矩阵式组织绩效管理系统研究
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摘要
近年来,越来越多的新型企业涌现而出,项目形式迅速发展,对组织结构的要求也在不断提高。而矩阵式组织由于具有资源共享,促进横纵向联系,应变能力强,工作效率高等特点,受到了很多项目驱动型企业的青睐,例如房地产公司,投资公司,咨询公司,研发公司,社区卫生组织等。由于矩阵式组织具有双重命令线的复杂性,其绩效管理问题有别于以往的单一命令线组织。但是目前对于矩阵式组织绩效管理系统研究较少,也没有考虑到矩阵式组织的协同绩效,在此背景下,本文尝试对矩阵式组织的绩效管理系统进行比较深入地探讨,基于系统理论探索矩阵式组织绩效管理及其管理体系,并分析其协同绩效,同时以平衡计分卡为例,建立矩阵式组织绩效管理的体系。
本研究基于系统理论和相关绩效管理理论,主要对矩阵式组织绩效评价的理论、方法及管理实践进行研究,主要工作有:
第一,分析了矩阵式组织的特点,并对相关理论进行综述。同时着重阐述了目前对矩阵式组织绩效管理的研究现状,以及本文研究矩阵式组织绩效的背景与意义。
第二,通过系统思考的方法,首先对绩效管理系统进行分析,然后深入到矩阵式组织的绩效管理系统分析,首先分析其特征,然后根据系统理论建立矩阵式组织绩效管理系统架构,画出三维立体系统框图。在此基础之上,对矩阵式组织绩效管理系统进行协同分析,并分析协同类型与方法,最终建立协同框架。
第三,基于平衡计分卡理论,对矩阵式组织的整体战略进行分解,并通过协同机理,将矩阵式组织的绩效层层分解。在战略地图理论的基础上,通过分解战略形成战略地图,将战略地图层层分解,从而建立矩阵式组织整体及各部门的平衡计分卡。
最后,进行了应用性研究,运用本文的研究成果对某卫生院的矩阵式组织绩效管理体系进行了范例研究,并设计其平衡计分卡。
In recent years, a lot of domestic and foreign corporations have changed their organization structures. More and more corporations change the original single power line structure into matrix structure, which has double power lines. As one of the characteristics of matrix structure is the complexity of two power lines, how to evaluate the employees’performance fair and appropriately becomes a big problem. Performance management plays an important role in corporation management, which can evaluate the corporation development and staff development. However, most of the methods and theories of performance management so far focus on the single power line, or give priority to one power line, and neglect another power line.
At the same time, performance management plays an important role in the management of enterprise. But till now, the methods and theories of performance management are all about single power line, and there is only a little of research about double or multiple power line organization. In the research of double power line organization, the current situation is giving priority to one power line, and considering another power line as reference. In the process, the two-dimension characteristic has been ignored. At the same time, the cooperation and association with in the double power line organization has been neglected as well as the cooperation effect. Balanced Score Card, as a new tool of performance management, can provide new way to matrix organization performance management based on the balanced thinking. According this background, I try to have a deep discussion about the matrix organization performance management and its management system based on Balanced Score Card theory.
At the end, methods and conclusions in this thesis, were applied to the research on some hospital as a case, and designed the fuzzy performance and its management system based on fuzzy set theory.
本研究基于系统理论和相关绩效管理理论,主要对矩阵式组织绩效评价的理论、方法及管理实践进行研究,主要工作有:
第一,分析了矩阵式组织的特点,并对相关理论进行综述。同时着重阐述了目前对矩阵式组织绩效管理的研究现状,以及本文研究矩阵式组织绩效的背景与意义。
第二,通过系统思考的方法,首先对绩效管理系统进行分析,然后深入到矩阵式组织的绩效管理系统分析,首先分析其特征,然后根据系统理论建立矩阵式组织绩效管理系统架构,画出三维立体系统框图。在此基础之上,对矩阵式组织绩效管理系统进行协同分析,并分析协同类型与方法,最终建立协同框架。
第三,基于平衡计分卡理论,对矩阵式组织的整体战略进行分解,并通过协同机理,将矩阵式组织的绩效层层分解。在战略地图理论的基础上,通过分解战略形成战略地图,将战略地图层层分解,从而建立矩阵式组织整体及各部门的平衡计分卡。
最后,进行了应用性研究,运用本文的研究成果对某卫生院的矩阵式组织绩效管理体系进行了范例研究,并设计其平衡计分卡。
In recent years, a lot of domestic and foreign corporations have changed their organization structures. More and more corporations change the original single power line structure into matrix structure, which has double power lines. As one of the characteristics of matrix structure is the complexity of two power lines, how to evaluate the employees’performance fair and appropriately becomes a big problem. Performance management plays an important role in corporation management, which can evaluate the corporation development and staff development. However, most of the methods and theories of performance management so far focus on the single power line, or give priority to one power line, and neglect another power line.
At the same time, performance management plays an important role in the management of enterprise. But till now, the methods and theories of performance management are all about single power line, and there is only a little of research about double or multiple power line organization. In the research of double power line organization, the current situation is giving priority to one power line, and considering another power line as reference. In the process, the two-dimension characteristic has been ignored. At the same time, the cooperation and association with in the double power line organization has been neglected as well as the cooperation effect. Balanced Score Card, as a new tool of performance management, can provide new way to matrix organization performance management based on the balanced thinking. According this background, I try to have a deep discussion about the matrix organization performance management and its management system based on Balanced Score Card theory.
At the end, methods and conclusions in this thesis, were applied to the research on some hospital as a case, and designed the fuzzy performance and its management system based on fuzzy set theory.
引文
[1]王文俊,姚小刚,矩阵式组织结构及其在项目组织中的应用,安徽建筑,2001:1,91~92
[2]洪波,四种现代组织结构模式的心理效应问题浅析,荆州师范学院学报,2001:4,96~99
[3]邢少国,李孝刚,矩阵式组织结构,中华工商时报,2003年03月19日,12~14
[4]陈尚斌,矩阵式项目组织结构的应用研究,江汉石油学院学报(社科版) ,2003 ,12 :5 (4),66~67
[5]张文焕,纵横协调矩阵管理,解放军报,2006年6月2日,第006版,4~8
[6]刘国亮,范云翠,工程研究中心给予项目管理的矩阵式组织结构研究,论坛,50~52
[7]张超玉,纪建悦,矩阵式组织结构模式在科研机构中的应用探讨,甘肃社会科学,2005:3,238~240
[8]刘松博,王海波,ROI,BSC,SCOR绩效考核体系的比较分析,现代管理科学,2004:4,27~30
[9] S. X. Zeng, Jonathan J. Shi, G. X. Lou, A synergetic model for implementing an integrated management system: an empirical study in China, Journal of Cleaner Producion, 15(2007), 1760~1767
[10]何曙光,齐二石,李莉,矩阵式组织结构中的绩效评价问题研究,工业工程,2003年9月,第6卷第5期,13~15
[11]裴小兵,齐二石,李钢,矩阵制组织结句中的“木桶”现象以及解决途径,科学学与科学技术管理,2004:3,125~128
[12]马肖迪,矩阵组织中“职权缺口”的解决办法,哈尔滨学院学报,2004年8月,第25卷第8期,57~59
[13]安鸿章,葛峻峰,全方位解析平衡计分卡,中国人力资源开发,2006:1,48~55
[14]赵涛,刘圣平,石凤志,基于EPC联合体的绩效评价模型研究,哈尔滨商业大学学报(自然科学版),2006年2月第22卷第一期,144~147
[15]张峰,大象的探戈——解析蓝色巨人IBM的矩阵式管理,IT经理人职业周刊,2003年8月,第2卷第1期,52~55
[16]周勇,郑丕谔,给予平衡计分卡的动态联盟绩效评价,工业工程,2005年9月,第8卷第5期,70~75
[17]何晓洁,李东文,基于战略的平衡计分卡分析,中国人力资源开发,2007:2,38~40
[18]刘景广,基于战略的医院业绩绩效评价指标设计,中国医院管理,2007年5月,第27卷第5期,24~25
[19]夏凡,贾建国,矩阵式组织中项目成员的绩效管理研究,上海科学管理,2007:3,35~39
[20] Zohar Laslo,Albert I. Goldberg,Matrix Structures and Performance: The Search for Optimal Adjustment to Organizational Objectives,IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT,VOL. 48,NO. 2,MAY 2001
[21] John A. Kuprenas,Implementation and performance of a matrix organization structure, International Journal of Project Management 21 (2003) 51 62
[22] Yonggang Li,Joel Mickey, John N. Jiang, Improving the Efficiency of Reliability and Market Operation with Resource Plan Performance Metrics: Concept and Application
[23] Jeffery A. Hopkins, MATRIX: AN ALTERNATE ORGANIZATION STRUCTURE FOR THE EXCHANGE AND PROCESSING OF INFORMATION,Central Ohio Technical College University Drive Newark,OH 43055
[24] MICHAEL GOOLD,ANDREW CAMPBELL,Making Matrix Structures Work: Creating Clarity on Unit Roles and Responsibility,Eurpean Management Journal Vol.21,No.3,351~363,2003
[25] Ralph Katz,Thomas J. Allen,Project Performance and the Locus of Influence in the R&D Matrix
[26] EDITORIAL BOARD, Emergence~A Journal of Complexity Issues in Organizations and Management
[27] Steve Maguire,Bill McKelvey,Complexity and Management: Moving From Fad To Firm Foundations,EMERGENCE,Vol. 1(2), 19–61
[28] (美)卡普兰,(美)诺顿著,平衡计分卡:化战略为行动(刘俊勇),广州:广东经济出版社,2004.6
[29]罗伯特.S.卡普兰,大卫.P.诺顿著,战略中心型组织:如何利用平衡计分卡使企业在新的商业环境中保持繁荣(周大勇),北京:人民邮电出版社,2004
[30] (美)罗伯特.卡普兰,大卫.诺顿著,战略地图:化无形资产为有形成果(刘俊勇,孙薇),广州:广东经济出版社,2005.6
[31]许国志主编,系统科学,上海:上海科技教育出版社,2009.9
[32]邹珊刚,黄磷雏,李继宗,苏子仪,马名驹,朴昌根编著,系统科学,上海:上海人民出版社,1987.11
[33]苗东升,系统科学辩证法,济南:山东教育出版社,1998.12
[34] Soo Wook Kim, Organizational Structures and the performance of supply chain managegement, Science Direct, Int.J.Production Economics 106 (2007) 323~345
[35]徐俊,王宁,复杂性时代背景下的复杂组织系统及其研究,科技管理研究,2005:4,130~132
[36] Peter H. Grinyer,Masoud Yasai~Ardekani,Dimensions of Organizational Structure: A Critical Replication,Academy of Management Journal,1980,Vol. 23,No. 3,405~421
[37] Dan R. Dalton,William D. Todor,Michael J. Spendolini,Gordon J. Fielding, Lyman W. Porter,Organization Structure and Performance: A Critical Review, Academy of Management Review 1980,Vol.5,No.1,49~64
[38] Manfred Kets De Vries,Organizations on the Couch: A Clinical Perspective in Organizational Dynamics , European Management Journal Vol.22 , No.2 , 183~200,2004
[39] Janelle Heineke,Strategic oprations management decisions and professional performance in U.S. HMOs,Journal of Operations Management 13 (1995), 255~271
[40] Micheal Umble,Elisabeth J. Umble,Utilizing buffer management to improve performance in a healthcare environment,European Journal of Operational Research 174(2006),1060~1075
[41] Ling X. Li,W.C. Benton,G. Keong Leong,The impact of strategic operations management decisions on community hospital performance,Journal of Operations Management 20(2002),389~408
[42] M. Bobrek,M. Sokovic,Integration concept and synergetic effect in modern management,Journal of Materials Processing Technology 175(2006),33~39
[43] Frank Rozemeijer , How to manage corporate purchasing synergy in a decentralized company? Towards design rules for managing and organizing synergy in decentralized companies,European Journal of Purchasing & Supply Management,6(2000),5~12
[2]洪波,四种现代组织结构模式的心理效应问题浅析,荆州师范学院学报,2001:4,96~99
[3]邢少国,李孝刚,矩阵式组织结构,中华工商时报,2003年03月19日,12~14
[4]陈尚斌,矩阵式项目组织结构的应用研究,江汉石油学院学报(社科版) ,2003 ,12 :5 (4),66~67
[5]张文焕,纵横协调矩阵管理,解放军报,2006年6月2日,第006版,4~8
[6]刘国亮,范云翠,工程研究中心给予项目管理的矩阵式组织结构研究,论坛,50~52
[7]张超玉,纪建悦,矩阵式组织结构模式在科研机构中的应用探讨,甘肃社会科学,2005:3,238~240
[8]刘松博,王海波,ROI,BSC,SCOR绩效考核体系的比较分析,现代管理科学,2004:4,27~30
[9] S. X. Zeng, Jonathan J. Shi, G. X. Lou, A synergetic model for implementing an integrated management system: an empirical study in China, Journal of Cleaner Producion, 15(2007), 1760~1767
[10]何曙光,齐二石,李莉,矩阵式组织结构中的绩效评价问题研究,工业工程,2003年9月,第6卷第5期,13~15
[11]裴小兵,齐二石,李钢,矩阵制组织结句中的“木桶”现象以及解决途径,科学学与科学技术管理,2004:3,125~128
[12]马肖迪,矩阵组织中“职权缺口”的解决办法,哈尔滨学院学报,2004年8月,第25卷第8期,57~59
[13]安鸿章,葛峻峰,全方位解析平衡计分卡,中国人力资源开发,2006:1,48~55
[14]赵涛,刘圣平,石凤志,基于EPC联合体的绩效评价模型研究,哈尔滨商业大学学报(自然科学版),2006年2月第22卷第一期,144~147
[15]张峰,大象的探戈——解析蓝色巨人IBM的矩阵式管理,IT经理人职业周刊,2003年8月,第2卷第1期,52~55
[16]周勇,郑丕谔,给予平衡计分卡的动态联盟绩效评价,工业工程,2005年9月,第8卷第5期,70~75
[17]何晓洁,李东文,基于战略的平衡计分卡分析,中国人力资源开发,2007:2,38~40
[18]刘景广,基于战略的医院业绩绩效评价指标设计,中国医院管理,2007年5月,第27卷第5期,24~25
[19]夏凡,贾建国,矩阵式组织中项目成员的绩效管理研究,上海科学管理,2007:3,35~39
[20] Zohar Laslo,Albert I. Goldberg,Matrix Structures and Performance: The Search for Optimal Adjustment to Organizational Objectives,IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT,VOL. 48,NO. 2,MAY 2001
[21] John A. Kuprenas,Implementation and performance of a matrix organization structure, International Journal of Project Management 21 (2003) 51 62
[22] Yonggang Li,Joel Mickey, John N. Jiang, Improving the Efficiency of Reliability and Market Operation with Resource Plan Performance Metrics: Concept and Application
[23] Jeffery A. Hopkins, MATRIX: AN ALTERNATE ORGANIZATION STRUCTURE FOR THE EXCHANGE AND PROCESSING OF INFORMATION,Central Ohio Technical College University Drive Newark,OH 43055
[24] MICHAEL GOOLD,ANDREW CAMPBELL,Making Matrix Structures Work: Creating Clarity on Unit Roles and Responsibility,Eurpean Management Journal Vol.21,No.3,351~363,2003
[25] Ralph Katz,Thomas J. Allen,Project Performance and the Locus of Influence in the R&D Matrix
[26] EDITORIAL BOARD, Emergence~A Journal of Complexity Issues in Organizations and Management
[27] Steve Maguire,Bill McKelvey,Complexity and Management: Moving From Fad To Firm Foundations,EMERGENCE,Vol. 1(2), 19–61
[28] (美)卡普兰,(美)诺顿著,平衡计分卡:化战略为行动(刘俊勇),广州:广东经济出版社,2004.6
[29]罗伯特.S.卡普兰,大卫.P.诺顿著,战略中心型组织:如何利用平衡计分卡使企业在新的商业环境中保持繁荣(周大勇),北京:人民邮电出版社,2004
[30] (美)罗伯特.卡普兰,大卫.诺顿著,战略地图:化无形资产为有形成果(刘俊勇,孙薇),广州:广东经济出版社,2005.6
[31]许国志主编,系统科学,上海:上海科技教育出版社,2009.9
[32]邹珊刚,黄磷雏,李继宗,苏子仪,马名驹,朴昌根编著,系统科学,上海:上海人民出版社,1987.11
[33]苗东升,系统科学辩证法,济南:山东教育出版社,1998.12
[34] Soo Wook Kim, Organizational Structures and the performance of supply chain managegement, Science Direct, Int.J.Production Economics 106 (2007) 323~345
[35]徐俊,王宁,复杂性时代背景下的复杂组织系统及其研究,科技管理研究,2005:4,130~132
[36] Peter H. Grinyer,Masoud Yasai~Ardekani,Dimensions of Organizational Structure: A Critical Replication,Academy of Management Journal,1980,Vol. 23,No. 3,405~421
[37] Dan R. Dalton,William D. Todor,Michael J. Spendolini,Gordon J. Fielding, Lyman W. Porter,Organization Structure and Performance: A Critical Review, Academy of Management Review 1980,Vol.5,No.1,49~64
[38] Manfred Kets De Vries,Organizations on the Couch: A Clinical Perspective in Organizational Dynamics , European Management Journal Vol.22 , No.2 , 183~200,2004
[39] Janelle Heineke,Strategic oprations management decisions and professional performance in U.S. HMOs,Journal of Operations Management 13 (1995), 255~271
[40] Micheal Umble,Elisabeth J. Umble,Utilizing buffer management to improve performance in a healthcare environment,European Journal of Operational Research 174(2006),1060~1075
[41] Ling X. Li,W.C. Benton,G. Keong Leong,The impact of strategic operations management decisions on community hospital performance,Journal of Operations Management 20(2002),389~408
[42] M. Bobrek,M. Sokovic,Integration concept and synergetic effect in modern management,Journal of Materials Processing Technology 175(2006),33~39
[43] Frank Rozemeijer , How to manage corporate purchasing synergy in a decentralized company? Towards design rules for managing and organizing synergy in decentralized companies,European Journal of Purchasing & Supply Management,6(2000),5~12