组织设计讨论和交流-顾问公司.pptxVIP

2011-10-26组织设计讨论与交流组织设计的三个层次治理结构所有者和经营者的权责问题“内部”和“外部”的边界划分组织管控总部和业务单元的定位和权责纵向相对独立的单元层级划分组织架构组织内部的团队和职位设计问题横向：职责切分到个人，“分群”IBM Confidential治理结构的主要工作IBM Confidential股东会、董事会、监事会和经理层之间的关系权责划分机构设置动力机制德国和美国的模式总部定位业务管控职能管控分公司分公司分公司组织管控设计的主要工作管什么？总部适合担任的角色/功能是什么？总部需要对业务单元的哪些职能进行管控？怎么管？管控方式是什么？总部直管还是分公司管？用什么方法对业务单元进行管控效果最好？IBM Confidential1. 总部定位IBM Confidential2.管控范畴财务管控战略管控运营管控产业很少关联性围绕若干核心产业或者若干相关产业从事单一产业或者紧密联系的产业产业领域侧重于分权比较平衡侧重于集权组织特征维系纽带资本纽带左+战略纽带左+技术/渠道/品牌资源成功实现的产业战略资源战略性优化配置杰出的经营者队伍高质量的投资对象收益最大化：分红资本的现金回收产品和市场的发展经营资源共享经营业绩最优化直接目标左+研发营销采购物流渠道建设人力资源左+公关审计人才培养现金管理总部职能财务规划投资监控并购整合和退出法律联想控股、Tesmark通用电气ZARA、中国移动IBM Confidential3.管控方式IBM Confidential4.管控方法静态管理动态管理工作权限人事权限财务权限预算管理业绩管理内控管理信息流转分公司分公司分公司接下来以人事权限和信息流转为例……IBM Confidential成果示例：管控模式成果示例：权限划分成果示例：信息流转Accountability and DecisionMakingStructureRoles andResponsibilitiesWork Group DesignPerformanceMeasuresJob DesignSkills Behaviour Development组织架构：组织架构设计中所需考虑的七大因素Accountability and decision making - The assignment of accountability for results of specific activities and the process for defining who is involved in and approves key decisions e.gGovernance principlesStructure - The definition of work activity groupings, reporting relationships, levels and spans e.g.FunctionalProcess Product/Channel/Customer GroupingWork Group Design - The combination of related jobs and determination of resources needed to meet the organisational requirements e.g.Cross functional teamsVirtual teamsIntegrating mechanismsRoles and Responsibilities - The assignment of responsibility for performing specified activities to specific groups or individuals e.g.Key organisation roles and interfacesAccountabilitiesPerformance Measures - The alignment and tracking of key indicators of success for individuals, groups and the overall business e.g.Process measuresUnit measuresJob measuresRewards and IncentivesJob/Role Design - The assignment of groups of related tasks/activities and procedures to specific jobs e.g. Detailed job specificationSkills Beh