How to diagnose organizational structure

Organizational structure diagnosis is an important part of enterprise diagnosis, which refers to the diagnosis of business process and management process, department setting, department mission and responsibility, post setting, post mission and responsibility, staffing status and so on. By analyzing an enterprise with certain management diagnostic tools, we can judge whether the organizational structure of the enterprise adapts to the company's business strategy or functional strategy, whether it has an effective and necessary division of labor, and finally whether it has high management efficiency.

Generally speaking, the diagnosis of organizational structure should mainly be carried out according to the following steps:

1, preparation stage.

The preparation stage is mainly to determine the organizational structure, set up a project team, make a diagnosis plan and hold a project kick-off meeting. Generally, a joint project team should be established with the diagnosed enterprise to clarify the division of responsibilities of the team members and make a preliminary interview and questionnaire survey plan. Through the project kick-off meeting, the pressure of change faced by the enterprise was clarified, the confidence of employees in the diagnosis team was established, and the support and cooperation of employees for future work were obtained.

2. Collect information.

Use a variety of methods to collect enterprise organization and management information and master the current situation of enterprise organization and management.

3. Diagnostic analysis.

Draw lessons from advanced management experience at home and abroad, or refer to benchmark enterprises, and diagnose and analyze the organizational structure of enterprises from all angles.

4. Communication confirmation.

Communicate the preliminary conclusions of diagnosis and analysis with the person in charge of the diagnosed enterprise, and master the degree of recognition of these conclusions by the person in charge of the enterprise. If the person in charge of the enterprise cannot agree with the main conclusions, it shall supplement the information and make further diagnosis and analysis; If approved, the main direction of reorganization should be put forward and the basic principles of organizational design should be determined.

5. Write a diagnosis report.

After the main diagnosis conclusion is recognized by the enterprise, a diagnosis report should be written, and the problems existing in the organization and management of the enterprise should be expounded in detail through detailed data or a large amount of evidence, and the preliminary direction of the next organizational design should be put forward.

As a consulting company, it generally uses interviews, questionnaires, benchmarking and other methods to comprehensively diagnose the organizational structure of enterprises from five dimensions: functional structure, departmental structure, management level, management scope and authority structure.