Development trend of enterprise organization form

(A) the flattening of organizational structure

Driven by information technology and network technology, enterprise information can be transmitted and shared at the same level without top-down distribution or bottom-up reporting. The traditional vertical relationship between enterprise employees has become a crisscross equal relationship on the enterprise information network platform (data platform). Moreover, the information communication ability and management span of enterprise managers have doubled, even dozens of times, thus greatly compressing the hierarchy of enterprise organizational structure and developing towards flattening.

Flat organizational structure is a kind of dynamic organizational structure under static structure, which changes the contact mode between superiors and subordinates, between departments and between organizations and the outside in the original hierarchical organizational structure, and has the advantages of agility, flexibility, speed and efficiency. Its biggest feature is that hierarchical organizations and mobile planning teams coexist, and people with different knowledge are scattered in complex organizational forms. By shrinking the future time and space, we can accelerate the all-round operation of knowledge and improve organizational performance.

(II) Networking of organizational relations With the further deepening and strengthening of the application of management software, enterprise data information system and network technology by enterprises, the repetitive management work of traditional functional management departments is mostly completed by enterprise management software, and the tasks of functional departments are only to formulate and modify control procedures and handle abnormal events. And their working style is no longer the traditional hierarchical command, but the * * * negotiation and mutual assistance. With the help of enterprise internal network platform, the vertical division of labor among employees is decreasing, while the horizontal division of labor and cooperation are strengthening. In the past, the organizational relationship of enterprises with control orders as the core has gradually become a network relationship of relatively equal and independent innovation.

The biggest advantage of networking organizational relationship is that it reduces the delay between enterprise decision-making and action, and accelerates the response to the dynamic changes of market and competition, thus making the organization's ability more flexible and sensitive.

(3) Miniaturization of organizational scale Since the industrial revolution, many enterprises have pursued economies of scale by expanding scale and increasing output. This concept has long been effective. However, in the face of Internet-based e-commerce, small companies can establish a global sales system with less cost and compete with other enterprises on an equal footing in the open market. Moreover, the flexibility and innovation of small companies are obviously stronger than that of large enterprises, so the miniaturization of enterprise scale is also one of the trends of organizational development.

The miniaturization of organizational scale does not mean the reduction of its output value or market, but the reduction of personnel and institutions. In the face of fierce market competition, many large companies are reducing their business entities through separation or divestiture, authorization, business process reengineering, business outsourcing or establishing strategic alliances, so as to achieve the purpose of reducing costs, improving adaptability and enhancing competitiveness.

(4) Flexibility of organizational boundaries Under the new economic conditions, due to the application of information technology, especially e-commerce, the transaction costs of enterprises are greatly reduced. At the same time, the development of outsourcing business also makes organizations not wait until all resources and capabilities are fully available before production, but divest non-core business and concentrate on core business. These make another change of the organization, that is, the boundary between internal and external becomes more blurred, more flexible and elastic.

The elasticity of organizational boundaries is easier for the transmission and diffusion of enterprise resources and information. It enables information and resources to cross the boundaries of traditional organizations quickly and conveniently, promotes the smooth development and completion of various tasks within the organization, and makes the overall function of the organization far exceed the sum of the functions of its components.