Traditional Culture Encyclopedia - Traditional stories - Networking of organizational structure
Networking of organizational structure
Inter-enterprise structure network includes vertical network and horizontal network, vertical network that is in the value chain by the industry in different parts of the enterprise *** with the composition of the network organization, such as suppliers, manufacturers, distributors and other upstream and downstream enterprises did not form a network, such as General Motors and Toyota Motor Corporation, respectively, by the construction of a large number of suppliers and distributors composed of a vertical network. For example, General Motors and Toyota Motor Corporation have built a vertical network of many suppliers and distributors. This network relationship breaks the clear organizational boundaries between traditional enterprises, greatly improving the efficiency of resource utilization and response speed to the market. Horizontal network refers to the network composed of enterprises in different industries.
These enterprises have business dealings with each other and are interdependent to a certain extent. The most typical example is the Japanese consortium system, where large manufacturing companies, financial companies and general trading companies are linked in terms of shareholding, participate in each other's management, enjoy resources, act collectively on major strategic decisions, and maintain long-term and close ties between them.
Organization of the network so that the traditional hierarchical organization and flexible and mobile planning team coexist, so that the flow of resources more rationalization, through the network to condense the time and space, accelerate the full range of enterprise operation, improve the efficiency of the enterprise organization and performance.
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