组织结构设计框架.PPT

组织设计的含义(续)结构变革细分前vs.细分后协调机制一致性(在商店中展示)新产品计划促销精密计划和沟通快速产品推介(从2-3年到14个月)权利结构的变化管理过程固有的复杂性运营过程的速度严密控制一致性微观营销战略增加破坏消除80年代早期，实地关键客户经理(KAM)之间缺少知识、专业和看法的共享机制信息基础设施支持微观营销战略信息基础设施支持1.了解客户(了解[access]实地销售团队“大脑”中的信息）2.了解业务(更加广泛的分配知识、专长和高级管理团队的判断）管理层意识到：它将使决策更加及时、更加以客户为中心支持信息基础设施对Korn战略实施方法的评估Korn没有:理解所需要的变革的重要性并制定变革的步伐沟通-“在Frito-Lay，任何人所可能犯的最严重的错误就是缺乏沟通”认识到实施战略时出现的问题，并清楚地和员工沟通这些问题完全理解他直接介入并监督变革过程的需要Jordan的行动措施

(短期管理)重新控制运营程序减缓新产品的开发和产品/服务的配送程序减少复杂性(减少新产品推介;回到全国性模式)把决策权交还给高管层把公司带回到理想的利润水平强调成本控制、质量和生产率在制造、物流和销售方面，重新设计职能部门内的程序TM-*******1.Korn’svisionwasappropriate2.SeniormanagementatPepsiCo(HQ)failedtoappreciatetimerequiredtoeffectchangeofhismagnitude.3.Seniormanagementfocusedonshort-timeprofitabilitythatstiflesINNOVATION.*ThischaptersummarizestheinsightsgainedfrommanagersaroundtheworldastheyattempttoredefinetheirorganizationstomeetthechallengesofmanaginginanINFORMATIONAGE.–managingspeedandcomplexityALERANINGmodelthatindividualactionsneededtoachievesharedpurposes.Creatingorganizationsthatsimultaneouslycapturethebenefitsofbeingbigandsmall--thishasforcesthemtoconfrontthefactthat--CONTROLbustbemaintainedeventheflexibilityandspeedaresought,thatactioncontrol(employeesaretoldwhattodo),resultscontrol(helpfocusmanagerialattention),personnelcontrol(ensurethatrightpeoplewiththerightskillsarerecruited,hired,developed,motivatedandretained),transactioncontrol(accurateandcompletedocumentationoffinancialandlegaltransactions)--AUTHORITYsystemsmustberedefinedtoensurethatempowermentdoesnotbecomeanarchy.Itlimitsdecisionmakingandactionsbystrictsegregationofresponsibilityandduties,standardizationofjobs,directsupervision,andrestrictedaccesstoinformationandassetseverywherebutverytopofthefirm.VALUE:integrity,honesty,andcom