3. What are the advantages and disadvantages of traditional organizational structure and flat organizational structure?

First, the traditional organizational structure.

1, main advantages

It is beneficial to shorten the distance between higher and lower levels, close the relationship between higher and lower levels, fast vertical flow of information and low management cost. In addition, due to the large scope of management, managers have greater autonomy, enthusiasm and satisfaction.

(1) The information transmission speed is fast and the distortion is small;

(2) It is convenient for senior leaders to understand the situation at the grass-roots level;

(3) Higher and lower levels can form a larger collective, which is conducive to solving more complicated problems;

(4) The supervisor has a heavy workload and is more willing to give more power to his subordinates.

2. Main shortcomings

Due to the wide management scope and decentralized power, it is difficult to implement strict control, which increases the coordination burden between subordinate institutions and personnel.

(1) The management scope is large, the workload is heavy, and the energy is scattered, so it is difficult to carry out in-depth and specific management of subordinates.

(2) The higher the quality requirements for supervisors, the greater the scope of management, and the stricter and more comprehensive the requirements. If there is no such supervisor, the deputy assistants must work together. In this way, it is not easy to clarify the responsibilities between the deputy and the deputy, and various inconsistent phenomena may occur.

(3) The upper and lower levels form a larger collective. With the expansion of the collective scale, the coordination meeting becomes more difficult.

Second, the flat organizational structure.

(1) Advantages: Traditional organizational design emphasizes work efficiency, post specialization and strict hierarchical structure, which is conducive to improving the stability and controllability of the organization and achieving organizational goals.

(2) Disadvantages: overemphasizing the control of power over managers and the strictness of hierarchy is not conducive to giving full play to enthusiasm and creativity, making the organization inflexible. In addition, it will also lead to hostility between the managed and the managed, which will make the managed hold an antagonistic attitude towards the organization, thus hindering the realization of organizational goals.

Extended data:

Principles of traditional organizational structure design:

(1) same goal

In an organization, if every member's activities point to the same overall goal, then the organization must be effective.

(2) Clear grades

From the top to the bottom of the organization, their rights and responsibilities are vertically distributed along a straight line, forming an obvious hierarchy.

(3) the principle of exception

This means that the top manager of an organization does not concentrate all the power in his own hands, but gives the general standardized decision-making to his subordinates, and only reserves the decision-making power or control power over special matters. The centralization and decentralization of modern management evolved from this point.

(4) unified command

In an organization, everyone can only have one direct supervisor, and the direct supervisor only accepts the orders of one supervisor and reports to the supervisor.

(5) Equality of rights and responsibilities

When defining the duties of subordinates, they must be given the necessary powers to complete their duties at the same time, and the two must be equal. Otherwise, it is difficult for subordinates to complete the tasks assigned by superiors. In other words, the superior is required to hire employees without doubt, and give them full authorization, so that subordinates can successfully complete their tasks.

(6) control amplitude

The scope of control refers to a few subordinates who are directly and effectively guided and supervised by a manager. Because a person's energy and time are limited, and the nature and complexity of the work are different, it is necessary to determine a reasonable management scope.

(7) Dividing departments

In order to improve efficiency, an organization must be divided into several departments according to the requirements of professional division of labor, and select suitable professionals to work.

(8) Coordination

In other words, every member of the organization cooperates on the basis of division of labor and strives to achieve the same goal in a coordinated way.

(9) Authorization responsibility

The supervisor delegated the authority granted to him by his superiors to his subordinates. If there is a problem at a lower level, the deputy authorized person shall take full responsibility.

(10) The manager is not the owner of his jurisdiction. In other words, ownership and management rights should be separated. Select talents to engage in production, operation and management, and set up staff consultants or corresponding working institutions.

Baidu Encyclopedia-Traditional Organization Theory

Baidu Encyclopedia-Flat Organizational Structure