Enterprises without organizational structure will be fragmented, and unreasonable organizational structure will seriously hinder the normal operation of enterprises and even lead to complete failure of enterprise management. On the contrary, an appropriate and efficient organizational structure can release the energy of the enterprise to the maximum extent, so that the organization can better play a synergistic effect and realize "1+1>; 2 "reasonable operation state.
Many enterprises are suffering from losses and chaos caused by unreasonable organizational structure. The efficiency of information transmission within the organization is reduced and the distortion is serious; The decisions made by enterprises are inefficient or even wrong; The organization department is overstaffed; The division of responsibilities between departments is unclear, which leads to mutual shirking and mutual restraint in the work; Serious internal friction in enterprises, and so on. To get rid of these enterprise diseases, only through organizational structure reform can we achieve it.
There is no fixed model for editing the organizational structure of the four-element enterprise in this paragraph, which varies according to the technical characteristics and internal and external conditions of the enterprise. However, the ideas and rules of organizational structure reform can still be used for reference.
Organizational structure change should solve the following four structures:
Functional structure, the successful operation of an enterprise needs multiple functions to play a role together, so when designing the organizational structure, we must first determine which functions are needed for enterprise management, and then determine the proportion and relationship between each function.
Hierarchical structure, that is, the composition of each management level, that is, the organization needs to set several management levels vertically.
Department structure, that is, the composition of each management department, that is, how many departments the organization needs to set horizontally.
Authority structure, that is, the division of powers and responsibilities at all levels and departments and their relations.
Edit the influencing factors of organizational structure change in this paragraph. In order to survive and develop, enterprises must constantly adapt to the changes in the environment and meet various requirements put forward by the environment. Therefore, the environment is the key factor to decide what kind of organizational structure managers adopt.
The external environment refers to the industry characteristics, market characteristics, economic situation, government relations, natural environment and so on. Environmental factors can affect the design of organizational structure from two aspects, namely, environmental complexity and environmental stability. The external environment will affect the functional structure, hierarchical structure, departmental structure and power structure of the organization.
The more complex and changeable the environment, the more emphasis should be placed on adaptability and non-programmed decision-making ability in organizational design. This is why in this case, small-scale enterprises with simple structure have stronger adaptability than large enterprises. Organizations in a highly destructive environment need to reduce management levels, strengthen inter-departmental coordination and departmental authorization, and weaken internal control. It is necessary to maintain certain flexibility and elasticity in the structure, so as to make the enterprise more adaptable.
When the economic environment is relatively stable, enterprises pursue cost-effectiveness, often with large scale and complex organizational structure. In a stable environment, the mechanistic organizational framework can be adopted, and the rules, procedures and power levels within the organization are obvious, and the degree of centralization of the organization is obviously enhanced.
Enterprise strategy The organizational structure of an enterprise is the main tool to realize its business strategy, and different strategies need different structures. Once the strategy is formed, the organizational structure should be adjusted accordingly to meet the requirements of strategy implementation. Chandler, a famous management scholar, pointed out that strategy determines structure.
Different strategic choices can affect the organizational structure at two levels: different strategies require different business activities, which will affect the functional structure of management; The change of strategic focus will lead to the change of organizational focus and the change of various departments in
The change of importance in the organization requires the relationship between management departments to be adjusted accordingly.
The diversification strategy of an enterprise means that the business content of the enterprise involves many businesses, and a highly diversified strategy requires a more flexible organizational structure. This requires a decentralized organizational structure, which is relatively loose and has more asynchrony and flexibility. Under this organizational structure, there are relatively few links between diversified businesses, and the core processes can be managed in parallel. Only in this way can we promote the implementation of diversification strategy as a whole, such as the division system.
When implementing a single business strategy or a low-cost strategy, it requires the organizational structure to reduce operating costs and improve overall operating efficiency. At this time, enterprises can choose a more centralized organizational structure, such as linear functional system, which is usually more mechanical.
Enterprise scale Enterprise scale is an important factor affecting enterprise organization design. There are obvious differences in the internal structure of enterprises of different scales. With the continuous expansion of enterprise scale, the content of enterprise activities is becoming more and more complex, the number of people is gradually increasing, the professional division of labor is constantly refined, and the number of departments and posts is gradually increasing. These will directly lead to the increase of organizational structure complexity.
The larger the enterprise scale, the more things that need coordination and decision-making, and the larger the management scope. However, managers' time and energy are limited. This contradiction will prompt enterprises to increase management level and delegate more power. Therefore, the expansion of enterprise scale will make the hierarchical structure, departmental structure and functional structure of the organization change accordingly.
It is worth noting that the expansion of enterprise scale will correspondingly increase the rigidity of organizational operation and reduce its flexibility. The increasing number of personnel and departments requires enterprises to carry out standardized management. Enterprises will formulate detailed rules and regulations to regulate the control of employees and departments through strict procedures and written work, so it is easy for companies to adopt mechanical organizational structure.
Business characteristics If there are many types of business and the organization is required to have corresponding resources and management methods to meet the business needs, then there will be more departments or posts, more people in need, and the organization will be relatively complex. Generally speaking, the more business types, the more internal departments or positions are set.
The closer the business relationship of an enterprise is, the more it needs to consider the interaction between departments and the business within departments, and the less it can adopt decentralized organization. In this case, linear functional system or matrix organization is more suitable. Generally speaking, the greater the business relevance, the more comprehensive management is needed.
If the business connection of an enterprise is not close, or the degree of dispersion between businesses is high, the less the connection between departments or positions in the organization, the stronger the independence of departments or positions. Under this operating condition, enterprises should adopt the organizational structure of division system and give more power to subordinate departments. When the business relevance is low, different strategies can be adopted for each business.
Different management requirements, decentralized management.
The activities of technical level organizations need to be carried out by using certain technologies and special means reflecting certain technical levels. The level of technology and technical equipment not only affects the effectiveness and efficiency of organizational activities, but also affects the content division and post setting of organizational activities.
Some enterprises have strong technical strength, and they regard technological innovation and development as the foundation of enterprise development. At this time, the key of organizational structure is to consider the development of technology, and organizational design is also based on technology and its development and innovation. When technology can bring high profits, the management and utilization of technology is very important. Technology management has become the core issue and main line of enterprise organization. The more complex the production technology, the more complex the vertical division of labor of the organizational structure, which will lead to the increase of the departmental structure of the organization, thus increasing the workload of horizontal coordination of enterprises.
In traditional enterprises, the technology of each enterprise is similar, and the main profit point of the enterprise is not technology, so technology will not affect the establishment of enterprise organizations too much, and the establishment of organizations will consider channel management and cost reduction more, and take these factors as the main line of organizational design. Therefore, the standardized coordinated control structure can be considered for this kind of high inertia work, and the organizational structure has high formality and centralization.
Human resources Human resources are the basis for the smooth implementation of the organizational structure. In the design of organizational structure, insufficient consideration of the influence of personnel quality will lead to more serious problems. The quality of employees includes values, intelligence, understanding, self-control and working ability. With the improvement of the quality of employees, their working ability and needs will also change. For high-quality employees, the management system should be more flexible. For example, flexible working hours, flexible workplace (such as home office), more decision-making participation rights and attractive salary and welfare plans.
The situation of human resources will have an impact on the hierarchical structure of enterprises. If the professional level, leadership experience and organizational ability of managers are strong, the scope of management can be appropriately expanded, and accordingly, the management level will be reduced.
The situation of human resources will have an impact on the departmental structure of enterprises. If the division system is implemented, it is necessary to have a candidate with comprehensive leadership ability as the division manager. If the matrix structure is implemented, the candidate for project manager requires high prestige and good interpersonal relationship to adapt to the characteristics of more responsibilities and less rights.
The status of human resources will also have an impact on the power structure of enterprises. Enterprise managers have high management level, comprehensive management knowledge, rich experience and good professional ethics, and can delegate more management power.
The popularization and development of information construction network technology has greatly changed the survival foundation of enterprise organizations. The development of e-commerce technology has greatly improved the efficiency of information processing. Every terminal in the enterprise network can obtain comprehensive data and information at the same time. The application of various computer-aided means makes the role of middle managers weaker and weaker. Network technology enables the top managers of enterprises to filter the original information formed by grass-roots institutions in time and at low cost through the network system. Therefore, when building a high-level information system, enterprises should adjust their organizational structure in time and adopt a flat organizational structure to adapt to the emerging e-commerce operation mode, reduce middle-level managers, improve efficiency and reduce internal management costs.
Information technology has fundamentally changed the business process of enterprises, reformed the resource structure and the labor combination relationship required by enterprise operation, and greatly enhanced the importance of information resources. The design of organizational structure should be freed from the original huge, complex and rigid state. Such an organization is more conducive to the flow of information and tends to simplify.
Editing this section of the enterprise organization chart defines that the enterprise organization chart is an intuitive reflection of the organization structure and the most common chart showing the relationship among employees, professional titles and groups. It vividly reflects the relationship between institutions and positions in an organization.
Enterprise organization chart is an architecture chart that automatically increases the vertical level of organizational units from top to bottom, and is displayed in the form of icon list. It visually shows the relationship between organizational units in the form of graphics, and can directly view the detailed information of organizational units and the position and personnel information related to organizational structure through the organization chart.
Roles can show the division of their functions.
You can know whether its powers and responsibilities are appropriate.
It can be seen whether the workload of this person is too heavy.
It can be seen whether there are unrelated people who undertake several loose and unrelated jobs.
It can be seen whether there is a situation in which talented people do not play.
You can see if there are any important positions suitable for people who are not qualified for this job.
First of all, we must determine the organizational structure type of the enterprise.
Organizational structure types are divided into: limited company system, subsidiary system, chain system, business department system and branch system.
What is the limited company system:
Figure 1: Schematic diagram of the organizational structure of a limited liability company
A limited liability company, also known as a limited company, refers to an enterprise legal person established by shareholders who meet the statutory conditions and are liable to the company within the limit of their capital contribution, and the company is liable to the company's debts with all its assets. According to the Company Law of China, the number of shareholders of a limited company is more than 2 and less than 50.
Limited liability company is the most common form of organizational structure, as shown in figure 1, which is a schematic diagram of the organizational structure of a limited liability company.
What is a branch system:
A branch refers to a branch under the jurisdiction of the company in terms of business, funds and personnel. Not qualified as a legal person. A branch is a branch, which is not independent in law and economy, but a subsidiary of the head office. A branch company has no name, articles of association or property, and it shall bear legal liability for the debts of the branch company with the assets of the head office.
A branch is a branch under the jurisdiction of the head office, which refers to an organization established by the company outside its residence and engaged in activities in its own name. According to the Company Law, a branch company does not have the qualification of an enterprise legal person, and its civil liability shall be borne by the head office. Although there is the word company, it is not a real company and has no articles of association. The company name can only add the word "branch" after the name of the head office.
Branches are easy to manage and can be applied to standardized management enterprises.
What is an accessory system:
A subsidiary refers to a company whose shares are controlled by another company or actually controlled and dominated by another company according to an agreement. A subsidiary has the status of an independent legal person, owns all its own property, its own company name, articles of association and the board of directors, conducts business independently and assumes responsibilities. However, major decisions or major personnel arrangements involving the interests of the company still have to be decided by the parent company.
The strategy of a subsidiary is generally decided by the head office, and the business strategy can be formulated by the subsidiary itself.
There are two kinds of subsidiaries established by enterprises: holding subsidiaries and wholly-owned subsidiaries.
What is the group company system:
Figure 2: Schematic diagram of the organizational structure of the group company.
A group company refers to an enterprise whose subsidiaries have established one or more subsidiaries. As shown in Figure 2, it is a schematic diagram of the organizational structure of a group company.
Division of decision-making power between group companies and molecular companies;
The implementation and specific decisions of the Group's development strategy and business strategy.
Headquarters formulation/decision guidance
Strategic business units participate in formulation/decision guidance.
Branches and subsidiaries participate in decision-making/execution.
What is the division of labor system:
Schematic diagram of organizational structure of division-based enterprises
Division system refers to the organizational structure of combining related R&D, procurement, production and sales departments into a relatively independent unit based on a certain product, region or customer. Each business department has its own independent product or market, has strong autonomy in operation and management, and implements independent accounting, which is a decentralized management structure. The business division has operational autonomy, implements independent operation and accounting, and is the profit center controlled by the company.
Division can be divided into three ways: (1) by product. For example, a considerable number of home appliance enterprises adopt the division system, which is divided into air conditioning division, refrigerator division, washing machine division, television division and so on. (2) according to the regional division, such as South China, Central China and North China; ⑶ According to customers, such as channel division (for agents) and retail division (for individual users).
What is a chain system:
Chain system refers to a number of enterprises operating the same kind of goods or services, forming a consortium in a certain form, carrying out specialized division of labor under the overall planning, and implementing centralized management on the basis of division of labor, combining independent business activities into an overall scale operation, thus realizing economies of scale. Chain system is widely used in service industry, and well-known brands such as McDonald's and KFC all adopt chain system.
There may be various combinations when an enterprise actually makes an organization chart. For example, division system+limited company system, division system+branch/subsidiary system, etc.
There is no fixed format for the organization chart of subdivision and integration methods. The key is to consider whether it meets the needs of the company's development strategy. The function of organizational structure is to divide the related work to achieve strategic results. 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.
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.
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.