Organisaatiorakenne

DesignElements

Whenmanagersaredesigningtheorganizationalstructure,theymustcorrectlyconsider6keyfactors:workspecialization,departmentalization,commandchain,controlspan,centralizationanddecentralization,normalization.

Työn erikoistuminen

Esimerkkejä organisaatiorakenteesta (10 kuvaa)

Intheearly20thcentury,HenryFordestablishedacarproductionlineAndtherichworldiswell-knownallovertheworld.Hisapproachistoassignspecificandrepetitivetaskstoeachemployeeofthecompany.Forexample,someemployeesareonlyresponsibleforassemblingtherightfrontwheelofacar,whileothersareonlyresponsibleforinstallingtherightfrontdoor.Bydividingtheworkintosmaller,standardizedtasksandenablingworkerstoperformthesameoperationoverandoveragain,Fordusesrelativelylimited-skilledemployeestoproduceacarevery10seconds.

Ford’sexperienceshowsthatbyallowingemployeestoengageinspecializedwork,theirproductivitywillincrease.Today,weusethetermworkspecializationorthedivisionoflabortodescribethelevelofdetailintheorganizationthatdividesworktasksintoseveralstepstocomplete.

Theessenceofjobspecializationisthatonepersondoesnotcompleteallofajob,itisbrokendownintoseveralsteps,andeachstepisdoneindependentlybyoneperson.Intermsofitsessence,partofworkactivities,notallactivities.

Inthelate1940s,mostoftheworkintheproductionfieldinindustrializedcountrieswasaccomplishedthroughjobspecialization.Managersbelievethatthisisthemosteffectivewaytouseemployeeskills.Inmostorganizations,somejobsrequirehighlyskilledemployeestocomplete,whileotherscanbedonewithouttraining.Ifallemployeesparticipateineverystepoftheorganization'smanufacturingprocess,thenallpeoplearerequiredtonotonlyhavetheskillsneededtocompletethemostcomplextasks,butalsohavetheskillsneededtocompletethesimplesttasks.Asaresult,inadditiontoengaginginhigher-skilledormorecomplextasks,employeesspendpartoftheirtimecompletinglow-skilledjobs.Sincehigh-skilledemployeesarepaidhigherthanlow-skilledemployees,andwagesgenerallyreflectaperson’shighestskilllevel,itisundoubtedlyaresourcefortheorganizationtopayhigh-skilledemployeeshighsalariesbutletthemdosimpletasks.Waste.

Byimplementingjobspecialization,managementalsoseekstoimprovetheorganization’soperationalefficiencyinotherareas.Throughrepetitivework,employees’skillswillbeimproved,andthetimespentonchangingworktasksorinstallinganddisassemblingtoolsandequipmentduringtheworkprocesswillbereduced.Itisalsoimportantthatfromanorganizationalpointofview,theimplementationofworkspecializationisconducivetoimprovingthetrainingefficiencyoftheorganization.Itiseasiertoselectandtrainemployeesforspecificandrepetitivetasks,andthecostisalsolower.Thisisespeciallytrueforhighlysophisticatedandcomplexoperations.

Osastoittaminen

Oncethetasksaresubdividedthroughjobspecialization,theyneedtobegroupedbycategorysothatcommonworkcanbecoordinated.Thebasisofjobclassificationisdepartmentalization.

Theclassificationofworkactivitiesismainlybasedonthefunctionsoftheactivities.Manufacturingmanagersorganizetheirfactoriesbydividingexpertsinengineering,accounting,manufacturing,personnel,andpurchasingintocommondepartments.Ofcourse,thedivisionofdepartmentsaccordingtofunctionsappliestoallorganizations.Onlychangesinfunctionscanreflectthegoalsandactivitiesoftheorganization.Themainfunctionaldepartmentsofahospitalmayincluderesearchdepartment,nursingdepartment,accountingdepartment,etc.;whileaprofessionalfootballteammayhaveplayerpersonneldepartment,ticketsalesdepartment,travelandlogisticsdepartment,etc.Themainadvantageofthisfunctionalgroupingmethodisthatitbringstogetherexpertsofthesamekindandcanimproveworkefficiency.Toimintoaldepartmentalizationrealizeseconomiesofscalebyallocatingpeoplewithcloseprofessionalskillsandresearchdirectionstothesamedepartment.

Worktaskscanalsobedepartmentalizedaccordingtothetypesofproductsproducedbytheorganization.Forexample,inSunPetroleumProducts,itsthreemainareas(crudeoil,Lubricants,waxproducts,andchemicalproducts)areeachundertheauthorityofavicepresident.Thisvicepresidentisanexpertinthisfieldandisresponsibleforallissuesrelatedtohisproductionline.EachvicepresidenthashisownProductionandmarketingdepartment.

Themainadvantagesofthisgroupingmethodare:Improvethestabilityofproductperformance,becauseallactivitiesrelatedtoaparticularproductinthecompanyaredirectedbythesamesupervisor.Ifanorganization'sactivitiesarerelatedtoservicesratherthanproducts,eachserviceactivitycanbedividednaturally.

Thereisalsoamethodofdepartmentalization,whichisbasedontheregion.DivisionofdepartmentsForexample,asfarasmarketingisconcerned,itcanbedividedintofourregions:east,west,south,andnorthaccordingtotheregion,andthedivisionisresponsible.Infact,eachregionisadepartmentformedaroundthisregion.Ifacompany'scustomersaredistributedinawidegeographicalarea,thisdepartmentalapproachhasitsuniquevalue.

ProcessdepartmentalizationThemethodissuitablefortheproductionofproductsandalsoforcustomerservice.Forexample,ifyougotoastatemotorvehiclemanagementofficetogetadriver'slicense,youhavetogotoseveraldepartments.Inacertainstate,therearethreestepsrequiredtoapplyforadriver’slicense,eachofwhichisinchargeofanindependentdepartment:(1)themotorvehicledivisionresponsibleforverification;(2)thedriver’slicensedepartmentresponsibleforthespecificworkofhandlingdriver’slicenses;(3)thefinancedepartmentresponsibleforchargingfees.

Thelastmethodofdepartmentalizationistodepartmentalizeaccordingtothetypesofcustomers.Forexample,acompanythatsellsofficeequipmentcanhavethreedepartments:retailservicedepartment,wholesaleservicedepartment,andgovernmentdepartmentservicedepartment.Largerlawfirmscansetupdepartmentsaccordingtowhethertheyservecompaniesorindividuals.

Accordingtocustomers;thetheoreticalassumptionofdividingdepartmentsbytypeisthatcustomersineachdepartmenthavecommonproblemsandrequirements.Therefore,byarrangingrelevantexpertsforthem,theycanmeettheirneeds.

Whenalargeorganizationisdepartmentalized,theabove-mentionedmethodsmaybeusedcomprehensivelytoachievebetterresults.Forexample,whenalargeJapaneseelectronicscompanyisundergoingdepartmentalization,itorganizesitsbranchesaccordingtothetypeoffunction;organizesitsmanufacturingdepartmentaccordingtotheproductionprocess;dividesthesalesdepartmentinto7regionalworkunits;andEachregionisdividedinto4customergroupsaccordingtotheircustomertypes.However,inthe1990s,twotendenciesweremorecommon:First,customer-baseddepartmentalizationbecamemoreandmorepopular.Inordertobettergrasptheneedsofcustomersandeffectivelyrespondtochangesincustomerneeds,monetorganizationsplacemoreemphasisoncustomer-baseddivisionofdepartments.

Komentoketju

20yearsago,theconceptofthechainofcommandwasthecornerstoneoforganizationaldesign,buttodayitsimportanceisgreatlyreduced.However,whendecidinghowtobetterdesigntheorganizationalstructure,Managersstillneedtoconsiderthemeaningofthechainofcommands.

Komentoketjuisanuninterruptedpowerroutethatextendsfromthehighestleveloftheorganizationtothelowestlevel,clarifyingwhoreportsworktowhom.Itcananswerthequestionsaskedbyemployees:"WhenIhaveaproblem,whodoIgoto?""WhoamIresponsiblefor?"

Beforediscussingthechainofcommands,weshoulddiscusstwoauxiliaryconcepts:Unityofauthorityandcommand.Authority(authority)referstotheinherentpowerofamanagerialpositiontoissueordersandexpectthemtobeexecuted.

Inordertopromotecollaboration,eachmanagementpositionhasitsownpositioninthecommandchain,andeachmanagermustbegrantedacertaindegreeofauthorityinordertocompletehisowndutiesandtasks.Theprincipleofunityofcommandhelpstomaintainthecontinuityofthechainofauthority.Itmeansthatonepersonshouldbedirectlyresponsibletoonesupervisorandonlyonesupervisor.Iftheunityofthechainofcommandsisbroken,asubordinatemayhavetodealwithconflictsorprioritychoicesbetweendifferentordersofmultiplesupervisors.

Thetimesarechanging,andthebasicprinciplesoforganizationaldesignarealsochanging.Withthedevelopmentofcomputertechnologyandtheimpactofthetrendoffullyempoweringsubordinates,theimportanceofconceptssuchaschainofcommand,authority,andcommanduniformityhasgreatlyreduced.TwoparagraphsinarecentarticleinBusinessWeekprovideagoodexampleofthischange:

OnaWednesdaymorninginmid-March,CharlesCatherwasconfusedIglancedattheinventoryreportsentfromthecompany'sdistributioncenter.Accordingtothereportprintedoutbythecomputer,therosebrandvarnishcanonlybeguaranteedfor3days,whichisfarbelowthecompany's3andahalfweeksinventoryrequirement.

ButKaiserknewthatthecompany'sfactoryinJeffersonCity,Missourihadjustshipped346boxes(12bottlesperbox)ofvarnishtwodaysago.Rosebrandvarnishmusthavebeensoldout..Heturnedonhiscomputerconnectedtotheproductionlineandenteredtheinstructions:toproduceanother400boxesofvarnishonThursdaymorning.

Thisisanepisodeintheworkscheduleofaplanningmanager,right?ButinfactKaiserisnotamanager,heisjustaworkerontheproductionline,andhisofficialtitleis"ProductionLineCoordinator"",isoneofthecompany’shundredsofworkersworkingonthecomputernetwork.Theyhavetherighttocheckthedeliveryofgoods,arrangetheirownworkloads,andoftenengageinworkthatwasformerlyamanagerialfield.

Agrassrootsemployeecangettheinformationthatwasonlyavailabletoseniormanagement20yearsagoinafewseconds.Similarly,withthedevelopmentofcomputertechnology,employeesatanypositionintheorganizationareincreasinglyabletocommunicatewithanyonewithoutgoingthroughformalchannels.Moreover,theconceptofauthorityandthemaintenanceofthechainofcommandareincreasinglyirrelevant,becausedecisionsthatcanonlybemadebymanagementareempoweredbyoperatorstomaketheirowndecisions.Inaddition,withtheprevalenceofself-managementteams,multi-functionalteams,andneworganizationaldesignideasinvolvingmultiplebosses,theconceptofcommanduniformitybecomeslessandlessimportant.Ofcourse,monetorganizationsstillbelievethatthroughstrengtheningthechainofcommand,theproductivityoftheorganizationcanbemaximized,buttodaytherearefewerandfewerorganizationsofthiskind.

Spanofcontrol

Howmonetsubordinatescanasupervisoreffectivelyguide?Thisissueofspanofcontrolisveryimportant,becausetoalargeextent,itdetermineshowmonetlevelstheorganizationhastosetupandhowmonetmanagersithastodeploy.Whenotherconditionsarethesame,thewiderthecontrolspan,thehighertheorganizationalefficiency.Thiscanbeprovedbyexamples.

Assumethattherearetwoorganizationswith4096employeesatthegrassrootslevel.Ifonehasacontrolspanof4andtheotherhas8,thenanorganizationwithawidecontrolspanhasfewermanagementlevelsthananorganizationwithanarrowcontrolspan.Twofloorscanbeequippedwithabout800managementpersonnel.IftheaverageannualsalaryofeachmanagerisUS$40,000,anorganizationwithawidecontrolspancansaveUS$32millioninmanagerialsalarieseachyear.Obviously,intermsofcosts,organizationswithawidecontrolspanaremoreefficient.However,insomerespects,awidespanmayreducetheeffectivenessoftheorganization.Thatis,ifthecontrolspanistoowide,becausethesupervisordoesnothaveenoughtimetoprovidethenecessaryleadershipandsupporttothesubordinates,theperformanceoftheemployeeswillbeadverselyaffected.

Narrowcontrolspanalsohasitsadvantages.Bykeepingthecontrolspanbetween5and6people,managerscanexercisestrictcontroloveremployees.Butthenarrowcontrolspanhasthreemaindisadvantages:First,aspointedoutbySabove,themanagementlevelwillincreaseasaresult,andthemanagementcostwillgreatlyincrease.Second,itmakestheorganization'sverticalcommunicationmorecomplicated.Increasinglevelsofmanagementwillalsoslowdownthespeedofdecision-making,andmaketopmanagementtendtobeisolated.Third,anarrowcontrolspancaneasilyleadtoexcessivesupervisionofsubordinatesandhindersubordinates'autonomy.

Thetrendinrecentyearsistowidenthecontrolspan.Forexample,inlargecompaniessuchasGeneralElectricandRenaultMetals,thecontrolspanhasreached10-12people,twiceasmuchas15yearsago.TomSmithisaregionalmanagerofCarbolineCo.,directlyunderthejurisdictionof27people.Ifhewasinhisposition20yearsago,therewereusuallyonly12subordinates.

Broadeningthecontrolspanisconsistentwiththetrendsofcompaniestryingtoreducecosts,cutgeneralmanagementcosts,speedupthedecision-makingprocess,increaseflexibility,shortenthedistancewithcustomers,anddelegatetosubordinates.However,inordertoavoidthereductionofemployeeperformanceduetothewideningofthecontrolspan,companieshavegreatlystrengthenedtheintensityandinvestmentinemployeetraining.Managershaverealizedthataftertheirsubordinatesfullyunderstandtheirwork,orwhentheycangethelpfromcolleagueswhentheyhaveproblems,theycanmanageawiderangeofcontrolproblems.

Keskittäminen ja hajauttaminen

ExamplesofKeskittäminen ja hajauttaminen(2photos)

Insomeorganizations,seniormanagersmakealldecisions,Thelower-levelmanagersonlycarryouttheinstructionsoftheupper-levelmanagers.Attheotherextreme,theorganizationdelegatesdecision-makingpowertothemostbasic-levelmanagers.Theformerisahighlycentralizedorganization,whilethelatterisahighlydecentralizedorganization.

Centralizationreferstothedegreetowhichthedecision-makingpowerinanorganizationisconcentratedatonepoint.Thisconceptincludesonlyformalauthority,thatis,thepowerinherentinacertainlocation.Generallyspeaking,iftheseniormanagementoftheorganizationdecidesonthemainissuesoftheorganizationwithoutconsideringorseldomconsideringtheopinionsofthegrassrootspersonnel,thedegreeofcentralizationoftheorganizationisrelativelyhigh.Conversely,thehigherthelevelofparticipationofgrassrootspersonnel,ortheirabilitytomakedecisionsautonomously,thehigherthedegreeofdecentralizationoftheorganization.

Centralizedanddecentralizedorganizationsareessentiallydifferent.Inadecentralizedorganization,thespeedoftakingactionandsolvingproblemsisfaster,andmorepeopleprovidesuggestionsfordecision-making.Therefore,thereislessoralmostnoseparationbetweenemployeesanddecision-makerswhocanaffecttheirworkandlife..

Themainstrategicdecisionsthatanenterprisemustmakearerelatedtothedegreeofcentralizationordecentralizationofitsstructure.Thisusuallydependsontheparticularindustry,environment,andtechnologythecompanyisin.

Theadvantagesofcentralizedorganizationmainlyincludethefollowingaspects:

First,itiseasytocoordinatedecision-makingamongvariousfunctions;

Thesecondistostandardizetheformofthereportingline,suchastheuseofmanagementaccounts;

Kolmanneksisaavuttaa sopimuksen yrityksen tavoitteiden kanssa;

Thefourthistomakequickdecisionsincriticalsituations;

Viidenneksi se auttaa saavuttamaan mittakaavaetuja;

Fifth,thisstructureismoresuitableforcompaniesthatarecloselymonitoredbyexternalagencies(suchasprofessionalnon-profitcompanies),becauseAlldecisionscanbecoordinated.

Atthesametime,theshortcomingsofcentralizedorganizationsarealsomoreprominent,mainlyinthefollowingaspects:oneisthatseniormanagementmaynotpayattentiontothedifferentrequirementsofindividualdepartments;theotheristhatdecision-makingneedstopassAlllevelsofcentralizedfunctionsreportupwards,sodecision-makingtimeistoolong;third,forlower-levelmanagers,theircareerdevelopmentislimited.

Thetrendofdecentralizeddecision-makingismoreprominent,whichisconsistentwiththemanagementthinkingthatenablesorganizationstorespondmoreflexiblyandproactively.Inlargecompanies,thegrassrootsmanagersareclosertotheactualproductionandhaveamoredetailedunderstandingofrelatedissuesthantheseniormanagers.Therefore,largeretailcompaniessuchasSearsandJ.C.Pennyhavegrantedtheirstoremanagersgreaterdecision-makingpowerintheselectionofinventorygoods.Thisallowstheirstorestocompetemoreeffectivelywithlocalstores.Similarly,BankofMontrealhascombinedits1,164branchesinCanadainto236communities,thatis,agroupofbranchesinalimitedarea,andeachcommunityhasamanagerwhocanpatrolfreelyamongthebranchesunderhisjurisdiction.,Thelongestdistancebetweenbranchesisonly20minutesaway.Herespondstoproblemsinhisownjurisdictionmuchfasterthanseniorexecutivesatthecompany'sheadquarters,andhehandlesthemmoreappropriately.RenatoRevoso,theEuropeanDirectorofIBM,adoptedasimilarapproachtodividecontinentalcompaniesinto200independentbusinessunits,eachwithitsownprofitgoals,employeeincentivemethods,andkeycustomers."Beforewewereusedtotop-downmanagement,justlikeinthearmy."Revossosaid,"Wetryourbesttomakeemployeeslearntomanagethemselves.

Laillistaminen

LaillistaminenFormalization(formalization)referstothedegreeofstandardizationoftheworkintheorganization.Ifthedegreeofformalizationofajobishigh,itmeansthatthepersondoingthejobhaslittleautonomyinthecontentofthework,workingtime,andworkingmethods.PeopleEmployeesarealwaysexpectedtoworkinthesamewaytoensurestableandconsistentoutputresults.Inahighlyformalizedorganization,thereareclearworkinstructions,complicatedorganizationalrulesandregulations,anddetailedregulationsfortheworkprocess.Relativelyspeaking,forjobswithalowdegreeofregularization,thejobexecutorandschedulearenotsorigid,andemployeeshavemorepermissiontohandletheirownwork.Becausetheindividualpermissionisinverselyproportionaltotheorganization’sregulationsonemployeebehavior,soThehigherthedegreeofworkstandardization,thelesspoweremployeeshavetodecidetheirownworkingmethods.Workstandardizationnotonlyreducesthepossibilityofemployeeschoosingworkbehaviors,butalsoeliminatestheneedforemployeestoconsiderotherbehaviorchoices.

Thedegreeofformalizationofdifferentinternaljobsvariesgreatly.Anextremecaseisthatitiswellknownthatcertainjobsareverylowformalized,suchasuniversitybooksellers(publishers'agentswhosellnewbookstouniversityprofessors).FreedomofworkpermitsTheyarerelativelylarge,andtheirmarketinglanguagedoesnotrequireauniformstandard.Intermsofbehavioralconstraints,theyjustsubmitasalesreportonceaweekandmakerecommendationsforthepublicationofnewbooks.Theotherextremeisthestaffandeditorpositionsinthesamepublishingcompany.People.Theymustgotoworkontimeat8am,otherwisetheywillbedeductedhalfanhour’swages,andtheymustabidebyaseriesofdetailedrulesandregulationsestablishedbythemanagementstaff.

Neljä päärakennetta

Organisaatiorakenneisgenerallydividedintofouraspects:functionalstructure,hierarchicalstructure,departmentstructure,andauthoritystructure.

1.Toimintoalstructure:referstotheneedtoachieveorganizationalgoalsThevariousbusinesstasks,proportionsandrelationships.Theconsiderationdimensionsincludefunctionaloverlap(overlap),functionalredundancy,functionallack,functionalfragmentation(orinsufficientlinkage),functionaldecentralization,functionaldivisionoflabor,functionaldislocation,functionalweakening,etc.

2.Hierarchicalstructure:referstothecompositionofthemanagementhierarchyandthenumberofpeoplemanagedbymanagers(verticalstructure).Theconsiderationdimensionsincludethesimilarityofmanagerialfunctions,managementScope,scopeofauthorization,complexityofdecision-making,workloadofguidanceandcontrol,andsimilarityofsubordinateprofessionaldivisionoflabor.

3.Departmentstructure:referstothecompositionofeachmanagementdepartment(Horizontalstructure).Themainconsiderationdimensioniswhethersomekeydepartmentsaremissingoroptimized.Fromtheoverallorganizationtype,theprimaryandsecondarystructureofeachdepartmentisanalyzed.

4.Auktoriteettirakenne:

4.b>referstothedivisionoflaborandinterrelationshipsatalllevelsanddepartmentsintermsofpowerandresponsibilities.ThemainconsiderationisbetweendepartmentsandpositionsWhetherthepowerandresponsibilityrelationshipisequal.

Optimointimenetelmä

Whenoptimizingtheorganizationalstructureofanenterprise,weusuallydivideitintothreepartstocarryout.Throughtheoptimizationoftheenterprise'sorganizationalstructureconstruction,theenterprise'sscientificandsystematicmanagementthinkingmodeisfinallyachieved.

First,thestabilitytransitionortheexistenceofstabilityoftheorganizationmustbethepremise:Stabilizethecurrentoperationandproductionmanagementactivities;theestablishedorganizationhasacertainperiodofstabilityTheoldorganizationcanbesmoothlytransitionedtotheneworganization;thejobadjustmentofpersonnelcanbesmoothlyandsmoothlytransitionedtothenewdepartmentandposition;theoriginalpositionpersonnelwhodonotadapttotheoriginalpositioncansteadilyresign,andthecompanywillnotbegiventothecompanyduetotheresignationofindividualpersonnelItwillbringaboutnegativeimpacts,andwillnottakeawaypersonnelduetoindividualresignation,whichwillcauseemployeestohavenoconfidenceinthecompany'sthinkingchanges.Whetherthestabilityisavailabledependsonwhethertheestablishmentofthedepartmentduringoptimizationandadjustmenthasachievedthe"threefits":

Adaptation:Whetheritmeetstheneedsofenterprisedevelopmentandthebasicrequirementsofmanagementscience.Whetherthescaleofthecompanyandthemarketshareofthecompany’sproductshavegeneratedaninherentneedforadjustments,thegeneralsignsofperformanceare:Althoughthescaleofthecompanyhasexpandedandthenumberofemployeeshasincreased,theefficiencyofthecompanyhasnotmatchedthespeedofimprovement,andinternalincoordinationandprevaricationoftenoccur.,Internalcoordinationoftenrequiressuperiorleadershiptocoordinate.Theoriginaldepartmentsandpositionscannotmeettheneedsofthedevelopmentandsurvivaloftheenterprise.Departmentmanagersandpositionpersonnelobviouslyfeelthattheworkdoesnotknowwhy,whodoesnotknowwhattodo,ignoresthem,isinactive,passiveoractive.

Timely:Hasthecompanyreachedthetimewhenitwillnotbeabletoachievebetterresultswithoutadjustment;whetheritisadjustedoroptimizedattherighttime;whetheritisatanappropriateamountofadvance(relativetoEnterprisemanagementlevel,personnelmentality,personnelquality,etc.);whetheritwilldisrupttheoriginalnormaloperationandproductionorderoftheenterpriseforalongtimeduetoinstitutionaladjustments;whetheritcanhelptheenterprisetosetanewstartinglineinthefuturedevelopment;whetherCanpromotetherapidimprovementofbusinessperformanceandmanagementstandards;whetherithastheeffectof"halfastepback,onestepfurtherortwostepsforward",etc.

Appropriatetalents:Whethertherearesuitablepersonnelorinstitutionstooptimizeandadjust;whetherthetalentsthatcanbeusedbythecompanycanbewidelyfound;whethertheexistingtalentscanbemaximized;whetherExplorethepotentialofexistingtalents.Canwebringintalentsurgentlyneededbytheenterprise?Inshort,canweusehumanresourcestothemaximumandrationally.

Second,thedivisionoflabormustbeclear,whichfacilitatesassessmentandcoordination.Improveuncoordinatedorganizationalrelationshipsontheexistingbasis,preventandavoidpossiblefrictionalrelationshipsinthefuture.Theoptimizedperformanceresultshouldbecleardepartmentfunctions,inplacepowersandresponsibilities,evaluationandassessment,andinter-departmentalmanagementContactandworkproceduresarecoordinated,andthecompany'smanagementsystemcanbeeffectivelyimplemented.

Thirdly,theestablishmentofdepartmentsandpositionsshouldbecombinedwithcultivatingtalentsandprovidinggooddevelopmentspace.Whenoptimizingandadjustingdepartmentsandpositions,itisnecessarynottoconsiderexistingpersonnel,butalsocomprehensivelyconsiderpersonnel;itisnotpossibletosetuphumanrelationsdepartmentsorpositionstotakecareofhumanrelations;atthesametime,itisnecessarytocomprehensivelyconsidertheconductofexistingpersonnelandthecompanyTheabilityandpotentialfordevelopment,etc.,onthepremiseofensuringthecharacterandthevalueoftrainingwithlowrisk,consciouslycombinedepartments,positionsandpersonneltraining,andtheconceptof"enterpriseisapersonaldevelopmentplatform"isadoptedthroughspecificTheemployees’employmentinthedepartmentorpositionisreflected.

Kolme Sisältöä

Enterpriseorganizationstructureincludesthreeaspects:

Yksikkö, osasto ja sijaintiasetus

EnterpriseorganizationTheestablishmentofunits,departments,andpositionsdoesnotdivideanenterpriseorganizationintoseveralparts,butasanorganizationthatservesaspecificgoal,itmustbecomposedofseveralcorrespondingparts,justlikeapersonneedsfeettowalk.Itisnotdividedfromthewholetotheparts,butthewholemusthavedifferentpartsinordertoachieveaspecificgoal.Thisrelationshipcannotbereversed.

Thedefinitionoftheresponsibilitiesandpowersofeachunit,departmentandpost

Thisisthedefinitionofthetargetfunctionofeachpart.Ifacertaincomponentdoesnothaveanindispensabletargetfunction,itwillshrinkanddisappearlikeahumantail.Thisdefinitionisadivisionoflabor,butitisadivisionoflaborwithinanorganism.Themouthcanbeusedforeatingorbreathing.

Definetherelationshipbetweenunits,departments,andpostroles

Thisistodefinehoweachpartcoordinates,cooperates,complements,andreplaceseachotherwhenitfunctions.

Thesethreeproblemsarecloselyrelated.Whilesolvingthefirstproblem,thelattertwoproblemshaveactuallybeensolved.Butasalargepieceofwork,thethreehaveamutuallyinheritedrelationship.Weneedtoconductastandardizedanalysisoftheorganizationalstructure.Thefocusisonthefirstquestion,andthelattertwoquestionsarefurtherdevelopmentsofthefirstquestion.

Requirementsforcorporateorganizationalstructuredesignspecifications

Forthisproblem,ifthereisnoorganizationstructuredesignspecificationsanalysistool,youwillfallintoasituationofdivergentopinionsandinconsistentopinions.Wetalkaboutthestandardizationofenterpriseorganizationalstructuredesign,whichmeanstoachievethefourstandardsofcompleteenterpriseinternalsystemfunctions,reasonabledistributionofsubsystemfunctions,matchingofsystemfunctiondepartmentsandpositions,andreasonablemanagementspan.

Neljän näppäimen säädöt

Fourkeysshouldbeprioritizedwhenadjustingtheorganizationalstructure:

1.Liiketoiminnan kehittäminen;

2, asiakaslähtöisyys;

3,resurssien käyttö;

4, johtamisen ja toiminnan tehokkuus.

Järjestelmämuoto

Suoraviivajärjestelmä

Examplesoforganizationalstructureformandprinciplesoforganizationalstructuredesign(4photos)

StraightlineJärjestelmäistheearliestandsimplestformoforganization.Itscharacteristicisthattheadministrativeunitsatalllevelsoftheenterpriseimplementverticalleadershipfromtoptobottom,thesubordinatedepartmentsonlyacceptinstructionsfromonehigherlevel,andtheresponsiblepersonsatalllevelsareresponsibleforallissuesofthesubordinateunits.Thefactorydepartmentdoesnotsetupanotherfunctionalorganization(functionalpersonnelcanbesetuptoassistthesupervisor),andallmanagementfunctionsarebasicallyperformedbytheadministrativesupervisor.Theadvantagesofthestraight-lineorganizationalstructureare:thestructureisrelativelysimple,theresponsibilitiesareclear,andthecommandsareunified.Thedisadvantageisthatitrequirestheadministrativepersoninchargetobefamiliarwithavarietyofknowledgeandskills,andhandlevariousbusinessesinperson.Whenthebusinessisrelativelycomplexandthescaleoftheenterpriseisrelativelylarge,itisobviouslydifficulttoconcentrateallmanagementfunctionsonthetopexecutive.Therefore,thestraight-linesystemisonlysuitableforsmall-scaleenterpriseswithrelativelysimpleproductiontechnology,andisnotsuitableforenterpriseswithrelativelycomplicatedproductiontechnologyandmanagement.

Toimintoalsystem

Theorganizationalstructureofthefunctionalsystemisthatadministrativeunitsatalllevels,inadditiontothepersonincharge,alsosetupsomefunctionalagenciesaccordingly.Forexample,afunctionalorganizationandpersonnelaresetupunderthefactorydirectortoassistthefactorydirectorinfunctionalmanagement.Thisstructurerequiresadministrativesupervisorstodelegatecorrespondingmanagementresponsibilitiesandpowerstorelevantfunctionalagencies,andeachfunctionalagencyhastherighttoissueorderstolower-leveladministrativeunitswithinitsownbusinessscope.Therefore,inadditiontoacceptingthecommandofthehigher-leveladministrativedirector,thelower-leveladministrativepersonmustalsoaccepttheleadershipofthehigher-levelfunctionalagencies.

Theadvantageofthefunctionalsystemisthatitcanadapttothecomplexproductiontechnologyofmodernindustrialenterprises,andthemanagementworkisrelativelyfine;itcangivefullplaytotheprofessionalmanagementroleoffunctionalorganizationsandreducetheworkloadoflinearleaders.ButtherearealsoshortcomingsObviously:ithindersthenecessarycentralizedleadershipandunifiedcommand,andformsamulti-headedleader;itisnotconducivetoestablishingandimprovingtheresponsibilitysystemofadministrativeleadersandfunctionaldepartmentsatalllevels.Inthemiddlemanagement,therewilloftenbepeoplewhohavemeritoriousservices.Inaddition,whenthereisaconflictbetweenthehigher-leveladministrativeleadershipandtheguidanceandordersofthefunctionalorganization,thelower-levelwillbeataloss,affectingthenormalprogressofwork,easilycausingslackdisciplineandchaoticproductionmanagementorder.Duetotheobviousshortcomingsofthisorganizationalstructure,modernenterprisesgenerallydonotadoptafunctionalsystem.

Linefunction

Line-functionsystem,alsocalledproductionareasystem,orlinestaffsystem.Itwasestablishedonthebasisofthelinearsystemandthefunctionalsystem,drawingonthestrongpointstomakeupfortheweak,andabsorbingtheadvantagesofthesetwoforms.Mostofourcompaniesusethisformoforganizationalstructure.Thisformoforganizationalstructuredividescorporatemanagementagenciesandpersonnelintotwocategories.Onecategoryislinearleadershipagenciesandpersonnel,whichexercisecommandpoweroverorganizationsatalllevelsaccordingtotheprincipleofunificationoforders;theothercategoryisfunctionalagenciesandpersonnel,whicharebasedonprofessionalism.Principles,engagedinthemanagementofvariousfunctionsoftheorganization.Thelineleadershipandpersonnelhavecertaindecision-makingpowersandcommandpowerstotheirsubordinateswithinthescopeoftheirduties,andtakefullresponsibilityfortheworkoftheirowndepartments.Thefunctionalagenciesandpersonnelarethestaffofthelinecommanders,whocannotissueorderstothedirectdepartments,butcanonlyconductbusinessguidance.

Theadvantageofthestraight-line-functionalsystemisthatitnotonlyguaranteesthecentralizationandunityoftheenterprisemanagementsystem,butalsocangivefullplaytotheroleofprofessionalmanagementinstitutionsundertheleadershipofadministrativepersonsatalllevels.Thedisadvantageisthatthecoordinationandcoordinationbetweenfunctionaldepartmentsispoor,andmonettasksoffunctionaldepartmentsmustbedirectlyreportedtoupper-levelleadersbeforetheycanbehandled.Ontheonehand,thisincreasestheworkburdenofupper-levelleaders;ontheotherhand,italsocauseslowworkefficiency..Inordertoovercometheseshortcomings,variouscomprehensivecommitteescanbeestablished,orvariousconferencesystemscanbeestablishedtocoordinatevariousaspectsofwork,playaroleincommunication,andhelpseniorleaderstomakesuggestions.

Liiketoimintayksikköjärjestelmä

LiiketoimintayksikköjärjestelmäwasfirstproposedbyGeneralMotorsPresidentSloanin1924,soitiscalled"SloanModel"andalsocalled"Federal"Decentralization"isadecentralizedmanagementsystemunderhigh(level)centralization.Itissuitableforlarge-scaleenterpriseswithalargescale,avarietyofvarieties,andcomplextechnologies.Itisanorganizationalformadoptedbylargerforeignjointcompanies.Inrecentyears,somelarge-scaleenterprisegroupsorcompaniesinChinahavealsointroducedthisorganizationalstructure.Thebusinessdepartmentsystemisaformofhierarchicalmanagement,hierarchicalaccounting,andself-financing,thatis,acompanyisdividedintoseveralbusinessdepartmentsaccordingtoregionsorproductcategories,fromproductdesign,rawmaterialprocurement,costaccounting,productmanufacturing,toproductsales,Areresponsibleforthebusinessdepartmentanditsaffiliatedfactories,andimplementseparateaccountingandindependentoperation.Thecompanyheadquartersonlyretainsthepowerofpersonneldecision-making,budgetcontrolandsupervision,andcontrolsthebusinessdepartmentthroughprofitandotherindicators.Therearealsobusinessunitsthatareonlyresponsiblefordirectingandorganizingproduction,notpurchasingandsales,andimplementingtheseparationofproductionandsupplyandmarketing,butthistypeofbusinessunitisbeingreplacedbytheproductbusinessunit.Otherbusinessunitsaredividedbyregion.

Simuloitu hajautusjärjestelmä

Thisisastructuralformbetweenthelinearfunctionsystemandthedivisionsystem.

monetlargeenterprises,suchascontinuousproductionofsteelandchemicalenterprises,aredifficulttobreakdownintoseveralindependentbusinessunitsduetothelimitationofproductvarietyorproductionprocess.Andbecauseofthelargescaleoftheenterprise,theseniormanagersfeltthatitwasnoteasytomanagewithotherorganizationalforms.Atthistime,asimulateddecentralizedorganizationalstructureappeared.Theso-calledsimulationistosimulatetheindependentoperationofthebusinessdepartmentsystemandseparateaccounting,ratherthantherealbusinessdepartment,whichisactuallya"productionunit".Theseproductionunitshavetheirownfunctionalinstitutions,enjoyasmuchautonomyaspossible,andbear"simulated"profitandlossresponsibilities.Thepurposeistomobilizetheirenthusiasmforproductionandoperationandachievethepurposeofimprovingenterpriseproductionandoperationmanagement.Itshouldbepointedoutthatduetothecontinuityofproduction,itisdifficulttoseparatetheproductionunitscompletely.Takethecontinuouspetrochemicalindustryasanexample.The"products"producedbyUnitAdirectlybecometherawmaterialsofUnitB.ThisThereisnoneedtostopandtransfer.Therefore,theeconomiccalculationbetweenthemcanonlybebasedontheinternalpriceoftheenterprise,notthemarketprice,whichmeansthattheseproductionunitsdonothavetheirownindependentexternalmarket,whichisalsothedifferencefromthebusinessdepartment.

Inadditiontomobilizingtheenthusiasmofvariousproductionunits,theadvantageofthesimulateddecentralizationsystemistosolvetheproblemoftoolargeanenterprisethatisdifficulttomanage.Theseniormanagementassignedpartofthepowertotheproductionunits,reducingtheirownadministrativeaffairs,andthusfocusedtheirenergyonstrategicissues.Thedisadvantageisthatitisnoteasytoclarifytasksforthesimulatedproductionunit,whichcausesdifficultiesinassessment;itisdifficultfortheleadersofeachproductionunittounderstandthefullpictureoftheenterprise,andtherearealsoobviousdefectsininformationcommunicationanddecision-makingpower.

Matriisijärjestelmä

Intheorganizationalstructure,thestructureofbothaverticalleadershipsystemdividedbyfunctionandahorizontalleadershiprelationshipdividedbyproducts(projects)iscalledamatrixOrganisaatiorakenne.

Matrixorganizationisanorganizationformtoimprovetheshortcomingsofthelinearfunctionsystemofpoorhorizontalconnectionsandlackofflexibility.Itscharacteristicsaremanifestedintheestablishmentofaspecialorganizationofcross-functionaldepartmentsaroundaspecifictask.Forexample,aspecialproduct(project)teamisformedtoengageinnewproductdevelopment.Inthedifferentstagesofresearch,design,testing,andmanufacturing,relevantThedepartmentsentpeopletoparticipateinanefforttoachieveacombinationofdisciplinestocoordinatetheactivitiesoftherelevantdepartmentsandensurethecompletionofthetasks.

Theadvantagesofthematrixstructureare:mobilityandflexibility,itcanbeorganizedordisbandedwiththedevelopmentandcompletionoftheproject;becausethisstructureisorganizedaccordingtotheproject,thetaskisclear,thepurposeisclear,andthereareexpertiseinallaspectsPeoplecomeprepared.Therefore,inthenewworkinggroup,youcancommunicateandintegrate,connectyourworkwiththeoverallwork,andofferideasandsuggestionsforovercomingdifficultiesandsolvingproblems.Becausethepersonneldrawnfromallaspectshaveasenseoftrustandhonor,Itincreasestheirsenseofresponsibility,stimulatesworkenthusiasm,andpromotestherealizationoftheproject;italsostrengthensthecooperationandinformationexchangebetweendifferentdepartments,andovercomesthedisconnectionofvariousdepartmentsinthelinearfunctionalstructure.

Thedisadvantageofthematrixstructureisthattheresponsibilityoftheprojectleaderisgreaterthanthepower,becausethepeopleparticipatingintheprojectarefromdifferentdepartments,andtheaffiliationisstillintheoriginalunit,onlyforthe"battle."Theyaredifficulttomanageanddonothaveenoughincentivesandpunishments.Thiskindofdualmanagementofpersonnelisacongenitaldefectofthematrixstructure;becausetheprojectmemberscomefromvariousfunctionaldepartments,theystillhavetoreturntotheoriginalunitafterthetaskiscompleted,whichiseasytoproduceTemporaryconceptshaveacertainimpactonwork.

Thematrixstructureissuitableforsomemajorresearchprojects.Enterprisescanbeusedtocompletelarge-scale,temporary,andcomplexmajorengineeringprojectsormanagementreformtasks.Itisespeciallysuitableforunitsthatfocusondevelopmentandexperimentation,suchasscientificresearch,especiallyappliedresearchunits.

komitea

komiteaisaspecialtypeoforganizationalstructure.Itisanorganizationalformthatperformscertainmanagementfunctionsandischaracterizedbycollectiveactivities.Theactualcommitteeisoftencombinedwiththeabove-mentionedorganizationalstructureandcanplayaroleindecision-making,consultation,cooperationandcoordination.

Edut:

①Canpoolideas;②Conducivetocollectivedeliberationandjudgment;③Preventexcessiveconcentrationofpower;④Conducivetocommunicationandcoordination;⑤AbletorepresentthecollectiveBenefits,easytogainthetrustofthemasses;⑥Promotethegrowthofmanagers,etc.

Haitat:

①Decentralizedresponsibility;②Discussionwithoutdecision;③Highdecision-makingcost;④Afewpeopleareautocratic.

Moniulotteinen ja kolmiulotteinen

Thisorganizationalstructureisanorganiccombinationofthedivisionsystemandthematrixsystem.Itismostlyusedinorganizationsthatoperateacrossmultipleproductsandacrossregions.

Edut:Formonetproductproductioninstitutions,theyaredividedbyprofession,product,andregion;themanagementstructureisclear,whichisconvenientfororganizationandmanagement.

Haitat:Theorganizationishuge,managementcostsincrease,andinformationcommunicationisdifficult.

Peruskokoonpano

ThefiveorganizationalstructureconfigurationsproposedbyMintzbergareentrepreneurialstructure,organizationalstructure,professionalbureaucraticstructure,divisionstructureandspecialstructure.Eachstructureconfigurationisdescribedbelow.Thefollowingtablesummarizesthespecificorganizationalcharacteristicsassociatedwithproperconfigurationintheimplementationofthestrategy.

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Projekti	Yrittäjyyden rakenne	Organisaatiorakenne	Ammattimainen byrokraattinen rakenne	Liiketoiminnan osaston rakenne	Erikoisrakenne
Strategia ja tavoitteet	Kehitys, selviytyminen	Puolustus, tehokkuus	Analyysi, tehokkuus	Liiketoimintaosasto, voitto	Tutki, innovoi
Ikä ja mittakaava	Nuori, pieni	Vanha, iso	Monipuolinen	Vanha ja erittäin suuri	Nuori
Tekniikka	Yksinkertainen	Kone mutta ei automatisoitu	Palvelu	Erotettavissa, robottirakenne	Erittäin monimutkainen, usein Automaatio
Ympäristö	Yksinkertainenanddynamic,Sometimeshostile	yksinkertainen ja vakaa	monimutkainen ja vakaa	Melko yksinkertaistaJavakaa useita markkinoita	monimutkainen ja dynaaminen
Standardointi	Ei melkein yhtään	Paljon	Ei melkein yhtään	Divisioonassa	Ei melkein yhtään
Rakenne	Toiminto	Toiminto	Toimintoorproduct	Tuotteet, integrointi	Toimintosandproducts
Yhteistyö	Suora valvonta	Vertikaalinen allianssi	Horisontaalinen allianssi	Päämajan henkilökunta	Kaksisuuntainen säätö
Ohjaus	Tiimi	Byrokraattinen	Tiimiandbureaucratic	Markkinallinen ja byrokraattinen	Tiimi
Kulttuuri	Kehitys	Heikko	Kirkas	Alakulttuuri	Eloisa
Teknikko	Ei	monet	Ei melkein yhtään	Therearemonetoperationcontrolpersonnelintheheadquarters	Melkein ei
Hallintohenkilöstö	Ei melkein yhtään	monet	monetprofessionals	Pääkonttori ja liiketoimintaosasto avattu	Therearemonetbutintheprojectteam	td>
Organisaation avainosa	Huippujohtaminen	Teknikko	Tuotantoydin	CenterManagement	Tukijat ja tekninen ydin

Viiden tyyppisten organisaatioiden ominaisuudet

1.Yrittäjyyden rakenne

Theorganizationoftheentrepreneurialstructureisoftenanewsmallcompanythatisinthefirststageoftheorganization’slifecycle.Theorganizationtakesthemachineasthecoreandconsistsofthegeneralmanagerandworkers.Thisstructurerequiresonlyasmallnumberofauxiliarypersonnel.Eineedforspecializationandstandardization,coordinationandcontrolcomefromtheupperlevel.Thefoundersofthecompanyhavepowerandcreatecorporateculture.Withoutstandardizedworkingprocedures,employeeshavealmostnodecision-makingpower.Thisorganizationissuitablefordynamicenvironments.Itcanadjustquicklyandcompetesuccessfullywithlarger,lessadaptableorganizations.Itmustbeadaptabletoestablishamarket.Butthiskindoforganizationhasnopowerandisvulnerabletosuddenchanges.Unlessitisveryadaptable,itwillfail.

2. Järjestäytynyt byrokraattinen rakenne

Organizedbureaucraticstructurereferstobureaucraticorganization.Thiskindoforganizationisverylarge,thetechnologyhasbeenstandardized,anditisoftenforlarge-scaleproduction.Thedegreeofspecializationandstandardizationisverystrong,andthekeydecision-makingcomesfromtheupperlevel.Becausethisorganizationisnotwelladjusted,itsenvironmentisyksinkertainen ja vakaa.Theorganizationhasalargenumberoftechnicalandadministrativepersonnel.Technicalpersonnelincludeengineers,marketresearchers,financialanalysts,andsystemanalysts,whousethemtocheckotherpartsoftheorganization,andprogramandstandardizethem.Teknikkosarethedominantgroupwithintheorganization.Organisaatiorakennesareoftencriticizedforlackofmanagementbylower-levelemployees,lackofinnovation,weakculture,andscatteredworkforces,buttheyaresuitableforlarge,stableenvironmentsandefficiencygoals.

3.Ammattimainen byrokraattinen rakenne

Theobviousfeatureofprofessionalbureaucraticstructureisthatthecoreofproductioniscomposedofprofessionals,suchashospitals,universities,andconsultingcompanies.

Althoughtheorganizationisbureaucratic,thepeopleatthecoreofproductionhaveautonomy.Long-termtrainingandexperiencehavepromotedtheformationofcollectivemanagementandadistinctivecultureinorganizationsofthisstructure,therebyreducingtheneedforbureaucraticmanagementstructures.Theseorganizationsoftenprovideservicesratherthantangibleproducts,andtheyexistincomplexenvironments.Mostofthepoweroftheorganizationliesintheprofessionalsintheproductioncore.Thetechnicalgroupissmallornon-existent,butitrequiresalargenumberofadministrativestafftohandlethedailyaffairsoftheorganization.

4.BusinessUnitRakenne

Theorganizationofthebusinessunitstructureisverylarge,anditisoftendividedintoseveralbusinessunitsbasedonproductsormarkets.Therearealmostnoliaisonmeasuresbetweenbusinessunitstocoordinate,andbusinessunitsemphasizemarketcontrolthroughprofitandlossreports.Thedivisionofbusinessdivisionscanbequitestandardized,becausetechnologyisoftenregulated.

Althoughtheentireorganizationhastoservevariousmarkets,theenvironmentofanybusinessunitisyksinkertainen ja vakaa.Eachbusinessunitisautonomoustoacertainextentandhasitsownculture.Thereisdecentralizationwithinthebusinessdepartment,andheadquarterspersonnelwillretainsomefunctions,suchasplanningandresearch.

5.Erikoisrakenne

Erikoisrakenneisproposedtosurviveinacomplexdynamicenvironment.Thetechnologyisverycomplex,suchasaerospaceandelectronicsindustry.Theageofthespecialstructureorganizationislikeayoungormiddle-agedperson,itsscaleisquitelarge,butitneedstoadapt.Thestructureestablishedonthebasisoftheteamhasmonethorizontaljointsandauthorizedemployees.Technicalpersonnelandproductioncorepersonnelhavepoweroverkeyproductionfactors.Theorganizationhasadetaileddivisionoflabor,butitisnotlimitedtoform.Theemployeesarehighlyspecialized,withdistinctiveculturalvalues,andemphasizinggroupcontrol.Throughdecentralization,peopleatanylevelcanparticipateindecision-making.Intermsofstructure,powerrelations,andenvironment,theadhocstructureisalmosttheoppositeoftheorganizationalstructure.

Thekeytothefivestructuralconfigurationsisthatthetopmanagementcandesignanorganizationthatcancoordinateandmatchkeyelementswitheachother.Forexample,theorganizingstructureissuitableforstrivingforhigh-efficiencystrategiesinastableenvironment;butinahostileanddynamicenvironment,itisamistaketoadoptanorganizingstructure.Themanagercanimplementthestrategybydesigningthecorrectstructureconfigurationsuitablefortheenvironment.

Organisaatiorakenne

1.Measurethestatusofthecompany'sorganizationalstructureandseewherethevariousdepartmentsofthecompanyarelocated.

Second,whatfunctionsarelacking?Thisisthestartingpointforconsideringthemacro-organizationalstructure.Thisorganizationalstructureisderivedfromthecompany’sstrategy,macro-processandorganizationalstructure.Whenmonetcompanieschange,humanresourcesneedtoparticipate.

Anyorganizationalstructureshouldreflectthereportingrelationshipandreflectthateachboxisaposition,notadepartment.Oneistoclearlyreflecttherelationshipbetweenpositionsandpositions;theotheristoreflecthowthepositionsandpositionsarecombinedandhowtheteamisformed;thethirdistoshowtheapproximateleveloftherelationshiponthemap,whichisdividedintoseveralLevel.monetpeopledespisethisorganizationalstructure.

Toimintoalorganizationalstructure

Themostcommonisthefunctionalorfunctionalorganizationalstructure,whichistheeasiesttoacceptinorganizationalstructureorteambuilding.Inthisstructure,thewinnersarethosewhoneedexpertise,whohaveadeepunderstandingoftheirownwork,andcandowhattheydoverywell.Infact,thisisthemeaningofjobdesign-throughdifferentcombinations,sothatemployeeshavebetterworkefficiency.

Butthisorganizationalstructureputsmoreemphasisonindividualsdoingpersonalthings.Thedisadvantageisthatitleadstotoomonetlevels.

Organisaatiorakennewithproductorserviceasthecore(businessunittype)

Thebusinessunittypestructureisveryfashionable,anditisusuallydividedaccordingtoproductsorcustomersandmarkets.Theso-calledproductrefersto,forexample,anenterpriseproducesbothcarsandairplanes,anddifferentproductshavedifferentorganizationalstructures.

Keskity asiakkaisiin tai alueisiin

Accordingtocustomers,suchasB-B,B-C,BorCisdividedaccordingtocustomers.Largecustomersorpubliccustomers,thecustomerisacorporatecustomer,andhissalesmarketisdonebyagroupofpeople;ifitisanindividualuser,itisdonebyanothergroupofpeople.Ifcorporatecustomersaresubdividedintoschools,institutions,governmentagencies,etc.,thecustomergroupsaredivideddifferently,andthepracticesaredifferent.Accordingtothemarketapproachisamorepopularapproach,becauseitpaysmuchattentiontocustomerserviceandcustomersatisfaction.Thisorganizationalstructurecanbestmeettheneedsofcustomers.Eachclienthasanaccountmanagerwhocanworkaccordingtotheneedsoftheclient.

Businessprocesssteamorganisaatiorakenne

Se käyttää suhteellisen vähän,ratkaisuista,asiakaspalveluun,tuotantoon,logistiikkaan ja suorittaa askel askeleelta jokaisen asiakkaan prosessin mukaisesti.

Matriisiorganisaatiorakenne

Organisaation perusongelmat: johtamisrakenne

Hallintotasot

Hallintotasotaremoreorless.HowmonetlevelsareneededfromCEOtoUNE?Fouroreight?Doyouwanttohaveadeputymanager?Flatorganizationissues.

OhjausSpan

Numberofdirectsubordinates;narrowandwidecontrolspan.

Prosessin keskittyminen

Themaindecision-makingoftheenterprise,thedegreeofconcentrationofcontrolpowerandauthority.

Suunnittelun erittely

Themethodofenterpriseorganizationstructuredesignspecification-targetfunctiontreesystemanalysismodel

1.HowtosolvethefourthproblemoforganizationalstructuredesignstandardizationQuestionsinallaspects?

Speciallyexplorescientificmethodstosolveorganizationalstructuredesign.Sofar,fewpeoplehaveexplored,andthereisnoliteratureinbooks.Inthiscase,thediscussionofthestandardizationoftheorganizationalstructuredesignhasonlybecomeastatementofthepersonalsubjectivepreferencesofthediscussantintheorganizationalstructure.

Whenwetalkaboutstandardizationornot,hereisnotasimplevaluejudgment.Itisnotbasedonoursubjectivepreferencestodeterminewhatisgoodandwhatisbad,buttograspthestandardoftheobjectitself.Nature,usetheinternallogicalconnectionanddevelopmentlawoftheobjecttoberegulatedtodefinethenorm.Inotherwords,itisnottoimposesomethingontheobjecttoberegulatedfromtheoutside,buttolettheobjecttoberegulatedoperateanddevelopaccordingtoitsproperformandlaw.Onlyinthiswaycantheworkofstandardizedmanagementachievethegoalofenhancingthevalueoftheenterpriseasitshouldbe.Standardizedmanagementofanenterprisemustbefullyreflectedinthepromotionofenterprisevalue-theimprovementofmanagementefficiencyandmanagementefficiency.Whenweareexploringtheproblemofstandardizedmanagementofenterprises,wehaverepeatedlyemphasizedtheneedtoseekascientificmethod,themostfundamentalpointofwhichishowtosolvetheproblemofmanagementefficiencyandeffectiveness.

2.Whatisthescientificmethodtostandardizethedesignofcorporateorganizationalstructure?

Beforeansweringthisquestion,wemustfirstunderstandwhattheorganizationitselfis.

AsIhaveanalyzedbefore,abusinessorganizationisanorganicsystem,anorganicsystemthatexistsinalargersystem,anditsinteriorcanbesubdividedintomonetsubsystems.Asasocialorganizationcomposedofpeople,theenterpriseorganizationitselfispurposeful,whichmeansthatitsexistenceistoservepeople'sspecificgoals,anditiscreatedbypeopletoachievespecificgoals.Anenterpriseorganizationisnotthesameasanaturalexistence.Itiscreatedbypeople,anditmustservethewillandpurposeofthepersonwhocreatedit.Inthissense,itcanbesaidthatitisatoolcreatedbypeopletoachieveaspecificpurpose.

Asaninstrumentalsocialorganizationcreatedbypeople,thepurposeandgoalofanenterpriseareobvious.Itisalsoobviousthatitsinternalstructuremustservethisspecificpurposeandgoal.Itspurposefulandfunctionalcharacteristicsprovideuswithcluestofindthescientificmethodtoregulateit.Thismethodisthetargetfunctiontreesystemanalysismodeldirectlycorrespondingtoitstargetfunctioncharacteristics.

Theso-calledtargetfunctiontreesystemanalysismodelistoanalyzethetargetfunctionstructureoftheanalysisobjectitselftoanalyzeanddeterminetheinternalstructureoftheanalysisobjectandthelawofdevelopmentandoperation.

Theexistencescreatedbyhumanshaveacommonfeature,whichisthattheyhaveamulti-levelstructurewithgoalsandfunctions.Theexistenceofthelandscapeitselfhasnopurpose,andthehierarchicalstructureofgoalsandfunctionscannotbedistinguishedwithinit.Thegrassitselfhasnowill.Whenitisselectedasaspecialtooltoachieveaspecificpurpose,thatis,peoplegiveitaspecificpurpose.Therolethatcanachievethispurposehasbecomeitsfunction.Whenthiskindofnaturalexistenceisselectedasaspecifictoolofman,itisnolongeranaturalexistenceinthefullsense,butameansandtoolinjectedintoman'swillandgoal.Thegoalhereisactuallyahumangoal,anditsfunctionisitsroleandnaturerelativetothisgoal.

Andgoalsandfunctionsarenotdiametricallyopposed,butinterdependent.Comparedwiththefunction,thegoalbecomesthegoal.Onlywhenthefunctionisrelativetoacertaingoalcanitbecomeafunction.Respirationisthefunctionalroleofthelungs,butitonlyhasthisfunctionalrolerelativetoanimalsthatneedtobreathe.Needisaspecificpurposeorgoal.Andthedefinitionsofgoalsandfunctionsthemselvesarealsorelative.Inacomplexsystemstructure,goalsandfunctionsexistonmultiplelevels.Inordertoachievecertaingoals,theremustbecorrespondingfunctions;inordertoensurethenormalperformanceofcertainfunctions,theremustbeaseriesofsmallfunctions.Thefunctionoftheupperlevelbecomesthetargetrelativetothefunctionofthenextlevel.

Throughthiskindoftargetfunctiontreeanalysis,itisveryconvenientandeffectivetocleartheinternalhierarchicalstructureofthesystem.Asfarasthespecificsystemofenterpriseorganizationisconcerned,analyzingitbyusingthetargetfunctiontreesystemanalysismodelcanaccuratelyprovideaframeworktoolforthedesignofenterpriseorganizationstructure.Thiskindofanalysisnotonlyhelpsustodeterminethegoalstobeachievedindifferentperiodsoftime,butalsohelpsustochoosethespecificmeasuresandmethodsthatmustbetakentoachievethegoalsoftheenterprise.

Fortheanalysisoftheenterprisesystem,thegoaloftheenterpriseistomakemoney.Howdocompaniesmakemoney?HowcanImakemoney?Alittleanalysiswillrevealthattheenterprisesystemiscomposedoffourmajorsystems:information(informationflow),organization(peopleflow),marketing(logistics),andfinance(fundflow).Thisisananalysisofthefirstleveloftargetfunction.Ifyouwanttofurthersubdivide,enterthethirdandfourthlevelsoftheanalysisofthetargetfunctionrelationship,youcanget61smallsubsystems.Thefollowingisaseparateanalysisofthesystemformedbythe"fourstreams"oftheenterprisetoclarifyitsinternalstructureandthegoalsofthesubsystemsateachlevel

Eritelmien toteutus

ThepreviousanalysisThestandardoftheorganizationstructureandthemethodthatmustbeusedtostandardizetheorganizationstructure-thetargetfunctiontreesystemanalysismodel.However,howtoimplementthestandardizationoftheorganizationalstructurewillbebrieflyanalyzedhere.

Thefirststepistochoosetodeterminethebasicmodeloftheorganizationalstructure.Thissteprequireschoosinganddeterminingatypicalorganizationalmodelbasedontheactualsituationofthecompanyasthebasicmodelofthecompany'sorganizationalstructure.Inthepracticeofcontemporaryenterprises,itismorecommontochooselinearfunctionalandmatrixstructures,andmoreandmoreenterpriseschoosetoaddthecorrespondingcharacteristicsoftheflexiblemodetosupplementthelimitationsofthebasicmode.

Thesecondstepistoanalyzeanddeterminetheworkloadofeachsubsystem'stargetfunction.Thissteprequiresanalyzinganddeterminingtheworkloadofeachsub-systemwithintheenterprisebasedonthetargetfunctiontreesystemanalysismodel.Therearetwovariablestoconsider:oneisthesizeofthecompany;theotheristhenatureofthecompany'sindustry.

Thethirdstepistodeterminethefunctionaldepartments.Thissteprequiresdeterminingthefunctionalmanagementdepartmentoftheenterprisebasedontheworkloadofthevarioussubsystemswithintheenterpriseandtherelationshipbetweenthedifferentsubsystems.Thatis,theassociationrelationshipandtheindependentrelationship,andthetargetfunctionofthesubsystemswithasmallworkloadaremerged,andafunctionalmanagementdepartmentisthemainundertakingunit,responsibleforthecoordinationandsummaryofthetargetfunctionofthemergedsubsystem.Theobjectivefunctionsofthesubsystemsofthecheck-and-balancerelationshipareassignedtodifferentunits,departmentsorjobroles.

Thefourthstepistobalancetheworkload.Thissteprequiresageneralbalanceoftheplannedworkloadofeachunitanddepartment.Unitsanddepartmentswithexcessiveworkloadsoftenresultinexcessivemanagementspans,andunitsanddepartmentswithtoosmallworkloadsoftenresultinexcessivemanagementspans.Therefore,itisnecessarytorationalizethemanagementspanbybalancingtheworkloadbetweenunitsanddepartments.Here,onethingtonoteis:thesubsystemswithchecksandbalancesshouldavoidassigningtheirtargetfunctionstothesameunit,thatis,priorityshouldbegiventoensuringthatthetargetfunctionsofthesubsystemswithchecksandbalancesareseparatelyassumed.

Thefifthstepistoestablishthesettingsoflower-levelcounterpartunits,departmentsorpositions.Ifthesubsidiaries,independentcompanies,andbranchesoftheenterprisearestillrelativelylarge,andthehigher-levelfunctionalmanagementdepartmentscannotfullyundertakethecoordinationandaggregationofthetargetfunctionsofthecorrespondingsubsystems,itisnecessarytosetupcounterpartsatthislevelThefunctionaldepartmentorcommissionerposition.

Thesixthstepistodrawanorganizationalchart.Thissteprequirestovisuallyconstructtherelationshipbetweentheunits,departmentsandpositionsoftheentireenterprise,andthecorrespondingtasksoftheobjectivefunctionsofthesubsystemsundertaken.

Theseventhstepistodrawupanenterprisesystemanalysisfile.Thisstepistoestablishastandardfortheorganizationoftheenterprise.Theenterprisesystemanalysisdocumentisadetaileddescriptionofthetargetfunctionofeachsubsystemwithintheenterprise,whichunits,departmentsorpositionsshouldbespecificallyundertaken,andthecontentoftheresponsibility,anddefinetheresponsibilitiesandpowers.

Theeighthstepistowriteanorganizationstatementbasedontheenterprisesystemanalysisfile.Thisstepofworkistoanalyzeanddefinethespecificworkresponsibilities,powers,informationtransmissionroutes,resourcecirculationroutes,etc.ofeachunit,departmentorganization,andpositionbasedontheorganizationalstructure.

Theninthstepistodrawupunits,departmentsandpositionsWorkStandards.Clearlydefinethejobresponsibilities,jobgoals,andjobrequirementsofeachunit,department,andposition.

Thetenthstepistoanalyzetheworkaccordingtotheenterprisesystemanalysisdocuments,organizationinstructionsandworkstandardsofunits,departmentsandpositions,andwriteworkinstructions.Inadditiontodefiningtheforegoing,theconditionsandqualificationsofthepositionmustbeclearlydefined.

Theeleventhstepistosummarizeanddiscusstheabove-mentioneddocuments,andformallypromulgatethemafterapproval,andtheorganizationalstructureadjustmentandtransformationworkiscompleted.

Diagnostiset mitat

Whensystematicallyreviewingtheorganizationalstructureofanenterprise,weoftenstartfromthefollowingfourdimensions:businessstructure,functionalstructure,hierarchicalstructure,authoritystructure.

Whentherearemultiplebusinessesintheorganization,wereviewthedivisionoflaborstructureofeachbusinessandtheallocationoforganizationalresources.Specifictoasinglebusiness,westartfromthebusinessprocessandexaminewhethertheorganizationaldepartmentsettingsaresufficienttocoverthebusinessprocessanddonotoverlap.AccordingtoRobbins'sresearchonorganizations,thereareseveralwaystodividebusinessdepartments,eachofwhichhasdifferentadvantagesanddisadvantages,whichwecanflexiblygraspinactualoperation.

1.Jaa osastot tuotteiden mukaan

Edut:Conducivetoproductimprovementandcoordinationwithinthedepartment.Haitat:Osastoittaminen(standardism),managementHighcost(overlappinginstitutions)

Applicable:largescale,monetproducts,andbigdifferencesbetweenproducts.

2.Dividedbyregion:Concentratethebusinessofacertainregioninacertaindepartment.

Reason:theinconvenienceoftransportationandthedifficultyofinformationcommunicationcausedbygeographicaldispersion.Edut:strongpertinence,canquicklyrespondtoenvironmentalchangesinthearea.Haitat:difficulttocoordinatewiththeheadquarters(noteasytocontrol)

3.Dividedbycustomers:Thepremiseisthatthespecificcustomersservedbyeachdepartmenthavecommonneedsandthenumberissufficient.Suchas:salesofanofficesuppliescompany:retaildepartment,wholesaledepartment,governmentdepartment.

4.Comprehensivecriteria:Inpractice,severaldivisionmethodsareoftencombined

Inthisdimension,weexaminetwoissues,oneiswhetherThereareoverlappingormissingfunctions,especiallywhetherthekeyfunctionsrequiredbytheorganizationareavailable.Thesecondiswhetherthefunctionaldepartmentsareclearlypositionedandwhethertheyhaveaclearmission.

Includethemanagementlevelandmanagementrangeoftheorganization.

Managementlevelisproducedwiththeexpansionofthescaleoftheorganizationandthecomplexityoftherelationship,andiscloselyrelatedtothescaleandmanagementrange.Themanagementrangereferstothenumberofsubordinatesthatasupervisorcandirectlyandeffectivelymanage.Themanagementrangeisinverselyproportionaltothelevel.Generallywethinkthatitismoreappropriatetomanage3-20directreports.Amongthem,seniormanagersmanage3-10subordinates;middlemanagersmanage6-15subordinates;itisreasonableforgrassrootsmanagerstomanage15-20subordinates,butitisnotabsolute.Thefollowingfactorswillalsoaffecttheextentofmanagement:suchasmanagementThequalityandabilityoftheemployee,thequalityandabilityofthesubordinates,jobsimilarity,thestabilityofthesalaryenvironment,thecompletenessoftheplan,theauthorization,thespatialdistributionofpersonnel,theprovisionofassistants,andsoon.

referstothedivisionoflaborandmutualrelationsofrightsandresponsibilitiesofvariousdepartmentsandlevels.AccordingtoRobbins'understanding,therearethreetypesofpowers:

1.Linearpowers:thecommandandcommandrelationshipbetweenthesuperiorandthesuperior.Thisiswhatweusuallycallthe"chainofcommand."

2.Staffpower:thepoweroforganizationmemberstoprovideconsultationandadvicetomanagers.Thisauthoritystemsfromtheneedsoflinepersonnelforprofessionalknowledge,suchasfinance,quality,personnel,andpublicrelations.

3.Toimintosandpowers:partofthepowersofthelinepersonnelownedbythestaffdepartmentorstaff.Thisauthorityisthatthelinepersonnel,duetolackofprofessionalknowledge,delegatepartofthecommandtothestaffofficerssothattheycanexercisecommandauthoritywithinacertainfunctionalscope.Toimintoalauthorityisvalidonlywithinthescopeofitsfunction.Itisalimitedcommand.

Inthereviewoftheauthoritystructure,weneedtograsptwokeypoints:First,istheauthorizationreasonable?Second,istheinformationcommunicationsmooth?

Throughtheabovefourdimensions,wecanusuallycarryoutasystematicanalysisoftheorganizationalstructureoftheenterprise.Ofcourse,eachenterprisehasitsowncharacteristicsandbackground,andtheproblemsfacedaredifferent,whichrequiresustobeflexibleinouractualwork.

Uudistuksen ajoitus

1.Thecorporatestrategyhasundergonetremendouschanges,andtheorganizationalstructurehasbeendifficulttoadapt.

2.Thedevelopmentstageofthecompanyhaschanged,andtheorganizationalstructurehasbecomeadevelopmentRestrictions

3.Organizationalpersonnelormanagementmodechanges,andorganizationalstructureneedstobeadjustedurgently

4.Externalmarketchanges,competitors’networkschange,andurgentadjustmentsareneededOrganisaatiorakenne

5.Theorganizationalstructureisbloated,coordinationisdifficult,communicationisnotsmooth,anddecision-makingisslow.Itisurgenttooptimizetheorganizationalstructure

6.Organisaatio on tarpeeton ja byrokraattinen

7.Tiedot eivät ole sujuvaa, päätöksenteko ei ole kunnossa

Järjestelmä

Inthesenseofmanagement,theorganizationalstructureisessentiallyapower-responsibilityrelationshipstructure.Amodernandsoundorganizationalstructuregenerallyincludesthefollowingrelationshipsubsystems:

⒈Päätöksenteon alajärjestelmä

Theorganization’sleadershipsystemanddecision-makinginstitutionsatalllevelsandItsdecision-makersconstitutethedecision-makingsubsystem.Decision-makingagenciesanddecision-makersatalllevelsarethecoreoforganizationaldecision-making.

⒉Komentoalajärjestelmä

Thecommandsubsystemisthecommandcenterfororganizingactivities.Ineachfunctionalunitordepartment,thepersoninchargeorexecutiveheadanditsmembersAsystemthatcomposesaverticalform.Themaintaskofthechiefexecutiveistoimplementthedecisionsofthedecision-makingbody,andberesponsiblefordirectingvariousactivitiesoftheorganizationtoensurethatvariousactivitiesarecarriedoutsmoothlyandeffectively.Thedesignofthecommandsubsystemshouldproceedfromtherealityoftheorganization,reasonablydeterminethemanagementlevel,andaccordingtotheprincipleofauthorization,delegatethecommandpowerlevelbylevel,establishamulti-level,authoritativecommandsystemtoexerciseunifiedcommandovertheorganization'svariousactivities.

⒊Henkilökunnan toiminnallinen osajärjestelmä

Thestaff-functionalsubsystemisahorizontalsystemcomposedofstafforfunctionaldepartments.Eachstafforfunctionaldepartmentisthestaffandassistantofthechiefexecutive,andisresponsibleforacertainaspectofbusinessactivities.Indesigningthestaff-functionalsubsystem,itisnecessarytosetupthenecessarystafforfunctionalagenciesinaccordancewiththeactualneedsandtheprincipleofprofessionaldivisionoflabor,andstipulatethescopeoftheirdutiesandworkrequirementstoensuretheeffectivedevelopmentofallaspectsofmanagement.

⒋Executivesubsystem,supervisorysubsystem,andfeedbacksubsystem

Thedecision-makingcenterdeterminestheorganization’smajorpoliciesandthecommandcenteristhestartingpointfortheimplementationoftheplan.Theexecutivesubsystem,thesupervisorysubsystemandthefeedbacksubsystemaretheinstitutionsthatenabletheplantobeimplementedcorrectly.

Thecommandcenterissuesinstructions,whichontheonehandleadstotheexecutingagency,andatthesametimetothesupervisoryagencytosupervisetheexecution.Thefeedbackorganizationcomparesthedifferencebetweentheeffectandtheinstructionthroughtheprocessingoftheinformationsystem,andthenreturnstothecommandcenter.Inthisway,thecommandcentercanissuenewinstructionsbasedonthesituation.

Theexecutiveagencymustaccuratelyimplementthecommandcenter'sinstructions.Inordertoensurethis,thereshouldbeasupervisoryagencytosupervisetheimplementation,andthefeedbacksubsystemreflectstheeffectoftheimplementation.Theexecutivesubsystem,thesupervisorysubsystem,andthefeedbacksubsystemmustbeindependentofeachotherandcannotbeintegratedintoone.

kohtuutonta

Acommonmistakethatisusuallymadewhensettingupanorganizationalstructureistousean"ideal"or"universallyapplicable"Themechanicalorganizationmodelwasimposedonanotherlivingenterprise.Astheenterprisedevelopstoacertainstage,somecontradictionsoftheunreasonableorganizationalstructurewillbecomeincreasinglyacute.Thedirectmanifestationsare:

1)Therearetoomonetmanagementlevelsintheorganization,sothatacapablepersoncanItookupamanagementpositionatayoungageof25,butIcouldnotgothroughthenormalpromotionladdertoreachaseniormanagementpositionwhenIwasstillquiteyoungandefficient;

2)Theorganization’sattentionwasfocusedonnotOnappropriateissues,itintensifiesunnecessarydisputesandmakesfuss;

3)Increaseweaknessesanddefects,ratherthanstrengthenstrengthsandadvantages;

4)ManagersspendThetimeatthemeetingexceededaquarterormoreoftheirwork,andthedangerofanunreasonableorganizationalstructurewasself-evident.Thiskindofproblemhascausedtheorganizationtohaveamereappearance.Basedonthis,adjustingtheorganizationalstructuretomakeitfittheactualsituationoftheenterpriseisontheagendaoftheenterprise.

Kehitystrend

(1)Theevolutionlawofenterpriseorganizationstructure

Fromtheperspectiveofthehistoryofenterpriseorganizationdevelopment,enterpriseorganizationTheevolutionprocessofthestructureitselfisaprocessofcontinuousinnovationandcontinuousdevelopment.Organisaatiorakennessuchasthelinearsystem,thematrixsystem,andthedivisionsystemhaveemergedsuccessively.Atpresent,thepyramidalhierarchicalstructurecannolongermeettherequirementsofmodernsociety,especiallytheeraofknowledgeeconomy.Thedevelopmentofenterpriseshasshownthecharacteristicsofglobalizationofcompetition,customer-orientedandeducatedemployees.Therefore,theformofenterpriseorganizationmustbeflexibleanddecentralized.Therefore,modernenterpriseshighlyvalueprocessreengineeringandorganizationalrestructuring,aimingattheneedsandsatisfactionofcustomers,fundamentallyrethinkingandcompletelyrebuildingtheexistingbusinessprocessesoftheenterprise,usingadvancedmanufacturingtechnology,informationtechnologyandmodernizationManagementmethods,tomaximizetherealizationoftechnicalfunctionintegrationandmanagementfunctionintegration,inordertobreakthetraditionalfunctionalorganizationstructure,establishabrand-newprocessorganizationstructure,soastoachieveahugebusinesscost,quality,serviceandefficiencyImprovetobetteradapttothemodernbusinessenvironmentcharacterizedbycustomers,competition,andchange.

(2)Thedevelopmenttrendofcorporateorganizationalstructureandneworganizationalstructure

FromtheactualsituationintheUnitedStates,thedevelopmentofcorporateorganizationalstructureappearsNewtrendsareemerging,whicharecharacterizedby:1.Polarizationofthecenterofgravity;2.Flatappearance;3.Flexibleoperation;4.Dynamicstructure.Neworganizationalstructuressuchasteamorganizations,dynamicalliances,andvirtualenterpriseshaveemergedoneafteranother.Specifically,theneworganizationalstructureswiththesecharacteristicsare:

First,horizontalorganizations.Thehorizontalorganizationalstructureweakenstheverticalhierarchy,breakstherigiddepartmentalboundaries,andfocusesonhorizontalcooperationandcoordination.Itscharacteristicsare:(1)Theorganizationalstructureisbuiltaroundworkprocessesratherthandepartmentfunctions,andtraditionaldepartmentalboundariesarebroken;(2)Verticalorganizationallevelsarereducedandtheorganizationalstructureisflattened;(3)ManagersaremoreempoweredLower-levelemployeesattachimportancetotheuseofself-managementteamforms;⑷reflectscustomerandmarketorientation,organizestheworkprocessaroundtheneedsofcustomersandthemarket,andestablishescorrespondinghorizontalconnections.

Second,borderlessorganization.Thisorganizationalstructureseekstoreducethechainofcommands,reducethehierarchicalorderofmemberstothelowestpoint,haveunlimitedcontrolspans,cancelvariousfunctionaldepartments,andreplacethemwithauthorizedworkteams.Theconceptofborderlessreferstobreakingtheinternalandexternalboundariesoftheenterprise:breakingtheinternalboundariesoftheenterpriseismainlytoformamulti-functionalteaminsidetheenterprisetoreplacethetraditionallyseparatedfunctionaldepartments;breakingtheexternalbordersoftheenterpriseisrelatedtoexternalsupplyBusinesses,customers,includingcompetitors,carryoutstrategiccooperationandestablishcooperativealliances.

Third,thenetworkingandvirtualizationoftheorganization.Borderlessorganizationsandvirtualorganizationsarespecificformsoforganizationnetworkingandvirtualization.Organizationalvirtualizationcanbevirtualoperationsorvirtualofficespaces.