组织构架与组织结构在线视频

同学们好
Hello everyone

我是云南财经大学国际工商学院的潘雪冬老师
I am Pan Xuedong from International Business School of Yunnan University of Finance & Economics

这节课我们学习国际企业组织第一节组织构架与组织结构
Today, we are studying Unit 1 Organizational architecture and structure

组织构架指的是整个公司的组织
Organizational architecture means the totality of a firm’s organization

包括正式组织结构
including formal organizational structure

控制系统以及奖励 流程 组织文化和人员
control systems and incentives, processes, organizational culture and people

一个优秀企业要实现盈利
A superior enterprise requires three conditions to reach profitability

或具备盈利能力需要三个条件
or to have abilities to profit

第一
First

公司组织构架的不同要素
the different elements of a firm’s organizational architecture

必须具有内部一致性
must be internally consistent

第二
Second

组织构架必须与公司的战略相匹配或相适应
the organizational architecture must match or fit the strategy of the firm

战略和构架必须一致
and strategy and architecture must be consistent

第三
Third

战略和公司的构架不仅应相互一致
the strategy and architecture of the firm must not only be consistent with each other

而且必须与公司市场中普遍的竞争条件相符合
but also make sense given the competitive conditions prevailing in the firm’s markets

即战略 构架和竞争环境必须保持一致
strategy, architecture, and competitive environment must all be consistent

从下面这张组织构架图中
From below organizational architecture figure

我们可以看到
we can see that

组织构架的组成要素包括
the elements of organizational architecture including

1.组织结构
1.organizational structure

2.控制系统
2. control systems

3.奖励
3. incentives

4.流程
4.processes

5.组织文化
5.organizational culture

6.人员
6.people

组织结构需要完成三件事
Organizational structure needs to be completed three things

第一
First

把组织正式划分为各子单位
the formal division of the organization into subunits

例如产品分部
such as product divisions

在各国的营运点以及各职能部门
national operations, and functions

第二
Second

在组织结构中决策职责的落实
the location of decision-making responsibilities within that structure

第三
Third

建立整合机制
the establishment of integrating mechanisms

以协调各子单位的活动
to coordinate the activities of subunits

控制系统是衡量子单位绩效的尺度
Control systems are the metrics used to measure the performance of subunits

同时也是判断管理人员经营子单位效果的标准
and make judgements about how well managers are running those subunits

例如
and make judgements about how well managers are running those subunits
For example

例如
For example

联想通过利润来衡量
Lenovo measured the performance of

各国子公司的情况
national operating subsidiary companies according to profitability

利润是衡量的尺度
profitability was the metric

奖励是用以奖赏适当管理行为的手段
Incentives are the devices used to reward appropriate managerial behavior

奖励与绩效标准紧密相连
incentives are very closely tied to performance metrics

流程是组织中做决策
Processes are the manner in which decisions are made

和工作的方式
and work is performed within the organization

例如制定战略的过程
Examples are the processes for formulating strategy

决定如何在企业中分配资源
for deciding how to allocate resources within a firm

或考评管理人员的绩效并给予反馈
or for evaluating the performance of managers and giving feedback

组织文化是组织中员工
Organizational culture refers to the norms and value systems

共享的准则和价值体系
that are shared among the employees of an organization

正如社会具有文化一样
Just as societies have cultures

组织也不例外
so do organizations

组织文化对一个企业如何表现能产生深刻的影响
Organizational culture can have a profound impact on how a firm performs

人员不仅指组织的员工
People mean not only the employees of the organization

还包括招聘员工
but also the strategy used to recruit

给员工适当的薪酬和留住员工的策略
compensate and retain those individuals

以及按他们的技能
and the type of people that they are in terms of their skills

价值观和倾向性划分的类型
values and orientation

组织构架中的各组成部分
The various components of an organization’s architecture are

并不是互相独立
not independent of each other

而是相互影响
they are impacted mutually

例如
For example

公司可以有意识地雇用一些
this can be used proactively to hire individuals whose

内在价值观与
internal values are consistent with those

企业希望在组织文化中加以强调的价值观相一致的人
that the firm wishes to emphasize in its organizational culture

人员能用以强化组织中的主流文化
People can be used to reinforce the prevailing culture of the organization

联合利华就是这样做的
Unilever has historically made an effort to

竭力雇用有社交能力
hire managers who were sociable

高度重视协调合作的人
and placed a high value on consensus and cooperation

希望在自身的文化中强调价值观
values that the enterprise wished to emphasize in its own culture

组织结构设计指的是
Organizational structure designing refers to

1.在组织结构中
1. Vertical differentiation, which refers to the location of

决策职责的定位 即所谓的垂直差异化
decision-making responsibilities within a structure

2.把组织
2. horizontal differentiation, which refers to

正式划分为子单位 即水平差异化
the formal division of the organization into subunits

建立整合机制 以协调子单位
integrating mechanisms which are mechanisms for coordinating subuntis

垂直差异化就是决定其层级组织中
Vertical differentiation determines where in its hierarchy

决策权集中的地方
the decision-making power is concentrated

是把生产和营销决策权集中在
Are production and marketing decisions centralized in the offices of

高层管理办公室
upper-level managers

还是下放给低层管理者
or are they decentralized to lower-level managers

有人赞成集权 有人支持分权
There are arguments for both centralization and decentralization.

赞成集权的理由主要有四个
There are four main arguments for centralization

一 集权有助于协调
First, centralization can facilitate coordination and integration of operations

二 集权能保证
Second, centralization can help ensure that

决策与组织目标相一致
decisions are consistent with organizational objective

三 让权力集中到某人或某个高层管理班子的手中
Third, by concentrating power and authority in one individual or a management team

能使高层管理者采取措施
centralization can give top-level managers the means to

做出必要的重大组织变革
bring about needed major organizational changes

四 当组织中各子单位进行类似的活动时
Fourth, centralization can avoid the duplication of activities that occurs

集权能避免这些活动重复进行
when similar activities are carried on by various subunits within the organization

赞成分权的理由主要有五个
There are five main arguments for decentralization

一 当对决策采取集权时 高层管理者可能会不堪重负
First，top management can become overburdened when decision-making authority is centralized

从而导致决策失误
and this can result in poor decisions

二 分权能提高人的工作积极性
Second, motivational research favors decentralization

三 分权具有更大的灵活性
Third, decentralization permits greater flexibility,

能对环境变化做出更快的反应
more rapid response to environmental changes

因为决策不必层层上报
because decisions do not have to be “referred up” the hierarchy

四 分权能使人做出更好的决策
Fourth, decentralization can result in better decisions

五 分权能加强控制
Fifth, decentralization can increase control

选择集权还是分权并不是绝对的
The choice between centralization and decentralization is not absolute

通常有些决策适合集权
Frequently it makes sense to centralize some decisions

而另一些则适合分权
and to decentralize others

这取决于决策的类型和公司的战略
depending on the type of decision and the firm’s strategy

实施全球标准化战略的公司
Firms pursuing a global standardization strategy

总部必须决定把研发
,the head office must take the decisions about where to locate R&D

生产 营销等部门设在何处
production, marketing, and so on

还必须协调价值创造活动的全球分布网
In addition, the globally dispersed web of value creation activities that

使它们有助于实现全球标准化战略
facilitates a global strategy must be coordinated

相反
In contrast

实施本土化战略的公司
the emphasis on local responsiveness in firms pursuing a localization strategy

强调地区的调适
creates strong pressures

把经营决策权下放给国外子公司就显得极为重要
for decentralizing operating decisions to foreign subsidiaries

实施国际战略的公司倾向于
Firms pursuing an international strategy tend to maintain

集中控制其核心竞争力
centralized control over their core competencies

而把其他决策权分给国外的子公司
and to decentralize other decisions to foreign subsidiaries

水平差异化指公司
Horizontal differentiation is concerned with

如何决定把自身分为几个子单位
how the firm decides to divide itself into subunits

这种划分通常以职能
The decision is normally made on the basis of function

业务类型或地理区域为基础
type of business or geographic area

国际分部当公司刚扩展到国外时
When firms initially expand abroad

通常把所有的国际活动集中在一个国际分部
they often group all their international activities into an international division

以职能为组织基础的公司和
This has tended to be the case for firms organized on the basis of functions

以产品为组织基础的公司通常如此
and for firms organized on the basis of product divisions

这种组织结构已被广泛采用
This structure has been widely used

调查显示
Study shows

所有向国际化进军的公司中有60%
that 60 percent of all firms that have expanded internationally have initially

首先采用这一结构
adopted this structure

尽管这种组织结构很流行
Despite its popularity

但是问题也随之产生
an international division structure can give rise to problems

这种双重结构存在着
The dual structure it creates contains inherent potential for conflict

国内与国外经营间潜在的冲突与协调问题
and coordination problems between domestic and foreign operations

具体表现为
The specific problem is that

国外子公司的负责人在组织中的话语权
the heads of foreign subsidiaries are not given as much voice in the organization as

没有国内职能部门负责人或国内产品部门负责人多
the heads of domestic functions or divisions

另一个问题则是
Another problem is

国内运营与国外运营之间协调的缺乏
the implied lack of coordination between domestic operations and foreign operations

在组织结构层次中的各部门相互独立
which are isolated from each other in separate parts of the structural hierarchy

这将阻挠在全球范围内引入新产品
This can inhibit the worldwide introduction of new products

鉴于以上这些问题
As a result of such problems

大多数继续扩展国际化的公司都摒弃了国际分部这一结构
many firms that continue to expand internationally abandon this structure

选择采用下面的世界范围的组织结构
and adopt the worldwide structure as below

一是世界范围的产品分部结构
One is a worldwide product divisional structure

产品多样化的公司乐于采用这种结构
which tends to be adopted by diversified firms

另一个是世界范围的地区结构
Another is a worldwide area structure

产品非多样化但以职能为基础的公司乐于采用此结构
which tends to be adopted by undiversified firms whose domestic structures are based on functions

产品多样化程度低
A worldwide area structure tends to be favored by firms with a low degree of diversification

且国内组织结构以职能为基础的公司适合采用世界范围的地区结构
and a domestic structure based on functions

这一结构把整个世界分为若干区域
Under this structure, the world is divided into geographic areas

每一区域可以是一个国家（如果该市场足够大）或一组国家
An area may be a country (if the market is large enough) or a group of countries

每个区域往往小而全
Each area tends to be a self-contained

在很大程度上是独立自治的实体
largely autonomous entity with its own set of value creation activities

有自己的生产 营销 研发
including its own production marketing, R&D,

人力资源和财务职能
human resources and finance functions

战略决策权通常都下放给各个地区
Strategic decisions are typically decentralized to each area

总部掌握公司总的
with headquarters retaining authority for the overall strategic direction of the

战略方向和财务控制权
firm and financial control

产品相当多样化和
A worldwide product division structure tends to be adopted by firms that are reasonably diversified

原先在国内以产品划分部门的企业倾向于采用世界范围的产品分部结构
and originally had domestic structures based on product divisions

每个分部都是一个自给自足
Each division is a self-contained

大体上自治的实体
largely autonomous entity

并对其价值创造活动负全部责任
with full responsibility for its own value creation activities

总部负责公司的
The headquarters retains responsibility for

整体战略发展和财务控制
the overall strategic development and financial control of the firm

世界范围的产品分部结构是为了克服
The worldwide product divisional structure is designed to help overcome

有国际分部和世界地区结构所产生的协调问题
the coordination problems that arise with the international division and worldwide area structures

还有助于分部内部在全球运营过程中转移核心竞争力
It also facilitates the transfer of core competencies within a division’s worldwide operations

有利于新产品在全球同步上市
and the simultaneous worldwide introduction of new products

世界范围的地区结构
Both the worldwide area structure

和世界范围的产品分部结构各有利弊
and the worldwide product divisional structure have strengths and weaknesses

世界范围的地区结构更适合采取本土化战略的公司
A worldwide area structure is more appropriate if the firm is pursuing a localization

世界范围的产品分部结构更适合采取
A worldwide product divisional structure is more appropriate for firms pursuing

全球标准化或国际战略的公司
global standardization or international strategies

许多企业尝试采用矩阵结构来应对
Some firms have attempted to cope with the conflicting demands of

跨国战略的冲突性要求
a transnational strategy by using a matrix structure

在经典的全球矩阵结构中
In the classic global matrix structure

给予产品分部和地理区域同等的组织地位
giving product divisions and geographic areas equal status

强化职责的双重性
within the organization reinforces the idea of dual responsibility

这种双重决策
This dual decision-making responsibility

能同时实现企业的特定目标
should enable the firm to simultaneously achieve its particular objectives

遗憾的是
It is a pity that

全球矩阵结构并不像理论预示的那样奏效
that the global matrix structure does not work as well as the theory predicts

在实践中
In practice

矩阵显得笨拙而官僚化
the matrix often is clumsy and bureaucratic

导致会议不断很难解决问题
It can require so many meetings that it is difficult to get any work done

决策的速度大大放慢
and slow decision making

即无法对市场变化做出反应
It is unable to respond quickly to market shifts

又缺乏创新
or to innovate

还会在区域和产品部门间产生冲突和不断的权利争斗
It can lead to conflict and perpetual power struggles between the areas and the product divisions

导致责任很难明确
as a result, leading to uncertain accountability

基于这些问题
In light of these problems

跨国公司开始
many firms that pursue a transnational strategy have tried to

创建“灵活机动”的组织结构
build “flexible” matrix structures

以跨国公司网络 共享的文化
based on networks, shared culture

和意愿作为基础
based on networks, shared culture

形成非正式的组织结构
and vision to form informal structure

这个方法被称作 整合机制
It is called integrating mechanisms

前面讲述了公司把自己划分为若干子单位
The previous section explained that firms divide themselves into subunits

协调这些子单位的一个方法就是集权
One way of coordinating these subunits is through centralization

但如果协调任务很复杂
If the coordination task is complex, however

集权就不那么有效
centralization may not be very effective

负责协调的高层管理者
Higher level managers responsible for achieving coordination

很快就会被
can soon become overwhelmed by the volume of work required

协调活动所产生的巨大工作量压垮
to coordinate the activities of various subunits

在这种情形下
Under this situation

跨国公司采取正式和非正式的整合机制进行协调和管理
firms take the formal and informal integrating mechanisms to collaborate and coordinate

把子单位整合起来的正式机制可以
The formal mechanisms used to integrate subunits vary in complexity

从简单的直接联系或设置联络员角色到组建一个团队
fromssimple direct contact and liaison roles, to teams

甚至一个矩阵结构
to a matrix structure

协调的需求越大
The greater the need for coordination

正式整合机制就越复杂
the more complex the formal integrating mechanisms need to be

但这样的解决方案容易官僚化 不灵活
However, such matrix solutions can quickly become bureaucratic and inflexible

旧问题的解决过程中又会产生许多新问题
create many new problems rather than the hoped-of cooperation

这就需要非正式的整合机制来支持
Nit needs to be supported by informal integrating mechanisms

为了减少和避免由正式的
In attempting to alleviated or avoid the problems associated with

整合机制所产生的问题
formal integrating mechanisms

公司试着采用一种非正式的整合机制
firms are experimenting with an informal integrating mechanism

知识网络
knowledge networks

知识网络是一种在组织内部传送信息的网络
knowledge network is a network for transmitting information within an organization

不是基于正式组织结构
that is based not on formal organizational structure

而是基于企业内个经理之间的非正式联系
Abut on informal contacts between managers

及分布式信息系统
and on distributed information systems

网络的强大力量在于它在跨国公司中被当做
The great strength of such a network is that it can be used as

知识流动的非官方渠道
a nonbureaucratic conduit for knowledge flows within a multinational enterprise

实施非正式整合机制的基础是
The foundation for implementing informal integrating mechanism is that

企业必须有一个强大的组织文化来支持
the firm must have a strong organizational culture to support it

组织内的经理们必须坚持一系列共同的价值观和准则
and the organization’s managers must adhere to a common set of norms and values

暂时放下本部门的利益
that override differing subunit orientations

让我们来对这一小节的教学进行总结
Let’s make a summary of this unit

多国企业需要整合协作
Multinationals need integration

特别是当企业奉行全球标准化战略
particularly if they are pursuing global standardization

国际战略或跨国战略时
international or transnational strategies

但合作并非易事
But it can be difficult to achieve due to

会出现很多障碍
the impediments to coordination

企业通过正式的整合机制来取得合作
Firms traditionally have tried to achieve coordination by adopting formal integrating mechanisms

但并不十分有效
but these do not always work

因为正式的整合机制比较官僚
Because the formal integrating mechanisms tend to be bureaucratic

解决这一难题的方法有两个
the solution to this dilemma seems twofold

公司基于共同的文化建立非正式的知识网络
the firm must try to establish an informal knowledge network

用它来完成由正式的矩阵结构所从事的大多数工作
that can do much of the work previously undertaken by a formal matrix structure

这一节的内容就是这些
That’s all for today

感谢大家的参与
and thank you for your participation