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Chapter3: Fundamentals of Organization Structure - Coggle Diagram
Chapter3: Fundamentals of Organization Structure
3.1 Organization Structure
identifies the grouping together of individuals into departments and of departments into the total organization
design of systems to ensure all forms of effectiveness
designates formal positions and reporting relationships
3.2 Information-Sharing Perspective on Structure
Centralized Versus Decentralized
Vertical Information Sharing
Hierarchical Referral.
Rules and Plans
Vertical Information Systems
Horizontal Information Sharing and Collaboration
Liaison Roles
Task Forces
Information Systems
Full-time Integrator
Cross-Functional Teams
Relational Coordination
3.3 Organization Design Alternatives
Required Work Activities
Reporting Relationships
Departmental Grouping Options
Departmental grouping
Functional grouping
Divisional grouping
Matrix grouping
Holacracy team grouping
virtual network grouping
3.4 Functional, Divisional, and Geographic Designs
Functional Structure
Functional Structure with Horizontal Linkages
Divisional Structure
Geographic Structure
3.5 Matrix Structure
Conditions for the Matrix
Condition 2. Environmental pressure exists for two or more critical outputs
Condition 3. The environmental domain of the organization is both complex and uncertain
Condition 1. Pressure exists to share scarce resources across product lines
Strengths and Weaknesses
is best when environmental change is high and when goals reflect a dual requirement
it enables an organization to meet dual demands from customers in the environment
some employees experience dual authority, reporting to two bosses and sometimes juggling conflicting demands
3.6 Virtual Network Structure and Outsourcing
How the Structure Works
Strengths and Weaknesses
the organization, no matter how small, can be truly global
lack of control
3.7 Holacracy Team Structure
Characteristics
Teams evolve, form, and disband as conditions change.
Teams design and govern themselves.
Individual roles are collectively defined and assigned within the various teams as needed to accomplish the work
Leadership is distributed and contextual
Teams (circles are the fundamental building blocks of the organization
3.8 Applications of Structural Design
Mix and Match
Structural Alignment
Symptoms of Structural Deficiency
There is an absence of collaboration among units
The organization does not respond innovatively to a changing environment
Decision making is delayed or lacking in quality
Employee performance declines and goals are not being met
延伸學習：合弄制
將過去由「人即固定崗位」定義工作，轉變為「圍繞工作任務」來定義，且經常被更新
個案：Zappos
採用不當導致組織產生新的混亂：最大問題是它過於專注於內部。
新的組織模式的解決方案：是一個市場模擬的組織模式，將公司內部員工隊伍分為小團隊，而小團隊則像小型企業一樣運作並管理自己的損益表，而不是僅僅專注於管理公司全部損益。
層級式架構變合弄制架構
固定崗位變動態角色
權力集中變權力分散
大型重組變迅速迭代
辦公室政治變透明的規則