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所在平台: Coursera |
课程主页: https://www.coursera.org/learn/organization-design
课程评论：没有评论
课程简介：战略组织设计（Strategic Organization Design）将介绍比其前身竞争战略（Competitive Strategy）和高级竞争战略（Advanced Competitive Strategy）更多的新主题和模块，提供更多的现实案例与学生互动的机会。本课程是竞争战略与组织设计专门化的最终课程，关注组织内部运作及其与外部世界的互动。前两门课程主要探讨企业如何与外部竞争者和互补者互动，而本课程着重于如何有效设计企业组织以实现竞争优势。 课程大纲： 1. **组织结构设计（Structure Organizations）** 本模块将介绍组织设计的基本维度，从设计者的角度出发，探讨“客观”元素——组织结构。这些结构在组织图、职能单元的规模与重要性等方面得以体现。模块的第二部分将讨论其他影响单位和个体互动的元素，如正式化程度、集中化程度、奖励系统和任务分工。 2. **管理复杂性与相互依赖（Manage Complexity and Interdependence）** 本模块将整合前一模块中提出的元素。对于组织设计者来说，认识到这些元素之间的相互作用至关重要。例如，对员工内在动机进行筛选后，却给予他们极少的自主权，会导致工作表现下降。模块将描述互补关系和替代关系的一般模式，并讨论更改一个设计元素的后果。 3. **了解你的环境（Understand your Surroundings）** 组织设计也受企业环境的影响。处于竞争环境中的企业可能需要与其他企业争夺重要资源，包括员工，这可能会影响其招聘方式以及能够获得的员工类型和其他资源。因此，企业的战略、竞争环境与组织设计必须对齐，以帮助企业实现其目标。 4. **决定企业办公室角色（Decide on a Corporate Office）** 本模块将强调企业办公室在多方面的重要性。模块将分析企业办公室在企业决策中的作用：一方面，企业办公室最能考虑企业的整体目标，因而企业选择的效率可能更高；另一方面，层级较低的职位往往对各项活动的即时挑战与变化掌握更多详细信息。 5. **为增长设计（Design for Growth）** 本课程的最后一个模块将结合之前模块中学到的多个方面。设想你是一名拥有战略愿景的企业家，计划进入一个特定竞争条件下的市场并实现增长。你将如何设立一个在当前环境中有效且能管理和促进长期生存所需增长的组织？本模块将讨论短期效率与长期灵活性之间的紧张关系，以及组织设计者在其中扮演的角色。 6. **期末考试（Final Exam）** 本模块将进行课程的总结与评估。 通过这一系列模块，学生将获得设计高效组织以应对市场挑战的实用技能和理论基础。
Name:Structure Organizations
Description:This module will introduce the fundamental dimensions of organization design. We will take a designer’s point of view and first introduce the “objective” elements of organization design, the organizational structure. This is reflected in the organization chart, the size and importance of the functional units, the organization by product lines, functions or geographical units. The second part of the module will cover other elements that govern the interaction between units and individuals, such as the degree of formalization and centralization, the reward system and the degree of task division.
Name:Manage Complexity and Interdependence
Description:This module will integrate the elements laid out in the previous one. For an organization designer, it is crucial to realize that each of the elements will interact with others. For example, screening employees for their intrinsic motivation and subsequently leaving them little autonomy would lead to decreased performance. After laying out the general patterns of complementarity and substitutability, the module will proceed to outline the consequences for changing an organization’s design. Changes of a single design element will likely trigger further changes in other, related elements, and some organizational aspects like corporate culture or existing human capital may not be easy to change, if at all.
Name:Understand your Surroundings
Description:The design of an organization is also affected by the firm’s environment. Firms finding themselves in a competitive environment may have to compete for key resources, including employees, with other firms, which may affect the way they recruit, but it may also have repercussions for the type of employees, or other resources, the firm can acquire. Similarly, if firms strive to continuously innovate and seek out new market opportunities, they have to be designed in a way to support this goal. Thus, a firm’s strategy, its competitive environment and its organization design have to be aligned to help a firm achieve its objective.
Name:Decide on a Corporate Office
Description:This module will highlight the role of the corporate office in a number of ways. First, its importance in corporate decision-making is analyzed: On the one hand, the corporate office is best placed to take the firm’s overall objectives into account, so corporate choices may be more efficient if taken by the corporate office. On the other hand, lower ranks in the hierarchy often carry more detailed information about the immediate challenges and changes in the different activities of the firm. Second, this module looks at the scope of decisions the corporate office takes. While some corporate offices restrict themselves to providing an internal financial market, others will heavily control the specific actions of the lower-ranked units.
Name:Design for Growth
Description:This final module of the course will combine many of the aspects learned in the earlier modules. Imagine you are an entrepreneur with a strategic vision to enter a market with specific competitive conditions and a plan for growth. How will you set up an organization that is both effective in the environment it is currently facing so that it is successful in the short term, but also effective in managing and facilitating the growth needed to survive in the long term. The tension between efficiency (in the short run) and flexibility (in the long run) is crucial and this module will discuss options of how to manage it and what role an organization designer can play in this. The final module will therefore serve as a summary of the course content, but also as a practical guide to combine all the aspects above in the actual planning process from foundation to maturity of a firm.
Name:Final Exam
Description:
Strategic Organization Design will introduce new topics and modules with even more real world examples and opportunities for student interaction than its predecessors Competitive Strategy (https://www.coursera.org/learn/competitive-strategy) and Advanced Competitive Strategy (https://www.coursera.org/learn/advanced-competitive-strategy). The final course in the Competitive Strategy and Organization Design specialization covers the internal workings of an organization and its interactions with the outside world. Where the first two courses mainly covered the way firms interact with the outside world, in particular competitors and complementors, the third course looks at the way a firm’s organization should be designed to compete effectively.
