05&06

Organizing and Organization

Organizing:
Tasks Authority Dividing
Coordinating Process

Organization:

Robbins
Formalization

Complexity

Centralization

VS
Formal Organization

Informal Organization

NOTE

NOTE

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Koontz & Donnell

Ends
Means

Dividing
Departmentalization Grouping

Organization Chart
NOTE Organizing

Organization

Authority
1. Position Power
2.
1 Formal Theory

Top-down
2 Acceptance Theory
Bottom-up

the Zone of Indifference

A
B
C
D

NOTE Barnard
3 Situational TheoryFollett

Responsibility

NOTE
1.
2. Ultimate Responsibility

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3.
(1)
(5)
(6)
(2)
(7)
(3)
(4)
Accountability

Robbins
To what degree are tasks subdivided into separated jobs?
Work Specialization
On what basis will job be grouped together?
Departmentalization
To who do an individual report?
Chain of Comment
Where does decision-making authority lie?
Centralization / decentralization
To what degree will rules and regulations direct individuals and managers?
Formalization
How many individuals can a manager efficiently and effectively direct?
Span of Control
NOTE

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Span of Control

Graicuans Law:

Flat Structure Wide Span

Tall Structure Narrow Span

NOTE1
Integration

Loss of ControlWilliamson

Concept

1.
2.
4

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1.
2.
3.
4.
5.
6.

1.
2.

Vertical LinkageDaft 1998

Hierarchical Referral
Rules and Plans
SOPBudgets
Add Position to Hierarchy
1.
2.

1. Information System
2. E-mail System

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Horizontal Differentiation
Departmentalization
Grouping
Department Process

1.
1
2

Concept

2.
1 who
2 what
3 where

CASE
3. Hybrid Basis

NOTE
1

CASE Divisionalize Form

GM General Motor
Sloan

Sloan

Restructure

Business function
6

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NOTE1 Division SBU Department

Division > Department
NOTE2 GM
Sloan

NOTE3 Sector Organization

SBU

CASE

CEO
SBU CEO

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Chain of Command
Supervisor: Authority; Responsibility

Subordinate: Accountability

1.
Logan
2.

Staff Authority

Function Authority

Line Authority

EX

Hodgetts
1.
2. Complete Staff System

3.
4.Compulsory Staff System
5. Rotation

Delegation of Authority

1. Duty
2. Authority
3. Responsibility
4. Accountability
8

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NOTE Empowerment
Delegation

1.
MBE Management By Exception
to be an effective executive.
2.
HRD Human Resources Development

1.
2.
3.
4.

1. 2. 3. 4.
5. 6. 7. 8. 9.
39

Decentralization and Centralization

NOTE1

NOTE2

Micro view
Organizing

Marco view
Organization

Gray Dessler
1.
1 Discretion
2

2. VS
1
2
3
4

3.
9

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1
2
1.
1
2
2.
1 /
2 /
3.
1 /
2 /
4.
1
2
5.

NOTE
1
2
6.
1
2 /
7.

/ Configuration Theory ; Mintzberg

1. Strategic Apex
2. Middle Line
3. Operational Core
Q First Line Supervisor

Ans
4. Technostructure
5. Support

1. Lead
2. Balkanize
3. Professionalize
4./ Rationalize
5. Collaborate

1. Entrepreneurial Simple Structure

Lead

1
3

10

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2. Divisionalize / Divisified Form

Balkanize

3. Professional Professional Bureaucracy

4./ Machine Bureaucracy

5. Adhocracy Free Form

Innovative FormLikert Bennis

Coordinative Mechanism
1. Entrepreneurial
2./ Machine Bureaucracy
3. Professional/
4. Divisionalize / Divisified FormSBU

5. Adhocracy Mutual Adjustment

NOTE
1 Norms Culture Ideology
Missionary Structure

2Internal Coalition External Coalition

Political Organization

VS
Tall VS Flat
U VS M Drucker
Unitary
VS Multidivision

SBU

SBU

SBU

11

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SBU

SBU

05&06

VS Organic VS Mechanistic
1.

2.

VS

Flexibility

Efficiency

3. VS
4. Behavioral VS Classical
5.Stephen Robbins
Concept
Bureaucracy

Adhocracy

Element

1 Project

Cross Function Team

1 NPDNMDNTD

NCDNBDNew Product DevelopmentMarketTechnologyChannel

Business
2 Diversity

3 Team

2 Committee

12

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NOTE1
A Group think
B
C Parkinsons Law
1 / Law of Triviality

6.

1High Specialization
2High Departmentalization
3Clear Chain Of Command
4Narrow Span Of Control
5Centralization
6Formalization

( 1 )Low Specialization
( 2 )Cross Function
( 3 )Loose Control
( 4 )Wide Span Of Control
( 5 )Departmentalization
( 6 )Low Formalization

Horizontal Linkage ; Daft 1998

1. Horizontal Information System

Database
2. Direct Contact
Liaison Role

3. Task Force

13

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Routine

Non-Routine

Bureaucracy
More Mechanistic

Task Force

Adhocracy
More Organic

4. Full Time Integrator

5. Teams

Permanent.
NOTE Hierarchical
Structure Horizontal Structure Tall Flat
NOTE Matrix Organization

AZ and J Form

AAmerican

Z
American

JJapanese

14

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Concept

Mechanistic
Organic

1. 2.
3.
4. 5.

NOTE Daft
Structural

1.
2.
3.
4.
5.
6.
7.
8.

Contexural

1.
2.
3.
4.
5.

Structure Follows Strategy; Chandler

Adaptive ; miles & Snows
defender

1.
2.

Functional Design
Formalization
Centralization

prospector

1.
2.

Divisionalized Design
Decentralization

15

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analyzer
DP
DP
Matrix

05&06

Robbins
1.InnovationOrganic Structure
2.Cost MinimizationMechanistic Structure
3.ImitationMixed
1Tight Control over Current Activities
2Loose Control on New Undertakings

NOTE Mintzberg
Chandler

Plan Do See

Mintzberg

Size
KimberySize Bureaucratic Mechanistic
Robbins Size Formalization (M) Decentralization
Mechanistic

(O)

NOTE Small is Beautiful or Bigger is Better?

Iissue1: Core Competency VS Economics of Scale/Scope
Iissue2: Merge and Acquisition

1.
2.

Vertical integration

1.
2.

Virtual Integration

16

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Woodward
1.
1 Unit Small Batch
/ Customization
2 Large Batch Mass Production

3 Continuous Process

2.
Goodness of Fit

Unit

Mass

Process

Organic

Mechanistic

Organic*

Perrow
Woodward

1.
1 Problem Analyzability
2 Task Variability

2.
4

Non-Routine
Engineering
3
1

Hand Craft
Routine

3.

Burns & Stalker 20

1.
1/ Static / Stable
2 Dynamic
17

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2.

Emery & Trist

1.

1- Placid Random
2- Placid Cluster
3- Disturbance Reaction
4 Turbulent

Concept-

2.

Lawrence & Lorsch

1.
1/ Differentiation
Internal Elaboration
2 Integration

2.
1
2
>>
3

Task Force

Direct Contact

Hierarchical Referral

/
/
18

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Peter Drucker
1895~1905
Go Public
1920~1950
1.Sloan(GM)
2. Sector Organization
21 Flatening

JackWelchGE 44 25

Organizational Delayering / Down Sizing

1.

2.Peters &Waterman1982
In Search of Excellent

Simple Structure, Lean Staff

3. Organizational Restructuring
1 Quick Response; QR
2 1Delaying

2Empowerment
3Busniess Process Reengineering; BPR
3 Team Team Busniess Process

Virtual Enterprise; Davidaw & Maloue

1.
2.

NOTE1 Mass Customization; Pine

19

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NOTE2 Time-based Competition; George Stalk Jr.

QR
3.
4.Robbins Said

5. VS

6.

Network Organization; Biudett ect. 1989

1. Executive group Contracting
Value Activities Strategic
Outsourcing Virtual Integration
CASENIKE

CASEDell.com

SCM

B to C

Supply Chain Management

Direct Business Model

Dell BTO / CTO Bill to Order / Configuration to Order

NOTE1 Phillip Kotler

V.S.
VS
VS
Business v.s. Business
Value Dlivery System v.s.V.D.S.
NOTE2

20

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NOTE3 Network()
Social Relationship

Concept

Concept

NOTE4

NOTE5 Dynamic Network; Miles & Snow

EX
NOTE6
Robbins Said

Information-based Organization; Peter Drucker

Knowledge-based Organization
1.
Self-managed Teams
Professionals
Knowledge Worker

21

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2.

VS

Partnership

/
*

learning Organization; Jay Forrester; Peter Senge

1.
NOTE Chris Argyris
1 Single-loop Learning
2 Double-loop Learning
Concept

Knowledge
Problem

2.
1 EX VS VS
2

Forrester Openess
Peter Senge
3.
1 System Thinking
2 Improving Mental Models
3Personal Mastery
4 Shared Vision
5 Team Learning

Bounderyless Organization; Jack Welch (GE)

Welch

1.

2.

3.

4.

5.
NAFTAEU

22

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,,;;

Ultimate

n.

Hybrid

n.

Compulsory

a.

Accountability

n.

;;

Discretion

n.

1. ,
2. ();

Configuration

n.

Balkanize

v.

;()

Collaborate

v.

1. ; 2.

Entrepreneurial

a.

1. ; 2.

Adhocracy

n.

Coalition

n.

Organic

a.

,[B

Diversity

a.

1. ; 2.

Triviality

n.

;;

Liaison

n.

1. ; 2.

Prospector

n.

Placid

a.

,;,;

Turbulent

n.

Elaboration

n.

Referral

n.

1. ; 2. ;;
3. ;()

1. ();
2. ;;
1. ;;
2. ,

adhoc cracy ,
()
1. ,[U]
2. ()[

23

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