There may be the following problems: the management level of the company is divided into several levels; Whether it is linear function type or sometimes partial type; Whether the responsibilities of each department are clear; Whether the coordination is good; Whether the post setting is reasonable and whether there is a job description. Enterprise organizational structure is the most basic structural basis of enterprise process operation, department setting and function planning. Common organizational structures include centralized system, decentralized system, linear system and matrix system. What are the common problems in the organizational structure of enterprises? The first thing to be clear is what role the organizational structure plays in enterprise management. Organizational structure itself is not the purpose of enterprise management, but a means to realize enterprise value. Therefore, considering the organizational structure of enterprises needs to start from the enterprise value and the enterprise competitive strategy that embodies the pursuit of enterprise value. For a specific enterprise competitive strategy and business plan, it is necessary to design an enterprise organizational structure to support it. However, from a lot of practical experience, some unsatisfactory things that enterprises encounter in their operations are often caused by defects in organizational structure. These problems can be summarized as follows: (1) Unclear departmental responsibilities: departmental responsibilities often lead to business competition or shirking responsibilities among business departments. Especially when there is internal competition between business departments, business competition will waste enterprise resources and may leave a bad impression on customers. (2) Poor business connection: If the two closely connected links in the business process belong to two departments respectively, and the two departments have different judgments on the importance of each business order, there will often be conflicts between resource scheduling and production scheduling in the process of business chain connection, which may lead to contradictions between departments. (3) Difficulties in internal cooperation: At present, the concept of "total solution provider" has gradually emerged in the commercial field, that is, consumers can get all the services they need from a merchant. For those enterprises that divide departments according to service lines, it is necessary to overcome the subdivided business boundaries between departments, so as to provide integrated services to customers. On the contrary, it will lead to a decline in customer service quality. (4) It is difficult to enjoy resources: for those enterprises that divide departments according to regions or customers, but all departments have similar core technologies, their knowledge accumulation also needs to be realized through cross-departmental mechanisms. If there is no good internal communication between the above departments, it may lead to the loss of core competence of enterprises.