《德鲁克日志》第十一篇：组织的模块

2017.11.25

提示：所谓组织的模块，是指管理活动优先顺序。哪些事情应该得到优先考虑，哪些活动可以排在后面，取决于它对企业绩效贡献的大小。大部分企业，乃至个人，之所以缺乏成效，是因为没有分清哪些是优先活动，哪些是次要活动。在任何组织中，创造结果的活动地位永远要高于辅助活动。

文｜彼得德鲁克

组织的模块

Building blocks of organization

贡献决定其顺序和位置。

Contribution determines ranking and placement.

哪些活动可以归为一类，哪些活动可以分开？需要根据活动贡献的大小将它们分类。

What activities belong together and what activities belong apart? A searching analysis is needed that groups activities by the kind of contribution they make.

如果按照贡献来划分，（企业的）活动大致可以划分为四大类：第一，产生成果的活动 - 即产生可量化的结果，直接或间接地与整个企业的成果和绩效相关。

There are four major groups of activities, if distinguished by their contribution. First, results producing activities - that is activities that produce measurable results that can be related, directly or indirectly,to the results and the performance of the entire enterprise.

第二， 支持性活动。这些活动虽然需要甚至不可或缺，其本身并不产生成果。支持性活动只有当它们的“产出”被其他部门采用时，才能发挥功效。

Second, support activities that while needed and even essential, do not by themselves produce results but have a results only through the use made of their “output” by other components within the business.

第三，业务活动和企业的成果没有直接或间接的关系。它们完全是辅助性的。这就是我们所谓的“保健因子”或“家政活动”。

Third, activities that have no direct or indirect relationship to the results of the business activities that are truly ancillary. They are hygiene or housekeeping activities.

最后一种活动就是高层管理活动。

Finally, is the top management activity.

在产生成果的活动中，有些是能够直接带来收益的（例如在服务机构中“治疗病患”或“教学”）。属于这里活动有创新，销售以及有助于系统的和有组织的销售的活动。属于这里的活动还有“司库”功能，即为企业提供资金和资金管理。

Among result-producing activities, there are some that directly bring in revenues (or in service institutions, directly produce“patient care” or “learning”). Here belong innovating activities, selling and all the work needed to do a systematic and organized selling job. Here also belongs the treasury function, that is, the supply and management of money in the business.

企业的核心活动绝不应该从属于非核心活动。创造收益的活动绝不应该从属于不创造收益的活动。支持性业务也绝不应该和创造收益的活动以及贡献成果的活动混为一谈。

Key activities should never be subordinated to none key activities. Revenue producing activities should never be subordinated to the nonrevenue producing activities. And support activities should never be mixed with revenue producing and the result contributory activities.

行动指南：

在你的组织内，要给予生产成果的活动以核心地位。确保支持性活动从属于产生成果的活动。考虑将涉及员工福利的活动交给员工团队。

Action Point：giveresults producing activities high visibility in your organization. Make sure support activities are subordinated to the result producing activities.Consider delegating employee welfare activities to employee teams.