管 理 學
Ch. 12 Contemporary Organizational Design
當代組織設計
複習 上一章
11.1 Organizational Design
複雜度 (分科、分層、差異化)，集權度，形式化。
e.g., 楷模廣告
11.2 Mechanistic vs. Organic Organization
軍隊，C&C vs. 知識工作者，交響樂團
11.3 Contingency Factors
one best way vs. 權變理論架構
11.4 Traditional Designs
1. Simple, 2. Functional, Divisional structure
2
綱要
12.1 當代組織設計
12.2 Organizing for Collaboration
12.3 Flexible Work Arrangements
12.4 Contingent Workforce
12.5 組織設計之今日挑戰
3
12.1當代組織設計
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
4
12.1 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.
5
A Matrix Organization in an Aerospace Firm
6
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
 has
the chain of command
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)
9
Characteristics of a Learning Organization
Organizational Design
• Boundaryless
• Teams
• Empowerment
Organizational Culture
• Strong Mutual
Relationships
• Sense of Community
• Caring
• Trust
The
Learning
Organization
Leadership
• Shared Vision
• Collaboration
Information Sharing
• Open
• Timely
• Accurate
10
Contemporary Organizational Designs
11
Contemporary Organizational Designs (cont.)
12
Contemporary Organizational Designs (cont.)
13
Contemporary Organizational Designs (cont.)
14
12.2a 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 shortterm problem affecting several departments.
e.g., 運輸年會
15
Benefits and Drawbacks of Collaborative Work
16
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.
17
Making Communities of Practice Work
18
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.
19
Benefits and Drawbacks of Open Innovation
20
11.3 Flexible Work Arrangements

Telecommuting - a work arrangement in which
employees work at home and are linked to the workplace by
computer.

Compressed workweek - a workweek where employees
work longer hours per day but fewer days per week.

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.
21
11.4 Contingent Workforce

Contingent workers - temporary, freelance, or contract
workers whose employment is contingent upon demand for
their services.
22
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.
23
作業
1. Case study: a manager’s dilemma (p. 380)
(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. 398)
(1) Identifies Dilemma.
(2) Considers Stakeholders
(3) Analyzes Alternatives and Consequences
24
3. Developing your acquiring power skill (p. 398)
4. Team exercise (p. 399)
5. Internet-based exercise (p. 400):
(1) “telecommuting work”,
(2) “best companies to work for”.
25
回顧
1. Describe contemporary organizational designs.
(Project, Matrix ……)
2. Discuss how organizations organize for collaboration.
3. Explain flexible work arrangements used by
organizations.
4. Discuss organizing issues associated with a
contingent workforce.
5. Describe today’s organizational design challenges.
Terms to Know

Team structure

Communities of practice

Matrix structure
Project structure
Boundaryless organization
Virtual organization

Open innovation
Strategic partnerships
Telecommuting
Compressed workweek
Network organization
Learning organization
Cross-functional team


Flextime (or flexible work
hours)
Job sharing
Task force (or ad hoc
committee)

Contingent workers










27