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1、bri75829_ch12.qxd8/13/087:17PMPage363DecisionRights:TheLevelofEmpowermentCHAPTER12CHAPTEROUTLINEAssigningTasksandDecisionRightsCentralizationversusDecentralizationBenefitsofDecentralizationCostsofDecentralizationIllustratingtheTrade-OffsManagementImplicationsLateralDecision-RightAssignmentAssign
2、ingDecisionRightstoTeamsBenefitsofTeamDecisionMakingCostsofTeamDecisionMakingManagementImplicationsDecisionManagementandControlDecisionRightAssignmentandKnowledgeCreationInfluenceCostsSummaryAppendix:CollectiveDecisionMakingondaMotorCompanywasfoundedin1948bySoichiroHonda.1Initially,decisionmaking
3、withinthecompanywasquitecentralized.Mr.HondaHmadevirtuallyallproductanddesigndecisions,whereasfinanceandmar-ketingdecisionsweremadebyhispartner,TakeoFujisawa.In1973,Hondaretired.Successorsadoptedamoredecentralizeddecisionsystem.Majordecision-makingauthoritywasspreadamongnearly30seniorexecutives,
4、whospentmuchoftheirtimegatheredatconferencetableshammeringoutpoliciesininfor-malsessionscalledwaigaya—aHondawordmeaning“noisy-loud.”Engineersinresearchanddevelopmenthadsignificantcontrolofthedesignofnewautomobiles.Underthisso-calledHondaSystem,thecompanygrewandprospered.1Detailsofthisexamplearef
5、romC.ChandlerandP.Ingrassia(1991),“JustasU.S.FirmsTryJapaneseManagement,HondaIsCentralizing,”TheWallStreetJournal(April11),A1;M.Williams(1993),“RedesignofHonda’sManagementFacesFirstTestwithUnveilingofNewAccord,”TheWallStreetJournal(September1),B1;E.Thornton,L.Armstrong,andD.Woodruff(1998),“Hond
6、a:AHeckuvaTimetoSwitchDrivers,”BusinessWeek(August31),42–44;andY.Kageyama(2005),“HondaProfitsIncrease27%,”Detnews.com(April27).bri75829_ch12.qxd8/13/087:17PMPage364364Part3DesigningOrganizationalArchitectureBythelate1980sHonda’sgrowthhadstalledandprofitsdeclined.Hondalostmar-ketshareintheJapanese
7、automarket,fallingfromthirdtofourthbehindMitsubishi,Nissan,andToyota.PartofHonda’sproblemwasthatitfailedtorespondtochangingtastesintheJapaneseautomarket.ManyJapaneseconsumerswantedtopurchasesportycarswithdistinctivestyling,yetHond
