How to overcome the advantages and disadvantages of various organizational structures in management?

Requirements of enterprise organizational structure design specification. For this problem, if there is no analytical tool for organizational structure design norms, it will fall into a situation of divergent opinions and disagreement. When we talk about the standardization of enterprise organizational structure design, it is to achieve four standards: complete internal system functions, reasonable distribution of subsystem functions, matching of system functional departments with posts and reasonable management span.

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 professional management institutions under the leadership of administrative leaders at all levels. Its shortcomings are: poor coordination between functional departments, and many tasks of functional departments can only be handled by reporting directly to superior leaders, which on the one hand 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, variety and complex technology, and is an organizational form adopted by large foreign joint companies. 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. 5. Simulated decentralization system This is a structural form between the linear functional system and the business division system. Many large enterprises, such as steel and chemical enterprises that produce continuously, are difficult to be divided into several independent business departments due to the limitation of product variety or production process. Due to the huge scale of the enterprise, senior managers feel that it is not easy to manage by adopting other organizational forms, so a simulated decentralized organizational structure has emerged. The so-called simulation is to simulate the independent operation and accounting of the business division system, not the real business division, but actually a "production unit". These production units have their own functional organizations, enjoy as much autonomy as possible, and assume the responsibility of "simulation" for profit and loss, with the aim of mobilizing their enthusiasm for production and operation and achieving the purpose of improving the production and operation management of enterprises. It should be pointed out that it is difficult to completely separate them due to the continuity of production. Taking continuous production in petrochemical industry as an example, the "products" produced by unit A directly become the raw materials of unit B, without stopping or transferring. Therefore, the economic accounting between them can only be based on the internal price of the enterprise, but not on the market price, which means that these production units do not have their own independent external market, which is also the difference from the business department. The advantage of simulated decentralization system is that it not only mobilizes the enthusiasm of all production units, but also solves the problem that enterprises are too large to manage. Top managers will give some power to production units and reduce their own administrative affairs, thus focusing on strategic issues. Its disadvantage is that it is not easy to define tasks for simulated production units, which leads to difficulties in evaluation; It is difficult for the leaders of production units to understand the whole picture of the enterprise, and there are obvious defects in information communication and decision-making power. 6. Matrix system As far as organizational structure is concerned, the structure with both vertical leadership system by function and horizontal leadership relationship by product (project) is called matrix organizational structure. Matrix organization is an organizational form to improve the shortcomings of linear functional system, such as poor horizontal connection and lack of flexibility. Its characteristic is to set up a special organization with cross-functional departments around a specific task, such as forming a special product (project) team to engage in new product development, and sending people from relevant departments to participate in different stages of research, design, testing and manufacturing, so as to achieve the combination of all aspects, so as to coordinate the activities of relevant departments and ensure the completion of the task. This organizational structure is fixed, but the personnel are changing. Who needs to come and go after the task is completed. The project team and the person in charge are also appointed by the temporary organization. After the task is completed, it is dissolved and the relevant personnel return to their original units. Therefore, this organizational structure is very suitable for horizontal cooperation and key projects. The advantages of matrix structure are: flexible, which can be organized or dissolved with the development and end of the project; Because this structure is organized according to the project, the task is clear, the purpose is clear, and people with expertise in all aspects are fully prepared. Therefore, in the new working group, they can communicate and integrate, and they can link their work with the overall work to offer suggestions and suggestions for overcoming difficulties and solving problems. Because the personnel transferred from all sides have a sense of trust and honor, they have increased their sense of responsibility, stimulated their enthusiasm for work and promoted the realization of the project; It has also strengthened cooperation and information exchange between different departments, and overcome the phenomenon that departments are out of touch with each other in the linear functional structure. The disadvantage of the matrix structure is that the responsibility of the project leader is greater than the power, because the people involved in the project are all from different departments, and the affiliation is still in the original unit, just for "fighting", so it is difficult for the project leader to manage them, and there are not enough rewards and punishments. This dual management of personnel is a congenital defect of matrix structure; Because the project members come from various functional departments, they still have to return to their original units after the task is completed, which is easy to produce temporary ideas and has a certain impact on their work. Matrix structure is suitable for some major key projects. Enterprises can be used to complete major engineering projects or management reform tasks involving a wide range, temporary and complex. It is especially suitable for scientific research and other units focusing on development and experiment, especially applied research units. 7. Committee is a special type of organizational structure. It is an organizational form that performs certain management functions and is characterized by collective activities. In practice, the Committee is often combined with the above organizational structure, which can play the role of decision-making, consultation, cooperation and coordination. Advantages: ① You can brainstorm; (2) Conducive to collective deliberation and judgment; (3) prevent excessive concentration of power; (4) communication and coordination; ⑤ Being able to represent the collective interests and easily gaining the trust of the masses; ⑥ Promote the growth of managers, etc. Disadvantages: ① Decentralized responsibilities; (2) discuss without deciding; ③ The decision-making cost is high; (4) autocracy of a few people.

The standard method of enterprise organizational structure design-target function tree system analysis model 1, how to solve four problems of organizational structure design standardization? So far, few people have explored scientific methods to solve organizational structure design, and there are no books and periodicals. In this case, the discussion on the standardization of organizational structure design only becomes a statement of the discussant's personal subjective preference for organizational structure. When we say whether to standardize, this is not a simple value judgment. We don't decide what is good or bad by our subjective preference, but we should grasp the nature of the regulated object and define the norm by its internal logical connection and development law. That is to say, it is not something imposed on the regulated object from the outside, but the regulated object should operate and develop according to its proper form and law. Only in this way, standardized management can achieve the purpose of enhancing enterprise value. The standardized management of enterprises must be fully reflected in the promotion of enterprise value-the improvement of management efficiency and management benefit. When we explore the standardized management of enterprises, we have repeatedly stressed that we should seek a scientific method, and the most fundamental point is how to solve the problem of management efficiency and benefit. 2. What is the scientific method to standardize the design of enterprise organizational structure? Before answering this question, we must first understand what the enterprise organization itself is. It has been analyzed that enterprise organization is an organic system, which exists in a larger system and can be subdivided into many subsystems. As a social organization composed of people, enterprise organization has its own purpose, that is, its existence serves people's specific purposes and is created by people to achieve specific purposes. Enterprise organization is different from natural existence, it is created by people, and it must serve the will and purpose of the people who created it. In this sense, it can be said that it is a tool created by people themselves to achieve a specific purpose. As an instrumental social organization created by human beings, the purpose and goal of an enterprise are obvious, and it is also obvious that its internal structure must serve this specific purpose and goal. Its purposeful and functional characteristics provide clues for us to find a scientific method to standardize it. This method is a target function tree system analysis model directly corresponding to its target functional characteristics. The so-called target function tree system analysis model is to systematically analyze the target function structure of the analysis object itself, so as to analyze and determine the internal structure and development and operation law of the analysis object. All the beings created by human beings have the same feature, that is, they have multi-level structure, goals and functions. The existence of landscape vegetation itself has no purpose, and it is impossible to distinguish its internal goals from its functional hierarchy. Vegetation itself has no will. When it is chosen as a special tool to achieve a specific purpose, people give it a specific purpose. The function that can achieve this goal also becomes its function. When this kind of natural existence is chosen as a specific tool of human beings, it is no longer a natural existence in the full sense, but a means and tool injected with the goal of human will. The goal here is actually a human goal, and its function is its function and nature relative to this goal. Goals and functions are not diametrically opposed, but interdependent. Relative to function, the goal is the goal. A function is only a function relative to a target. Breathing is the function of the lungs, but it only has this function compared with animals that need to breathe. Need is a specific purpose or goal. The definition of goal and function itself is relative. In a complex system structure, goals and functions exist at multiple levels. In order to achieve a certain goal, it must have corresponding functions; In order to ensure the normal operation of some functions, there must be a series of small functions. The function of the upper layer is the goal relative to the function of the lower layer. Through this objective function tree analysis, the hierarchical structure within the system can be easily and effectively clarified. As far as the specific system of enterprise organization is concerned, using the target function tree system analysis model to analyze it can accurately provide a framework tool for the design of enterprise organizational structure. This kind of analysis not only helps us to determine the goals to be achieved in different periods, but also helps us to choose and determine the specific measures that must be taken to achieve the enterprise goals at different levels. Analyzing the enterprise system, the goal of the enterprise is to make money. How do enterprises make money? How can we make money? After a little analysis, we will find that the enterprise system is composed of four systems: information (information flow), organization (people flow), marketing (logistics) and finance (capital flow). This is an analysis of the first-level objective function. If we want to further subdivide and enter the third and fourth level objective function relationship analysis, we can get 6 1 subsystem. The following is an analysis of the system formed by the "four streams" of enterprises, so as to clarify its internal structure and the target functions of subsystems at all levels.

This paper analyzes the standard of organizational structure and the method that must be adopted to standardize organizational structure-target function tree system analysis model. However, what is analyzed here is how to standardize the organizational structure. 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.