管 理 學
Ch.10 Foundations of Organizational Design
組織設計之基礎
•
蜈蚣走路需要 Align.
•
organization chart vs. organizing.
•
組織的目的在於 讓平凡人做不平凡事。
(P. F. Drucker)
•
不要期待主管給你溫暖，因為他站的位置比你高
，比你更寒冷。 (104, Simon)
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綱要
10.1 designing Organizational Structure: 六個決策要素
10.2 Mechanistic vs. Organic organizations: 機械與有機
10.3 Contingency factors affecting structural choice: 四
個權變變數
10.4 傳統組織設計：Tradition vs. Contemporary
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Exhibit 10-1: Purposes of Organizing
10.1 Defining Organizational Structure

Organizing
 arranging
and structuring work to accomplish an
organization’s goals.

Organizational Structure
 the
formal arrangement of jobs within an
organization.

Organizational Design
a
process involving decisions about six key
elements:
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設計組織結構： 六個決策要素
1. 工作專業化
2. 部門化
3. 指揮鏈
4. 管轄幅度
5. 集（分）權
6. 形式化
討論：1. 複雜度(分科、分層、差異化)，
集權度，形式化。
2. one best way?
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1. Work Specialization 工作專業化
The degree to which tasks in the organization are
divided into separate jobs with each step completed
by a different person.
 Overspecialization can result in human
diseconomies from boredom, fatigue, stress, poor
quality, increased absenteeism, and higher turnover

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Exhibit 10-2: Economies and Diseconomies of
Work Specialization
2. Departmentalization 部門化

Functional


Grouping jobs by
functions performed
Process

Product



Grouping jobs by
product line
Geographical


Grouping jobs on the
basis of product or
customer flow
Customer

Grouping jobs by type
of customer and needs
Grouping jobs on the
basis of territory or
geography
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Functional Departmentalization:
cost L, morale H, 隧道視線
Plant Manager
Manager,
Engineering
Manager,
Accounting
Manager,
Manager,
Manager,
Manufacturing
Human Resources
Purchasing
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Product Departmentalization
Bombardier, Ltd.
Mass Transit
Sector
Recreational and Utility
Vehicles Sector
Mass Transit
Division
Recreational Products
Division
Bombardier-Rotax
(Vienna)
Logistic Equipment
Division
Rail Products
Sector
Industrial Equipment
Division
Bombadier-Rotax
(Gunskirchen)
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Geographical Departmentalization
Vice President
for Sales
Sales Director,
Western Region
Sales Director,
Southern Region
Sales Director,
Midwestern Region
Sales Director,
Eastern Region
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Process Departmentalization
Plant Superintendent
Sawing
Department
Manager
Planing and
Milling
Department
Manager
Finishing
Department
Manager
Inspection and
Shipping
Department
Manager
Assembling
Department
Manager
Lacquering and
Sanding
Department
Manager
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Customer Departmentalization
e.g. 楷模廣告
Director
of Sales
Manager,
Retail Accounts
Manager,
Wholesale Accounts
Manager,
Government Accounts
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3. Chain of Command 指揮鏈
 The
continuous line of authority that extends from
upper levels of an organization to the lowest levels
of the organization and clarifies who reports to
who.

Unity of Command 指揮統一
 The
concept that a person should have one boss
and should report only to that person. e.g. Enron.
Whistling?（吹口哨，打小報告）
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
Authority 職權
 The
rights inherent in a managerial position to tell
people what to do and to expect them to do it.

Responsibility 職責
 The
obligation or expectation to perform.
 Line
vs. Staff
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Exhibit 10-4: Chain of Command
and Line Authority
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Exhibit 10-5: Line vs. Staff Authority
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4. Span of Control 管轄幅度

The number of employees who can be effectively and
efficiently supervised by a manager.

affected by:
 Skills
and abilities of the manager
 Employee characteristics
 Characteristics of the work being done
 Similarity of tasks
 Complexity of tasks
 Physical proximity of subordinates
 Standardization of tasks
 IS, Culture, Leading style,……
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Contrasting Spans of Control
Organizational Level
Members at Each Level
1
1
1
2
4
8
3
16
64
4
64
512
5
256
4,096
6
1,024
7
4,096
Span of 4
Operatives
= 4,096
Managers (levels 1-6) = 1,365
Span of 8
Operatives
= 4,096
Managers (levels 1-4) = 585
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5. Centralization 集權


Decentralization 分權


Organizations in which decision-making is pushed down to
the managers who are closest to the action.
Employee Empowerment 賦權


The degree to which decision-making is concentrated at a
single point in the organizations.
Increasing the decision-making authority (power) of
employees.
Delegation 授權
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Exhibit 10-7: Centralization or
Decentralization
6. Formalization 形式化

The degree to which jobs within the organization are
standardized and the extent to which employee
behavior is guided by rules and procedures.

Highly formalized jobs offer little discretion over what is to
be done. e.g. Explicit job description.
討論：論文的實質內容與形式規格
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10.2 Mechanistic vs. Organic Organization:
Paradigm Shift (軍隊，C&C vs. 知識工作者，交響樂團）
Mechanistic
• High Specialization
• Rigid Departmentalization
• Clear Chain of Command
• Narrow Spans of Control
• Centralization
• High Formalization
Organic
• Cross-Functional Teams
• Cross-Hierarchical Teams
• Free Flow of Information
• Wide Spans of Control
• Decentralization
• Low Formalization
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10.3 contingency factors
權變理論架構 vs. one best way
權變因素
組織結構
.策略
.複雜度
.規模
.集權度
.技術
.形式化
.環境
(權力，政治)
組織效能
.獲利，成長
.顧客滿意
.員工滿意
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Contingency Factors: 1. Strategy:
Structure follows Strategy (A. Chandler)

Innovation 攻，Amazon, Starbucks
 Pursuing
competitive advantage through meaningful and
unique innovations favors an organic structuring.

Cost minimization 守，McDonald
 Focusing
on tightly controlling costs requires a
mechanistic structure for the organization.

Imitation
 Minimizing
risks and maximizing profitability by
copying market leaders requires both organic and
mechanistic elements in the organization’s structure.
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2. Size

As an organization grows larger, its structure tends
to change from organic to mechanistic with
increased specialization, departmentalization,
centralization, and rules and regulations.
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實證研究
規模
+
複雜度
.水平差異化
.垂直差異化
政府機關
（企業組織）
e.g. Parkinson’s law: The number of subordinates increases
at a fixed rate regardless of the amount of work produced.
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實證研究
規模
+
複雜度
.水平差異化
.垂直差異化
政府機關
（企業組織）
e.g. Parkinson’s law: The number of subordinates increases
at a fixed rate regardless of the amount of work produced.
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實證研究
規模
-
集權度
專業管理者
（擁有者）
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實證研究
+
形式化
規模
相依單位
（獨立單位）
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3. Technology

Organizations adapt their structures to their
technology.

Routine technology = mechanistic organizations

Non-routine technology = organic organizations
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Structural
Characteristics
Woodward’s Findings on Technology,
Structure, and Effectiveness
Unit
Production
Mass
Production
Low vertical
differentiation
Low horizontal
differentiation
Low formalization
Moderate vertical High vertical
differentiation
differentiation
High horizontal
Low horizontal
differentiation
differentiation
High formalization Low formalization
Most effective
structure
Organic
Mechanistic
Process
Production
Organic
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4. Environmental Uncertainty

Mechanistic organizational structures tend to be
most effective in stable and simple environments.

The flexibility of organic organizational structures
is better suited for dynamic and complex
environments.
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10.4 Traditional Designs
1. Simple structure 簡單結構
 Low
departmentalization, wide spans of control,
centralized authority, little formalization
2. Functional structure 功能結構
 Departmentalization
by function: Operations, finance,
human resources, and product research and development
3. Divisional structure 部門結構
Composed of separate business units or divisions with
limited autonomy under the coordination and control the
parent corporation.
討論： 1. 大潤發採購部品保組，遠航飛安室 2. 自主團隊
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有多自主？
Exhibit 10-10: Traditional Organizational Designs
作業
1. Case study: a manager’s dilemma (p. 292)
(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. 309)
(1) Identifies Dilemma.
(2) Considers Stakeholders
(3) Analyzes Alternatives and Consequences
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3. Developing your delegating skill (p. 309)
4. Team exercise (p. 310)上網找三個組織之組織圖，
討論其優缺點，比較異同。
5. Internet-based exercise (p. 311): “政府再造？行政院
減肥？部會精簡！”
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回顧
1. 比較 Organization chart
VS. Organizing
2. 比較 Organizational structure
VS. Design
3. 區分 Mechanistic
VS. Organic organization
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Terms to Know
















organizing
organizational structure
organizational chart
organizational design
work specialization
departmentalization
cross-functional teams
chain of command
authority
responsibility
unity of command
span of control
centralization
decentralization
employee empowerment
formalization








mechanistic organization
organic organization
unit production
mass production
process production
simple structure
functional structure
divisional structure