How to set up the internal organizational structure of the company?

The first step is to choose the basic mode and determine the organizational structure. This step needs to choose and determine a typical organizational model as the basic model of enterprise organizational structure according to the reality of its own enterprise. In the practice of contemporary enterprises, it is common to choose linear functional structure and matrix structure, and more and more enterprises choose to add the corresponding characteristics of elastic model to supplement the limitations of their basic models.

The second step is to analyze and determine the workload responsible for the target function of each subsystem. This step needs to analyze and determine the workload of the target functions of each subsystem in the enterprise according to the target function tree system analysis model. There are two variables to consider: first, the size of the enterprise; The second is the industry nature of the enterprise.

The third step is to determine the functional departments. This step needs to determine the functional management department of the enterprise according to the workload of each subsystem within the enterprise and the relationship between different subsystems.

That is, the target functions of interrelated, independent subsystems with little workload are merged, and a function management department is the main undertaking unit, which is responsible for coordinating and summarizing the target functions of the merged subsystems. The target functions of the check and balance subsystem are entrusted to different units, departments or work roles.

The fourth step is to balance the workload. This step requires that the workload of the proposed units and departments be roughly balanced. Because units and departments with too much workload often lead to too large a management span, units and departments with too small a workload often lead to too small a management span.

Therefore, it is necessary to straighten out the management span through the workload balance between units and departments. It should be noted here that the subsystems with checks and balances should avoid assigning their target functions to the same unit, that is, priority should be given to ensuring that the target functions of the subsystems with checks and balances are undertaken separately.

The fifth step is to establish the setting of subordinate counterpart units, departments or posts. If the scale of subsidiaries, independent companies and branches under the enterprise is still large, and the functional management department at the higher level cannot fully undertake the coordination and summary of the target functions of its corresponding subsystems, it is necessary to set up corresponding functional departments or specialist posts at the same level.

Step six, draw the organization chart. This step requires the intuitive construction of the relationship between units, departments and positions of the whole enterprise and the corresponding work of the target functions of the subsystem.

Seventh, prepare the enterprise system analysis document. This step is to establish norms for the organizational structure of enterprises. The enterprise system analysis document specifically describes the target function of each subsystem within the enterprise, which units, departments or posts should undertake it, and the content it undertakes, and defines the responsibilities and authorities.

Step 8: Write an organizational statement according to the enterprise system analysis document. This step is to analyze and define the specific job responsibilities, powers, information transmission paths and resource circulation paths of all units, departments, institutions and posts on the basis of organizational composition.

The ninth step is to draw up the working standards of units, departments and posts. Clearly define the responsibilities, objectives and requirements of all units, departments and posts.

Step 10: Analyze the work according to the enterprise system analysis documents, organizational instructions and work standards of units, departments and posts, and write the work instructions. In addition to clarifying the above contents, it is also necessary to clarify the qualifications and qualifications.

The eleventh step is to summarize and discuss the above-mentioned documents, and formally promulgate them after adoption, so as to complete the adjustment and reform of the organizational structure.

Extended data

Enterprise organizational structure management and organizational reengineering are of great significance. The story of "three monks have no water to eat" is well known, and the story of "three heads are better than one Zhuge Liang" is also rumored. Actually, this is the effect of organizational structure management.

Whether an enterprise is excellent or not, whether it can live a long life, lies not in how great the leaders of the enterprise are, but in whether the organizational structure of the enterprise can enable ordinary employees to create great achievements through extraordinary efforts:

On the contrary, excellent employees will only make ordinary achievements. So, what caused these two completely different combination effects? Or, why "the whole may be greater than the sum of its parts" or vice versa? The fundamental reason is that different organizational structures and different combinations of elements lead to different coordination or synergy between elements.

If the organizational structure is well managed, it can form the convergence and amplification effect of the overall strength. Otherwise, it is easy to appear "loose sand" and even cause a "throbbing" situation in which forces cancel each other out. Perhaps it is based on this effect that people often regard "organization" as the "fourth major factor" that pays equal attention to the three major factors of production: people, money and things.

It is in this sense that Carnegie, the American steel magnate, said, "Take away all my factories, equipment, markets and funds, but as long as people in companies and organizations are still there, I will still be the steel magnate in four years." From this, it is not difficult to see the importance of organizational structure management and organizational work.

In recent years, the attention to the competitive advantage of enterprises began to focus on the internal structure and behavior of organizations. Some research institutions have suggested that the core of enterprise competitiveness and competitive advantage does not depend on having specific organizational resources or capabilities, which may usually be imitated or purchased by other companies.

The research of Bert Consulting also points out that the competitive advantage comes from the internal operating mechanism of the organization, which ensures the coordination of different aspects of enterprise management, such as its market scope, its skills, resources and procedures. An enterprise can be regarded as a system, in which its constituent elements are interdependent and all elements must be coordinated in the market.

It is the complex and vague complementary relationship of these elements and the ability and implementation degree of organizing and coordinating strategic objectives that endow enterprises with some special abilities that are difficult to imitate completely and form the source of organizational competitive advantage.

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