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PowerPoint

-1-

Performance

Purpose)

People

Process

Policy

-2-

Division of Labor

Authority

Basis

Department

Span of Control

-3-

...

Classical Matrix Organic

Division of Labor

Authority

Departmentalization

Span of Control

Specialization

Number

Homogeneous Heterogeneous Basis

Delegation

-4-

Purpose

Process

Management Concept

People

Decision Making Process

-5-

JobsJobholdersAuthority

ApprovalMaking Decisions

Professional Manager

,

-6-

Grouping

Function

Territory

Product

Customer

-7-

Direct SingleDirect GroupCross

IntensityFrequency

Required ContactR&D;Degree of SpecializationAbility to Communicate

-8-

Dimension

Formalization Policy

Operating Procedures

Centralization

Complexity/

-9-

Dimension Decision

-10-

Mechanistic Model Organic Model

-11-

Mechanistic Model Organic Model

1.Task Force

2 Permanent Teams

3 Product Managers

4 Product Management

Departments / Units

-12-

(Matrix Organization)

FunctionProductBalance

A

B

C

D

-13-

(Company Ability)

,

Process

Technology Structure System

People

Purpose

-14-

Vs Vs

(7S)

-15-

Strategy

Skills

Structure

SharedValue

Staff

Systems

Style

7S

Hardware

Software

Source: Gibson & Hodgetts (1985)

(Structure is not organization)

-16-

/: How the organization functions, Mintzberg, 1983

(output)

/

-17-


()

-18-


-19-


/

1

2

3

-20-


O.E.M

-21-


-22-


A B C

(output)

D

-23-

Project-Based Structure

B C DA E

-24-

/Project / Product-based Organization Structure

Sales Dept

Pre-sales Engineering

Technical Departments

Post-sales Departments

/

- Matrix

-25-

Matrix Organization

(Advantages) (Disadvantages)

()

-26-

C.E.O

A

B

C

-27-

/: Quality of Working Life, no.32, Autumn, 1997

(Organization)

CCM-97

-28-

A. ()

B.

C. /

D. (Integrated network)

: Bartlett and Ghodhal, 1989)

International

Division

A C

DB InternationalSubsidiaries

Global Product

Companies

Transnational Corporation

LocalIndependence

AndResponsiveness

Global Co-ordination

-29-

Customer

Channel

Front line

Marketing & sales

Middle Management

Production & Supporting

Service

Top

Mgnt

()

() B A ()

Output

(Lam. 1999)

Input

012

-30-

(Centralization)Vs(Devolution)

(Organizational configuration)

(Resources allocation)(Control process)

()

-31-

1. ()

2.

3.

4.

-32-

THE DANGER OF BEING CUSTOMER LED

()Today s Business(Internal business

Process perspective)

Unexploited

Opportunities

Unarticulated

CUSTOMER NEEDS

Served

Unserved

CUSTOMER TYPES

:19949

Learning and innovation perspective (strategic investment)

Articulate

d

Customerperspective

Financialperspective

-33-

1 2 3 4 5 6 7

The Process of Economic Growth

Adopted from Rostow, W. 1962

1. 2. 3. 4. 5. 6. 7. ?

:

:

-34-

Marketing/Business Environment /

E

S /

P/L

T

Marketing/Business Environment /

E

-35-

Market

Competitors

Stakeholders

Suppliers

Innovations

Substitution

Pressure Groups

Customers

Intermediaries

Economic

/Political/Legal

Social

Technological

Internal and ImmediateEnvironment (Micro)

External Environment(Macro)

Environmental(Green issues)

Market

-36-

,

( Rowstow (1962) )

Orientation ()

Economic Growth

-37-

/(Strategic Business Unit) ()

* () (General Motors)(GM)(Alfred P. Sloan) (1875-1966)

* G.M32(1923-1956)

* (My years with General Motors)(learning)(information technology driven) (leadership)

* ( ) (decentralization)(divisionalization)

* S.B.U(decentralization)G.M (centralization)(inefficiency)

-38-

* G.M(Business Units) -B.UB.U( s t r a t e g i c ) ( F i n a n c e ) (Headquarters)

*

* B.UG.MB.U

/(strategic Business Unit) ()

-39-

Internal Customers External Customers

G.M

Car

B.U1

G.M

Car

B.U2

G.M

Car

B.U3

G.M

Car

B.U4

G.M

Car

B.U5

Other

car

company

Other

car

company

Other

car

company

Other

Truck

company

Other

heavy

Truck

company

G.M

component

B.U

A

G.M

component

B.U

B

G.M

component

B.U

B

-40-

:

* B.U(Sales increase)

* Sales increase% of operating costs ()

* (cost accounting)(Assembling)

* (Focus, Focus & Focus) Porters Three Generic strategic (1980)

* B.U(innovation)G.M (Ford)model T

(Strategic Business Unit) ()

-41-

* B.U (leadship)B.U(team-work)

* (departmentalism)

*

* (flexible manufacturing)

(Strategic Business Unit) ()

-42-

SloanS.B.U

* Sloan - (Entrepreneurer)

* FocusS.B.U (LongTerm Strategic Planning)

* (Allocation of Resources) (New product Development andR&D)

* - (Operation Efficiency)

* Sloan(SupportingUni t s ) (R&D) (E ngineer ing)(Purchasing)(Finance)

-43-

()

1) (Adizes, 1988)2) Corporate Turnaround (Slatter &Lovett, 1999)

()

()

()

()

(Lam 2001)

-44-

Slatter, 1984

(Lam 2001)

-45-

Vision

Policies

/

Stakeholders

Mission

()

C.E.O

(Lam 2001)

-46-

Vision

Stakeholders

Mission

/ / ()

()

-47-

(Management Paradigm)

/

(/) /

()Management Paradigm

Strategy

Performance

Individual

(Lam 2001)

-48-

?

/

(SOP)(/)

()

(S)(W)

()

(T)(o)

?

BSC

-49-

/(Newman & Logan, 1976)

/

PESTEL

?

?

?

-50-

(Feasibility)

(Desirability)

(Practicality)

(Consistency)

(Usefulness)

(Guidelines)

-51-


(Function)/

Caterpillar, Prudential Insurance, Texas Instrument

-52-


/

-53-


-54-


-55-


AB

-56-


-57-

Philips

,

(Matrix) (CountryManager)(Eindhoven)(Sony)(Panasonic)()

MOC=Case 1-1

-58-

(C.E.O) (Wisse Dekkers) (Cor van der Klugt) (restructuring)(ChangeSteering Committe) :(ProductDivision)

(Change masters)

MOC-Case-1 - 2

-59-

(Company Culture)(Performance Appraisal)(Job Description)

(Unit Manager)

MOC-Case-1 - 3

-60-

(Jan Timmer)(Consumer Electronics)

,

MOC-Case-1 - 4

-61-

()

C.E.O(Ruwenberg) (Operation Centurion),

MOC-Case-1 - 5

-62-

(Centurion)

20%

MOC-Case-1 - 6

-63-

(Town Metting)22%()

MOC-Case-1 - 7

-64-

(Empowerment)4.3%6.2%20.351.4

MOC-Case-1 - 8

矩阵式管理 - service.kingdee.comservice.kingdee.com/download/597.html · 矩阵 式管理...

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矩阵式管理 - service.kingdee.comservice.kingdee.com/download/597.html · 矩阵式管理...