Why is the flattening of organizational structure a general trend?

First, decentralized management has become a general trend, and the pyramid-shaped organizational structure is compatible with the centralized management system. Under the decentralized management system, the relationship between levels is relatively reduced, grass-roots organizations are relatively independent, and flat organizational forms can operate effectively; Second, enterprises need to adapt to market changes quickly. The traditional organizational form is difficult to adapt to the rapidly changing market environment, so it must be flattened in order not to be eliminated; Thirdly, the development of modern information technology, especially the appearance of computer management information system, makes the traditional management scope theory no longer effective. In the traditional management scope theory, the key to restricting the increase of management scope is that it can't handle the exponential growth of information and complex interpersonal relationships after the increase of management scope, and these problems can be solved easily in the face of the powerful information processing ability of computers. Taking the flattening of product sales channels as an example, the traditional sales channels are multi-level wholesale, with many levels, many links and long channels, and the number of dealers in the channel chain is exponentially divergent, which is a typical hierarchical structure organization form. But at present, most excellent enterprises have given up this channel form and replaced it with a flat channel form. The flattening trend is as follows: the channel level is reduced, the channel is shortened and the channel width is greatly increased. The most remarkable characteristics of flat sales channels are: first, direct sales through channels; Second, the channels are short and wide. Disadvantages brought by the flattening of organizational structure After several years of flattening management, let's take a look at what changes have taken place in our society: middle-level managers are constantly changing jobs, management consulting institutions are expanding rapidly, and the number of consultants is expanding rapidly, and more and more unqualified middle-level managers are coming. Why? There used to be a group leader, a squad leader, a squad leader, a team leader, a workshop director, a company director, a deputy manager, and finally a company chairman. Among them, many middle managers appear as liaison officers and supervisors. Now? In an enterprise with business divisions or functional departments, there are marketing managers, financial managers and production managers, and the next floor is the following small team. There is no professional title, and the business cards are printed with manager. In fact, they are just junior officers and clerks at the bottom. When they encounter a project, they may temporarily form a team, usually with their own responsibilities. A group of people are looking at the position of the manager above, and once the manager above is transferred, one of them may be promoted, and the result is probably because of inexperience and repeated mistakes. At the same time, due to his promotion, there may be a group of people with almost the same ability and status in the enterprise who quit their jobs or start to fight against their superiors. So the company invited airborne troops and changed more than half of the staff. As a result, the treatment is getting worse and worse. So I thought of hiring a group of experts for consultation with high salary. When the music ended, I found that the problem didn't solve much. As a result, the enterprise let the consulting company enter the company and cooperate for a long time. As a result, the real functional organization has become the executive tool of one consultant after another. Enterprises cannot do without consulting institutions. At this time, the enterprise found that the efficiency was not greatly improved and the cost was not reduced. Instead, it turned a good enterprise into someone else's experimental field. This goes against the original intention of the enterprise. However, this situation is not uncommon in reality, so flattening is not omnipotent or even effective. When taking it, you should consider the possible side effects, and don't unilaterally recognize its advantages and ignore its disadvantages.