全球地理结构.pptVIP

高塔式與扁平式組織 授權 將組織扁平化的另一種方式就是授權，亦即將職權下授給較低階層的管理者或非管理人員。 整合機制的類型 整合機制 管理者可用來提升功能間與事業部間溝通與協調的組織化工具。 圖7.9 整合機制的類型-1 7-* 策略聯盟-1 策略聯盟 兩家或以上企業在交換與分享資源以進行產品的產銷上所達成的正式協定。 外包 利用外國供應商與製造商來生產產品、提供服務。 策略聯盟-2 網路結構 在產品的產銷上，一個或以上的組織與供應商、製造商及／或製造商建立一系列全球策略聯盟。 可促成無疆域組織的產生。 策略聯盟-3 無疆域組織 用資訊科技（電腦、傳真機、電腦輔助設計系統、視訊會議）來連結人員的組織。 策略聯盟-4 知識管理系統 有系統地儲存每位顧問的知識資料，當在工作上碰到問題時，都可以檢索其他顧問的資料，並請具有該領專業技術的人協助解決的虛擬資訊系統。 企業對企業網路與IT 企業對企業網路 某一產業中（例如汽車製造業）都使用同樣的軟體平台來互相連結，並建立產業規格與標準的大多數或所有企業。 * * * The Organizational Environment The quicker the environment changes, the more problems face managers. Structure must be more flexible (i.e., decentralized authority) when environmental change is rapid. Strategy Different strategies require the use of different structures A differentiation strategy needs a flexible structure, low cost may need a more formal structure Increased vertical integration or diversification also requires a more flexible structure Technology The combination of skills, knowledge, tools, equipment, computers and machines used in the organization More complex technology makes it harder for managers to regulate the organization Managers must take into account all four factors (environment, strategy, technology and human resources) when designing the structure of the organization * * * * * * * Divisions create smaller, manageable parts of a firm Divisions develop a business-level strategy to compete Divisions have marketing, finance, and other functions Functional managers report to divisional managers who then report to corporate management * * * * The matrix structure is very flexible and can respond rapidly to the need for change Each employee has two bosses (functional manager and product manager) and possibly cannot satisfy both * * * * Tall structures have many levels of authority and narrow spans of control Flat structures have fewer levels and wide spans of control * * * 7-* Chapter 7 組織結構設計 本章目標 確認影響管理者選擇組織結構的因素。 解釋管理者如何將任務集結成工作，以激勵員工、滿足員工需求。 描述組織結構