skill (p. 332)

4. Team exercise (p. 333)

5. Internet-based exercise (p. 334):

(1) “telecommuting work”,

(2) “best companies to work for”.

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回顧回顧1. 比較 Matrix vs. Project

2. 比較 Virtual vs. Network

3. 區分 Flexible work arrangements vs. Contingent workforce

Terms to Know

Team structure Matrix structure Project structure Boundaryless organization Virtual organization Network organization Learning organization Cross-functional team Task force (or ad hoc

committee)

Communities of practice Open innovation Strategic partnerships Telecommuting Compressed workweek Flextime (or flexible work

hours) Job sharing Contingent workers

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