Problems related to the optimization of enterprise structure and organizational structure.

Enterprise structure and enterprise organization structure are the same thing, but they are called differently. The organizational structure of an enterprise refers to how to divide labor, group and coordinate cooperation. It is a model that shows the arrangement order, spatial position, aggregation and dispersion state, contact method and relationship of all elements of an organization, and it is the "framework" of the whole management system.

Organizational structure is a structural system formed by all members of an organization in terms of work scope, responsibilities and rights in order to achieve organizational goals and cooperate with each other in management.

Typical enterprise structure forms are

1, linear system Linear system is the earliest and simplest organizational form. Its characteristic is that the administrative units at all levels of the enterprise implement vertical leadership from top to bottom, and the subordinate departments only accept instructions from a superior, and the responsible persons at all levels are responsible for all problems of the subordinate units. The factory department does not set up another functional organization (functional personnel can be set up to assist the supervisor), and all management functions are basically performed by the administrative supervisor himself. The advantages of linear organizational structure are: simple structure, clear responsibilities and unified orders. The disadvantage is that the administrative person in charge needs to be familiar with a variety of knowledge and skills and handle various businesses in person. It is obviously incompetent to concentrate all management functions on the top supervisor in the case of complex business and large enterprise scale. Therefore, linear system is only suitable for small-scale enterprises with simple production technology, but not for enterprises with complex production technology and management. 2. Functional organizational structure means that administrative units at all levels set up some functional institutions in addition to the person in charge. Such as the establishment of functional institutions and personnel under the factory director to assist the factory director in functional management. This structure requires the executive director to hand over the corresponding management responsibilities and powers to relevant functional organizations, and each functional organization has the right to give orders to subordinate administrative units within its own business scope. Therefore, in addition to the command of the superior administrative director, the subordinate administrative director must also accept the leadership of the superior functional organization. The advantage of functional system is that it can adapt to the characteristics of complex production technology and fine management of modern industrial enterprises; It can give full play to the professional management role of functional organizations and reduce the workload of line leaders, but the shortcomings are also obvious: it hinders the necessary centralized leadership and unified command, forming multi-head leadership; It is not conducive to the establishment and improvement of the responsibility system of administrative heads and functional departments at all levels. In middle management, there is often a phenomenon that everyone is rushing to push; In addition, when the guidance and orders of the superior administrative leaders conflict with the functional organizations, the subordinates will be at a loss, which will affect their normal work and easily lead to lax discipline and chaotic production management order. Due to the obvious defects of this organizational structure, modern enterprises generally do not adopt functional system. 3. Linear functional system Linear functional system, also known as production area system or linear employee system. It is based on linear system and functional system, learning from each other's strong points and absorbing the advantages of these two forms. At present, most enterprises in our country adopt this organizational structure. This organizational structure divides enterprise management institutions and personnel into two categories. One is linear leading bodies and personnel, who exercise command over organizations at all levels according to the principle of unified command; The other is functional organizations and personnel, who are engaged in the management of various functions of the organization according to the principle of specialization. Linear leading bodies and personnel have certain decision-making power and command power to subordinates within their own responsibilities, and take full responsibility for the work of their own departments. Functional organizations and personnel are the staff of line commanders, and they cannot give orders to directly affiliated departments, but can only give business guidance. The advantages of linear-functional system are: it not only ensures the centralization and unification of enterprise management system, but also gives full play to the role of various professional management institutions under the leadership of administrative leaders at all levels. Its shortcomings are: poor coordination between functional departments, many tasks of functional departments can only be handled by reporting directly to superior leaders, on the one hand, it increases the workload of superior leaders; On the other hand, it also causes inefficiency. In order to overcome these shortcomings, we can set up various comprehensive committees or establish various meeting systems to coordinate all aspects of work, play the role of communication and help senior leaders make suggestions. 4. The division system was first put forward by Si Long, president of American General Motors Company, in 1924, so it is called "Sloan model", also called "federal decentralization", and it is a highly centralized decentralized management system. It is suitable for large enterprises with large scale, many varieties and complicated technology. It is an organizational form adopted by large foreign joint ventures. In recent years, some large domestic enterprise groups or companies have also introduced this organizational structure. Division system is a form of hierarchical management, hierarchical accounting and self-financing, that is, a company is divided into several divisions according to regions or product categories. From product design, raw material procurement, cost accounting, product manufacturing to product sales, all business divisions and their subordinate factories are responsible for accounting separately and operating independently. The headquarters of the company only reserves the power of personnel decision-making, budget control and supervision, and controls all business divisions through profit and other indicators. Some departments are only responsible for directing and organizing production, not purchasing and selling, and separating production from supply and marketing, but these departments are being replaced by product departments. Other divisions are divided by region. When optimizing the organizational structure of an enterprise, we usually divide it into three parts. Through the optimization of enterprise organizational structure construction, the scientific and systematic management thinking mode of enterprises is finally achieved. First, it is necessary to take the stable transition or existence of the organization as the premise: stabilize the current business production management activities; The established organization has a certain stable period; Be able to smoothly transition from the old institution to the new institution; The post adjustment of personnel can smoothly and smoothly transition to new departments and posts; People who can't adapt to the original post can leave smoothly, and will not bring negative influence to the enterprise because of the departure of individual personnel, nor will they take away personnel because of the departure of individual personnel, which will lead to the ideological change of employees who have no confidence in the enterprise. Whether the stability is available depends on whether the establishment of the department has achieved "three adaptations": adaptation: whether it meets the needs of enterprise development and the basic requirements of management science. Whether the scale of an enterprise and the market share of its products have generated the demand for internal adjustment is generally manifested as follows: despite the expansion of the scale of the enterprise and the increase of personnel, the speed of improving the efficiency of the enterprise does not match, internal disharmony and prevarication often occur, and internal coordination often requires the coordination of superior leaders. The original departments and posts can no longer meet the needs of enterprise development and survival. Department managers and post personnel obviously feel that they don't know why they are working, who they are working for, and they are indifferent, passive or active. Timely: whether it is time for enterprises to achieve better results without adjustment; Whether to adjust or optimize in time; Whether it is carried out in an appropriate way (relative to enterprise management level, personnel mentality, personnel quality, etc.). ); Whether it will disrupt the original normal operation and production order of enterprises for a long time because of institutional adjustment; Whether it can help enterprises set foot on a new starting line in future development; Whether it can promote the rapid improvement of business performance and management level; Whether there is an effect of "taking a half step back, taking a step further or taking two steps forward" and so on. Competency: whether there are suitable personnel or institutions to optimize and adjust; Whether the talents that can be used by the company can be widely discovered; Can we give full play to the role of existing talents? Whether to tap the potential of existing talents. Whether we can introduce talents urgently needed by enterprises, etc., in short, whether we can make maximum rational use of human resources. Second, the division of labor should be clear, which is conducive to assessment and coordination. Improve the uncoordinated organizational relationship on the existing basis, and prevent and avoid the possible friction relationship in the future. The optimized performance results should be: the functions of the departments are clear, the powers and responsibilities are in place, the evaluation can be carried out, the management links and work procedures between departments are coordinated, and the company's management system can be effectively implemented. Third, the establishment of departments and posts should be combined with training talents and providing good development space. When optimizing and adjusting departments and posts, we should consider both existing personnel and comprehensive personnel; You can't set up a human relations department or post to manage human relations; At the same time, it is necessary to comprehensively consider the conduct of existing personnel, the ability and potential required for enterprise development, etc. , under the premise of ensuring conduct and low-risk training value, consciously combine the training of departments, posts and personnel. The concept of "enterprise is a platform for personal development" is embodied by the employment of specific employees in departments or positions. [