Basic meaning
Organizational structure refers to the overall structure of the organization. Under the influence of many factors such as enterprise management requirements, management orientation, management mode and business characteristics, it is the basic element to organize resources, build processes, carry out business and implement management within enterprises.
The "Guidelines for the Application of Internal Control in Enterprises No.65438 +0- Organizational Structure" points out that the organizational structure refers to the institutional arrangements of the board of directors, the board of supervisors, the management level and all levels within the enterprise according to the relevant national laws and regulations, the resolutions of the shareholders' (general) meeting and the articles of association, combined with the actual situation of the enterprise.
Type 2
Pyramid type
Linear system Linear system is the earliest and simplest organizational form. Its characteristic is that the administrative units at all levels of the enterprise implement vertical leadership from top to bottom, and the subordinate departments only accept instructions from a superior, and the responsible persons at all levels are responsible for all problems of the subordinate units. The factory department does not set up another functional organization (functional personnel can be set up to assist the supervisor), and all management functions are basically performed by the administrative supervisor himself. The advantages of linear organizational structure are: simple structure, clear responsibilities and unified orders. The disadvantage is that the administrative person in charge needs to be familiar with a variety of knowledge and skills and handle various businesses in person. It is obviously incompetent to concentrate all management functions on the top supervisor in the case of complex business and large enterprise scale. Therefore, linear system is only suitable for small-scale enterprises with simple production technology, but not for enterprises with complex production technology and management.
Functional organizational structure means that administrative units at all levels set up some functional institutions besides the person in charge. Such as the establishment of functional institutions and personnel under the factory director to assist the factory director in functional management. This structure requires the executive director to hand over the corresponding management responsibilities and powers to relevant functional organizations, and each functional organization has the right to give orders to subordinate administrative units within its own business scope. Therefore, in addition to the command of the superior administrative director, the subordinate administrative director must also accept the leadership of the superior functional organization.
The advantage of functional system is that it can adapt to the characteristics of complex production technology and fine management of modern industrial enterprises; It can give full play to the professional management role of functional organizations and reduce the workload of line leaders, but the shortcomings are also obvious: it hinders the necessary centralized leadership and unified command, forming multi-head leadership; It is not conducive to the establishment and improvement of the responsibility system of administrative heads and functional departments at all levels. In middle management, there is often a phenomenon that everyone is rushing to push; In addition, when the guidance and orders of the superior administrative leaders conflict with the functional organizations, the subordinates will be at a loss, which will affect their normal work and easily lead to lax discipline and chaotic production management order. Due to the obvious defects of this organizational structure, modern enterprises generally do not adopt functional system.
Linear functional system Linear functional system, also known as production area system, or linear employee system. It is based on linear system and functional system, learning from each other's strong points and absorbing the advantages of these two forms. At present, most enterprises in our country adopt this organizational structure. This organizational structure divides enterprise management institutions and personnel into two categories. One is linear leading bodies and personnel, who exercise command over organizations at all levels according to the principle of unified command; The other is functional organizations and personnel, who are engaged in the management of various functions of the organization according to the principle of specialization. Linear leading bodies and personnel have certain decision-making power and command power to subordinates within their own responsibilities, and take full responsibility for the work of their own departments. Functional organizations and personnel are the staff of line commanders, and they cannot give orders to directly affiliated departments, but can only give business guidance.
The advantages of linear-functional system are: it not only ensures the centralization and unification of enterprise management system, but also gives full play to the role of various professional management institutions under the leadership of administrative leaders at all levels. Its shortcomings are: poor coordination between functional departments, and many tasks of functional departments can only be handled by reporting directly to superior leaders, which on the one hand increases the workload of superior leaders; On the other hand, it also causes inefficiency. In order to overcome these shortcomings, we can set up various comprehensive committees or establish various meeting systems to coordinate all aspects of work, play the role of communication and help senior leaders make suggestions.
The business division system was first put forward by Si Long, president of American General Motors Company, in 1924, so it is called Sloan model, also called "federal decentralization", and it is a decentralized management system under high (hierarchical) centralization. It is suitable for large enterprises with large scale, variety and complex technology, and is an organizational form adopted by large foreign joint companies. In recent years, some large domestic enterprise groups or companies have also introduced this organizational structure. ? Division system is a form of hierarchical management, hierarchical accounting and self-financing, that is, a company is divided into several divisions according to regions or product categories. From product design, raw material procurement, cost accounting, product manufacturing to product sales, all business divisions and their subordinate factories are responsible for accounting separately and operating independently. The headquarters of the company only reserves the power of personnel decision-making, budget control and supervision, and controls all business divisions through profit and other indicators. Some departments are only responsible for directing and organizing production, not purchasing and selling, and separating production from supply and marketing, but these departments are being replaced by product departments. Other divisions are divided by region.
The simulated decentralization system is a structural form between the linear functional system and the business division system. Many large enterprises, such as steel and chemical enterprises that produce continuously, are difficult to be divided into several independent business departments due to the limitation of product variety or production process. Due to the huge scale of the enterprise, senior managers feel that it is not easy to manage by adopting other organizational forms, so a simulated decentralized organizational structure has emerged. The so-called simulation is to simulate the independent operation and accounting of the business division system, not the real business division, but actually a "production unit". These production units have their own functional organizations, enjoy as much autonomy as possible, and assume the responsibility of "simulation" for profit and loss, with the aim of mobilizing their enthusiasm for production and operation and achieving the purpose of improving the production and operation management of enterprises. It should be pointed out that it is difficult to completely separate them due to the continuity of production. Taking continuous production in petrochemical industry as an example, the "products" produced by unit A directly become the raw materials of unit B, without stopping or transferring. Therefore, the economic accounting between them can only be based on the internal price of the enterprise, but not on the market price, which means that these production units do not have their own independent external market, which is also the difference from the business department.
The advantage of simulated decentralization system is that it not only mobilizes the enthusiasm of all production units, but also solves the problem that enterprises are too large to manage. Top managers will give some power to production units and reduce their own administrative affairs, thus focusing on strategic issues. Its disadvantage is that it is not easy to define tasks for simulated production units, which leads to difficulties in evaluation; It is difficult for the leaders of production units to understand the whole picture of the enterprise, and there are obvious defects in information communication and decision-making power.
Matrix system in the organizational structure, there are both vertical leadership system by function and horizontal leadership relationship by product (project), which is called matrix organizational structure.
Matrix organization is an organizational form to improve the shortcomings of linear functional system, such as poor horizontal connection and lack of flexibility. Its characteristic is to set up a special organization with cross-functional departments around a specific task, such as forming a special product (project) team to engage in new product development, and sending people from relevant departments to participate in different stages of research, design, testing and manufacturing, so as to achieve the combination of all aspects, so as to coordinate the activities of relevant departments and ensure the completion of the task. This organizational structure is fixed, but the personnel are changing. Who needs to come and go after the task is completed. The project team and the person in charge are also appointed by the temporary organization. After the task is completed, it is dissolved and the relevant personnel return to their original units. Therefore, this organizational structure is very suitable for horizontal cooperation and key projects.
The advantages of matrix structure are: flexible, which can be organized or dissolved with the development and end of the project; Because this structure is organized according to the project, the task is clear, the purpose is clear, and people with expertise in all aspects are fully prepared. Therefore, in the new working group, they can communicate and integrate, and they can link their work with the overall work to offer suggestions and suggestions for overcoming difficulties and solving problems. Because the personnel transferred from all sides have a sense of trust and honor, they have increased their sense of responsibility, stimulated their enthusiasm for work and promoted the realization of the project; It has also strengthened cooperation and information exchange between different departments, and overcome the phenomenon that departments are out of touch with each other in the linear functional structure.
The disadvantage of the matrix structure is that the responsibility of the project leader is greater than the power, because the people involved in the project are all from different departments, and the affiliation is still in the original unit, just for "fighting", so it is difficult for the project leader to manage them, and there are not enough rewards and punishments. This dual management of personnel is a congenital defect of matrix structure; Because the project members come from various functional departments, they still have to return to their original units after the task is completed, which is easy to produce temporary ideas and has a certain impact on their work. ?
Matrix structure is suitable for some major key projects. Enterprises can be used to complete major engineering projects or management reform tasks involving a wide range, temporary and complex. It is especially suitable for scientific research and other units focusing on development and experiment, especially applied research units.
Flat type
On the basis of Peter Senge's five disciplines, through a lot of individual learning, especially team learning, an effective organization can understand the environment, adapt to it, and then actively act on it. It can also be said that it is an organic, highly flexible, flat, humanized and sustainable organization established by cultivating a learning atmosphere that permeates the whole organization and giving full play to the creative thinking ability of employees. Learning organization is a flat and conical organizational structure. Pyramid-shaped edges and grades are gone, the boundaries between managers and the managed are no longer clear, and the power stratification and grade differences are weakened, so that individuals or departments have relatively free space to a certain extent and can effectively solve internal communication problems. Therefore, learning organization makes enterprises face market changes, which is no longer mechanical and rigid, but "dynamic". However, with the trend of global economic integration and social division of labor, flat organizations will also encounter more and more problems. In the process of constantly analyzing and solving problems, the "learning" nature of learning organizations will require more and more people.
3 optimization method
When optimizing the organizational structure of an enterprise, we usually divide it into three parts. Through the optimization of enterprise organizational structure construction, the scientific and systematic management thinking mode of enterprises is finally achieved.
First, it is necessary to take the stable transition or existence of the organization as the premise: stabilize the current business production management activities; The established organization has a certain stable period; Be able to smoothly transition from the old institution to the new institution; The post adjustment of personnel can smoothly and smoothly transition to new departments and posts; People who can't adapt to the original post can leave smoothly, and will not bring negative influence to the enterprise because of the departure of individual personnel, nor will they take away personnel because of the departure of individual personnel, which will lead to the ideological change of employees who have no confidence in the enterprise. Whether the stability is available depends on whether the establishment of the department has achieved "three adaptations" in the optimization and adjustment:
Adaptability: whether it meets the needs of enterprise development and the basic requirements of management science. Whether the scale of an enterprise and the market share of its products have generated the demand for internal adjustment is generally manifested as follows: despite the expansion of the scale of the enterprise and the increase of personnel, the speed of improving the efficiency of the enterprise does not match, internal disharmony and prevarication often occur, and internal coordination often requires the coordination of superior leaders. The original departments and posts can no longer meet the needs of enterprise development and survival. Department managers and post personnel obviously feel that they don't know why they are working, who they are working for, and they are indifferent, passive or active.
Timely: whether it is time for enterprises to achieve better results without adjustment; Whether to adjust or optimize in time; Whether it is carried out in an appropriate way (relative to enterprise management level, personnel mentality, personnel quality, etc.). ); Whether it will disrupt the original normal operation and production order of enterprises for a long time because of institutional adjustment; Whether it can help enterprises set foot on a new starting line in future development; Whether it can promote the rapid improvement of business performance and management level; Whether there is an effect of "taking a half step back, taking a step further or taking two steps forward" and so on.
Competency: whether there are suitable personnel or institutions to optimize and adjust; Whether the talents that can be used by the company can be widely discovered; Can we give full play to the role of existing talents? Whether to tap the potential of existing talents. Whether we can introduce talents urgently needed by enterprises, etc., in short, whether we can make maximum rational use of human resources.
Second, the division of labor should be clear, which is conducive to assessment and coordination. Improve the uncoordinated organizational relationship on the existing basis, and prevent and avoid the possible friction relationship in the future. The optimized performance results should be: the functions of the departments are clear, the powers and responsibilities are in place, the evaluation can be carried out, the management links and work procedures between departments are coordinated, and the company's management system can be effectively implemented.
Third, the establishment of departments and posts should be combined with training talents and providing good development space. When optimizing and adjusting departments and posts, we should consider both existing personnel and comprehensive personnel; You can't set up a human relations department or post to manage human relations; At the same time, it is necessary to comprehensively consider the conduct of existing personnel, the ability and potential required for enterprise development, etc. , under the premise of ensuring conduct and low-risk training value, consciously combine the training of departments, posts and personnel. The concept of "enterprise is a platform for personal development" is embodied by the employment of specific employees in departments or positions.
4 Architecture diagram
The organization chart is an intuitive reflection of the organization structure, and it is the most common chart showing the relationship among employees, professional titles and groups. It vividly reflects the relationship between institutions and posts in the organization.
The organization chart is an organization chart that automatically increases vertical levels from top to bottom, and is displayed in the form of icon list. It intuitively shows the relationship between organizational units, and can directly view the detailed information of organizational units and the position and personnel information related to organizational structure through the organization chart.
function
1, which can display the division of its functions.
2, you can know whether its powers and responsibilities are appropriate.
3. It can be seen whether the workload of this person is too heavy.
4. It can be seen whether there are unrelated people who undertake several loose and unrelated jobs.
5. It can be seen whether there is a situation in which talented people do not play.
6. It can be seen whether there are people who are not qualified for this job to hold important positions.
Subdivision and integration
Organization chart has no fixed format. The key is to consider whether it meets the needs of the company's development strategy. The function of the organization chart is to divide the related work to achieve the strategic effect. Therefore, it is necessary to make a specific personalized organizational chart according to the specific situation of the enterprise.
Enterprises should make specific, holistic and personalized organization charts according to specific conditions (such as division of departments and division of functions of department personnel), and all departments should also make departmental, specific and subdivided organization charts.
Such as the marketing center.
If the marketing center of an enterprise includes: marketing department, planning department, sales department and document department, then the organization chart of the marketing center of this enterprise can be formulated as follows:
After the single, specific and subdivided organization chart of small departments is completed, it is combined to form the organization chart of the whole department, and then the organization charts of various departments (such as production center, administrative center, marketing center and other departments) are combined to form the organization chart of the whole enterprise.
industry sector
The organization chart of each industry will definitely not be the same, because the division of departments, the functions of department personnel and the required personnel are different in different industries. The following are enterprise organization charts of several industries for your reference.
Organization chart of agency enterprise
Of course, even in the same industry, the enterprise organization chart should be formulated according to the specific situation of its own enterprise.
5 advantages and disadvantages of editing
First of all, we must measure what the company's current organizational structure is like. You can see where the department of your company is. The function we lack is the starting point for us to consider the macro organizational structure, which comes from the strategy, macro process and organizational structure of the enterprise. Many enterprises need to participate in the reform.
Any organizational structure should reflect the reporting relationship and reflect that each box is a position, not a department. One is to clearly reflect the relationship between posts, the other is to reflect how posts and posts are combined and how to form a team; The third is to see the general hierarchical relationship on this map, which is divided into several levels. Many people despise such an organizational structure.
Functional organizational structure
The most common is functional or functional organizational structure, which is most easily accepted in organizational structure or team building. In such a structure, a successful person needs professional knowledge, has a deep understanding of his own work, and can do himself well. In fact, this is the meaning of job design-employees can have better work efficiency through different combinations.
However, this organizational structure puts more emphasis on individuals doing personal things, and the disadvantage is that it leads to too many levels.
Organizational structure with products or services as the core (division style)
Split architecture is fashionable, usually divided according to products or customers and markets. The so-called product refers to, for example, an enterprise produces both cars and planes, and different products have different organizational structures.
An organizational structure centered on customers or regions.
By customer, for example, B-B, B-C, B or C is by customer. Big customers or corporate customers, customers are corporate customers, and his sales market is made by a group of people; If it is an individual user, it is done by another group of people. If corporate customers are subdivided into schools, institutions, government agencies, etc. Different customer groups have different practices. It is more popular to follow market practices, because now we attach great importance to customer service and customer satisfaction. This organizational structure can best meet the needs of customers. Every customer has an account manager who can work according to the customer's needs.
Organizational structure of business process team
Less use, from solutions to customer service, production, logistics, step by step according to each customer's process.
Matrix organizational structure
The basic problem of organization: management structure
Management levels: whether there are more or less management levels. How many levels does it take from CEO to UNE? Four or eight? Do you want an assistant manager? Flat organization problem.
Control span: the number of direct subordinates; Narrow and wide control span.
Concentration degree of decision-making process: the concentration degree of main decision-making and control power and authority of enterprises.
Do you need to flatten your business? Improve or reduce the management level?
6 system editor
In the sense of management, organizational structure is essentially a structure of power and responsibility. A modern and sound organization usually includes the following related subsystems:
1. Decision subsystem
The leadership system of the organization, decision-making institutions at all levels and their decision-makers constitute the decision-making subsystem. Decision-making bodies and decision makers at all levels are the core of organizational decision-making.
4. Instruction subsystem
Command subsystem is the command center of organizing activities. In each functional unit or department, its head or chief executive and its members form a vertical system. The main task of the chief executive is to implement the decisions of the decision-making bodies, be responsible for directing the activities of the bodies, and ensure the smooth and effective activities. The design of the command subsystem should proceed from the reality of the organization, reasonably determine the management level, delegate the command power step by step according to the principle of authorization, establish a multi-level and authoritative command system, and implement unified command of the organization's activities.
3. Employee function subsystem
Employee-function subsystem is a horizontal system composed of employees or functional departments. Staff officers or functional departments are the chief executive's staff officers and assistants, who are respectively responsible for a certain aspect of business activities. When designing the personnel-functional subsystem, it is necessary to set up necessary personnel or functional institutions according to the actual needs and the principle of professional division of labor, stipulate their responsibilities and work requirements, and ensure effective management in all aspects.
4. Execution subsystem, supervision subsystem and feedback subsystem.
The decision-making center determines the major policies of the organization, the command center is the starting point for implementing the plan, and the execution subsystem, supervision subsystem and feedback subsystem are the institutions that make the plan correctly implemented.
The command center issues instructions, which on the one hand lead to the executing agency and on the other hand lead to the supervising agency, so as to supervise the implementation. After the information system is processed by the feedback mechanism, the difference between the effect and the instruction is compared and returned to the command center. In this way, the command center can issue new instructions according to the situation.
The executing agency must accurately carry out the instructions of the command center. In order to ensure this, there should be a supervision organization to supervise the implementation, and the feedback subsystem reflects the implementation effect. The execution subsystem, supervision subsystem and feedback subsystem must be independent of each other and cannot be combined into one.
7 Editing of organization mode
After the success of entrepreneurs, enterprises need to expand further, so it is necessary to reform the traditional organizational structure and re-establish the organizational structure and management system that adapt to their own business development. In the design of organizational structure and management system, a clear direction can make the leadership form a strong unified will, coordinate the interests of all parties, effectively integrate enterprise resources from the overall management framework of the enterprise, gradually accumulate the core competitive advantages of the enterprise, and form a breakthrough in important business directions. In short, we should strive to build an organizational management platform that plays a strong supporting role and driving force for the development of various businesses of enterprises. For the start-up and operation of new projects, we must establish a set of scientific operation procedures, make scientific predictions and judgments before, during and after the event, and formulate corresponding emergency measures to avoid irreparable losses. In order to develop better, enterprises must establish a set of perfect organizational structure, so as to effectively implement decisions and accomplish the established goals of enterprises in a planned way. Decision-makers don't need to expect to reach the goal in one step, and don't expect to establish a lasting organizational structure, because the organizational structure of enterprises also needs to be adjusted according to the goals and development stages of enterprises, which can't be done once and for all. Entrepreneurs should try to organize around the work itself, break the old habit of organizing around people, and realize their management decisions and ideas through enterprise organization. When designing the organizational structure of an enterprise, entrepreneurs can use some unconventional skills, such as setting more management positions but not arranging personnel, which will attract employees and play a positive role in motivating employees. If the three-level sales organization structure is adjusted to five levels, the effect will be very obvious. In order to prevent the emergence of bureaucratic management, we should pay attention to simplifying the management of enterprises after the management system is perfected.
8 Setting policy editing
First, the organizational structure undertakes the enterprise strategy.
Different enterprise strategies have different organizational structure models and functions, which reflect the organizational structure of management by objectives to some extent;
The second is to streamline the principle of high efficiency.
Do not set up many departments. With more departments, there will naturally be more managers. The more managers there are, the less things there are. Of course, we should also consider the reality and special circumstances of the enterprise.
Third, the organizational structure responds well to market and customer needs.
When designing the organizational structure, we must consider how to respond to the needs of the market and customers more quickly, clarify the division of labor within the organization, communicate and coordinate information transmission smoothly and timely, and try to avoid multiple departments contacting the same customer at the same time;
Fourth, the organizational structure considers the requirements of management unit and internal control.
For example, listed companies should have a sound corporate governance structure, central enterprises should consider the requirements of the Guidelines for Comprehensive Risk Management of Central Enterprises, and banks should consider the Guidelines for Internal Control of Commercial Banks.