1, after analyzing the composition of enterprise functions:
It is necessary to split or merge these functions, set up corresponding departments to undertake these functions, and give them corresponding jurisdiction.
2. The way of department setting is as follows:
By function, by product, by region, by customer, by process or equipment specialty, by project and so on.
When designing an organizational structure for a specific enterprise, the above classification methods can be mixed.
3. After determining the division of labor:
Determining the responsibilities of a department is mainly based on all the functions undertaken by the department, but functions alone are not enough. It is necessary to clearly describe each function and define the management authority of each function.
Precautions:
When analyzing the responsibilities of a department, we should follow the principle of "not paying attention to it and not revealing secrets" and analyze it step by step based on the workflow, that is, first analyze the first-level functions, then analyze the second-level functions needed to complete the first-level functions, and then further analyze the third-level functions when necessary.
Determine the scope of responsibility and management authority of each management member. According to the previous analysis, it has been concluded that there are core functions and auxiliary functions in the enterprise, which need to be fully covered by the management. At the same time, the following principles should be followed:
(1) The principle of neither weight nor leakage. All functions should be covered, and only one senior executive is responsible for the same function. The boundary between the two should be clear.
(2)? Principle of functional combination. As far as possible, similar functions can be merged under the same senior manager, or although the functions are not similar, there is no obvious conflict between them, otherwise they cannot be merged, such as finance and audit.
(3) The principle of proper management scope.