《德鲁克日志》第十篇：模拟分权制

2017.11.24

提示：模拟分权制曾经在北美大型组织中非常流行。这种管理模式人为地将组织分成若干“独立部门”，赋予它们所谓的“独立运营”权。表面看起来是各负盈亏，实际上是一笔糊涂账。虽然“模拟分权制”已经不再流行，但是我们仍然可以看到它的影子。

例如，有些公司将HR部门变成 “利润中心”，向各部门收取培训费用。而这种费用并非由市场决定，而是内部制定的价格。通常价格与课程质量，服务水平并不匹配。

启发：一件不值得做的事，也就不值得把它做好。虚拟分权制看似有道理，实际上剥夺了各部门享受市场价格和最佳服务质量的权力。

文｜彼得德鲁克

模拟分权制

Simulated Decentralization

主要的规则是将“模拟分权制”视为最后的手段。

The main rule is to look uponsimulated decentralization as a last resort only.

只要一个单位能够组织成为一个事业部门，联邦分权制对于它而言就是在适合不过的了。尽管如此，我们知道，相当数量的公司无法分拆为诸多子公司。然而这些公司已经超出了功能型组织或团队型组织的规模和复杂性极限。

Whenever a unit can be set upas a business, no design principle can match federal decentralization. We have learned, however, that a great many companies cannot be divided into genuine businesses. Yet they have clearly outgrown the limits of size and complexity ofthe functional or of the team structure.

正是这些公司逐渐的视“模拟分权制”为组织建设问题的解决方案。在模拟分权化的制度下，公司的各个单位虽非事业部门，却视同为事业部门。它们享有最大的自主权，而且有各自的管理层，起码有一个“模拟的”盈亏责任。他们采用内部制定的价格而非市场价格相互之间交易。它们通过一种内部摊派成本的方式，然后在成本上加一个标准的费用获得“利润”。

These are the companies that are increasingly turning to “simulated decentralization”as the answer to their organization problems. Simulated decentralization forms structural units that are not businesses but which are still set up as if they were businesses, with maximum possible autonomy, with their own management, and with at least a “simulation” of profit-and-loss responsibility. They buy and sell to each other using “transfer prices” determined internally rather than by an outside market. Or their “profit”are arrived at by internal allocation of costs to which then, a “standard fee”,such as 20 percent of costs, is added.

行动指南：

在可行的情况下，使用“微利润中心”建立内部竞争机制。将营业收入分派个每个单位，并将成本与营收匹配。

Action Point: Produce internal competition by using “micro” profit-center when feasible. Attribute revenue to each unit and match revenue with its cost.