What are the principles of organizational structure design

Organizational structure design refers to the enterprise organizational structure as the core of the overall design of the organizational system. It is an important part of the overall design of the enterprise, but also the basic premise of enterprise management. Although the organization design is a strong operational work, but it is under the guidance of the enterprise organization theory.

Basic principles of design

In the long-term practice of corporate organizational change, Western management scientists have put forward a number of basic principles of organizational design, such as management scientists Erwick had a more systematic summarization of the classical school of management, Tylo, Fayol, Max Weber and others, put forward eight guiding principles: the principle of the goal, the principle of conformity, the principle of responsibility, the principle of the organizational hierarchy, the principle of the management range, the principle of specialization, the principle of the organization, the principle of the management hierarchy, the principle of the management hierarchy, the principle of the management range, the principle of specialization. Principle, Management Range Principle, Specialization Principle, Coordination Principle and Clarity Principle; American management scientists such as Kuntz, on the basis of inheriting the classical school of management, put forward l5 basic principles of sound organization: the principle of unity of purpose, the principle of efficiency, the principle of management range, the principle of hierarchy, the principle of authorization, the principle of the absoluteness of responsibility, the principle of reciprocity of authority and responsibility, the principle of unity of command, the principle of hierarchy of authority, the principle of division of labor, and the principle of clarity of functions. principle, principle of division of labor, principle of clarity of functions, principle of separation of inspection duties and business units, principle of balance, principle of flexibility and principle of ease of leadership. China's enterprises in the organizational structure of the practice of change has accumulated a wealth of experience, and accordingly put forward a number of design principles, which can be summarized as follows:

1. Tasks and objectives of the principle

The fundamental purpose of the enterprise organization design, is to achieve the enterprise's strategic mission and business objectives of the service. This is the most basic principle. All the design of the organizational structure must be used as the starting point and destination, that is, the enterprise tasks, goals and organizational structure is the relationship between the end and the means; measure the advantages and disadvantages of the organizational structure design, in order to whether it is conducive to the realization of the enterprise tasks, goals as the ultimate criterion. From this principle, when the enterprise's tasks and objectives undergo significant changes, for example, from pure production to production and operation, from inward to outward orientation, the organizational structure must be adjusted and changed accordingly to adapt to the tasks and objectives of the needs of change. Another example, enterprise organization reform, must be clear from the requirements of the task and goal, the increase is increased, the decrease is reduced, to avoid simply streamlining the organization as the purpose of reform.

2. The principle of professional division of labor and collaboration

Modern enterprise management, workload, professionalism, respectively, set up different professional departments, is conducive to improving the quality and efficiency of management work. On the basis of a reasonable division of labor, the professional departments only to strengthen collaboration and cooperation, in order to ensure the smooth implementation of the professional management, to achieve the overall objectives of the organization. Implementation of this principle, in the organizational design should pay great attention to horizontal coordination. The main measures are:

(1) the implementation of systematic management, the functional nature of similar or close working relationship between the departments categorized, the establishment of various management subsystems, respectively, by the deputy general manager (deputy plant manager, ministers, etc.) is responsible for jurisdiction.

(2) Establish some necessary committees and meetings to realize coordination.

(3) create a coordinated environment, improve the overall concept of management personnel, increase mutual **** the same language

3. Effective management range principle

Because of the limitations of personal energy, knowledge, experience, the number of subordinates under the direct supervision of a leader who can effectively lead is a certain limit. Effective management range is not a fixed value, it is subject to the nature of the job, the quality of personnel, the functional structure of the soundness of the conditions. This principle requires that in the design of the organization, the management range of the leader should be controlled at a certain level to ensure the effectiveness of management work. As the size of the management range with the number of management levels is inversely proportional to the relationship, this principle requires in determining the management level of the enterprise, must take into account the constraints of the effective management range. Therefore, the effective management range is also a basic factor in determining the management level of the enterprise.

4. The principle of centralization and decentralization

Enterprise organization design, both the necessary concentration of power, but also the necessary decentralization of power, the two can not be abused. Centralization is the objective requirements of mass production, it is conducive to ensure the unified leadership and command of the enterprise, is conducive to the reasonable distribution and use of human, material and financial resources. And decentralization is the necessary organizational conditions for mobilizing the enthusiasm and initiative of the lower level. Reasonable decentralization is conducive to the grass-roots level to make decisions quickly and correctly according to the actual situation, and is also conducive to the upper leadership to get rid of the daily affairs and concentrate on major issues. Therefore, centralization and decentralization are complementary and contradictory. There is no absolute centralization, there is no absolute decentralization. Enterprises in determining the internal management of the upper and lower levels of power division of labor, the main factors to be considered are: the size of the enterprise, the enterprise production technology characteristics, the nature of the professional work, the management level of each unit and the quality of personnel requirements.

5. Stability and adaptability of the principle of combining

Stability and adaptability of the principle of combining the requirements of the organization design, not only to ensure that the organization in the external environment and changes in the task of the enterprise, can continue to operate normally in an orderly manner; at the same time to ensure that the organization in the process of operation, according to the changes in the situation of making the corresponding changes, the organization should have a certain degree of flexibility and adaptability. The organization should have a certain degree of flexibility and adaptability. To this end, the need to establish a clear chain of command in the organization, the relationship between responsibility and power and rules and regulations; at the same time, but also requires the selection of a number of organizational forms and measures with good adaptability, so that the organization in the changing environment, with a built-in automatic adjustment mechanism.

Principles of design

One, the principle of elevation

When redesigning the organizational structure of an enterprise, it is necessary to follow the principle of elevation, i.e., the overall design should be closely related to the development strategy of the enterprise, and take into consideration of the industry, scale, technology, and human resources allocation that the enterprise will engage in in the future, so as to provide the enterprise with a platform that is relatively stable and practical in a few years' time.

Second, the principle of optimization

Any organization exists in a certain environment, the organization's external environment 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 account the internal and external environments, so that the enterprise organizational structure is adapted to the external environment, and to seek the optimization of the allocation of internal and external resources.

Third, the principle of balance

Enterprise organizational redesign should strive for balance, not because of the current stage of the enterprise does not require the merger of departments and functions, after a period of time in the operation of the enterprise and then to re-design, in a word: the function can not be no, the position can be merged.

Four, the focus of the 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 work centers and the importance of the functions of the department also changed, so in the design of the enterprise organizational structure, we must focus on the focus of the enterprise's current stage of the key work and focus on the department.

Fifth, the principle of people-oriented

Design of enterprise organizational structure before the comprehensive consideration of the existing human resources situation and the enterprise in the next few years on the quality of human resources, quantity and other aspects of the demand for human-centered design, do not take the so-called advanced framework to the set of enterprises, and can not be set up by the people, because of the post, the post to find things.

Sixth, the principle of application

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 its employees in the implementation of the easy to get started, but not detached from the actual design of the enterprise, so that the enterprise in order to adapt to the new organizational structure and the development of a serious impact on the work of the normal work.

Seven, the principle of coercion

Redesign of the organizational structure will inevitably be due to the internal understanding of the enterprise is not unified, the right to redistribute, personnel adjustments, the responsibility for clear and aggravated, the assessment of the phenomenon of detailed and severe and so on and so on and so on and so forth leading to the cadres and the staff of the negative resistance or even opposition, in such a situation, the designers and the enterprise bosses should be fully prepared to take the convening of a preparatory meeting, Invite employees to participate in the design, public opinion guidance and other means to eliminate resistance, but in the final implementation, it must be enforced, and severely penalize all violations, to ensure that the overall operation of the order of certain proved unsuitable for the design of the enterprise can be run after two or three months and then fine-tuned.

Eight, the principle of efficiency and cost

No matter what stage of development of the enterprise, for the design of the organizational structure must follow the principle of high efficiency and low cost, the same business, can improve the efficiency of the design as much as possible to choose high-efficiency solutions. In the implementation of the business process should always take into account the cost factor, can be completed with one hundred dollars must not use two hundred dollars to do. At the same time, according to the nature of the specific business level, while considering the balance of efficiency and cost. Important, critical business, can support do not skimp; general, relatively less important work, can be streamlined on the streamlining, can be merged on the merger, in the consideration of not affecting the completion of the business, as far as possible to take into account the cost factor.