2021年1月23日发(作者：cwf)
Unit 4 Organizational Design and Culture
组织设计与组织文化

Text A A Formal or Informal Organization
正式组织或非正式组织

Pre- reading Task
课前阅读

Read
the
following
questions
first,
which
will
help
you
understand
the
text
below
better,
and then answer the questions after reading the text carefully.

先看下面的问题，
这些问题将有助于你更好地理解后面的课文，
仔细地读完 课文后再回答这些问题。

1. What is your personal understanding of an organization

你对组织的个人理解是什么

2. Are there any conflicts between a formal and an informal organization

正式组织和非正式组织之间存在冲突或矛盾吗

3.
Which
type
of
organization
is
more
commonplace
in
modern
society,
the
formal
or
informal
one

在现代社会中，哪一种类型的组织更司空见惯（普遍）是正式组织还是非正式组织

Text


Organization
is
a
word
many
people
use
loosely.
Some
would
say
it
includes
all
the
behaviors
of all participants. Others would equate it with the total system of social and cultural
relationships.
Still
others
refer
to
an
enterprise,
such
as
the
United
States
Steel
Corporation
or the Department of Defense, as an organization. But for most practicing managers, the term
organization implies a formalized intentional structure of roles or positions.

组织是很多人不精确使用的一个词。一些人说组织包括所有参与者（ 成员）的所有行为。其他人把
组织等同于社会和文化关系的整体系统。还有其他人把企事业单位看成组织 ，比如美国钢铁公司或者国
防部。但是对于大多数经理（实践管理者）来讲，组织这个术语暗指包括某些 角色或职位（岗位）的有
着某种具体目的的机构（正式的意向结构）
。
（refer to …as 把……当作）

Organizations
bring
together
people
and
other
resources
for
a
common
purpose,
whether
that
purpose
is to build computers, learn about human psychology, or
ship food to starving people.
Each
factor
in
the
environment
may
help,
hinder,
or
otherwise
influence
the
organization.
For
example,
there
is
a
great
demand
for
a
product
on
the
market,
which
might
allow
the
organization
to
produce
and
sell
large
quantities
of
this
product
and
make
a
sizable
profit,
while
government
restrictions such as mandatory safety attachments might make the product too expensive to be
profitable.

组织为了共同的目的而集合（汇聚）人力和 其他资源，目的可能是制造计算机，了解人的心理，或
运送食物给饥民。环境的每一种因素都可能帮助、 阻碍或者影响着这个组织。例如，市场上对某种产品
的需求量很大，
这可能允许组织生产和销售 大量的该项产品而获取相当大的利润，
同时由于政府的限制，
比如强制的安全责任可能使得此类 产品太贵而无利可图。

Organizations are the means through which people coordinate their work in modem society.
Just
as
we
must
manage
ourselves
to
accomplish
our
objectives,
managers
must
manage
organizations to accomplish their objectives.

组织是指现代社会里的人们协调工作的凭借手段。正像我们必须自 我管理以实现我们的目标那样，
经理必须管理组织以实现组织目标。

Many
writers
on
management
distinguish
between
formal
and
informal
organization.
Both
types
are
found
in
organizations.
In
general,
a
formal
organization
means
the
intentional
structure
of
roles
in
a
formal
organized
enterprise.
Describing
an
organization
as
formal,
however,
does
not mean there is anything inherently inflexible or unduly confining about it. If a manager
is
to
organize
well,
the
structure
must
furnish
an
environment
in
which
individual
performance,
both
present
and
future,
contributes
most
effectively
to
group
goals.
Essentially,
the
structure is the way that work is divided and coordinated among units of the organization.

许多管理方面的作 者区分正式组织和非正式组织。这两种类型都可以在组织中找到。总之，一个正
式组织意味着具有社会角 色的正式组织起来的具有具体目的的企事业机构
（是指在正式组织起来的企事
业单位里具有社会 角色的特定目的的机构）
。然而，把一个组织称为正式组织并不意味着对它有什么固
有的（内在 的）僵硬的、过分的限制。如果一个经理要做好组织工作，组织结构必须提供一种环境，在
这个环境里， 个人工作在现在和未来都能最有效地为团队（群体）目标做出贡献。根本上，组织结构是
指在各个组织单 元里进行划分工作和协调工作的手段（方式）
。

A
formal
organization
must
be
flexible.
There
should
be
room
for
discretion,
for
beneficial
utilization of creative talents, and for recognition of individual likes and capacities in
the
most
formal
of
organizations.
Yet
individual
effort
in
a
group
situation
must
be
channeled
toward group and organizational goals.

正式组织必须是灵活的。在最正式的组织里 ，应该为自行处理事情、有利地利用创新人才、承认个
人爱好和能力而留有相应的空间（余地）
。当然，在集体环境中个人工作（努力）必须被引导指向群体
目标和组织目标。

Formal organizations are designed by management to establish reporting relationships,
define
responsibilities,
and
coordinate
work.
However,
it
would
be
unreasonable
to
assume
that
any group of five or ten top executives could define specific responsibilities and design a
network
of
reporting
relationships
for
hundreds
or
thousands
of
individuals
that
would
function
flawlessly,
exactly as
defined in some cases, in fact, formally defined relationships do not
actually facilitate the accomplishment of work.

管理人员设计正式组织以建立汇报关系，明确责任和协调工作。然而，没有道理 的事情是任何一个
具有
5
到
10
个高层管理者的群体就能明确具体责 任，能为成百上千的员工个人设计一个在某些情况下
完全按照定义那样完美地运行的报告关系网络，事实 上，正式确定的（工作）关系并不能真实地有利于
工作的实现。

Within every formal organization, there exists an informal organization -- an informal
network of reporting relationships, levels of management, and division of labor. Informal
organization is a network of personal and social relations neither established nor required
by formal authority but arising spontaneously. The span of management refers to the number
of people a manager can effectively supervise. A wide span of management results in few
organizational levels, and a narrow span results in many levels. There is no definite number
of
people
a
manager
can
always
effectively
supervise;
the
number
depends
on
several
underlying
factors.
These
include
the
degree
of
training
of
subordinates
that
is
required
and
is
possessed,
the clarity of authority delegation, the clarity of plans, the use of objective standards,
the rate of change, the effectiveness of communication techniques, the amount of personal
contact needed, and the level in the organization.
在每一个正式组织里都存在一个非正式组织，它有非正式的报告关系网络、非正式的管理层次、非
正 式的劳动分工。非正式组织是个人关系和社会关系网络，它既不建立于正式权力，又不是正式权力所
必须 的，它是自然产生的。管理跨度（幅度）指的是一个管理者有效管理（监管）人员的数量。宽大的
管理幅 度导致较少的组织层次，而狭窄的管理幅度导致较多的组织层次。不存在确切的管理者总是有效
管理的人 员的数量；这个数量大小依赖于几个基本（潜在）因素。这些因素包括在组织内，所需要和所
拥有的下属 的培训程度、权力下放的清晰度、计划的清晰度、客观标准的使用情况、
（环境及各种因素
的） 变化速度、沟通技术的有效性、需要个人接触的数量和层次。

Chester
Barnard,
author
of
the
management
classic
The

Functions
of
the
Executive
,
described
an informal organization as any joint personal activity without conscious joint purpose,
although
contributing
to
joint
results.
It
is
much
easier
to
ask
for
help
on
an
organizational
problem from someone you know personally, even if he or she may be in a different department,
than from someone you know only as a
name
on an
organization chart.
The
informal organization
is
a
network
of
interpersonal
relationships
that
arise
when
people
associate
with
each
other.
Thus, informal organizations -- relationships not appearing on an organization chart- might
include the machine shop group, the sixth floor crowd, the Friday evening bowling gang, and
the morning coffee

切斯特巴纳德，经 典管理著作《经理人员的职能》的作者，把非正式组织称为没有蓄意联合目的的
任何个人联合的行为，尽 管它有利于（人员）联合的结果。你可以更容易地从你本人所认识的某个人那
里获取到对某个组织问题的 帮助，甚至他或她可能是不同部门的员工；相比而言，从你在组织结构系统
图上所知道名字的某个人那里 获取帮助可能更难一些。
非正式组织是当人们相互交往的时候产生的人际
关系网络。因此，非正 式组织（非正式关系不会出现在某个组织结构系统图上）可能包括机床加工车间
小组成员、六楼人员、周 五晚上的保龄球帮派，以及早上喝咖啡“的常客。”

An
organization's
goals
and
strategy
should
serve
as
the
guide
by
which
managers
organize
activities,
resources,
and
technology.
In
other
words,
goals
and
strategy
should
help
managers
determine
how
to
structure
the
work
of
the
organization.
Designing
an
effective
organizational
structure is not an easy managerial task. Many problems are encountered in making structures
fit situations, including both defining the kinds of jobs that must be done and finding the
people to do them.

组织目标和战略应该起到向导的作用，管理者依靠它组织安排各种 活动、资源和技术。换句话，组
织目标和战略应该帮助经理们确定如何安排组织的各项工作。
设 计一个有效组织结构不是一项容易的管
理任务。在制定组织结构以适合环境状况的时候，管理者们会遭遇 很多问题，包括明确各种必须要做的
工作和找到适合的人去做这些工作。

Organizational
structures
differ
greatly
for
enterprises
operating
in
the
global
environment. The kind of structure depends on a variety of factors, such as the degree of
international
orientation
and
commitment.
A
company
may
begin
internationalizing
its
operation
by
simply
creating
at
its
headquarters
an
international
department,
headed
by
an
export
manager.
As
the
company
expands
its
international
operation,
foreign
subsidiaries
and
later
international divisions may be established in various countries, reporting to a manager in
charge
of
global
operation
at
headquarters
or
possibly
the
chief
executive
officer
(CEO).
With
further
growth
of
the
international
operations,
several
countries
may
be
grouped
into
regions,
such as Africa, Europe, and South America. Furthermore, the European division (and other
divisions as well) may then be divided into groups of countries, such as the European Union
(EU)
countries,
non-EU
countries,
and
Eastern
European
countries.
The
purpose
of
an
organizational structure is to help create an environment for human performance. It is then
a
management
tool
and
not
an
end
in
and
of
itself.
Although
the
structure
must
define
the
tasks
to be done, the roles so established must also be designed in light of the abilities and
motivations of the people available.

组织结构对于在全球环境下的各种企业运营来说有着很大的不同。
组织机构的类型依赖于各种因 素
的变化，比如国际定位和承担义务的程度。一个公司可以通过简单地在总部设立一个由出口贸易经理主
管的国际部来开始国际化运作。随着这个公司国际化经营（业务）的扩展，该公司可能在不同的国家建< br>立国外分公司和国际部，并向公司总部的主管全球运作的经理回报，或者向首席执行官回报。随着国际经营业务的进一步增长，几个国家可能归类不同市场区域，比如非洲区、欧洲区、南美区等等。此外，
欧洲（市场区）分公司（以及其他地区的分公司）可以再划分为几个（国家）区域市场，比如欧盟区、
非欧盟区和东欧区等市场。设定组织结构的目的是要有助于创建一个能尽力发挥人类工作能力的环境。
组 织结构是管理工具，本身（本质上）不是一个结束（结局）
。尽管组织结构必须明确所要完成的任务，< br>必须根据所用员工的能力和动机来设计他们的岗位角色。

Organizational
structure
is
the
defined
set
of
relationships
among
divisions,
departments,
and managers in the organization, including the responsibilities of each unit. According to
John Child in his book Organization, there are four major components to the definition of
structure:

组织结构是在组织内的分公司、部门和经理之间的明确界定 的关系（网络）
，包括各个部门之间的
职责。根据约翰
-
查尔德的著作《组织 》一书，组织结构的定义主要由
4
个方面构成：

1.
It
describes
the
assignment
of
tasks
and
responsibilities
to
individuals
and
departments
in the organization.

组织结构能描述组织内的个人和各部门的工作任务和职责（及责任）
。

2. It designates formal reporting relationships, including the number of levels in the
management hierarchy and the span of control of each.

组织结构指明了正式的汇报关系（上下级隶属关系）
，包括管理 层次的数量和每一层次的控制幅度。

3. It identifies the grouping of individuals into departments and departments into the
organization.

组织结构确定了个体所归入的部门，以及部门所归入的组织。

4.
It
incorporates
the
design
of
systems
to
ensure
effective
communication,
coordination,
and integration of efforts among departments and across levels of the organization.

组织结构包括 组织系统的设计过程，该系统能确保组织内跨层次（越级别）和不同部门之间进行有
效的沟通、协调和成 果整合。

In
the
early
1900s,
most
organizations
had

organizational
structures.
These
organizations had narrow spans of management with each manager closely supervising the work
of
subordinates.
But
some
companies,
like
Sears
Roebuck,
revolutionized
this
tradition
at
that
time by devising a
management. The flat structure greatly affected how managers and workers behaved. Managers
had to delegate more work because they had more workers reporting to them. They simply could
not be as attentive to the details of each employee's activity as they had been when the span
of
control
was
smaller.
In
addition,
subordinates
throughout
the
organization
had
more
discretion
and
latitude
in
their
work
activity
and
had
to
spend
more
time
managing
themselves.
Today, many of the techniques for involving people in the work process are modern versions
of this earlier break from the tradition of the narrow span of management.

在
20
世纪早期（
1900
年 代）
，大多数组织都有一个高高的（锥形、金字塔式的）组织结构。这类组
织中的管理幅度（跨 度）比较狭窄，每一个管理者紧密监管下属的工作。但是一些公司，像西尔斯
-
罗
巴克 公司在当时改革了这个传统，设计出了一个扁平的组织结构，其中的管理者有较宽广的管理幅度。
这种扁 平式的组织结构极大地影响了管理者和工人如何工作（表现）
。管理者有更多的下属向其报告，
而不得不下放（委托）更多的工作。他们不能简单地像他们的管理幅度较小时那样关注（留心）每一个
员 工的行为（工作）细节。另外，组织内的所有下属在他们的工作活动中有更多的自由度和空间，而不
得不 花费更多的时间进行自我管理。今天，许多在工作过程中涉及到的员工的管理技术都是早期脱离狭
窄管理 幅度传统的现代版本（翻版）
。

In the modem organization, managers recognize that the proper span of management depends
on the following factors:

在现代组织中，管理者意识到适当的管理幅度取决于下面的因素：

1. Competence of the workers and their supervisors: The more competent people are in an
organization, the wider the span of management can be.

第一，工人和他们监管者的能力。组织中有能力的人越多，管理幅度就越广。

2. Coordination needs: Some types of work simply require more oversight, coordination,
and direction than others.

协调的需要：某些类型的工作比其他类型的工作需要更多的监督、协调和指导。

3. Similarity of jobs performed: If everyone is doing the same type of work, it is easier
for
one
supervisor
to
oversee
their
efforts.
If,
however,
several
types
of
work
are
being
done,
the span of management has to be narrower.

工作完成（执行）的相似性：如果每一个人都做同一种类 型的工作，监管者就比较容易监管他们的
成果。然而，如果员工做几种类型的工作，管理幅度就不得不变 窄。

4. Location of work activity: When workers are geographically close to each other, the
span
of
management
can
be
quite
wide.
As
the
distance
between
workers
increases,
coordination
becomes more difficult and the span must decrease.

工作活动的位置：当工人们的工作位置 相互接近时，管理幅度就能很宽广。随着工人之间的距离的
增加，他们之间的协调工作就变得更困难，管 理幅度就必须降低。

5. Quality of work: When work is routine and predictable, the manager's task is to train
employees
and
monitor
performance.
When
the
work
is
complex,
the
manager
may
also
have
to
answer
questions, help design solutions to new problems, and deal with non-routine matters. This
reduces the span.

工作的特点：当工作是常规性的和可预测的，管理者的任务是培训雇员和监视他们的工作情况 。当
工作变得复杂的时候，管理者也可能不得不解决问题，帮助员工设计新问题的解决方案，还要处理非 常
规性的事务。这就要减少管理幅度。

These three principles -- unity of command, scalar process, and span of management- are
related,
and
together
they
determine
the
shape
of
the
organization.
However,
rigid
hierarchical
systems
such
as
that
used
by
the
military
are
generally
ineffective
for
organizations
operating
in
rapidly
changing
environments.
Thus,
organizations
often
break
away
from
the
chain-of-command/unity-of-command
approach.
As
mentioned
above,
there
has
been
a
movement
for
quite
some
time
to
reduce
the
number
of
middle- level
managers
in
organizations.
Employees
lower
in the organizational hierarchy are gaining skills, and technology is making it possible for
them to do much of the work middle-level managers used to do. Therefore, when cutbacks come
or when organizations are trying to improve their efficiency, it is logical to remove middle
layers in the organization. As this is done, however, spans of management are likely to be
increased,
and
the
organization
will
become
much
flatter.
Management
practices
and
procedures
must be adapted to this new organizational structure.

统一指挥、分等级处理和管理幅度 这三个管理原则是相互联系的，他们一起决定了组织的形状。然
而，在快速变化的环境中，像军队所使用 的严格的等级体制对企业（组织）经营通常是无效的。因此，
企业（组织）经常打破指挥链和统一指挥的 方法。如上所述，长期以来，在组织中存在减少中层管理人
员数量的趋向（移动）
。组织等级制 度中较低层次的员工学到技能，科学技术使他们能做过去中层管理
者所作的大量工作。所以，当企业裁员 时或者组织试图提高他们的生产效率时，去掉中层管理人员是很
自然的事情（符号逻辑的）
。随 着这种情况发生，不管怎样，管理幅度可能都要减少，组织将变得更加
扁平。管理实践（措施、惯例）和 程序必须适应这种新的组织结构。

The
organization
structure
for
the
global
environment
may
vary
greatly,
ranging
from
having
an
export
department
at
the
headquarters
to
regional
groupings,
with
many
variations
in
between.
In addition, companies may have also one or more functionally organized groupings within a
region. The virtual organization is a loose concept of a group of independent companies or
people that are connected often through computer technology.

组织结构为了应对全球环境可能产生非常大的 变化，从公司总部的出口部（外销部）到区域集团，
期间会发生很多变化。另外，公司在某个地区内可能 拥有一个或更多的功能上被组织化的集团。这个虚
拟组织（企业联盟）是一群独立公司的松散（联合）的 概念，或者是通过计算机技术经常有商业联系的
一群人的组合。
（rang from…to…

从…到…的范围内）

All the members of an enterprise must understand the structure of their organization in
order for that structure to work. This requires teaching. Also, since formal organization is
supplemented by informal organization, members of an enterprise must understand the general
workings of informal as well as formal organization.

企业的所有成员为了使组织结构有效工作都必须理解他们的组织结构。这就需要有人教员工学习。
同样，
由于正式组织是由非正式组织填充的，
企业成员必须理解正式组织和非正式组织的通常运作规律 。

Many
soundly
conceived
organization
plans
fail
because
organization
members
do
not
understand them. A well-written
organization manual containing a
statement
of
organizational
philosophy, programs, charts, and an outline of job descriptions -- goes far toward making
organizing
understandable.
If
an
organizational
structure
is
put
into
written
words
and
charts,
it has a better chance of being clear than if it is not. However, even the best-written words
and
charts
do
not
always
clearly
convey
the
same
meaning
to
every
reader,
so
effective
managers
cannot stop with written clarification. They must teach those in their operation the meaning
of
the
organizational
structure,
their
position
in
it,
and
the
relationships
involved.
Managers
may do this by individual coaching, through staff or special meetings, or by simply watching
how the structure works.

许多构思稳健的组织计划却 失败的原因是因为组织成员不能理解组织计划。
一个撰写清晰的组织手
册包含一个关于组织哲学 、计划、图表和工作（职务）说明概要的陈述，这个组织手册大大有助于对该
组织的理解。如果一个组织 结构被写成书面语言和图表，就会比不这样做获得一个让人们更清晰理解的
好机会。然而，即使最好的书 面语言和图表也不能总是清晰地传输给每一个读者同样的含义，因此有效
的管理者不能停止书面澄清相关 信息。管理人员必须在组织运营的过程中培训员工，告诉他们组织结构
的含义、他们在组织中的岗位、他 们在组织中所涉及到的各种关系。管理者做这些工作，可以通过个别
（单独）指导、全体会议或专门会议 、仅仅观察组织结构如何工作来完成。

It
is
important
to
understand
the
strengths
and
vulnerabilities
of
a
company's
own
products
compared with those of others. Are its product sales growing or declining What products or
services are in highest demand What can the organization do to improve its position in the
field -- how can it become more competitive By understanding the characteristics of the most
competitive,
successful
firms
and
their
products,
managers
are
in
the
best
position
to
improve
their own organization.

理解一个公司（自己）的产品对比其他公司的产品的 优点和缺点是很重要的。公司销售的产品数量
是在增加还是在下降什么产品或服务的需求是最高的组织做 什么能提高它在该领域的（市场）地位——
组织怎样才能变得更加具有竞争力通过理解最具竞争力、成功 的企业及其产品的特征，管理者能在最佳
位置改善他们自己的公司。

An organizational analysis provides information about an organization's strengths and
weaknesses. It is an assessment of current status: What do we do well What areas of operation
need
improvement
Some
organizations
might
find
that
they
can
develop
new
products
more
effectively
than
they
can
market
or
sell
them.
Other
organizations
might
have
highly
efficient
manufacturing capabilities but inefficient data-processing capabilities that inhibit their
ability
to
coordinate
orders
and
shipments.
An
organization's
strengths
and
weaknesses
determine its ability to pursue various strategic paths; some options simply will not be
possible if the organization does not have the necessary resources, skills, equipment, or
funding.
It
is
sometimes
quite
difficult
to
assess
an
organization's
strengths
and
weaknesses
accurately. Managers may use consultants to help conduct an objective and accurate analysis
of the organization.
组织分析能提供该组织优势和劣势的相关信息。这是企业当前状态（目前状况）的评价：我们做什
么 做好哪方面的运作需要改善和提高一些组织可能发现他们能更有效地开发新产品而不是推销或销售
这种产 品。其他企业可能有高度有效的制造能力，但是他们的数据处理能力低效，并阻止了他们协调订
单和运输
9
产品的能力的发挥。一个组织的优势和劣势决定了它采取各种战略路线的能力。如果企业没< br>有所必需的资源、技术、设备和资金，某些战略选择就不可能实施。有时候正确无误地评估一个企业的优势和劣势是非常困难的。管理者可以利用专业顾问帮助进行客观的精确的组织分析。



Text B Organizing
组织（行为、过程）


Pre-reading Activities
课前阅读活动

Read text B carefully and then divide the class into groups. Choose one of the following
topics to discuss in each group. Give a short report about the group's opinion after that.

仔细阅读课文
B
，然后把全班进行分组。每一个小组选择下面的一个话题进行讨论。最后每一组给
出全组意 见的简短报告。

1. What ate usually included in the organizing process

组织过程通常包括哪些内容

2. Please explain the relation between planning and organizing.

请解释一下计划职能和组织职能之间的关系。

3. Can we work out a fixed organizational structure which can work in most enterprises

我们能设计出（制定出）在大多数企业中运作的一个固定形式的组织结构吗

4. Shall organizational structures be designed around individuals

应该围绕个人设计组织结构吗

5. Please discuss the features of

请讨论一下高锥形式组织结构和扁平式组织结构的特征。

Text


Planning and strategic planning are the tools managers use to guide the organization so
that
it
can
achieve
its
goals
in
a
changing
environment.
But
the
setting
of
goals
and
objectives