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

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

Tổ chức và cơ cấu tổ chức

(Business Functions

and Organisation)

Câu chuyện vui

làm.

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)

• 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)

Organisation Charts

MD

Middle Management

Workers

Pyramidal Structure

Senior Management

Organisation Charts

R&D

Marketing Sales

Production Finance

MD

Centralised/Entrepreneurial

Organisation Charts

Sales

Marketing

ProductionAccounts

Collaborative (hợp tác)

Organisation Charts

Production Finance

R&D

Circular/Flat

Organisation Charts

Project

Marketing

R&D Sales

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

– 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

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

– 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

“ 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

“ There could be a rivalry among divisions

“ It might have a duplication of functions or resources

Divisional Structure