What aspects should be paid attention to in organizational structure adjustment?

For enterprises, organizations and people are important factors that affect enterprise performance. All good laws, good intentions and strategic plans must be realized through organizations and people. Most of the obstacles encountered in the promotion of many ideas in enterprises are caused by organizations and people. With the expansion of organizational scale, organizational problems are more and more worthy of our attention. Therefore, how to strengthen our organization, how to establish communication with each other and how to build a team have become more and more important topics.

If we want to establish an effective organizational structure, we must review the development of organizational theory.

First, the traditional organization theory.

It refers to the relevant theories of the traditional experience management stage from the end of 19 to the beginning of the 20th century. At this time, the focus of the enterprise is production, and the variety is relatively single, requiring highly centralized and unified management. The main representative theories are:

Taylor's theory of functional organization management. He suggested that the management function should be separated from the implementation function, and the planning function should be separated from the implementation function. Its theory breaks the traditional linear organizational form and improves the work efficiency of enterprises.

Second, Fa Yueer's organizational theory. He proposed that the top management of an enterprise or company should be separated from the general management, and the responsibilities should be divided. He emphasized the organizational structure and the role of ordinary employees, and put forward a linear functional organizational structure.

Three meager theories of ideal organizational form. These experts believe that in enterprise organizations, power and responsibility should be determined in strict accordance with the division of labor and grade. People in organizations should be guided by rational principles and deny the influence of personal feelings. They should formulate and implement strict rules and regulations in the organization accordingly.

Second, modern organization theory.

After World War II, the market competition of enterprises has intensified, and the enterprise organization must also change with the change of market environment, which has produced modern organization theory. It is believed that the enterprise organization must be an open system adapted to the large-scale external environmental system; In order to adapt to the competition, we must constantly adjust the business content, delegate power, and turn a highly centralized system into a decentralized organization.

Organizational theory of a systematic school: this school treats and deals with the organizational problems of enterprises with systematic thinking. It holds that enterprise is an open subsystem of the whole social system, which has three connotations: material technology, social culture and people. From the system point of view, management organization can be divided into four subsystems with different functions and interactions, namely, decision-making, command, personnel and control.

Second, the organizational theory of behavioral school: people-centered organizational management is the core of this theory. No matter the organizational structure, rules and regulations, or organizational behavior, we should consider the reasonable requirements and behaviors of employees, and organizational behavior should infiltrate the consciousness of "participating in management", which is considered as the source of organizational efficiency of enterprises. This theory is the concrete application of organizational behaviorism in management organization, focusing on human behavior and its laws.

Three contingency organization theory: this organization theory comes from contingency theory school, which holds that there is no fixed model in organizational management, and appropriate enterprise organization forms must be adopted according to the changes of internal and external environment and various factors. Enterprise organizations should consider the specific contents of various contingency factors, including external environment, enterprise strategy, technology and organizational structure. In addition, some people put forward the "7S" factor theory, including seven aspects: strategy, structure, system, common values, skills, personnel and style. The organization of enterprises must consider the influence and requirements of these contingency factors. In the 1980s, some scholars put forward the concept of "future organizational model", holding that an ideal enterprise organization must meet three basic needs: (1) the efficiency requirement of the general behavior of the organization; (2) the need for continuous innovation; (3) It is necessary to maintain resilience when facing major threats.

Third, the development of enterprise management organizations in China.

Before liberation, enterprises in China generally adopted experience management.

In 1950s and 1960s, enterprises in China basically copied the closed management of the Soviet Union. The characteristics of this form are: the organizational structure of enterprises is single, and most of them are linear functional systems; (2) Organizational rules and regulations emphasize centralization and unity, ignoring feedback and horizontal coordination; (3) Diversification of management subjects and policies; (4) inefficient organizational behavior.

With the opening of the country, China enterprises have made great efforts in organization. After China introduced the market economy system, enterprises all over the country were reorganized. Coastal enterprises wake up early, so the organizational structure adjustment of coastal enterprises is surging, especially in big cities such as Shanghai, Guangzhou and Shenzhen.

In the competitive environment of market economy, enterprises carry out various forms of organizational restructuring. Among them, there is a typical form, that is team building. Team building is a new organizational form applied in enterprises according to the relevant guiding principles of behavioral school in modern organizational theory.

Traditional organization theories all belong to the "person-person" model. It is characterized by direct communication between people and weak institutional awareness. Team organization is a "person-system-person" model. It emphasizes that the overall goal of the organization is higher than the individual goal.

What exactly is a team?

From the 1960s to the mid-1970s, Japan created a miracle of economic take-off and quickly became a world economic power, ranking first in the world in international competitiveness. Taking this as an opportunity, western countries led by the United States have developed a strong interest in Japanese-style miracles and conducted in-depth research on Japanese enterprises, hoping to find out the secrets of Japanese economic miracles. At the same time, all walks of life in Japan have also conducted in-depth discussions on "Japanese-style management" in order to sum up experience and move on. After extensive and in-depth research, it is generally believed that the root of the strong competitiveness of Japanese enterprises lies not in the excellent individual ability of employees, but in their overall "teamwork" strength, and the new organizational form-team plays a key role in Japanese enterprises.

Based on this understanding, Europe and America suddenly realized that sticking to the traditional organizational form, not reorganizing the organization, relying on the painstaking efforts of leaders without the participation of employees' thinking, only improving employees' personal ability without effective teamwork, has lost its vitality in today's increasingly fierce competition; In order to succeed, we must make full use of human resources and form a strong team effort. To this end, European and American countries draw lessons from Japan's team building experience, establish teams, and strive to cultivate team spirit. Since then, a mighty team-building hurricane has blown up in many enterprises around the world. Since then, this team has shown great vitality.

The emergence and application of a large number of teams is only a few decades, so the theory about it is not very mature. This immaturity is also reflected in the concept of team, and professionals at home and abroad have different views on it.

What is a team? There is an example that can be well illustrated. After the professional basketball game in the United States every year, the best players will be selected from various excellent teams to form a "dream team" to compete in various places, creating another wave of climax. But the "dream team" always wins less and loses more, which often disappoints fans. Why? The reason is that they are not a real team. Although they are the top players of each team, they usually do not belong to the same team (there is no unique flow pattern between members in terms of playing style and running position), so it is impossible to cultivate team spirit and form an effective team attack. What is a team?

Generally speaking, a team refers to a group that is voluntarily formed and approved by the leaders because of the same interests, hobbies, skills, working relationships and other goals. Team members cooperate with each other to achieve team goals, which are completely consistent with the realization of enterprise organizational goals.

Team building is an activity that enterprises organize teams in a planned and purposeful way in management, and train, summarize and improve team members. Relatively speaking, foreign companies have a long time to build teams, rich experience, large scale and remarkable achievements; China started late in this field, lacking due experience, and some well-known domestic enterprises are only in the pilot stage.