Organizational structure of marketing department of large enterprises 1
Functional structure
Functional organizational structure is that administrative units at all levels set up some functional institutions in addition to the person in charge. Such as the establishment of functional institutions and personnel under the factory director to assist the factory director in functional management. This structure requires the executive director to hand over the corresponding management responsibilities and powers to relevant functional organizations, and each functional organization has the right to give orders to subordinate administrative units within its own business scope. Therefore, in addition to the command of the superior administrative director, the subordinate administrative director must also accept the leadership of the superior functional organization.
The advantage of functional system is that it can adapt to the characteristics of complex production technology and fine management of modern industrial enterprises; It can give full play to the professional management role of functional organizations and reduce the workload of line leaders, but the shortcomings are also obvious: it hinders the necessary centralized leadership and unified command, forming multi-head leadership; It is not conducive to the establishment and improvement of the responsibility system of administrative heads and functional departments at all levels. In middle management, there is often a phenomenon that everyone is rushing to push; In addition, when the guidance and orders of the superior administrative leaders conflict with the functional organizations, the subordinates will be at a loss, which will affect their normal work and easily lead to lax discipline and chaotic production management order. Due to the obvious defects of this organizational structure, modern enterprises generally do not adopt functional system.
Linear function system
Linear functional system, also known as production area system, or linear employee system. It is based on linear system and functional system, learning from each other's strong points and absorbing the advantages of these two forms. At present, most enterprises in our country adopt this organizational structure. This organizational structure divides enterprise management institutions and personnel into two categories. One is linear leading bodies and personnel, who exercise command over organizations at all levels according to the principle of unified command; The other is functional organizations and personnel, who are engaged in the management of various functions of the organization according to the principle of specialization. Linear leading bodies and personnel have certain decision-making power and command power to subordinates within their own responsibilities, and take full responsibility for the work of their own departments. Functional organizations and personnel are the staff of line commanders, and they cannot give orders to directly affiliated departments, but can only give business guidance.
The advantages of linear-functional system are: it not only ensures the centralization and unification of enterprise management system, but also gives full play to the role of professional management institutions under the leadership of administrative leaders at all levels. Its shortcomings are: poor coordination between functional departments, and many tasks of functional departments can only be handled by reporting directly to superior leaders, which on the one hand increases the workload of superior leaders; On the other hand, it also causes inefficiency. In order to overcome these shortcomings, we can set up various comprehensive committees or establish various meeting systems to coordinate all aspects of work, play the role of communication and help senior leaders make suggestions.
Departmental organization
Division system was first put forward by Si Long, president of American General Motors Company, in 1924, so there is? Si Long model? This name, also known as? Federal decentralization? , is a highly centralized decentralized management system. It is suitable for large enterprises with large scale, variety and complex technology, and is an organizational form adopted by large foreign joint companies. In recent years, some large domestic enterprise groups or companies have also introduced this organizational structure. ? Division system is a form of hierarchical management, hierarchical accounting and self-financing, that is, a company is divided into several divisions according to regions or product categories. From product design, raw material procurement, cost accounting, product manufacturing to product sales, all business divisions and their subordinate factories are responsible for accounting separately and operating independently. The headquarters of the company only reserves the power of personnel decision-making, budget control and supervision, and controls all business divisions through profit and other indicators. Some departments are only responsible for directing and organizing production, not purchasing and selling, and separating production from supply and marketing, but these departments are being replaced by product departments. Other divisions are divided by region.
Analog decentralized system
This is a structural form between the linear functional system and the business division system. Many large enterprises, such as steel and chemical enterprises that produce continuously, are difficult to be divided into several independent business departments due to the limitation of product variety or production process. Due to the huge scale of the enterprise, senior managers feel that it is not easy to manage by adopting other organizational forms, so a simulated decentralized organizational structure has emerged. The so-called simulation is to simulate the independent operation and accounting of the business division system, rather than the real business division, which is actually one by one? Production unit? . These production units have their own functional organizations and enjoy as much autonomy as possible. Simulated? The purpose of profit and loss responsibility is to mobilize their enthusiasm for production and operation and achieve the purpose of improving the production and operation management of enterprises. It should be pointed out that it is difficult to completely separate them due to the continuity of production. Taking continuous production in petrochemical industry as an example, the "products" produced by unit A directly become the raw materials of unit B, without stopping or transferring. Therefore, the economic accounting between them can only be based on the internal price of the enterprise, but not on the market price, which means that these production units do not have their own independent external market, which is also the difference from the business department.
The advantage of simulated decentralization system is that it not only mobilizes the enthusiasm of all production units, but also solves the problem that enterprises are too large to manage. Top managers will give some power to production units and reduce their own administrative affairs, thus focusing on strategic issues. Its disadvantage is that it is not easy to define tasks for simulated production units, which leads to difficulties in evaluation; It is difficult for the leaders of production units to understand the whole picture of the enterprise, and there are obvious defects in information communication and decision-making power.
Organizational structure of marketing department of large enterprises II
A common problem in small and medium-sized enterprises is the confusion of enterprise organization and management, because there is no perfect enterprise organization chart. We find that the poor coordination between departments is mainly caused by the lack of standardized management processes, less communication opportunities between departments and weak integration atmosphere in corporate culture. Organizational efficiency is a comprehensive system problem, which depends on the effective guidance and support of enterprise management process system, enterprise culture system and leadership system.
First of all, the strategic direction is unclear and the organization lacks foresight.
The organizational structure design should aim at supporting the effective implementation of the company's development strategy and management, improving the efficiency of resource allocation and cultivating core competitiveness. Enterprise strategy is the goal of enterprise stage work, the benchmark and principle of consolidating enterprise strength and adjusting internal and external relations, and the basic basis of enterprise organization design. However, there are not many domestic SMEs with clear strategies. Some enterprises only have the general direction or annual business plan, and some even cross the river by feeling the stones and take it one step at a time.
Although many small and medium-sized enterprises do not have a clear strategy, these enterprises basically have a clear organizational structure, and their organizational structure is often designed according to the existing business characteristics or existing personnel capabilities. The organizational structure designed in this way lacks strategic foresight, and often needs to be adjusted with the changes of enterprise business every year, and some even need to be adjusted many times a year. The adjustment of organizational structure will inevitably lead to the frequent formation of departments and the adjustment of personnel, increase the management cost of enterprises and reduce management efficiency. Because of the unclear strategy, enterprises lack expectations and necessary preparations for external changes when setting up organizational structure. When the external environment changes, enterprises can only cope.
Second, the responsibilities of departments are unclear, and there are overlapping functions and gaps.
Unclear departmental responsibilities are the most common problems in organizational diagnosis, which are mainly manifested in the overlap of marketing activities and external media publicity between marketing department and sales department in some commercial enterprises, the overlap of purchasing department and equipment department in professional equipment procurement inquiry and price comparison in production enterprises, and the overlap of human resources department and office in employee office order management. In addition to overlapping functions, functional gaps are also common, and SMEs often have gaps in strategic planning and corporate culture construction.
The direct consequence of overlapping and blank functions is that some things are left unattended and some things are rushed to do, resulting in contradictions between departments, wasting company resources, affecting work efficiency and quality, and will seriously dampen the enthusiasm of employees after a period of time.
Third, there are many management levels and management roles are misplaced.
The management level of an enterprise is related to its scale, control mode and industry characteristics. In general, the more management levels, the more difficult the control and the longer the response time. However, due to historical reasons, management-oriented thinking and convenient external contact, some enterprises have set up vice presidents, deputy managers and assistants at all levels. I have consulted an enterprise with more than 200 employees, from ordinary employees to chairman * *, with a hierarchy of 1 1, and the reporting work of employees has to be reported for approval step by step, which seriously affects work efficiency.
With more management levels, the number of managers will increase relatively, and managers can't be idle. Only the vice president can do the work of the director, and the director can do the work of the department manager, resulting in the dislocation of the management role. Also for the company? Are you overqualified? Waste of human resources.
Because senior managers participate in many details, grass-roots employees and middle managers are not active, and everything is upward centralized. Some senior managers will mistakenly think that? The following people have limited ability and no training value? , causing enterprises? Internal talents are not needed, external talents are highly sought after, and airborne troops are lost because there is no room for display? A vicious circle.
The fundamental reason for the dislocation of multi-level management and management roles in enterprises is often that the position channel of enterprises is single and there is only one administrative sequence channel. Enterprises can only set up more administrative levels if they want to promote new people. Only by setting up multi-channel post sequences and establishing post qualification certification mechanism, can enterprises achieve the goal of reducing management levels and improving management efficiency, so that people in different positions can develop in different sequences according to their ability characteristics. Otherwise, the method of canceling a certain level alone will not only cause confusion in internal personnel adjustment, but also cause the loss of internal talents.
Fourth, the internal control system of enterprises is not complete, and the responsibilities and rights are not unified.
The power of enterprises is mainly divided into human rights, financial rights and administrative rights. Human rights include personnel appointment and dismissal, personnel command, personnel assessment, personnel salary adjustment and personnel rewards and punishments. Financial power includes the right to budget funds, the right to pay funds, the right to use assets and the right to dispose of assets, and the right to conduct business activities is the right to perform duties and carry out work.
The problem of disunity of responsibilities and rights is the most talked-about organizational problem in consultation and diagnosis. On the one hand, middle managers in enterprises generally report more responsibilities and less power. On the other hand, the boss of the company feels that his subordinates should make their own decisions on major and minor issues.
Because of the lack of effective authorization, business leaders feel very tired and their ability and energy are completely bound, so business executives appear? Big leaders run the market and small leaders run the management? Phenomenon,? What's the situation? Report it step by step. Explain? Giving orders at different levels will easily lead to inefficiency, shirking responsibility, affecting initiative and increasing coordination costs. At the same time, the authority is too concentrated at the top, which will also make the top fall into a lot of transactional work, which is not conducive to the top to consider important issues such as the strategic development of the company.
Enterprises cannot do without downward authorization, and authorization cannot go beyond necessary control. The reason why many enterprises can't fully authorize is mainly because they have not established an effective internal control mechanism. In order to solve the authorization problem without losing control, enterprises need to improve their ability to standardize internal processes and establish control mechanisms.