Organizational structure refers to how to divide the work, group and coordinate and cooperate with each other. Organizational structure is a model that shows the arrangement order, spatial position, aggregation and dispersion state, contact mode and relationship of all 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.
The main contents are as follows:
Design elements: correctly consider six key factors: work specialization, departmentalization, chain of command, control span, centralization and decentralization, and regularization.
Four structures: organizational structure is generally divided into four aspects: functional structure, hierarchical structure, departmental structure and authority structure.
Optimization method:
First, it is necessary to take the stable transition or stable existence of the organization as the premise.
Second, the division of labor should be clear, which is conducive to assessment and coordination.
Third, the establishment of departments and posts should be combined with training talents and providing good development space.
Three contents:
(1) Company, Department and Position Setting
(2) Definition of responsibilities of each unit, department and post.
(3) Definition of the relationship between units, departments and job roles.
System forms: linear system, functional system, linear functional system, business division system, analog decentralization system, matrix system and committee system.
Basic configuration: characteristics of five organizational types
(1) entrepreneurial structure
(2) machine bureaucracy structure
(3) Professional bureaucratic structure
(4) division of labor structure
(5) Special structure
organization structure
(1) division type
(2) Management level
(3) Control span
(4) process centralization
Design specification:
(1) specification implementation
The first step is to choose the basic mode and determine the organizational structure. This step needs to choose and determine a typical organizational model as the basic model of enterprise organizational structure according to the reality of its own enterprise. In the practice of contemporary enterprises, it is common to choose linear functional structure and matrix structure, and more and more enterprises choose to add the corresponding characteristics of elastic model to supplement the limitations of their basic models.
The second step is to analyze and determine the workload responsible for the target function of each subsystem. This step needs to analyze and determine the workload of the target functions of each subsystem in the enterprise according to the target function tree system analysis model. There are two variables to consider: first, the size of the enterprise; The second is the industry nature of the enterprise.
The third step is to determine the functional departments. This step needs to determine the functional management department of the enterprise according to the workload of each subsystem within the enterprise and the relationship between different subsystems. That is, the target functions of interrelated, independent subsystems with little workload are merged, and a function management department is the main undertaking unit, which is responsible for coordinating and summarizing the target functions of the merged subsystems. The target functions of the check and balance subsystem are entrusted to different units, departments or work roles.
The fourth step is to balance the workload. This step requires that the workload of the proposed units and departments be roughly balanced. Because units and departments with too much workload often lead to too large a management span, units and departments with too small a workload often lead to too small a management span. Therefore, it is necessary to straighten out the management span through the workload balance between units and departments. It should be noted here that the subsystems with checks and balances should avoid assigning their target functions to the same unit, that is, priority should be given to ensuring that the target functions of the subsystems with checks and balances are undertaken separately.
The fifth step is to establish the setting of subordinate counterpart units, departments or posts. If the scale of subsidiaries, independent companies and branches under the enterprise is still large, and the functional management department at the higher level cannot fully undertake the coordination and summary of the target functions of its corresponding subsystems, it is necessary to set up corresponding functional departments or specialist posts at the same level.
Step six, draw the organization chart. This step requires the intuitive construction of the relationship between units, departments and positions of the whole enterprise and the corresponding work of the target functions of the subsystem.
Seventh, prepare the enterprise system analysis document. This step is to establish norms for the organizational structure of enterprises. The enterprise system analysis document specifically describes the target function of each subsystem within the enterprise, which units, departments or posts should undertake it, and the content it undertakes, and defines the responsibilities and authorities.
Step 8: Write an organizational statement according to the enterprise system analysis document. This step is to analyze and define the specific job responsibilities, powers, information transmission paths and resource circulation paths of all units, departments, institutions and posts on the basis of organizational composition.
The ninth step is to draw up the working standards of units, departments and posts. Clearly define the responsibilities, objectives and requirements of all units, departments and posts.
Step 10: Analyze the work according to the enterprise system analysis documents, organizational instructions and work standards of units, departments and posts, and write the work instructions. In addition to clarifying the above contents, it is also necessary to clarify the qualifications and qualifications.
Eleventh, summarize and discuss the above-mentioned documents, and formally promulgate them after adoption, so as to complete the adjustment and transformation of organizational structure.
(2) Diagnostic dimension
When there are multiple businesses in an organization, we examine the division of labor structure of each business and the proportion of organizational resources. Specific to a single business, we start with the business process and examine whether the setting of the organization department is enough to cover the business process without overlapping. According to Robbins' research on organizations, there are several ways to divide business departments, and each way has different advantages and disadvantages, which we can grasp flexibly in actual operation.
1. Dividing departments by products
Advantages: it is conducive to product improvement and coordination within the department. Disadvantages: Departmental tendency (departmentalism), high management cost (overlapping institutions)
Application: large scale, many products, and great differences between products.
2. Divide by region: concentrate the business in a certain region in a certain department.
Reasons: inconvenient transportation and difficult information communication brought by geographical dispersion Advantages: strong pertinence and quick response to environmental changes in the region Disadvantages: difficult to coordinate with the headquarters (difficult to control)
3. Classification by customer: provided that the specific customer needs served by each department are the same and the quantity is sufficient. Such as: an office supplies company sales: retail department, wholesale department, government departments.
4. Comprehensive standard: In practice, several classification methods are often combined.
In this dimension, we examine two issues. First, whether there are overlapping or missing functions, especially whether the key functions needed by the organization are available. Second, whether the functional departments have a clear positioning and a clear mission.
Including the management level and scope of the organization.
Management level is produced with the expansion of organization scale and the complexity of relationship, which is closely related to scale and management scope. Management scope refers to the number of subordinates that a supervisor can directly and effectively manage. The scope of management is inversely proportional to the level. Generally speaking, we think it is more appropriate to manage 3-20 direct subordinates. Among them, the senior manager manages 3- 10 subordinates; Middle managers manage 6- 15 subordinates; Grass-roots managers manage 15-20 subordinates reasonably, but not absolutely. The following factors will also affect the scope of management: such as the quality and ability of managers, the quality and ability of subordinates, the similarity of work, the stability of salary environment, the perfection of plan, authorization, the spatial distribution of personnel, the allocation of assistants and so on.
It refers to the division of labor and relationship between departments and levels in terms of rights and responsibilities. According to Robbins' understanding, there are three kinds of functions and powers:
1. Linear authority: command and command relationship between superior and subordinate. This is what we usually call "chain of command".
2. Employee rights: the right of organization members to provide opinions and suggestions to managers. This kind of authority stems from the demand of front-line personnel for professional knowledge, such as finance, quality, personnel, public relations and so on.
3. Authority: Part of the power of the staff department or staff officer originally belonging to the line personnel. This kind of authority refers to the fact that due to the lack of professional knowledge, the line personnel delegate part of the command power to the staff officers, so that they can exercise the command power within a certain functional scope. Functional authority is only valid within the scope of its functions. This is a limited order.
When investigating the authority structure, we need to grasp two main points: First, is the authorization reasonable? Second, is the information communication smooth?
Through the above four dimensions, we can usually make a systematic analysis of the organizational structure of enterprises. Of course, every enterprise has its own characteristics and background, and the problems it faces are different, which requires us to master flexibly in practical work.
Timing of reform:
(1) The enterprise strategy has changed greatly, and the organizational structure has been difficult to adapt.
(2) The development stage of the enterprise changes, and the organizational structure becomes the constraint of development.
(3) organizational personnel or management mode changes, and organizational structure needs to be adjusted urgently.
(4) The external market has changed, and the competitor network has changed, so it is urgent to adjust the organizational structure.
(5) The organizational structure is bloated, coordination is difficult, communication is not smooth, and decision-making is slow, so it is urgent to optimize the organizational structure.
(6) overstaffed organization and bureaucracy
(7) Poor information and improper decision-making.
Development trend:
(1) Evolution Law of Enterprise Organizational Structure
(2) The development trend of enterprise organizational structure and new organizational structure.