BS 3375-1-1995 Management services - Guide to organization study《管理服务 组织研究指南》.pdf

1、BRITISH STANDARD BS3375-1: 1995 Management services Part 1: Guide to organization studyBS3375-1:1995 This British Standard, having been prepared under the directionof the Management Systems Sector Board, was published under the authority ofthe Standards Board and comesinto effect on 15December1995 B

2、SI03-1999 First published July1984 Second edition December1995 The following BSI references relate to the work on this standard: Committee referenceMS/1 Draft for comment93/409005DC ISBN 0 580 24540 3 Committees responsible for this British Standard The preparation of this British Standard was entru

3、sted to Technical Committee MS/1, Work study and organization and methods, upon which the following bodies were represented: British Gas plc British Standards Society Civil Service College Ergonomics Society GAMBICA (BEAMA Ltd.) HM Treasury Institute of Administrative Management Institute of Managem

4、ent Services Institute of Quality Assurance Loughborough University of Technology MethodsTime Measurement Association Ltd. Ministry of Defence Trades Union Congress Amendments issued since publication Amd. No. Date CommentsBS3375-1:1995 BSI 03-1999 i Contents Page Committees responsible Inside front

5、 cover Foreword ii Introduction 1 1 Scope 1 2 References 1 3 Definitions 1 4 Organization study and change 1 5 Objectives of organization study 2 6 Uses of organization study 4 7 Procedures for carrying out an organization study 4 8 Techniques of organization study 9 9 Modelling and the use of tools

6、 in organization study 11 10 Training 11 Annex A (informative) Range of application of organization study 14 Annex B (informative) Corporate and project authority structures withinanorganization 15 Annex C (informative) Formal and informal organizations 19 Annex D (informative) Soft systems methodol

7、ogy 21 Annex E (informative) Bibliography 23 Figure 1 General arrangement for organization study 6 Figure 2 Checklist for phases in organization study 7 Figure B.1 Structure of project management authority 17 Figure D.1 Soft systems methodology flow chart 22 Table 1 Tools and techniques 12 Table D.1

8、 CATWOE checklist for compiling root definitions 23 List of references Inside back coverBS3375-1:1995 ii BSI 03-1999 Foreword This British Standard has been prepared by Technical CommitteeMS/1. It is a revision of BS3375-1:1984, which is withdrawn. BS3375 is a series of standards published in respon

9、se to a demand for information and guidance on how the various terms contained in BS3138 Glossary of terms used in management services interrelate. This revision of BS3375 results from the publication of the fourth edition of BS3138 in April1992. In recent years there has been considerable developme

10、nt of the techniques and broadening of the areas of application of work study and organization and methods. The revision of this standard reflects the fact that these methodologies are now used across the entire spectrum of commercial, industrial, governmental and voluntary activities and are applie

11、d to all types of work and work situation. This sphere of activity and practice of techniques has become known as “management services” and consequently it has also been decided to retitle BS3375 as Management services. This series of standards comprises the following Parts. Part 1: Guide to organiz

12、ation study; Part 2: Guide to method study; Part 3: Guide to work measurement; Part 4: Guide to work performance control; Part 5: Guide to determination of exposure limits, recovery times and relaxation times in work measurement (in preparation). When using this Part of BS3375, it is also important

13、to refer to the terms listed in BS3138:1992. Additional guidance on specific topics is given in Annex A to Annex D and a bibliography is given in Annex E. Acknowledgement is made to the Civil Service College for Figure 1 and Figure 2 in this Part, which are reproduced by permission of the Controller

14、 of HMSO. A British Standard does not purport to include all the necessary provisions of a contract. Users of British Standards are responsible for their correct application. Compliance with a British Standard does not of itself confer immunity from legal obligations. Summary of pages This document

15、comprises a front cover, an inside front cover, pagesi andii, pages1 to24, an inside back cover and a back cover. This standard has been updated (see copyright date) and may have had amendments incorporated. This will be indicated in the amendment table on theinside front cover.BS3375-1:1995 BSI 03-

16、1999 1 Introduction The guidance given in this Part of BS3375 transcends current fashions in organization and promotes a systematic and timeless approach to the process of organization study. The purpose of this standard is to give information and guidance to management services practitioners who ma

17、y be required, as part of their job, to carry out studies on organizational structures from time to time and should be read and used in conjunction with BS3138:1992. BS3138:1992 defines organization study as “the systematic and critical analysis of organizational structures and relationships in orde

18、r to make improvements”. The term “organization” is commonly used to mean the structure of an enterprise as a whole and also the activity of organizing it. The sense in which the word is used in any particular instance should be clear from the context in which it is set. Any organization, whether co

19、mmercial, industrial, governmental or voluntary, usually incorporates a variety of responsibilities, authorities, roles and relationships directed towards achieving corporate objectives. Changes in both organizational structure and corporate objectives are inevitable if survival is to be sustained a

20、nd growth is to be achieved. The degree of success or failure of changes in organizational structure to some extent depends upon the thoroughness, experience and knowledge of the individual or team charged with deriving, planning and implementing the reorganization. This guide explores some of the t

21、heories and difficulties of organization study and offers practical guidance in laypersons terms to those who may be called upon to become involved in this kind of work. 1 Scope This Part of BS3375 gives guidance on the objectives and procedures to be used for organization study. It provides an unde

22、rstanding of organization study to all those who may be involved in investigations of the organizations in which they work. The guidance given in this standard should be of particular value to those practising or training in the field of management services. 2 References 2.1 Normative references Thi

23、s Part of BS3375 incorporates, by dated or undated reference, provisions from other publications. These normative references are made at the appropriate places in the text and the cited publications are listed on the inside back cover. For dated references, only the edition cited applies; any subseq

24、uent amendments to, or revisions of, the cited publication apply to this Part of BS3375 only when incorporated in the reference by updating or revision. For undated references, the latest edition of the cited publication applies, together with any amendments. 2.2 Informative references This Part of

25、BS3375 refers to other publications that provide information or guidance. Editions of these publications current at the time of issue of this standard are listed on the inside back cover, but reference should be made to the latest editions. 3 Definitions For the purposes of this Part of BS3375, the

26、definitions given in BS3138 and BS7802 apply. 4 Organization study and change 4.1 General Organization study is a prerequisite to making effective changes to an enterprise. If done well, subsequent reorganization should avoid unexpected ramifications that increase costs and the vulnerability of the

27、enterprise to the point where the level of risk is unacceptable. Allowance should be made for the continuing increase in the pace of change; this factor and the need for organizations to keep up-to-date and compete more efficiently and effectively in the marketplace has added to the relevance of org

28、anization study as an effective technique. Change is a continual process, therefore organization study should also be a continual process rather than simply a one-off activity. This is the philosophy behind the concept of organizational development. 4.2 Reasons for change The need for change can be

29、triggered by factors that are internal or external to the organization and by major developments in techniques for achieving greater efficiency. Examples of external factors are as follows: competition; change of ownership; cost of borrowing money; labour rates and availability;BS3375-1:1995 2 BSI 0

30、3-1999 changes in labour practice; cost and availability of materials, equipment and particularly energy; changing levels of demand; economic climate; market size; new legislation. Any one of these factors can force organizations to review their processes when considering structures that can handle

31、better and faster decision making. The increased emphasis on schemes for productivity improvement and a redistribution of management functions among fewer personnel has in many areas reduced the ratio of management to other personnel. The pressure for change from within an organization may be stimul

32、ated by changes such as the following: a) planned expansion or rationalization, product changes, penetration of new markets, better use of resources or acquisition of new ones; b) changes in the social climate, such as involvement by personnel in their jobs, a more questioning approach, greater need

33、 for motivation; c) internal factors such as low morale, high rate of staff turnover or sickness, industrial relations problems and the need to be better informed; d) spontaneous change in peoples attitudes, which is often a weak or delayed reaction to changes in the environment and external pressur

34、es on the organization. Any of these factors might trigger change within an organization. The view from within an organization should be two-fold: to improve the quality of working life and to improve the effectiveness of the organization. 4.3 Changes in technology and techniques Technology, especia

35、lly information technology, has made dramatic advances in recent years and the ability to produce enormous volumes of information has led organizations to attempt to identify objective information needs, those who need it and the purposes for which it is needed. The pressures from within have led or

36、ganizations to relay more information to personnel to increase commitment, involvement and motivation. Distribution of information has to be paid for financially and there is a limit to how much information may be absorbed by the organization. Although techniques that improve efficiency can be seen

37、as external pressures, they are different from those already described. First, they are optional, because managements can choose to introduce them. Second, their nature is different and they may need to be developed to cope with pressures for change or, when introduced, be a stimulus for change. Tec

38、hniques intended to improve design, production, marketing, management, accounting, objective setting or training, separately or in combination, may affect any or every part of an organization and not always beneficially. 5 Objectives of organization study 5.1 General The objectives of organization s

39、tudy may include the following: a) creating a new organization or justification for the continued existence of the organization; b) ensuring that there is an effective and efficient organization to carry out all the functions necessary for the survival, continuation and development of the enterprise

40、; c) improving an organizations ability to meet its objectives; d) developing the management personnel to deal with changing circumstances. 5.2 Priority tasks All organizations are faced with a set of priority tasks. Some factors that need to be taken into account when undertaking such tasks, with a

41、ssociated problem areas, are described as follows. a) The responsibility for given tasks needs to be allocated so that each person within the organization has an equitable load. It is common to find areas in organizations where responsibility is not clearly defined; this can and often does lead to d

42、uplication of activity, disputes about who does what and work being handled at the wrong levels of management. Such confusion makes the establishment of adequate control systems particularly difficult. b) Decisions should be delegated to those qualified and competent to make them. No organization ca

43、n work effectively without adequate delegation, therefore management has an obligation to ensure that the process of delegation is furthered. This process can be assisted by providing opportunities for the development of qualified and competent personnel and by giving individuals responsible and rew

44、arding jobs.BS3375-1:1995 BSI 03-1999 3 c) Specialist skills should be deployed where they can be used economically and are needed most. The development of specialist skills and the growth of specialists has posed many problems to management, none of which has been more freely debated than that of t

45、heir place and the role they should play. The problem has been two-fold, first in building up the credibility of the specialists and second in educating management in the proper use of specialists. Managers are generally suspicious of anything offered for nothing and tend to guard jealously their pr

46、erogatives. The answer lies in knowing what help is available, being able to diagnose what is needed and being prepared to call in an expert. d) The necessary communications need to be provided upwards, downwards and laterally within the management structure. Perhaps the most overworked and least un

47、derstood word in the organization dictionary is communication. Too much communication can be as detrimental as too little and the aim should be to achieve the right balance. Communication in organizations comes in many forms, for example from staff suggestion schemes to worker councils, through form

48、ally and informally established channels of communication; but communication is limited. e) Groups of personnel involved in common tasks need to be able to cooperate effectively and adapt wisely to meet change. It is commonly assumed that cooperation exists, that it does not have to be gained and th

49、at any lack of it is due only to minor causes. Experience shows that effective group cooperation is hard to achieve, requires investment in training and facilities and needs careful nurturing. It should be noted that, depending on the circumstances, group cooperation can pay considerable dividends. An example of such cooperation can be found in the application of total quality management, seealsoBS7850-1 and BS7850-2. 5.3 Recognition of environment and requirements An essential feature of the ability of an organization to survive is th