Fundamentals of Organization

Structure
組織結構的基礎
Chapter

3
Organization Theory and Design
Twelfth Edition
Richard L. Daft

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 ASSESS YOUR ANSWER
評估你的答案
1. A popular form of organizing is to have employees work on what
they want in whatever department they choose so that
motivation and enthusiasm stay high. (Agree or Disagree)一種普
遍的組織形式，是讓員工在他們選擇的任何部門中按照自己
的意願行事，這樣才能保持高積極性和熱情。
2. Committees and task forces whose members are from different
departments are often worthless for getting things done. (Agree
or Disagree)成員來自不同部門的委員會和工作組通常對完成工
作毫無價值。
3. Top managers are smart to maintain organizational control over
the activities of key work units rather than contracting out some
work unit tasks to other firms. (Agree or Disagree)
高層管理人員聰明地保持組織透過對關鍵工作單位活動的控
制，而不是將一些工作單位任務外包給其他公司。

2
 Summary of the Chapter
章節摘要
1. Organization structure must provide a framework of responsibilities,
reporting relationships, and groupings, and it must provide
mechanisms for linking and coordinating organizational elements.組織
結構必須提供負責任的框架，報告關係和團體，並且必須提供連
結和協調組織元素的機制。
2. Organization structure can be designed to provide vertical and
horizontal information linkages based on the information processing
required to meet the organization’s overall goal.組織結構可以設計為
基於滿足組織總體目標，所需的資訊處理以提供縱向和橫向資訊
的聯繫。
3. Alternatives for grouping employees and departments into overall
structural design include functional grouping, divisional grouping,
multi-focused grouping, horizontal grouping, and virtual network
grouping. 整體結構設計將員工和部門分組的替代方案，包括了：
功能分組，部門分組，多重焦點分組，水平分組和虛擬網絡分組。
3
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art.
 Summary of the Chapter
章節摘要
4. A virtual network structure extends the concept of horizontal
coordination and collaboration beyond the boundaries of the
organization.虛擬網絡結構將橫向協調和合作的概念擴展到組
織邊界之外。
5. The matrix structure attempts to achieve an equal balance
between the vertical and horizontal dimensions of structure.矩陣
結構試圖在結構的垂直和水平向度之間達成平等的平衡。
6. Managers attempt to find the correct balance between vertical
control and horizontal coordination.管理者試圖在垂直控制和水
平協調之間找到正確的平衡。
7. The purpose of the organization chart is to encourage and direct
employees into activities and communications that enable the
organization to achieve its goals.組織結構圖的目的是鼓勵和指
導員工參與使組織實現其目標的活動和溝通。
4
Structure to Organization’s Need for Efficiency vs.
Learning
結構與組織對效率與學習的需求

結構與組織對效率與學習的需求

5
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 Organization Structure
組織結構
1. Formal Reporting Relationships正式報告關係
– Number of levels層級數
– Span of control控制幅度
2. Grouping of Individuals個人的分團體
– Creation of departments建立部門
3. Design of Systems系統設計
– Communication, coordination, and integration of
efforts 溝通、合作、努力的整合
• Horizontal information and coordination
reflected in organization chart組織(結構)圖反映
出水平資訊和協調(合作) 6
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 A Sample Organization Chart

7
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 Information-Sharing Perspective
on Structure資訊分享觀點的結構
Vertical and horizontal information flow垂直與
水平資訊流動
1. Traditional organization designed for efficiency?
傳統的組織設計為效率
• Centralized authority focused on top level decision-
making中央集權專注於高層決策
2. Learning organization which emphasizes
communication and collaboration強調溝通和
協調(合作)的學習型組織
• Decentralized authority focused on shared tasks and
decisions分權(權力下放)側重於共同的任務和決策
8
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 Efficiency versus Learning Outcomes
效率與學習成果
垂直組織為效率而設計 水平(橫向)式組織為學習而設計

機械式 有機式
水平式結構 優勢
任務分享、賦權
優勢結 鬆散階層、少規則
構取向 水平溝通、面對面
許多團隊、專案任務
垂直式式結構 優勢
分散式的決策
任務專業化
嚴格層級、很多規則
垂直溝通和報告系統
少團隊、專案組(任務)、整合
集中式的決策

9
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 Vertical Information Sharing
垂直資訊分享
• Vertical linkages垂直連結 coordinate activities
between the top and the bottom of the
organization協調組織上和下之間的活動
• Hierarchical referral層級引用are the vertical
lines which identify the chain of command是標識
指揮鏈的垂直線
• Rules and Plans create vertical links
• Reports, computer systems, and written
information are vertical information systems
• 規則和計劃創建垂直鏈接
• 報告，計算機系統和書面信息是垂直信息系統
10
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 Horizontal Information Sharing
水平資訊分享
Horizontal linkage coordinates activities across
organizational departments - not traditionally
drawn on the organizational chart (top-down) 橫向
(水平)聯繫協調跨組織部門的活動 - 傳統上不在
組織(結構)圖上繪製
 Information Systems資訊系統
 Liaison [lɪeˋzɑn] Roles聯繫角色
 Task Forces專案任務
 Full-Time Integrator全職整合整
 Teams 團隊

11
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 Ladder of Mechanisms for Horizontal
Linkages水平(橫向)聯繫(連結)機構的階梯

Full-Time Integrator

12
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Teams and Horizontal Coordination
團隊和水平(橫向)協調

Teams

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13
Relational Coordination關係協調

• High level of horizontal coordination高水

平(橫向)的協調
• Frequent, timely, problem-solving
communication經常、即時、解決問題
的溝通
• Relationships of shared goals, shared
knowledge, and mutual respect共享目標，
共享知識和相互尊重的關係

14
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Horizontal Coordination and Linkages
橫向與聯繫
組織孤島
關係協調
部
門
團隊
的 不須協調
專 全職者整合者

業 專案任務
[lɪeˋzɑn]
程 聯絡角色
度 資訊系統 過多協調

工作協調需求
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15
 Organization Design Alternatives
組織設計替代方案

Required Work Activities所需的工作活動

Reporting Relationships報告關係

Departmental Grouping Options部門分組選項

16
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Departmental
Grouping Options 功能別

部門別選項
事業部門別
1. Functional Grouping功能別
2. Divisional Grouping事業部
門別
混和別
3. Multifocused Grouping混和
別
4. Horizontal Grouping水平別
Virtual Network Grouping虛 水平別

擬網絡別
17
虛擬網絡別
 Functional Structure功能別結構
 Activities grouped by common function按共同功
能分組的活動
 All specific skills and knowledge are consolidated
所有具體技能和知識都得到鞏固
 Promotes economies of scale促進規模經濟
 Slow response to environmental changes today’s
environment without horizontal linkages對環境
變化反應遲鈍
 Prevalent approach but few companies can
respond in 普遍採用的方法，但很少有公司可
以在沒有橫向聯繫的今天環境中做出反應
18
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 Functional: Strengths & Weaknesses
功能別優缺點

優點 缺點
允許具有功能部門的規模經濟 對環境變化的反應時間較慢
實現深入的知識和技能發展 可能導致決策積疊在上面;層級超載
使組織能夠實現功能目標 導致部門之間的橫向協調不良
只有少數或一個產品是最好的 導致創新減少
涉及組織目標的限制性觀點
19
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 Divisional Structure事業部門別
 Product structure or strategic business units產品結構或
事業策略單位
 Divisions organized according to products, services,
product groups根據產品，服務，產品等組織的事業部
門
 Good for achieving coordination across functional
departments有利於實現各功能部門之間的協調
 Suited for fast change適合快速變化
 Loses economies of scale失去規模經濟
 Lacks technical specialization缺乏技術專業化

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 Reorganization from Functional
to Divisional 從功能別到事業部門別的重組
功能結構

事業結構

21
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 Divisional: Strengths & Weaknesses
事業部門別優缺點

1. 適合在不穩定的環境中快速變化 1. 消除功能部門的規模經濟
2. 由於產品責任和聯繫點明確，因此可以 2. 導致產品線之間的協調不良
提高客戶滿意度 3. 消除職能和技術專業化
3. 涉及跨功能的高度協調 4. 使產品線之間的整合變得困難
4. 允許單位適應生產，地區，客戶的差異
5. 最適合擁有多種產品的大型組織
6. 分權 22
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 Geographic Structure地理式結構
 Organizing to meet needs of users/customers by
geography按地理位置組織以滿足用戶/客戶的
需求
 Many multinational corporations are organized
by country許多跨國公司都是按國家組織的
 Focuses managers and employees on specific
geographic regions重點關注特定地理區域的經
理和員工
 Strengths and weaknesses similar to divisional
organization與事業式組織類似的優點和缺點
23
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 Sample Geographic Structure

24
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 Matrix Structure矩陣式結構
 Multifocused with strong horizontal linkage強壯的水平連結的複
合式專注
 Conditions for Matrix矩陣式的條件:
• Share resources across the organization在整個組織內共享
資源
• Two or more critical outputs required: products and
technical knowledge需要兩個或更多關鍵產出：產品和技
術知識
• Environment is complex and uncertain環境複雜且不確定
 Allows organization to meet dual demands允許組織滿足雙重需
求
 Largest weakness is that employees have two bosses and
conflicting demands最大的弱點是員工有兩個老闆和相互衝突
的要求
25
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 Sample Matrix Organization

26
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 Conditions for Matrix Structure
矩陣式結構的條件
• Need for shared and flexible use of people across
products需要跨產品共享和靈活使用人員
• Two or more critical outputs like new products
and technical knowledge兩個或更多關鍵輸出，
如新產品和技術知識
• The environment is complex and uncertain環境
複雜且不確定

27
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 Matrix矩陣式: Strengths &
Weaknesses矩陣式優缺點

1. 實現滿足客戶雙重需求所需的協調 1. 使參與者體驗雙重權威，這可能令人沮喪和
2. 靈活地跨產品共享人力資源 困惑
3. 適合複雜的決策和不穩定環境的頻繁變化 2. 意味著參與者需要良好的人際交往能力和廣
4. 為功能和產品技能開發提供機會 泛的訓練
5. 最適合擁有多種產品的中型組織 3. 很耗時; 涉及頻繁的會議和解決衝突的會議
4. 除非參與者理解並採用合議制，否則將無效
5. 需要付出很大努力才能保持動力平衡 28
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Horizontal Structure水平式結構

 Organization around core processes

Processes refers to tasks and activities組織核心流
程流程是指任務和活動
 Shift towards horizontal structure during
reengineering在重新設計期間轉向水平結
構
 Eliminates vertical hierarchy and
departmental boundaries消除垂直層次結構
和部門邊界

29
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 Sample Horizontal Structure

30
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Characteristics of Horizontal Structure
水平結構的特徵
Structure is created around cross-functional
processes結構是圍繞著跨功能流程創建的
Self-directed teams, not individuals, are
dominant players自我導向的團隊，而不是
個人，是主要執行者
Process owners are responsible for entire
process流程所有者負責整個流程
People on the team are given authority for
decisions團隊中的人員有權做決策
31
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Characteristics of Horizontal Structure
水平結構的特徵
 Can increase organization’s flexibility可以提高組
織的靈活性
 Customers drive the organization, measured by
customer satisfaction, employee satisfaction, and
financial contribution客戶通過客戶滿意度，員
工滿意度和財務貢獻來衡量組織
 Culture is one of openness, trust, and
collaboration; focus on continuous improvement
文化是開放，信任和合作之一；注重持續改進

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 Horizontal: Strengths & Weaknesses
水平結構的優缺點

1. 促進彈性和回應顧客需求的變化 1. 確定核心流程既困難又耗時
2. 引導每個人注意生產和遞送價值給顧客 2. 需要改變文化，工作設計，管理理念以
3. 每個員工都對組織目標有更廣泛的了解 及資訊和獎勵制度
4. 促進對工作團隊和合作的關注 3. 統管理者在必須放棄權力和權威時可能
5. 通過為員工提供分擔責任，做出決策並 會猶豫不決
對結果負責的機會，提高員工的生活質 4. 要求員工進行意義訓練，以便在橫向團
量。 隊環境中有效工作
33
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or duplicated, or posted to a publicly accessible website, in whole or in part.
 Virtual Networks and Outsourcing
虛擬網絡和外包
 Extend horizontal coordination beyond the boundaries
of the organization將水平協調擴展到組織邊界之外
 Most common strategy is outsourcing最常見的策略是
外包
• Contract out certain tasks/functions簽訂某些任務/
功能
 Virtual or modular structures subcontract most of its
major functions to separate companies虛擬或模組化
結構將其大部分主要功能分包給不同的公司
 The virtual network organization serves as a central
hub with contracted experts虛擬網絡組織，作為具有
簽約專家的中心樞紐
34
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 Virtual Network Example
虛擬網絡例子
製造公司 研究和測試
實驗室

核心專注於
產品發展
和行銷

行銷公司 資訊科技
服務

35
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 Virtual Network Strengths
and Weaknesses虛擬網絡優缺點

1. 使小型組織能夠在全球範圍內獲得人才 1. 管理人員沒有對許多活動和員工進行實
和資源 際控制
2. 無需在工廠，設備或配送設施上進行大 2. 需要大量時間來管理與合同夥伴的關係
量投資，即可為公司提供即時規模和覆 和潛在衝突
蓋範圍 3. 如果合作夥伴未能交付或停業，則存在
3. 使組織能夠高度靈活地響應不斷變化的 組織失敗的風險
需求 4. 員工的忠誠度和企業文化可能會變弱，
4. 降低管理費用 因為員工覺得他們可以被合同服務所取 36
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代
 Hybrid Structure
混合式結構
Combination of various structure approaches
結合各種結構方法
Tailored to specific needs根據具體需求量身
定制
Often used in rapidly changing environments
通常用於快速變化的環境中
Greater flexibility更大的靈活性

37
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Two Hybrid Structures

38
 Application of Structural Design
結構設計的應用
• Each structure meets different needs and is a tool that
can help managers be more effective每個結構都滿足
不同的需求，是一種可以幫助管理者提高效率的工
具
• Structural alignment aligns structure with
organizational goals結構調整使結構與組織目標保持
一致
• Symptoms of Structural Deficiency結構缺陷的症狀:
– Decision making is delayed or lacking quality決策延遲或缺
乏質量
– Organization cannot meet changing needs組織無法滿足不
斷變化的需求
– Employee performance declines, needs are not meet員工績
效下降，需求不滿足
– Too much conflict太多的衝突
39
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