Listen to part of a lecture in a business management class.OK. Uh, let's talk about organization and structure in a company. How are companies typically structured?Functionally.And...? By projects.Right. By function...and by projects.Twenty years ago companies were organized in function groups, where people with a certain expertise worked together as a unit―the, uh, architects in one unit, the finance people in another unit.Well, nowadays a lot of companies are organized around projects―like a construction company could be building an office building in one city and an apartment house somewhere else,and each project has its own architects and engineers.Now, the good thing about project organization is that it's easier to change to adapt to the needs of the project―it's a small group, a dedicated team, not the whole company.Now, with that in mind, here's a question for you:Why do we continue to organize ourselves by function,even now, when in fact we admit that projects are the lifeblood of a lot of organizations?Why do some companies maintain a functional organization instead of organizing around projects? Yes?Because, um, if you don't have that functional structure within your organization,chances are you'd have a harder time meeting the goals of the projects.Listen, let's say we got four new cars we want to design. Why do we need a functional organization?
请听一段企业管理课上的演讲。我们来谈谈一个公司的组织和结构。公司一般是如何构建的？功能性构建。还有呢？通过项目。对的。通过功能和项目来构建。20年前公司按功能分组组织，有着某种专长的人作为一个单元在一起工作，额，建筑师在一个单元，财务人员在另一个单元。现在很多的公司根据项目来组织――比如一个建筑公司可能会在一个城市造一栋办公楼，在别的地方建一套公寓，每个项目都会有自己的建筑师和工程师。项目组织的好处是，根据项目的需要改变起来更容易些――小团体，一个专门的团队，而不是整个公司。记住那一点，我有一个问题问你们：我们为什么还要继续根据功能来组织，甚至是现在，在我们承认项目是很多组织的命脉的时候？为什么一些公司保持着功能性组织而不根据项目来组织？你来说？因为，如果在公司里没有功能性结构，可能会更难达到项目的目标。Why?为什么呢？Why?为什么？听着，假设我们要设计四款新车。为什么我们会需要一个功能性组织？
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