Question 2: What does the company organization generally mean? Company organization refers to the highest leading organization of a company engaged in decision-making, implementation and supervision of its business activities. The organizational structure of the company includes three parts, namely, decision-making body, executive body and supervision body.
Question 3: What is a company organization? The organizational structure of a company refers to the highest leading body of the company engaged in decision-making, implementation and supervision of its business activities. The content of the company's organizational structure includes three parts, namely, decision-making body, executive body and supervision body. Decision-making body 1, shareholders' meeting The shareholders' meeting is the highest authority composed of all shareholders of the company to decide major issues of the company, and it is the main place and tool for shareholders to express their will, interests and demands. 2. Board of Directors The board of directors is a collegiate body composed of directors responsible for the company's management activities. It is the highest decision-making body of the company when the shareholders' meeting is not in session. All the powers of the company shall be exercised or authorized by the board of directors, except those owned or granted to other institutions by the general meeting of shareholders. As a collegiate institution, the company's business activities must be decided by the board of directors composed of all directors, and no director has the right to decide the company's affairs unless the board of directors authorizes him to do so. Executive body The executive body of a company refers to the executive body composed of senior staff who are specifically responsible for the company's management activities. It is the highest command center of the company's business activities and implements the head responsibility system. Its main responsibility is to implement the decisions made by the board of directors. The decision-making power and management power of the supervisory organization company are mostly concentrated in a few hands, which is the need to improve the management efficiency of the company. In order to prevent them from abusing their power, violating laws and articles of association and harming the interests of company owners, owners and shareholders should inspect and supervise their activities and the company's business activities organized by them, and this supervision right shall be implemented by the company's supervision organization. Company organization principle (1) In the organization of a company, the principle of separation of decision-making power, execution power and supervision power should be implemented. (2) The interests of the members of the company organization should be closely linked with the quality of the company's operation and management. (3) Members of a company organization must have certain qualities, but the requirements for the qualities of different members are different. The organizational structure of the company is a linear organizational structure, which is the oldest and simplest organizational form. This structure is suitable for small companies. It requires the manager to be able to make decisions on all the problems in his department, so he must be a generalist. If the company expands, it will either increase the management level or increase the work units at all levels. With the expansion of the company's scale, the task of line managers in line organizations has become more and more complicated. He felt that if the heavy management tasks could not be solved only by personal knowledge and time, he needed the help of experts, such as staff officers. In this way, the so-called straight-line staff organization appeared. In the structure of the linear employee system, the role of the employee manager is to provide some suggestions, services and help to the linear manager for effective management. The organizational structure of business division system is to set up several independent business departments under the company headquarters. These divisions are either divided by product or by region. Every business unit is a profit center responsible for costs and profits. The organizational structure of the business division system is similar to the linear staff system, so this organizational structure retains some characteristics of the linear staff system. However, there are essential differences between the two architectures, and the business department is given greater responsibility and authority. It is a relatively independent unit, but there is no such unit in the linear staff structure. In fact, each business department is often more similar to an organizational structure unit of linear staff system. Simulating decentralized organizational structure is the most effective when the scale of a company develops to the point where the organizational structure of linear staff system cannot be effectively utilized and the company cannot be decomposed into several relatively independent business departments due to the close internal relationship between production and technology. This organizational structure is between the straight-line staff system and the business department system. The so-called simulated decentralization means that the constituent units in the structure are not real business departments, but are regarded or simulated as a business department, so that they can operate independently and account separately. These simulated business divisions are based on internal transfer price, not business division system, and internal transfer is based on market price. Matrix organizational structure Matrix organizational structure is a relatively new organizational structure. It is especially suitable for companies with rapid technological progress and high technical requirements, such as computer and aerospace products manufacturing companies. General matrix organization >>
Question 4: What is the difference between "organization" and "institution" in concept and practice? Organization can be interpreted as:
① Reorganize the system: reorganize | reorganize. ② Organized collectives: mass organizations | student organizations. ③ system; Coordination: a loose organization | a huge organization. ④ In multicellular organisms, the basic structure consists of a group of cells with the same morphology and function, plus intercellular substances. The higher the degree of biological evolution, the more obvious the tissue differentiation. Seed plants have meristem and permanent tissue; Higher animals have epithelial tissue, connective tissue, muscle tissue and nerve tissue. ⑤ Fabric structure: plain weave | twill.
For example: companies, organizations, enterprises, enterprises and institutions, research institutions, charities, agents, societies or parts or combinations of the above organizations.
Note 1: A chicken is usually orderly.
Note 2: Organizations can be public or private.
Note 3: This definition is applicable to quality management system standards. The term "organization" has different definitions in GB/IEC Guide 2.
Institution:
Two or more organizational components are movably connected to realize the specified active component combination.
In fact, an organization is a collection of multiple organizations.
Question 5: What does the organizational structure mean? Organizational structure mainly refers to the most basic structural foundation of an enterprise, such as process operation, department setting and functional planning. Common organizational structures include centralized system, decentralized system, linear system and matrix system.
Question 6: What is the meaning of enterprise organizational structure? The meaning of enterprise organizational structure
Refers to the division of labor, grouping and coordination of work tasks. Organizational structure is a model that shows the arrangement order, spatial position, aggregation and dispersion state, contact information and the relationship between various elements of the organization, and it is the "framework" of the whole management system. Organizational structure is a structural system formed by all members of an organization in terms of work scope, responsibilities and rights in order to achieve organizational goals and cooperate with each other in management. Organizational structure is a dynamic structural system composed of obligations, responsibilities and rights. Its essence is a division of labor and cooperation system to achieve the strategic objectives of the organization, and the organizational structure must be adjusted with the major strategic adjustment of the organization.
Enterprise organizational structure is the most basic structural basis of enterprise process operation, department setting and function planning. Common organizational structures include linear system, functional system, linear functional system, matrix system and business department system.
The organizational structure of an enterprise is generally divided into four aspects: functional structure, hierarchical structure, departmental structure and power structure.
1. Functional structure: refers to various business tasks, proportions and relationships needed to achieve organizational goals. Its dimensions include overlap, redundancy, absence, fragmentation (or lack of cohesion), decentralization, fine division of functions, dislocation and weakening of functions.
2. Hierarchy: refers to the composition of management hierarchy and the number of managers (vertical structure). Its consideration dimensions include the similarity of managers' functions, the scope of management, the scope of authorization, the complexity of decision-making, the workload of guidance and control, and the similarity of subordinate professional division of labor.
3. Department structure: refers to the composition of each management department (horizontal structure). Its consideration dimension is mainly whether some key departments are missing or optimized.
This paper analyzes the overall types of organizations and the primary and secondary structures of various departments.
4. Power structure: refers to the division of powers and responsibilities at all levels and departments and their relations. Mainly consider whether the power and responsibility relationship between departments and posts is equivalent.
Four keys should be given priority when adjusting the organizational structure: business development; Customer orientation; Resource utilization rate; Manage operational efficiency.
Question 7: What is the relationship between enterprise organizational strategy and organizational structure? Organizational structure strategy refers to the long-term planning for the development and change of enterprise internal organizational structure model according to the requirements of overall business strategy, business environment, policies and the relationship between organizations.
The organizational structure of any enterprise is the sum of all kinds of division of labor and coordination methods within the organization, which stipulates the tasks, responsibilities, rights and relationships of all components within the organization.
The above definition of organizational structure has four key components:
The tasks and responsibilities of the whole organization are divided between individuals and departments; Formal reporting relationship, including group level and control scope at the same level; Aggregate individuals into departments and departments into the whole organization; A system to ensure effective communication, coordination and integration vertically and horizontally.
First, the basic relationship between strategy and organizational structure:
In the relationship between strategy and organizational structure, people always pay attention to who decides who and who obeys who.
American scholar Chandler: He first studied the relationship between strategy and organizational structure. 1962 published the book strategy and structure: a chapter in the history of American industrial enterprises. In the book, Chandler studies the development history of 70 companies, especially the development history of four American companies, such as DuPont, General Motors, Sears-roebuck and Standard Oil.
In order to explain the relationship between strategy and organizational structure more clearly, Chandler described the strategies produced by American industrial enterprises in different historical development stages and the organizational structure formed by these strategies.
1. Strategic stage of quantity expansion:
In the early stage of industrial development, the external environment of enterprises is relatively stable. Sometimes, as long as enterprises expand production quantity and improve production efficiency, they can get high profits. In this case, the enterprise adopts the strategy of quantity expansion, that is, expanding the quantity of enterprise products or services in a region. Accordingly, the organizational structure of enterprises is relatively simple, and it is often only necessary to set up an office to perform simple production or sales functions.
2. Regional diffusion strategy stage:
With the further development of industrialization, when the production or sales in a region can no longer meet the speed and demand of enterprise development, enterprises require that products or services be dispersed to other headquarters and departments, and their functions are the same as those of management.
3. The strategic stage of vertical integration:
In the later period of industrial growth, the competitive pressure of enterprises increases. In order to reduce the pressure of competition, enterprises want to have a certain raw material production capacity or their own distribution channels, which leads to the vertical integration strategy. In line with this, the central office and multi-department organizational structure have appeared in enterprises. However, there is a strong dependence between departments on processing or sales, and there are internal relations in the process of production and operation.
4. Diversified business strategy:
In the mature stage of industrial development, in order to avoid the risk of investment or operation and maintain high profits, enterprises often develop new product series unrelated to the original products of enterprises, or even merge to produce this new product series and adopt various business strategies. In line with this, the enterprise has formed an organizational structure that combines the headquarters of the head office with the business department. There is basically no integrated connection between business divisions in technology and other aspects.
Other studies also show that the matching between the strategy of business units and the autonomy given to them by corporate headquarters has an impact on the performance of business units. All these indicate that the organizational structure should be subordinate to the strategy. Although people agree that organizational structure should adapt to and obey the enterprise strategy, there is no consensus on the optimal organizational structure design.
Therefore, it is generally believed that enterprises seeking similar strategies tend to adopt similar organizational structures.
Gilbryce and Kazanjia put forward more specific guiding principles for better coordination of strategy and structure:
(1) Companies with single business and leading business (that is, companies mainly operating in one industry field) are organized according to functional structure.
(2) Companies that diversify related products or services should be organized into business divisions.
(3) companies that diversify unrelated products or services (compound diversification) should be organized into a compound (or holding company) structure.
According to the above discussion, we can draw a conclusion about the relationship between strategy and organizational structure: that is, organizational structure should obey organizational strategy.
In other words, the strategy drawn up by the enterprise determines the change of organizational structure type. When determining the strategy, enterprises need to analyze and determine the organizational structure needed to implement the strategy in order to effectively implement it. Because strategy is through organization ... >>
Question 8: What do you mean by company organization? Take Oticon as an example. In the past, its organizational structure was that employees engaged in narrow professional and door-to-door work in their respective departments and had to accept the direct leadership of department managers. Now they have reformed the organizational structure: they have formed a team structure and cancelled functional departments and department managers. When designing organizational structure, managers must consider six key factors: specialization, departmentalization, chain of command, control span, centralization and decentralization, and standardization. The organizational structure of an enterprise refers to the structural system formed by the division of labor and cooperation of all employees in terms of work scope, responsibility and power to achieve enterprise goals. This concept is different from the organizational structure to be studied later. Organizational structure refers to the whole enterprise, while organizational structure generally refers to the top management structure of the enterprise. Influencing factors of organizational structure design: (1) The enterprise system (individual, partnership and company system) is the primary factor that determines the organizational system. Among them, there are many departments in corporate enterprises, so its management level is more complicated. (2) The external environment of the enterprise includes macro-economy, technology, culture and the competitive environment in which the enterprise is located. The most important thing is the uncertainty of the enterprise environment. The meaning and classification of "uncertainty": Uncertainty is mainly reflected in two factors, one is the complexity of the environment, and the other is the stability of the environment. These two factors are combined in different ways in the same matrix, that is, four types of uncertainty are formed in the enterprise environment: (3) enterprise management strategy: organizational content is the sum of organizational elements, including management subject, management object, organizational environment and organizational purpose. Organizational content must be expressed in a certain form, and it is unthinkable to break away from a certain form of organizational content or an isolated organizational element with a certain structure. Some management books often regard organizational forms, such as organizational structure and system, as organizational elements. In fact, these are just organizational elements, that is, the expression of organizational forms. Organizational forms include the following aspects: 1. Organizational types: Organizations can be divided into different types, such as political organizations, military organizations and economic organizations. Organization types are related to structure, because organizations with different structures can be divided into different types. However, the grouping of organizational forms is not limited to the standard of structure, but can also be divided by other standards. Different standards make different classifications. 2. Organizational relationship: Organizational relationship refers to the position and relationship of organizational personnel in the organization, such as organizational setup and division of management authority. Organizational relations mainly include organizational structure and organizational power. The relationship between organizational type and organizational relationship is as follows: organizational type is the basis of organizational relationship, which determines organizational relationship and organizational nature; Organizational relationship is the external expression of organizational type. Third, organizational consciousness: mainly including laws, systems and customs.
Question 9: Some organizational structures are set as departments, while others are set as centers. What are the specific differences and principles to be considered? 5 differences:
1, including the number of functional institutions. Department generally refers to a single functional department. A center generally refers to an organizational unit composed of two or more departments. Horror 2, the post setting is different. Department post setting is generally department manager-deputy manager-supervisor-clerk. The post setting of the center is generally: general manager-deputy general manager-department manager-deputy manager-supervisor-clerk.
3. Business is simple and complicated. The general business of departments is relatively simple, and the business nature between departments is different. Generally, a special business is jointly completed by a number of related departments in the center, and the business relationship between the departments in the center is strong and basically the same in nature.
Setting principle:
It is determined by the correlation between departments and the similarity of business nature. If some departments in an organization have similar business nature, high correlation and frequent communication with each other, they can be organized into a central unit. So as to improve work efficiency.
Question 10: What does the company's organizational structure include? 5 points is an overview of the company's organizational structure.
Generally including the organization chart.
The main responsibilities and relationships of each department.
The embodiment of business process in the organization.