Bài giảng Tổ chức và cơ cấu tổ chức (Business Functions and Organisation)

Tổ chức và cơ cấu tổ chức (Business Functions and Organisation) chuyện vui • 4 người có tên: Tất cả, Ai đó, Bất kỳ ai và Không ai • Có một nhiệm vụ quan trọng cần phải làm và sếp đã đề nghị Tất cả phải hoàn thành. Tất cả thì nghĩ rằng Ai đó sẽ làm. Bất kỳ ai cũng có thể làm được việc này. Và Không ai đã không làm gì cả. • Ai đó đã tức giận vì cho rằng đó là công việc của Tất cả. Tất cả thì đã nghĩ rằng Bất kỳ ai cũng đã có thể làm được, nhưng Không ai chịu làm nên Tất cả không làm. • Cuối cùng Tất cả đổ lỗi cho Ai đó khi mà Không ai làm điều mà Bất kỳ ai cũng có thể làm. Các chức năng kinh doanh - Business Functions • Human Resources • Sales and Marketing • Research and Development • Production/Operations • Customer Service • Finance and Accounts • Administration and IT Human Resources • Recruitment and retention (tuyển dụng) – Job descriptions – Person Specifications • Planning (hoạch định nhân lực) • Motivation (động viên, đãi ngộ) • Professional development and training (phát triển và đào tạo) • Health and safety and conditions at work (sức khỏe, an toàn, điều kiện làm việc) • Liaison with trade unions (công đoàn, QHXH) Sales and Marketing • Market research (Nghiên cứu TT) • Promotion strategies (Chiến lược xúc tiến) • Pricing strategies (chiến lược giá) • Sales strategies (chiến lược bán hàng) • The sales team (đội ngũ bán hàng) • Product – advice on new product development, product improvement, extension strategies, target markets (sản phẩm – tư vấn sản phẩm mới, phát triển sản phẩm, thị trường mục tiêu…) Research and Development • New product development (SP mới) • Competitive advantage (lợi thế cạnh tranh) • Value added (giá trị gia tăng) • Product testing (thử nghiệm) • Efficiency gains (hiệu suất) • Cost savings (tiết kiệm chi phí) Finance and Accounts • Cash flow (dòng ngân quỹ) – Monitoring income/revenue – Monitoring expenditure • Raising finance (nguồn vốn) – Shares (chủ sở hữu) – Loans (vay) • Links with all other functional areas (quan hệ với các chức năng khác) Production/Operations (sản xuất – tác nghiệp) • Acquiring resources (nhu cầu nguồn lực) • Planning output – labour, capital, land (hoạch định đầu ra – lao động, vốn, đất) • Monitoring costs (quản lý phí) • Projections on future output (dự báo đầu ra) • Production methods (phương pháp sx) • Efficiency (hiệu suất) Customer Service • Monitoring distribution • After-sales service • Handling consumer enquiries • Offering advice to consumers • Dealing with customer complaints • Publicity and public relations Business Organisation • Organisation by type • Global businesses – complex organisation structures (toàn cầu) • National – organisation possibly stretches throughout the country (quốc gia) • Regional – could be through a county or wider area (North West, South East, etc.) (khu vực) • Local – small organisations serving local area or community (vùng, tỉnh…) Business Organisation • Authority – the right to make decisions and carry out tasks (quyền hạn) • Span of control – the number of people a superior is responsible for (tầm hạn quản trị) • Chain of Command – the relationship between different levels of authority in the business (hệ thống chỉ huy – chuỗi chỉ huy) • Hierarchy – shows the line management in the business and who has specific responsibilities (cấp bậc quản trị) • Delegation – authority to carry out actions passed from superior to subordinate (ủy quyền) • Empowerment – giving responsibilities to people at all levels of the business to make decisions (phân quyền) Administration and IT •Managing estates – cleaning, health and safety, maintenance, security •Reception •Clerical work – reporting, recording, record keeping, communication •Overview of quality control •Use of IT systems Organisation Charts (sơ đồ tổ chức) Hierarchical Structure (trực tuyến) Managing Director Sales Director Marketing Director Finance Director A B C D Market Research Strategy Purchasing Manager Sales Manager Accounts Manager Organisation Charts MD Middle Management Workers Pyramidal Structure Tháp quản trị Senior Management Organisation Charts R&D Marketing Sales Production Finance MD Centralised/Entrepreneurial (tập trung/phù hợp với các DN nhỏ) Organisation Charts Sales Marketing Production Accounts Collaborative (hợp tác) Organisation Charts Marketing Sales ProductionFinance R&D Circular/Flat (quy trình nghiệp vụ) Organisation Charts Project Marketing R&DSales Finance HR Production Matrix Structure (ma trận) Organisation Charts • Changes to business structures • Linked to new thinking on leadership and management • Less hierarchical • Emphasis on communication and collaboration between sections • Global businesses – more complex structures Organisation Structures • Simple Structure – Boss at the apex and everyone else as on operator(s) – Little formation of middle management – Direct Supervision by the owner – Applies in small organisations – Dependant on the skill of the owner/manager – Information Systems tend to be unplanned Simple Structure Form Diagram Typical Organisation Structures • Machine Bureaucracy structure – Is the classic organisation structure –Enormously efficient – It runs according to standardised procedures. –Can create tensions from the top down, in terms of decision making. – Centralised decision making and information systems Machine Bureaucracy Typical Organisation structures • Professional Bureaucracy Structure – Is governed by plans and rules, has a large operating core –Suited to complex but stable environment –Has rules but no plans –Staff are relatively autonomous and powerful in decision making sense –Universities and hospitals are some examples Professional Bureaucracy Typical Organisation structures • Adhocracy Structure – Suited to complex and unstable environment – It has few rules and many plans – Remains flexible to ‘best fit’ the working environment – Authority structures are loose and ambiguous – Basic administrative information systems but advanced work-related systems Adhocracy Diagram Divisional Organisation Structure • A large organisation that requires multi-speciality • Work is done by autonomous units, insular divisions that can behave as small organisations in themselves (ie. subject to description by one of Mintzberg’s Five) • The apex plays a large role, as do middle managers • Prone to miscommunication through the middle line • Tension often exists between head-quarters and divisions, especially with respect to information systems and their use • Each division will focus on a particular market Divisional Organisation Structure “Advantages “ It allows quick response to competition “Each unit is a semi autonomous unit “Each unit has its own functional units “Broadly trained managers “Accommodates growth focus on results Divisional Organisation Structure “Problems “There is a high chance of coordination problems “There could be a rivalry among divisions “ It might have a duplication of functions or resources Divisional Structure