What are the principles of organization design?

Question 1: What are the basic principles of organization design? How can it be done? (A) the principle of combining the job for the job and the job for the person.

1: organization design is often not new, re-adjustment, we must consider "everything has someone to do" rather than "everyone has something to do"

2: the organization's work is ultimately dependent on the people to complete the work, can not be fully recruited from the community to meet all the needs of the enterprise. The company's staff can not be fully recruited to meet all the needs of the enterprise.

3: Any organization is first and foremost a *** of people, not things and things ***

(2) the principle of reciprocity of power and responsibility (authority and responsibility are equal)

(3) the principle of unity of command, "members of the organization can only accept the leadership of a single supervisor," but this principle is often broken.

Question 2: What are the principles of organizational design? The principle of elevation In the redesign of the organizational structure of the enterprise, we must follow the principle of elevation, that is, the overall design should be closely linked to the development strategy of the enterprise, taking into account the future industry, scale, technology and human resources allocation, etc., to provide the enterprise with a few years of relatively stable and practical platform. Optimization principle Any organization exists in a certain environment, and the external environment of the organization will inevitably have a certain degree of influence on the internal structure of the form, so the redesign of the enterprise organizational structure should take into full consideration of the internal and external environments, so that the enterprise organizational structure is adapted to the external environment, and seek to optimize the allocation of the internal and external resources of the enterprise. Balanced principle The redesign of enterprise organizational structure should strive to be balanced, not because there is no requirement to merge departments and functions at this stage of the enterprise, and then re-design after the enterprise has been running for a period of time, bearing in mind the saying: functions can not be absent, and positions can be merged. Focus principle With the development of enterprises, due to changes in the environment and the organization of the degree of difficulty in completing the work and the degree of impact on the realization of organizational goals change, the work of the enterprise's center and the importance of the functions of the department also change, so in the design of the enterprise organizational structure, we should focus on the enterprise's current stage of the focus of the work and focus on the department. People-oriented principle Before designing the enterprise organizational structure, we should consider the existing human resources situation of the enterprise as well as the needs of the enterprise in the next few years in terms of quality and quantity of human resources, and design it with people in mind, avoiding to take the so-called advanced framework to the enterprise, and even more so, not to set up a post according to the person, and look for a job according to the post. Adaptation principle The redesign of the organizational structure of the enterprise should be adapted to the implementation of the enterprise's ability and some good habits, so that the enterprise and the enterprise staff in the implementation of easy to get started, can not be detached from the actual design of the enterprise, so that the enterprise in order to adapt to the new organizational structure and serious impact on the development of normal work. Compulsory principle The redesign of the organizational structure will inevitably be due to the enterprise's internal understanding of the inconsistency, redistribution of rights, personnel adjustments, clear and aggravated responsibility, assessment of the detailed and severe phenomena that lead to the managers and employees of the negative *** or even opposition. In this case, the designers and business leaders should be fully prepared to take the preparatory meeting, invite employees to participate in the design, public opinion guidance and other means to eliminate resistance. In the final implementation, it must be enforced, and severely punished for all violations to ensure that the overall operation of the order of some of the design proved to be unsuitable for the enterprise can be run in two or three months and then fine-tuned

Question 3: Briefly answer what is the principle of organizational design In the process of organizational design, but also to follow the process of some of the most basic principles, which are in the long-term management practice of the accumulation of experience

Question 3: What is the principle of organizational design? The principles should be taken into account by the organization designers.

(1) the principle of specialization and division of labor

(2) the principle of unity of command

(3) the principle of the magnitude of control

(4) the principle of reciprocity of power and responsibility

(bluffing) the principle of flexibility and economy

Question 4: What kind of principles should be followed in the design of the organization? The principles of organizational design is that managers set up and change the structure of an organization, including: the principle of hierarchy of rights, the principle of responsibility can not be pushed down the principle of reciprocity of responsibility, the principle of unity of command, the principle of division of functions, the principle of combination of expertise and power, the principle of span of control, the principle of labor specialization and cooperation, the principle of organizational optimization and the principle of flexible economy.

Question 5: Principles of management: the general principles of organizational design are? 1 Bean goal principle

2) the principle of unity of command and unity of direction

3) the principle of management range and management level

4) the principle of reciprocity of responsibility and right

5) the principle of clear division of labor and coordination

6) the principle of streamlining and effectiveness

7) the principle of flexibility

Question 6: What are the eight principles of organizational design? The essence of organizational design is the horizontal and vertical division of management labor of managers

(a) Individual and collective activities

The necessity and importance of the organizational structure is with the complexity of the content of the organizational activities and the increase in the number of people involved in the activities of the organization and the increasing

(b) the management range, the management level and the basic form of the organizational structure

The basic form of the organizational structure

The "management level" and the "management level" and the "management level" and the "management level" and the "management level".

The inverse relationship between "management level" and "management range" determines the structure of the two basic management organizations:

Flat structure, conical structure

Flat structure: the size of the organization has been determined, the management range is large, the management level is small.

Disadvantages: a. Supervisors can not fully understand each subordinate b. Supervisors get too much information, not conducive to timely use

Tapered structure: refers to the management range is small, so that the management of more layers of high, pointed, thin pyramid form

Advantages and limitations of the opposite of "flat structure"

Advantages and limitations with "flat structure "

(3) Factors affecting the range of management

1: the ability of managers and managers

2: the content and nature of the work a. The managerial level of the supervisor b. The similarity of the work of the subordinates c. The degree of perfection of the plan d. The number of non-managerial things

3: the working conditions a. The availability of assistants b. The availability of means of information b. The availability of information means c. The proximity of workplaces

4: The working environment

(D) The task of organizational design

The organizational design has to complete the following three steps of work

1: Job design and analysis 2: Departmental divisions 3: Formation of the structure

2: Principles of organization design

(a) The principle of combining the creation of jobs for the job and the creation of jobs for the person.

1: The organizational design is often not new, re-adjustment, we must consider "everything has someone to do" rather than "everyone has something to do"

2: The organization's work is ultimately dependent on the people to complete, can not be fully recruited from the community to meet all the needs of the enterprise. The company's staff can't be fully recruited to meet all the needs of the organization.

3: Any organization is first and foremost a *** of people, not things and things ***

(2) the principle of reciprocity of power and responsibility (authority and responsibility are equal)

(3) the principle of unity of command, "members of the organization can only accept the leadership of a single supervisor", but this principle is often broken

The principle of unity of command, "members of the organization can only accept the leadership of a single supervisor", but this principle is often broken.

The second section of the analysis of the factors affecting the organizational design

First: the impact of the business environment on the design of business organizations

Environment - "task environment" and "general Environment - "task environment" and "general environment". "Uncertainty" is the main characteristic of the external business environment, uncertainty depends on the "complexity" and "variability" of the environment

The impact of the characteristics of the environment and its changes on the organization is mainly manifested in the following ways. The impact of environmental characteristics and their changes on business organizations is mainly manifested in the following three aspects:1. the impact on the design of jobs and departments 2: the impact on the relationship between departments 3: the impact on the overall characteristics of the organizational structure

Second: the impact of business strategy on the design of business organizations

1: "Conservative strategy" business leaders may believe that the environment faced by the enterprise is relatively stable. The environment facing the enterprise is relatively stable, and there will be no major growth in demand. The organization design emphasizes the degree of standardization of management and production.

a: an organizational structure characterized by a strict division of labor b: a high degree of centralized control c: standardized regulations and procedures d: a strict planning system centered on cost and efficiency

e: production specialists and cost-control specialists play an important role in management, especially at the top level of management f: information communication is predominantly vertical

2: Leaders who "choose a risk-based strategy" may view the environment as complex and volatile, with high demand growth, rapid market changes, and both opportunities and challenges

Organizational characteristics a: a less prescriptive organizational structure b: decentralized control c: broader and more flexible planning d: communication of information is predominantly horizontal e: top management is dominated by marketing specialists and product development specialists. Mainly dominated by marketing experts and product development and research experts

3: "analytical strategy" between the first two, it seeks to maintain a proper balance between the two, so its organizational structure is designed with both rigid and flexible features ... >>

Question 7: What are the traditional principles of organizational design? The traditional principles of organizational design are:

(1) specialization and division of labor;

(2) hierarchical principle;

(3) principle of unity of responsibility and authority;

(4) range of management;

(5) direct line, the role of staff.

Question 8: What are the three basic principles to be followed in organization design? Organizational managers must pay attention to the work of organizational design, according to changes in the objective situation, timely adjustment of the organization. To make a reasonable design of the organization, must follow the principles of organizational design.　The principles of organizational design are: (1) the principle of effectiveness; (2) the principle of departmentalization; (3) the principle of management range; (4) the principle of reciprocity of authority and responsibility; (5) the principle of unity of command; (6) the principle of coherence and coordination.

Question 9: What are the tasks and principles of organizational design? (1) the task of organizational design: organizational design is to carry out the professional division of labor and the establishment of a systematic process to make the various parts of each other organic coordination and cooperation. (2) the principles of organizational design: 1, due to the combination of high-level job and high-level job, 2, responsibility and power, 3, the unity of purpose, 4, coordination of the division of labor, 5, the appropriate level of amplitude, 6, the combination of stability and adaptability as well as the principle of balance and so on. Organizations are formed in accordance with certain design principles, these principles provide the basis for organizational management activities, starting from the design principles of the organization, to be able to grasp the fundamentals, thereby improving the level of organizational management.

Question 10: Which of the following statements about organizational design principles are correct Which of the following statements about organizational design principles are correct? ( A, B, C ) A. the principle of unity of purpose;

B. the principle of division of labor and collaboration;

C. the principle of unity of command;

D. the principle of separation of authority and responsibility.