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 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.
When designing organizational structure, managers must correctly consider six key factors: specialization, departmentalization, chain of command, control span, centralization and decentralization, and standardization.
Characteristics of five types of organizations:
1. Entrepreneurship structure
Entrepreneurial organizations are often new small companies in the first stage of their life cycle. The organization is centered on machines and consists of general managers and workers. This structure requires only a few auxiliary personnel. There is no need for specialization and standardization, and coordination and control come from the upper level. The founder of the company has the power to create a corporate culture.
Without standardized working procedures, employees have almost no decision-making power. This kind of organization is suitable for dynamic environment. It can adjust quickly and successfully compete with larger and unsuitable organizations. It must be able to adapt to the establishment of a market. But this kind of organization has no strength and is easily affected by mutation. Unless it is adaptable, it will fail.
2. Machine bureaucracy
The bureaucratic structure of the machine is a bureaucratic organization, which is very huge. The technology has been standardized, and it is often mass-produced. The degree of specialization and standardization is very strong, and the key decisions come from the upper level. Because this organization has not been well adjusted, the environment is simple and stable. Machine bureaucrats have a large number of technical and administrative personnel.
Technicians include engineers, market researchers, financial analysts and system analysts, who are used to examine and standardize other parts of the organization. Technicians are the leading group in the organization. Machine bureaucracy is often criticized for its inadequate management of lower-level employees, lack of innovation, weak culture and scattered work force, but it is suitable for a large and stable environment and efficiency goals.
3. Professional bureaucratic structure
The obvious feature of professional bureaucracy structure is that the core of production is composed of professionals, such as hospitals, universities and consulting companies.
Although the organization is bureaucratic, the personnel at the core of production have autonomy. Long-term training and experience promote the organization of this structure to form collective management and distinctive culture, thus reducing the need for bureaucratic management structure. These organizations usually provide services rather than tangible products, and they exist in complex environments.
Most of the strength of the organization lies in the professionals who produce the core. The technical team is small or non-existent, but it needs a large number of administrative personnel to deal with the daily affairs of the organization.
Step 4 divide the structure
The organization of the business department structure is very large, and it is often divided into several business departments according to products or markets. There are almost no liaison measures between departments to coordinate, and departments emphasize market control through profit and loss reports. The division of business divisions can be quite standardized, because technology often has rules to follow.
Although the whole organization has to serve various markets, the environment of any business department is simple and stable. Every business department has a certain degree of autonomy and its own culture. The division is decentralized internally, and some functions, such as planning and research, will be retained by headquarters staff.
5. Special structure
In order to survive in a complex dynamic environment, a special structure is proposed. This technology is very complicated, such as aerospace and electronics industry. The age of special structure organizations is just like the age of young people or middle-aged people, which is quite large, but it needs to be adapted. The team-based structure has many horizontal joint and authorized employees.
Technicians and production core personnel have power over key production factors. Organizational division of labor is meticulous, but not rigidly adhere to the form. Employees have a high degree of specialization and distinct cultural values, emphasizing group control. Through decentralization, people at any level can participate in decision-making As far as structure, power relations and environment are concerned, special structure is almost the opposite of machine bureaucracy.
The key point of the five structural configurations is that the top management can design an organization that can coordinate and match key elements. For example, the machine bureaucracy structure is suitable for pursuing efficient strategies in a stable environment; But in a hostile and dynamic environment, it is wrong to adopt a machine bureaucracy structure. Managers can implement this strategy by designing the correct structural configuration suitable for their environment.
Second,
Salary refers to the contribution made by enterprises to employees, including employees' achievements, efforts, time, knowledge, skills, experience and creation. In the minds of employees, salary is not only their own labor income, but also represents their own value, the recognition of employees' work by enterprises and even their personal ability and development prospects to a certain extent. Scientific and effective incentive mechanism can make employees play their greatest potential and create greater value for enterprises. There are many ways to motivate, but salary is a very important and useful method.
First, the overall salary.
At present, salary is not a single salary, nor is it a simple economic reward. From the perspective of motivating employees, salary can be divided into two categories: one is external incentive factors, such as salary, fixed allowance, social compulsory welfare, and unified welfare projects within the company. The other is the internal incentive factors, such as the personal growth of employees, the challenge of work, working environment, training and so on. If external factors fail to meet the expectations of employees, employees will feel insecure, and morale will drop, brain drain will occur, and even people will not be recruited. On the other hand, although high salary and various welfare programs can attract employees to join and keep them, they are often regarded as deserved treatment by employees and difficult to motivate. Therefore, internal compensation and external compensation should be perfectly combined, emphasizing that either side is lame. Pay equal attention to material and spiritual, which is the comprehensive salary system we advocate at present.
Second, the purpose of salary incentives
In modern enterprise organizations, how to make employees care about their salary and get the greatest satisfaction from salary has become an urgent task of salary management in Chinese enterprises. Then our salary incentive function should achieve the following purposes:
First of all, incentive compensation can ensure that compensation is competitive in the labor market and attract outstanding talents that meet the needs of enterprises. Secondly, the salary incentive for employees can retain employees, improve their morale and create greater value for enterprises. Finally, through salary incentives, short-term, medium-term and long-term economic benefits are combined to promote the interests of enterprises and employees, and the development goals of enterprises are consistent with those of employees, thus promoting the formation of interest relations between employees and enterprises and ultimately achieving a win-win situation.
Third, establish effective salary incentives.
(a) Providing fair and competitive remuneration
Fairness is one of the important components to achieve satisfaction and motivation. For employees who get paid through hard work, they must be convinced that the corresponding salary will certainly follow. If the enterprise fails to establish credibility, then employees' trust in salary will be damaged, and their enthusiasm and initiative will be greatly reduced.
Employees' sense of fairness in salary distribution, that is, their judgment and understanding of whether salary payment is fair, is the primary consideration in the design and management of salary system. Pay equity can be divided into internal equity and external equity. The so-called internal fairness means that the salary of different positions in the same enterprise should be directly proportional to their respective contributions, and as long as the proportion is consistent, it is fair. In other words, in terms of salary incentives, we should dare to publicize the talent advantage and emphasize that "talent advantage is the watershed of employee salary". Within the enterprise, in order to widen the gap of salary distribution reasonably, we must first do a good job evaluation and job analysis within the enterprise. Through the analysis of the complexity, difficulty, responsibility, knowledge, ability and work attitude of the post, it is also the key to fundamentally solve the internal fairness of salary to quantitatively evaluate the post value. External fairness actually means that the salary provided by enterprises is competitive, that is, the salary level of enterprises is compared with the market salary level, so that the salary level of enterprises is compared with the average salary level of enterprises with similar scale in the same industry in the region, so as to ensure that the salary of enterprises remains competitive in the market and attract and retain the core employees they need.
(2) Design welfare projects that meet the needs of employees.
Employees' personal welfare items can be divided into two categories: one is compulsory welfare, which enterprises must implement according to the standards set by the government, such as endowment insurance, unemployment insurance, medical insurance, work injury insurance, housing accumulation fund, etc. The other is the welfare items designed by the enterprise itself, such as travel, physical examination, club membership fees, providing housing or purchasing support plans, providing buses or reimbursing certain transportation expenses, paid holidays, etc. Employees sometimes turn these benefits into income to compare whether the enterprise is materially attractive.
Therefore, a perfect welfare system is very important for attracting and retaining employees, and it is also an important symbol of the soundness of the company's human resources system. Well-designed welfare programs can not only bring convenience to employees, relieve their worries and enhance their loyalty to the company, but also save personal income tax and improve the company's social prestige.
For enterprises, welfare is a huge expense (especially for foreign-funded enterprises), but for employees, its incentive effect is not great, and some employees are even ungrateful. When designing welfare projects, enterprises should use the dynamic concept to understand and recognize the dynamic needs of employees. What benefits should enterprises provide to employees? But to know what employees really need. Four standards for enterprise welfare setting: first, see whether employees like it or not; The second is to be competitive in "humanity, intimacy and creativity"; Third, it can embody the principle of fairness; The fourth is to finally achieve the incentive effect. Therefore, the more welfare items provided by enterprises, the better. It is necessary to provide detailed and suitable welfare programs according to employees' different ages, genders, qualities, different industries and different market environments. The best way is to adopt self-service welfare, that is, according to the characteristics and specific needs of employees, list some welfare items and stipulate a certain amount of welfare, so that employees can choose freely and take what they need until they run out of personal quotas. This way is a win-win solution for enterprises and employees: employees can choose flexibly and clarify their rights and obligations, thus motivating employees; Enterprises control costs and use part of the saved funds as performance rewards, and finally achieve a win-win situation.
(C) to achieve pay and performance linked
Simple high salary can't play an incentive role, and only the salary closely combined with performance can fully mobilize the enthusiasm of employees. From the perspective of salary structure, the appearance of performance pay enriches the connotation of salary. In the past, there were fewer and fewer single non-incentive compensation forms, and they were replaced by flexible and diverse compensation systems closely linked with individual performance and team performance.
To increase the incentive component in salary, the common methods are:
(1) Increase the ratio of performance pay (bonus) to welfare.
(2) Increase the proportion of wage growth (floating wage).
(3) Flexible working system.
(4) treat employees as business partners.
(5) Ability and performance are the basis of remuneration, not workload.
(d) Pay attention to communicating with employees about salary.
The purpose of communication between enterprises and employees in salary is to let employees understand the price paid by the company for them. In fact, the salary system of enterprises should be transparent. There has been a great controversy about whether the payment method of wages should be public or confidential. After all, the confidential salary system greatly reduces the incentive effect of salary. Moreover, enterprises that implement the confidential salary system often have such a phenomenon: strong curiosity makes employees inquire about their colleagues' salaries through various channels, which makes the confidential salary open soon, even if a strict confidential system is formulated, it is difficult to stop this phenomenon. Since confidential wages can't play a role of confidentiality, it is better to use transparent wages directly.
The implementation of salary transparency actually sends a message to employees: people with high salaries have their own high reasons, and people with low salaries also have their own shortcomings; Pay transparency is actually based on fairness, justice and openness, including the following practices:
(1) Let employees participate in salary setting. When formulating the salary system, in addition to the leaders of various departments, there should also be a certain number of employee representatives.
(2) Job evaluation, try to use simple methods to make it easy to understand.
(3) Issue documents to explain the salary making process to employees in detail.
(4) The salary system formulated after the evaluation must be described in detail, so as not to make employees misunderstand.
(5) Set up employee email, answer employee salary questions at any time, and handle employee complaints.
(5) The salary meets the needs of different levels.
Although at present we say that work is not only for wages, wages, as a guarantee to meet low-level needs, are still the last word for most people. According to the famous Maslow's hierarchy of needs theory, people's needs are hierarchical, and only when the low-level needs are met can the higher-level needs be considered. Salary can meet people's needs at different levels. While providing employees with food, clothing, housing and transportation, it also provides conditions for employees to develop their personal hobbies and pursue higher-level needs. In addition, salary is a symbol of achievement. Employees often regard salary as the recognition and appreciation of their work by enterprises. Therefore, in the payment of salary, economic salary should be suitable for ordinary employees with lower income; For high-level talents, economic compensation and non-economic compensation should be organically combined. If the salary is high but there is no training and development opportunity, it still lacks attraction and motivation.
From the time of salary payment, wages and bonuses should be paid in time. Appropriately shortening the time of rewarding wages will help to achieve the best incentive effect. Usually, frequent small-scale rewards are more effective than large-scale rewards. Reduce regular rewards and increase irregular rewards, so that employees have more unexpected surprises and enhance the incentive effect.
In a word, salary incentive mechanism is the core issue of human resource management in modern enterprises. It is necessary to establish a scientific and reasonable salary incentive mechanism, give full play to the best incentive effect of salary, build an efficient and stable workforce, and realize the sustainable development of enterprises.
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