Edit this paragraph i. Organizational structure
Enterprise organization is an important type among many organizations. It is a unit engaged in business activities, which is composed of two or more individuals under the conditions of mutual influence and interaction to achieve the same goal of the enterprise. The tasks of an enterprise organization are: first, to define everyone's responsibilities; The second is to stipulate the relationship between members; The third is to mobilize the enthusiasm of every member of the enterprise.
(1) organizational structure
The structural system formed by an organization in terms of work scope, responsibility and power is the organizational structure. The essence of organizational structure is the division of labor and cooperation among employees in the organization, and its connotation is the structural system of people's duties, responsibilities and rights, also known as the power and responsibility structure. The main contents of this structural system include: functional structure, that is, various business tasks required to complete enterprise goals and their proportional relationships; Hierarchical structure, that is, the composition of each management level, is also called organizational vertical structure; Department structure, that is, the composition of each management department, is also called the horizontal structure of the organization; Authority structure, that is, the division of powers and responsibilities at all levels and departments and their relations. 1, linear functional organizational structure organizes various activities according to the same function from top to bottom. The typical feature of functional structure is that its goal mainly lies in internal efficiency and technical specialization, and it is suitable for small and medium-sized enterprises with relatively stable external environment, relatively mature technology, conventional technology and no excessive dependence between cross-functional departments. The most prominent advantage of the functional structure is that it can better realize the economies of scale within the department. The main disadvantage of the functional structure is its slow response to changes in the external environment. 2. Functional structure of horizontal linkage In recent years, due to the increase of environmental uncertainty, people have made a lot of efforts to overcome the inherent defects of linear functional organizational structure. The functional structure tends to be flat and horizontal. At present, among the more successful enterprises, there are few organizations with pure functional structure, and many enterprises make up for the vertical functional hierarchy by establishing horizontal links. 3. Sectional structure Using this structure, we can organize divisions for a single product, service, product portfolio, major engineering projects, geographical distribution, business or profit centers, etc. Each business department has its own product and specific market, which can complete the whole process of production and operation of a product or service. Within the Division, functional management departments are still set up according to the functional structure. Division-style organizational structure implements decentralized management. Although the Division is not an independent legal person, it is only a production and operation department under the direct leadership of the enterprise, but it has greater production and operation authority and is responsible for all production and sales activities of the Division under the unified enterprise policy, which is basically equivalent to a complete enterprise. In this organizational structure, each business division is also the profit responsibility center, each business division independently accounts for its own profits and losses, and the economic exchanges between business divisions should follow the principle of equal exchange. Compared with the functional organizational structure, the division-based organizational structure has many incomparable advantages: because each division can plan its own future development and adapt to the changes of the market flexibly and independently, it is more suitable for the needs of the environment; Division-style organizational structure is also conducive to the liberation of senior leaders from daily administrative affairs and becoming a powerful decision-making body, which also enables each division to give full play to the creativity of management and improve the overall efficiency of the enterprise; The manager of the business department is responsible for leading an independent department, which is equivalent to a complete enterprise, which is conducive to the manager to accept various tests and develop in an all-round way; Division-style organizational structure also has a high degree of product foresight, because each product is an independent division, and good communication and coordination will be formed among various departments within the division, and consumers' opinions and suggestions on products can be reflected to relevant departments of the division in time to improve products in time to meet market demand. One of the shortcomings of the application of business division organizational structure is that some resources can not be fully enjoyed due to the dispersion of functional departments, resulting in a certain degree of waste. In addition, the division-style structure, the communication relationship between different divisions is very poor. Enterprises should set up coordinators between relevant business departments or use task forces to solve such problems. Division-style organizational structure is suitable for enterprises that produce or operate a variety of products or services at the same time, and have a large number of human resources to provide independent functional units. Because of its strong adaptability, when the environment is unstable, the division structure is superior to the functional structure. 4. Matrix structure Matrix structure is a powerful mode to realize the horizontal connection of enterprises. When the functional, business division, regional and mixed structure can not integrate the horizontal contact mechanism of enterprises well, matrix structure can be considered. The matrix structure does not divide the organization into independent parts, but makes its product managers and functional managers have the same authority in the organization, and many employees are responsible for the two managers. The following figure is a typical matrix organizational structure model. When there are some constraints in enterprises, matrix structure is often used, which is very effective for solving related problems. For example, sometimes there is pressure between different product lines to enjoy certain resources. For example, according to the requirements of the division structure, enterprises should equip each product with specialized engineers and designers, but the scale of the enterprise may not be large enough or the financial resources are not allowed, so only limited engineers can serve all products at the same time. Sometimes, the environment has multiple requirements for products, such as ensuring product quality (the best functional structure is adopted) and requiring products to be updated quickly (the best division structure is adopted). This dual pressure requires a balance between various powers of the organization, and the structure of dual power may be the best solution. In addition, the environment in which enterprises live is often unstable and complex. When the external changes are very frequent and the dependence between departments within the enterprise is high, it is required that the enterprise should have a lot of coordination and information processing both horizontally and vertically. At this time, the coordination between functional departments and business divisions is very necessary. From the perspective of organization scale, matrix structure is suitable for medium-sized organizations. When there is only one product, there is no need for matrix structure at all, and when there are too many products, the cooperation between vertical and horizontal will become very difficult because of the complicated relationship. The dual functional characteristics of matrix structure make it more convenient for internal communication and coordination, more adaptable to the rapid changes in the external world, and balance the relationship between functional managers and business managers. As an organic organizational structure, matrix is also convenient for enterprises to discuss and deal with some unexpected problems, and enables resources, such as people and equipment, to be flexibly distributed among products. One disadvantage of the matrix structure is that some employees have to accept the leadership of dual functions and powers, which sometimes makes them at a loss, especially when the two sides have contradictions and hold their own opinions, which will aggravate the confusion and resistance of employees and is not conducive to the smooth progress of the work. Matrix structure sometimes forces enterprises to spend a lot of time discussing problems in meetings in order to coordinate all aspects, resulting in a waste of resources and efficiency. If the enterprise can't adapt to the enjoyment of resources, information and power required by the matrix structure, the organizational structure will be invalid. In addition, it is found in practice that it is very difficult to establish and maintain a real power balance in enterprises, and one party in the power structure of enterprises often occupies a dominant position. This makes the matrix structure that emphasizes some kind of power, such as function matrix or project matrix, have broader living space and higher efficiency than absolute balance matrix. In the function matrix, the function director has the main power of the enterprise, and the department manager is only responsible for coordinating the production activities. On the contrary, in the project matrix, the project manager has the main responsibility, while the functional manager only arranges personnel and provides technical advice when necessary.
(B) the principles of organizational structure design
1, principle of unity of purpose 2, principle of division of labor and cooperation 3, principle of unified command 4, principle of appropriate range 5, principle of equal rights and responsibilities 6, principle of lean and efficient 7, principle of combining centralization with decentralization 8, principle of combining stability with flexibility 9, principle of separating executive and supervisory departments.
(C) the main influencing factors of organizational structure design
Many factors should be considered in organizational design, the most important of which is the environment, strategy, technical level, scale and life cycle of the enterprise. 1, enterprise environment There are many factors in the external environment of an enterprise that play a role in different aspects of the enterprise from different angles. Specifically, the external environmental factors that have great influence on enterprises are as follows: ◆ Industry environment refers to all competitors in the same business field. The number of enterprises in the same industry, the scale of each enterprise, and the barriers for enterprises to enter and leave the industry all affect the intensity of competition within the industry. In addition, different industries have different tasks to complete, and the goals of enterprises will be different. These conditions have a great influence on the organizational design of enterprises. The scarcity of environmental raw materials, the relationship between supply and demand of human resources and the difficulty of obtaining funds will all affect the scale and speed of production, operation and development of enterprises. Specific aspects related to supply include raw material origin, price, transportation conditions, talent market development, national education level, capital market development, channels for introducing foreign capital, market interest rate and other factors. ◆ Demand environment mainly refers to the number and structure of enterprise product buyers. When the market changes, enterprises must take corresponding countermeasures to adapt. With the expansion of the market, enterprises also need to expand supply to meet demand. When the market is weak, enterprises should shrink accordingly or open up new markets. If the market demand structure changes, enterprises must also adjust the product structure to adapt. Technology environment technology refers to the knowledge, skills and equipment necessary for enterprises to produce products or provide services. The technical level adopted by enterprises affects the equipment and scale of enterprises. ◆ The influence of the government on enterprises mainly includes laws and regulations promulgated by the government, government taxation, services and other activities, as well as some political activities. Macroeconomic situation refers to the overall economic operation, including economic growth, unemployment rate, inflation rate and investment growth rate. ◆ Social and cultural environment mainly refers to the education level, cultural level, religious beliefs, customs and values of the society. They will not only affect the cultural values of enterprises, but also have a great impact on the behaviors and concepts of suppliers, consumers and governments closely related to enterprises. ◆ International environment. World economic integration is an irreversible trend, and enterprises in any country and region are increasingly unable to escape the influence of the international environment. Whether the competition of foreign companies will be acquired by foreign companies, how to enter the international market and how to adapt to the international market have become issues that more and more enterprises consider. The uncertainty of the external environment of an enterprise means that the decision-makers of the enterprise have no complete information about the environment, so it is difficult to predict the changes of the environment. The greater the uncertainty, the greater the risk that the enterprise organization will fail to adapt to the environment, and the greater the cost of enterprise prediction and decision-making. Environmental uncertainty can be measured by two indicators, one is the complexity of the environment, and the other is the stability of the environment. The complexity of environment refers to the number of external factors related to enterprise management, and the similarity and independence of these factors. The stability of the environment refers to the change of the environment in time. According to the complexity and stability of the environment, we can divide the environment into four types, as shown in the following figure:
Stability is simplicity+stability; Low uncertainty
1, the number of external factors is small and the factors are similar.
2. Various factors change slowly.
3. Example: container manufacturers and beer distributors are complex and stable; Moderate and low uncertainty
1, there are many external factors, and the factors are not similar.
2. Various factors change slowly.
3. Examples: chemical companies, insurance companies and food processing.
Unstable simple+unstable; Moderately high uncertainty
1, the number of external factors is small and the factors are similar.
2. These factors change frequently and unpredictably
3. Example: the cosmetics, fashion and music industries are complex and unstable; Highly uncertain
1, there are many external factors, and the factors are not similar.
2. These factors change frequently and unpredictably
3. Examples: computer enterprises, aviation enterprises and telecommunications enterprises.
Simple and complex
In view of the uncertainty of the environment, the following countermeasures are taken in organizational design: (1) increasing departments and posts in the organization to enhance the external buffering function of the organization; (2) Integrating and coordinating the differences between departments; (3) increase the organic nature of the organization; (4) institutional imitation; (5) Strengthening planning and forecasting; (6) Establish appropriate contacts with other organizations by changing ownership, strategic alliance, cooperation and public-private relations; (7) Changing the environmental field through political activities, associations and guilds. 2. The influence of enterprise strategy on organizational structure Enterprise strategy is another important factor affecting enterprise organizational design. The influence of enterprise strategy on organizational design is mainly manifested in three aspects: (1) The formation of different strategic centers. Enterprises need to have some basic management functions for their own survival and development, such as production, sales, research and development, and finance. However, in different enterprises, the status and functions of these functions are different. Some functions are in the core position in one enterprise, and may be only auxiliary functions in another enterprise. Due to the different importance of functions, different types of organizational structures have been formed. The importance of function is determined by the business strategy of the enterprise. (2) The influence of different product management strategies on the organizational structure can be divided into business areas, and the business strategies of enterprises can be divided into single product strategies and multiple business strategies. Single business strategy means that the business scope of an enterprise is limited to a certain industry or a certain product of a certain industry. Diversification strategy refers to the business field of an enterprise, including a variety of products within or across industries. Different business strategies need different organizational structures to adapt to them. (3) The influence of different styles of strategic thinking on enterprise organizational structure. According to their different understanding and handling methods of competition, American scholars Miles and Si Nuo divided strategic thinking into three styles: conservative, adventurous and analytical. Different styles have different organizational structures. These three strategic ideas and their corresponding organizational structure characteristics are shown in the following table: organizational structure characteristics conservative strategic risk strategic thinking analytical strategic thinking
General structural form
Degree of centralization
plan
Composition of senior managers
Functional structure of communication mode
high
strict
Engineers, cost experts
Vertical-oriented business unit structure
low
Not strict
Marketing and development experts
Transverse mixing or matrix
medium
medium
unite
Pay equal attention to both vertical and horizontal
3. The influence of enterprise technical level on organizational structure. The technical level of an enterprise is analyzed from different levels and different angles, and its influence on the organizational structure is different. (1) The influence of enterprise-level technology on enterprise organizational structure. Complex technologies need to be managed. The management scope of senior leaders often increases with the improvement of technical complexity. This shows that the improvement of technical complexity has led to the further refinement of professional division of labor and the increase of departments, so the management scope of the same leader has increased. The proportion of basic workers and auxiliary workers gradually decreases with the increase of technical complexity, while the proportion of skilled workers gradually increases. The rigidity of organizational structure presents the phenomenon that the two ends are small and the middle is large. (2) The influence of department technology on organizational structure. Charles Perrault, an American management scientist, put forward two indicators as the basis for dividing the technical types of departments, namely, the diversity and decomposability of work activities. Taking the above two indicators as two dimensions, the technology (work) of various departments of industrial enterprises can be divided into four types. Technical work, non-transactional work
Transactional work engineering and technical work
Low altitude
diversification
Technical mode of department: ① transactional work. It is characterized by low diversity and high decomposition, standardized tasks, standardized procedures and methods. For example, the work on the assembly line, typists and draftsmen all belong to this category. 2 technical activities. It is characterized by low diversity but low decomposability. Its work is quite fixed, but the workflow is not easy to decompose and needs to be completed by the intuition and experience of the staff. Such people often need long-term practice to gain the required experience. For example, the production and personnel work of advanced handicrafts fall into this category. ③ Engineering and technical work. It is characterized by high diversity, but it is also highly decomposable. This kind of work is usually complicated, so there is considerable diversity in performing tasks. However, such tasks can still be decomposed to be controlled through certain procedures and standards. Personnel engaged in this kind of work need to have complete professional knowledge, such as engineering and accounting work in enterprises. ④ Non-transactional work is characterized by high diversity and low decomposability. This kind of work is very exceptional, and it usually takes a lot of time and energy to analyze and understand new problems. Its nature is not easy to decompose, and it is difficult to formulate standard procedures and methods. For example, high-level leadership work, strategic decision-making research work and so on all belong to this category. The influence of technical types of different departments on organizational structure: ① the degree of standardization. Conventional work is characterized by high degree of standardization and proceduralization, fine division of labor, and most activities are handled in accordance with regulations and established procedures. For transactional work, the standardization of the organization is low. ② Professional quality of personnel. Because of the repetition of work activities. Generally speaking, transactional staff do not need to have any advanced professional education or long-term practical experience, but in work units with strong task diversity, they have higher requirements for personnel quality, and usually have formal training in professional schools or universities; For skilled jobs with low decomposability, it is mainly to accumulate experience and improve skills through long-term work practice. For routine work, you need formal education to acquire specialized knowledge and skills, and you can be competent by accumulating work experience through practice. ③ Management scope. The scope of management is limited by the complexity of tasks and the professional quality of personnel. The more complex the task, the stronger the non-transaction, and the smaller the management scope. The largest scope of management usually appears in departments that focus on transactional work. ④ Degree of centralization. In transactional work, most decisions are often concentrated in the management department. In engineering and technical work, because the staff have received special training, they usually enjoy moderate decision-making power, because technical knowledge is very important for completing tasks and making decisions. Similarly, due to the low decomposability of work activities, senior technicians with long-term practical experience often enjoy moderate decision-making power. In the case of non-transactional work, because many decisions need to be made by staff according to the actual situation, they have the greatest autonomy, that is, the lowest degree of centralization. ⑤ Types and ways of communication. The frequency of communication activities increases with the increase of task diversity. This is because many new problems have emerged, and it is necessary to strengthen communication between relevant departments in order to enjoy more information and study measures to solve these problems. Regarding the types of communication, generally speaking, for non-transactional work units, horizontal communication is mainly implemented; For transactional work units, vertical communication is mainly implemented. The form of communication changes with the division of tasks. When tasks are highly decomposable, written communication is often used, such as written instructions, memos, rules and regulations and standard procedures. When the task can be decomposed, the typical information transmission methods are personal interview, telephone conversation, Committee discussion and other oral communication methods. ⑥ Control method. In accordance with the degree of standardization and centralization, in the transactional work department, the superior mainly adopts rules and regulations, quotas, budgets, statistical reports and other ways to control. In non-transactional departments, staff participate in collective decision-making, and superiors mainly control it through clear rights and responsibilities and collective discussion. The control mode of skilled workers and engineering technicians is between the above two. Skilled workers are mainly controlled by training and meetings, while engineering and technical workers are mainly controlled by reports and meetings. ⑦ Key objectives. In transactional work, the work is standardized, regular and easy to quantify, and its target focus is mainly on the quantity and efficiency of output. In other types of work, the reliability and quality of output are often more important than quantity and efficiency. ⑧ Organization structure type. Based on the above analysis, we can see that rigid organizational structure is suitable for transactional work; Flexible organizational structure is suitable for non-transactional work. The rigid organizational structure does everything according to the rules, and the work lacks challenges, which stifles the initiative and creativity of employees and makes employees only focus on parts when dealing with problems, which is not conducive to coordination and communication among employees. Moreover, this kind of structural machinery has slow response, which weakens the adaptability of enterprises and cannot adapt to the rapidly changing environment. 4. The relationship between enterprise scale and organizational structure Generally speaking, with the increase of organizational scale, the loose organizational structure in the small-scale state will no longer adapt, and the increase of personnel will lengthen the chain of information transmission and increase channels. If there are no certain regulations, sometimes the process of information transmission will be blocked, causing delays and reducing organizational efficiency. (1) enterprise organization standardization refers to the number of rules and regulations and written documents formally promulgated by enterprises. Generally speaking, large institutions are more standardized than small institutions, mainly because of the large number of employees, many management levels, detailed division of labor and many departments. In order to facilitate effective control of employees' work and effective coordination among departments, standardized rules and regulations are needed to regulate people's behavior, and various rules and procedures will inevitably increase. Therefore, from the perspective of standardization, large-scale enterprises are more bureaucratic than small-scale enterprises. (2) Centralization refers to the level of organizational decision-making power. If the decision-making is mainly made by the top, the degree of centralization is high. If most decisions are made at lower levels, then the degree of centralization of the organization is low, that is, the degree of decentralization is high. (3) Complexity On the one hand, the complexity of enterprise organizational structure refers to the number of levels, that is, vertical complexity; On the other hand, it refers to the number of departments or posts, that is, horizontal complexity. The relationship between the size of an organization and the complexity of an enterprise is obvious. The tasks that a large-scale organization needs to complete are complex, and the number of personnel has also increased greatly. The scale of a department cannot be too large, and there will inevitably be requirements for subdivision. On the basis of the increase of departments, in order to maintain the effectiveness of management, the scope of management should not be set too wide, which will increase the management level accordingly. In this way, large-scale enterprises show stronger characteristics than small-scale enterprises in horizontal complexity and vertical complexity. (4) The degree of specialization of the organizational structure of a specialized enterprise refers to the fine degree of division of labor among various functional departments of the enterprise. If the degree of specialization is high, each employee only needs to engage in a small part of organizational work. If the degree of specialization is low, the scope of work of employees will be wider. Detailed division of labor and specialization are important features of bureaucratic structure. Combined with the scale, it is found that the degree of specialization of small-scale enterprises is low. Because of their small scale, the amount of tasks in each job is relatively small, and often one person can undertake multiple jobs and have a wider scope of work. On the contrary, in large enterprises, the amount of each task is very heavy, and sometimes even a job needs to be undertaken by many people, so everyone is responsible for a narrow scope of work, with a high degree of specialization and more obvious bureaucratic characteristics. (5) Personnel structure Another aspect that the scale of the enterprise affects the organizational structure is the proportion of all kinds of personnel in the enterprise, such as managers, professionals, clerks and direct production workers. The proportion of managers in most large-scale enterprises is lower than that in small-scale enterprises, mainly because of the specialization of the previous analysis, which makes some professionals share part of the work that needs managers to do, reduces the workload of managers, and thus reduces the proportion of managers. In enterprises, the ratio of professionals to clerks generally increases with the increase of scale. The increase of professional ratio is directly related to the specialization of large organizations. The improvement of specialization requires both the increase of professional departments and the increase of professional personnel. The increase in clerical ratio is due to the increase in communication and paperwork in large organizations. Due to the above reasons, the proportion of direct production workers in large enterprises has generally decreased. These changes are conducive to the improvement of the production and operation efficiency of enterprises. 5, the influence of enterprise life cycle on organizational structure (