摘要:本文以AT&T公司为样本,阐述技术标准和解决方案(TSS)组织架构,以及与组织变化相关的因素。基于该公司的组织架构的战略视图进行讨论,并提出TSS的矩阵结构设计,最后得出结论。
s own knowledge with all team members.
Leverages relationships at all levels of the organizational to achieve team objectives
(M. Passino, personal communication, May 9, 2008).
In another example, the Lawrence Livermore National Laboratory (LLNL) in California, have been using a matrix style of organizational management since the late 1950s (Crites & Montgomery, 1988). The LLNL matrix structure shown in figure 3 was established to bring together their safety group to support a broad safety support to the laboratory program managers. The safety team leader has the resources and the leadership skill to effectively lead the team. In the matrix style, the safety organization is clearly discipline from top to bottom. For this example the technician supervisors are responsible for training the technicians that are assigned to them to ensure the implementation of the program.
In brief, “structure is one of the administrative elements of a business, and it exists to make operations and strategy work better” (Peters, 1993, p. 60). So, when we think about how an organizational structure, the structure is based on strategy, operational policy, culture, people within the department, the customer or client and the market. According to Peters, the matrix structure became known in the 1970s and early 1980s. Leaders in organizations wanted to address their internal customers or internal clients, hence the “dotted line responsibility” in the chart. This means that command relationships are not drawn on an organizational chart as a solid line, but as a dotted line. See figure 2 above.
与改变相关的因素——Factors associated with change
组织环境的TSS因素——TSS Elements of an Organization's Environment
According to Robbins and Judge (2007), environment is “an organization's environment is composed of institutions or forces outside the organization that potentially affect the organization's performance” (p. 557). These outside forces may include suppliers, customers, competitors, and similar institutions. For AT&T TSS, the most important element social environment is to focus on customers' desires as opportunities to continue to set standards for value and quality. AT&T recognized that the new organizational structure would enable TSS to:
Facilitate improvements in the overall quality of the technology services
Change from a ‘systems to a ‘business' orientation
Provide the basic organization structure to increase the stability of the organization
Enhance the quality by partnering more closely with their clients
To better meet the revenue and performance demands of the competitive marketplace
The material environment for AT&T would include: a full range of communications services, (local and long distance telephone, cellular, paging, security monitoring, cable TV, electronic commerce, Internet services, U-verse and more). This environment is also important because many people use these communications services.
“Information concerning the environment must be an integral component of the management control system” (Eckel, Fisher, & Russell, 1992, p. 16). Eckel, et al. of the Northern Telecom's Environmental (NTE) listed a number of performance measurement for a dependable system to take place. The framework for performance environment is not dependent on other corpor
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