Organizational management model of the enterprise

Organizational management model of the enterprise

I. Organizational management in three about? People? The proposition

Organizational Management (Organizational Management) is through the establishment of the organizational structure, the provisions of the job or position, the clear relationship between responsibility and power, in order to make the members of the organization collaborate with each other, *** with the labor, the process of effectively achieving organizational goals. Organizational management, should make the members of the organization clear what some of the work of the organization, who go to do what, who bear what responsibility, with what power, with the organizational structure of the upper and lower left and right work relationship, etc..

Organizational management is a systematic activity, from the point of view of corporate organizational management practices, specifically, the first need to determine the goals of the organization to achieve, and according to the principle of professional division of labor to set up the corresponding jobs, sorting out job sequences, clear job responsibilities; and then according to the organization's goals and internal and external environments, dividing the work sector, designing the organizational structure and decomposition of departmental responsibilities, authority and responsibility. Then through the rules and regulations to establish and improve the organizational structure of the vertical and horizontal aspects of the mutual working relationship.

Through these several activities, the organization has achieved the goal of "people? The people?

Through these several activities, the organization has achieved the following post?

Proposition 1: The reason for the existence of the organization is? People need each other. need each other. Organizations are formed because? People? need to realize themselves in the organization, and this realization can not be achieved by individuals alone, must rely on each other's division of labor can be completed.

Proposition 2: The purpose of organizational management is to achieve the overall goals of the organization. Organizational management may not be able to achieve all the organization? people? s goals, but the ultimate point of various activities must be focused on the realization of the overall organizational goals, and the overall organizational goals must include most of the organization? People? goals. Therefore, in a healthy organization, personal goals and organizational goals should be coordinated.

Proposition 3: The significance of organizational management lies in the improvement of? The organization's people? s efficiency. Organizational management begins with the specialized division of labor, and the significance of organizational management to the organization lies in the coordination and distribution of ? people? s abilities and qualities into work results, and to promote cooperation among themselves to improve the efficiency of work in order to create greater value.

From these three propositions, one can conclude that ? People? Because of the need for each other and formed an organization, the attraction of the organization lies in the realization of the goal, and organizational management is to achieve organizational and personal goals with greater efficiency. At the same time, it should also be recognized that ? People? are complex, especially in organizations. People? , which itself has individual attributes, social attributes, corporate attributes and other attributes, a variety of attributes manifested in the personal demands of employees in the enterprise. How to unify the personal demands and organizational demands, how to achieve the organizational goals of the enterprise, the fundamental lies in the cohesion of people's hearts and minds, to stimulate the staff to work actively and proactively, and actively contribute to the organizational goals, rather than passively accepting the work and complete the task. In this way, the sustainable development of the organization can be achieved, and the demands of all parties can be satisfied.

Second, rationality and development is the eternal theme of the organizational management model

1, a comparison of the three organizational management model.

The mode of enterprise organization management, there are three main:

A management mode: also known as the pyramid type organization management mode, in this mode, the organization is characterized by a strict hierarchical structure and regulations, the bottom end of the larger, the largest number of people, with the rise of the level of the number of people with the subsequent decline in the pyramid. The advantage of this model is that the decision-making power is centralized, the organizational structure and hierarchy is clear, but it is easy to cause too many decision-making layers, lack of organizational flexibility, decision-making information transmission distortion and other problems, generally in the traditional labor-intensive, production and manufacturing enterprises are commonly used.

B management model: or known as the learning flat organization, emphasizing the enterprise's internal 'communication, collaboration and learning innovation, the establishment of the organization's internal? Self-learning mechanism? The people? s status has been improved, and thus the B model has become more flexible in the face of the market. In this mode, the management level is reduced, the level is flattened, the organization is informatized, the structure is open, the internal flexibility and mobility is improved, but the personal requirements are very high, and is currently used more in the knowledge-intensive, high-quality talent-intensive and other enterprises.

The above two models are the product of different stages of productivity development, but also from the summary of management practice. With the enterprise management of ? People? and? Humanized management?

The "C" management model is also known as the intelligent organization model. People? As the core, follow the universal laws of nature and the basic laws of the organization, can be constantly revised, self-adjustment, adaptive intelligent organization, and will be the Chinese way of dealing with people and the integration of Western modern scientific management, enterprise humane management of a new type of business organization management operation mode.

This kind of humanistic management is based on the concept of "humanism".

This new model of enterprise management is based on the concept of "people". The core of the organization lies in respecting the human being. The first step is to make sure that you have a good understanding of what you are doing and how you are doing it. The people? as the core of enterprise management. In this idea, the individual goal to get the maximum respect, organizational goals and personal goals of the organic combination, should be said to be a higher level of idealized management model.

2, organizational management model should be people-oriented.

An enterprise's organizational management model is determined by the enterprise's development history, business characteristics, development strategy, cultural background, management style and other **** with the decision. Which organizational management model to take, need to be based on the specific characteristics of the enterprise to decide, but the choice of this model should first of all be rational, is able to the characteristics of the enterprise and ? People? s characteristics are fully integrated, not just emphasize one aspect and ignore the other; secondly, this model is more conducive to the development of organizations and individuals, and this development should be coordinated with each other.

First of all, we should face up to personal rationality. The so-called personal rationality is ? Rational man? Under the assumption that the individual employee in the pursuit of their own interests in the process of maximizing the embodiment of a variety of personal demands. In the management of enterprise organization, this kind of personal demands of the employees is normal, and also the attraction of the organization for the employees, should not be ignored and avoided. It can be said that the staff to face up to personal rationality is the basis and premise of organizational management.

Secondly, personal rationality is reflected in organizational rationality. Employee's personal rationality must be respected, at the same time, the development goals of the organization must also be achieved, which is the best state to maintain consistency between the two. But also have to face the reality is that in some cases, personal rationality and organizational rationality will appear deviation or even conflict, this time between personal rationality and organizational rationality need to be coordinated and adjusted. The unity and concentration of individual rationality is the source of organizational cohesion.

Finally, the coordination of personal development and organizational development. Individual development and organizational development is a complementary issue, the development of individuals is built on the basis of organizational development, while the development of the organization will inevitably give greater space for personal development. In an enterprise, everything should be subordinate to the development of strategic objectives, the personal development of employees should also be consistent with the development of the enterprise, on the one hand, the enterprise should give employees to design a smooth career development channel, on the other hand, the employees should also be the personal development goals and corporate development goals coordinated.

Three, the cultural atmosphere and management mechanism is the enterprise cohesion of the two major security

1, the cultural atmosphere is the enterprise talent cohesion of the basic security.

First of all, an enterprise should have distinctive core values. Enterprises should have character, and the so-called core values of the enterprise, is the character of the enterprise to advocate what ideas, promote what ideas, these are the charm of the enterprise. In many successful enterprises, most will respect? People? as the core values of enterprises, such as Microsoft's? People-oriented? and IBM's "Respect for People". Respect for talent? and so on, all emphasize the value of talent for the enterprise and talent is the source of profit creation. These core values have become the key to success in attracting and retaining talent.

Secondly, the success or failure of the construction of corporate culture lies in the cultivation of cultural atmosphere. The good and bad construction of corporate culture does not lie in the number of slogans and slogans put forward, but through the construction of corporate culture, whether it is really in the enterprise to form the cultural atmosphere advocated. In an enterprise, employees in what kind of an environment and cultural atmosphere, on the staff's work mentality and work enthusiasm has a great relationship. A good cultural atmosphere can often maximize the potential of employees, really make employees feel? Enterprise as home? The company's culture is very different from its predecessor's. It's a very good place to be.

2. The management mechanism is a guarantee that the organization's goals and personal goals **** with the realization.

The realization of management goals, ultimately to the implementation of the department and job responsibilities, and the implementation of the department and job responsibilities, the need to protect the corresponding management system and mechanism. Reasonable management mechanism is the premise of the staff talent to play, but also a guarantee of long-term retention of talent. From the perspective of organizational management, the management mechanism should be mainly from the distribution of rights and responsibilities, incentives and constraints, communication and coordination of three aspects to achieve.

First, the distribution of authority and responsibility mechanism. The distribution of authority and responsibility is still, in essence, a continuation of the idea of division of labor, professional people do professional things. The distribution of power and responsibility is to decompose the enterprise development goals to the departments and positions responsibilities, in the decomposition of responsibility at the same time also grant the corresponding rights, such as decision-making rights, supervision rights, the right to make recommendations, the right to know and so on. At the same time, the distribution of rights and responsibilities, need to pay attention to? The right must have responsibility, rights and responsibilities need to be equal? The use of rights should be supervised and the implementation of responsibilities should be incentivized. Appropriate distribution of rights and responsibilities, in order to make the best use of talent, departments and positions with clear responsibilities, not only to ensure the realization of the goal, but also to avoid the overlap of authority and confusion caused by the multiple management, no man's land and other issues.

Second, incentive and constraint mechanism. Incentives and constraints is the classic topic of business management, many companies are emphasizing the core talent to incentives and constraints, but also entangled in the end incentives should be to what extent, constraints to what extent is appropriate, both to attract and retain talent, but also to achieve the optimal cost-effective configuration. But the key to incentives and constraints actually does not lie in the number of issues, but whether there is a reasonable mechanism to achieve the goal of incentives and constraints. Haier proposed ? Horse racing is not a horse race?

Third, the coordination and communication mechanism. Coordination and communication is the information transfer in the enterprise, in the complex and changing market environment, the speed of information transfer and decision-making ability to respond to the decision of the enterprise to grasp the business opportunities and the ability to use, at the same time, good communication and coordination mechanism is also the basis of employee self-study, innovation.GE history has had a major organizational restructuring, is Jack. Welch led by the? Organizational flattening reform?

Flattening of the organizational management model of GE from the original pyramid-type organizational management model adjusted to the flat organizational management model, compression of the management level, shorten the distance between the market information to decision makers, to improve the ability to respond quickly, and completely change the GE agency bloated, bureaucratic, unresponsive and other problems.

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