The economic development strategy with the organizational structure of the marketing department is the only correct choice for enterprise development under the market economic system. The following is what I have compiled for you about the organizational structure of the marketing department of large enterprises, for reference only.
Large enterprise marketing department organizational structure Part 1
Functional structure
Functional organizational structure, is the administrative units at all levels in addition to the person in charge of the person in charge of the establishment of a number of functional institutions accordingly. Such as the establishment of functional organizations and personnel below the factory director to assist the director in functional management. This structure requires the administrative head to delegate the corresponding management duties and powers to the relevant functional bodies, and each functional body is authorized to issue orders to the lower-level administrative units within the scope of its own business. Therefore, in addition to accepting the command of the higher administrative head, the lower administrative head must also accept the leadership of the higher level of each functional organization.
Functional system has the advantage of being able to adapt to the modernization of industrial enterprises, production technology is more complex, the management of the more delicate characteristics; can give full play to the role of professional management of functional institutions, reduce the workload of the linear leadership. But the shortcomings are also very obvious: it impedes the necessary centralized leadership and unity of command, the formation of multi-headed leadership; not conducive to the establishment and improvement of all levels of administrative officers and functional sections of the accountability system, in the middle management often appear to have the merits of everyone to grab, there has been the phenomenon of everyone pushed; in addition, in the higher administrative leadership and functional bodies of the guidance and orders contradictory to the next level will be at a loss, affecting the normal conduct of work. It is easy to cause discipline laxity, production and management order chaos. Because of the obvious shortcomings of this form of organizational structure, modern enterprises generally do not use the functional system.
Linear-functional system
Linear-functional system, also known as the production area system, or linear staff system. It is on the basis of the linear system and the functional system, to complement the shortcomings, drawing on the advantages of these two forms and established. At present, the vast majority of our enterprises use this form of organizational structure. This form of organizational structure is the enterprise management institutions and personnel are divided into two categories, one is the linear leadership institutions and personnel, according to the principle of unity of command at all levels of the organization to exercise the right to command; the other is the functional institutions and personnel, according to the principle of specialization, engaged in the organization of the various functions of the management work. Line leadership agencies and personnel in their own areas of responsibility have a certain decision-making power and command over their subordinates, and are fully responsible for the work of their own departments. Functional agencies and personnel, on the other hand, is the staff of the line commanders, can not give orders to the direct sector, can only carry out operational guidance.
The advantages of the linear-functional system is: not only to ensure the centralization and unity of the enterprise management system, but also at all levels of the administrative head of the leadership, give full play to the role of the professional management bodies. Its shortcomings are: collaboration and cooperation between the functional departments is poor, many of the work of the functional departments directly to the upper leadership to deal with the report, which on the one hand increased the workload of the upper leadership; on the other hand, also caused by the efficiency of the work is low. In order to overcome these shortcomings, you can set up a variety of integrated committees, or the establishment of a variety of meeting systems, in order to coordinate all aspects of work, play a role in communication, to help the senior leadership.
Departmental system
Departmental system was first proposed by General Motors President Sloan in 1924, so there are? Sloan model? The name, also known as? Federal decentralization? is a highly (layer) centralized decentralized management system. It applies to large-scale, diverse, technologically complex large enterprises, is a large foreign joint companies used by a form of organization, in recent years some of China's large enterprise groups or companies have also introduced this form of organizational structure. Division system is a form of hierarchical management, hierarchical accounting, self-financing, that is, a company by region or by product category into a number of divisions, from product design, raw material purchases, cost accounting, product manufacturing, until the product sales, are responsible for divisions and affiliated factories, the implementation of separate accounting, independent operation, the company headquarters only retains the personnel to make decisions, budgetary control and supervision of the power, and through profit The company headquarters only retains the personnel decision-making, budget control and supervision power, and through the profit and other indicators of the division for control. Some divisions are only responsible for directing and organizing production, not responsible for purchasing and sales, the implementation of production and supply and marketing separation, but this division is being replaced by the product division. There are also divisions that are organized by region.
Simulated Decentralization
This is a form of structure that falls somewhere between the linear functional and divisional systems. Many large enterprises, such as continuous production of iron and steel, chemical companies due to product variety or production process limitations, it is difficult to break down into several independent divisions. And because of the large size of the enterprise, so that senior managers feel that the use of other organizational forms are not easy to manage, then the emergence of a simulation of decentralized organizational structure. The so-called simulation, that is, to simulate the independent operation of the business unit system, separate accounting, rather than a real division, is actually a ? production units? These production units have their own functional organization, enjoy as much autonomy as possible, and have a ? Analog? Profit and loss responsibility, the purpose is to mobilize their production and operation enthusiasm, to achieve the purpose of improving the production and management of enterprises. It should be pointed out that the production units due to the continuity of production, it is difficult to separate them completely, in the case of continuous production of petrochemicals, for example, unit A produced "products" directly into the raw materials of the production units of the B, which does not need to stop and transit. Therefore, the economic accounting between them can only be based on internal prices, rather than market prices, that is, these production units do not have their own independent external market, which is also the difference with the Division.
Simulated decentralization has the advantage of mobilizing the enthusiasm of the production units, in addition to solving the problem of too large an enterprise is not easy to manage. Top management will be part of the power to the production unit, reducing their own administrative affairs, so as to focus on strategic issues. The disadvantage is that it is not easy for the simulation of the production unit to clarify the task, resulting in the assessment of the difficulties; the production unit leaders are not easy to understand the whole picture of the enterprise, in the communication of information and decision-making power, there are also obvious defects.
Large enterprise marketing department organization structure Part 2
Small and medium-sized enterprises exist a common problem is that the enterprise organization and management is chaotic, the reason is that there is no perfect enterprise organization chart. We found that poor departmental synergy is mainly due to the enterprise does not standardize the management process, communication opportunities between departments less and corporate culture in the harmony of the atmosphere is not strong, etc. caused. Organizational efficiency is a comprehensive systemic problem that depends on the effective guidance and support of the enterprise's management process system, corporate culture system and leadership system.
First, the strategic direction is not clear, the organization lacks foresight
Organizational structure should be designed to support the development of the company's strategy, operation and management of the effective implementation of the improvement of the efficiency of resource allocation, and the cultivation of core competitiveness as the goal. Corporate strategy is the goal of the enterprise stage of work, but also the stage of the cohesion of the enterprise strength, adjust the internal and external relations of the benchmarks and principles, or the basic basis for the design of the enterprise organization. However, the domestic SMEs have a clear strategy but not many, some companies only have a rough direction or annual business plan, some even just feel the stones across the river, take one step at a time.
Although many SMEs do not have a clear strategy, these enterprises basically have a clear organizational structure, which is often based on the existing business characteristics of the enterprise or the existing staff capacity design. This design of the organization lacks strategic foresight, often with the business changes in the enterprise year after year to adjust, and some even a year to adjust a number of times, the adjustment of the organization will inevitably result in the departmental cabinet and personnel adjustments are frequent, increasing the management costs of enterprises, reducing management efficiency. Due to the lack of clarity of strategy, the enterprise in the organization set up the lack of external changes in the lack of expectations and the necessary preparation, when the external environment changes, the enterprise can only be tired to deal with.
Second, the departmental responsibilities are unclear, overlapping functions and gaps
Departmental responsibilities are unclear is the most common problem in the organizational diagnosis, mainly in the trade category of enterprises in the Department of Marketing and Sales in the promotional activities and external media outlets overlap, production-oriented enterprises in the Department of Purchasing and the Department of Equipment in the procurement of professional equipment, overlap in the purchase of quotations and price comparison, as well as the Department of Human Resources and the Office of overlapping staff office order management and so on. There is also an overlap between the human resources department and the office in the management of staff office order, etc. In addition to overlapping functions, functional gaps are also common, and SMEs often have gaps in functions such as strategic planning and corporate culture building.
The direct consequence of overlapping functions and gaps is that there are things that no one does, and there are things that we all want to do, resulting in conflicts between departments, wasting company resources, affecting the efficiency and quality of work, and after a period of time will also be a serious setback to the staff's motivation.
Third, more management level, management role mismatch
The management level of the enterprise and the size of the enterprise, control mode and industry characteristics related, usually the more management level, the greater the difficulty of its control, the response to the feedback of the time is longer. However, some enterprises have set up various levels of vice presidents, deputy managers and assistants in the enterprise due to historical reasons, or the pipe-base mentality, and also for the convenience of external contacts. I have consulted a more than 200 people in the enterprise, from ordinary employees to the chairman of the board of directors *** there are 11 levels, the staff report to the work to be reported on a level by level reporting approval, seriously affecting the efficiency of the work.
Management level more, management personnel on the relative increase, managers and can not do nothing, only the vice president to do the work of the director, the director to do the work of the department manager, resulting in a mismatch of management roles, the company is also ? Too big to use?
They are the most important thing that you can do for your company.
As senior managers involved in the details of the affairs of a lot of grass-roots employees and middle managers will not be active, all things to the top of the concentration, some of the top will mistakenly believe that? The following people's ability is limited, no training value? The result is that the enterprise is not able to utilize the internal talents but the external high-paid staffs. Internal talent is not used, but the external high-paying talent, paratroopers due to the lack of space to display their ability and loss? The company's main goal is to provide the best possible service to its customers.
The root cause of the enterprise management level, management role is often the root cause of the enterprise's position channel is single, only one channel of the administrative sequence, and the enterprise has to promote new people, can only set more administrative level. Enterprises can only set up a multi-channel job sequence, the establishment of qualification mechanism, so that people in different positions according to the ability of the characteristics of the development of different sequences, in order to achieve the reduction of management level, enhance the management efficiency of the purpose. Otherwise, taking a separate approach to cancel a certain level will cause internal confusion in personnel adjustment as well as the loss of internal talent.
Fourth, the enterprise internal control system is incomplete, responsibility and power is not unified
The power of the enterprise is mainly divided into human rights, financial and personnel rights. Human rights, including the right to appoint and remove personnel, personnel command, personnel assessment, personnel salary adjustment and personnel rewards and punishments, etc., financial rights, including the right to budget funds, the right to pay for funds, the right to use assets and the right to dispose of assets, etc., and the right to do is to fulfill the duties, the right to carry out the work of the business activities.
Responsibility and power is not unified problem is the most talked about in the consulting and diagnosis of organizational issues, on the one hand, the middle management of the enterprise is generally reflected in the responsibility of more, less power, on the other hand, the company bosses feel that their subordinates have to find their own major and minor things to be determined.
As a result of the inability to effectively authorize, business leaders are feeling very tired, ability, energy is completely restricted, business executives appeared? Big leaders run the market, small leaders run management? The phenomenon of? The situation? The situation is that the company has to report back to the authorities at all levels. Instructions? Layers of instructions, easy to lead to inefficiency, shirking responsibility, while affecting the initiative and increase the cost of coordination. At the same time, the authority is too centralized in the top, but also will make the top into a large number of transactional work, is not conducive to the top to consider the strategic development of the enterprise and other important issues.
The enterprise does not authorize downward, authorization beyond the necessary control is not. The reason why many companies can not fully authorized, mainly due to the enterprise did not establish an effective internal control mechanism. If you want to solve the problem of authorization without losing control, you need to improve the ability to standardize internal processes and establish control mechanisms.