What is the management organization structure of a general company?

There are five basic organizational structures of enterprises: linear system, functional system, linear-functional system, simulated decentralization system and matrix system.

linear system

Linear system is the earliest and simplest organizational form. Characterized in 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.

Applicable enterprises: small-scale enterprises with simple production technology are not suitable for enterprises with complex production technology and management.

Functional system

Functional organizational structure is 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; Can give full play to the professional management role of functional organizations and reduce the workload of line leaders; 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, the functional system is generally not adopted by enterprises.

Linear function 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. 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 various professional management institutions under the leadership of administrative leaders at all levels. Its shortcomings are: poor coordination between functional departments, many tasks of functional departments can only be handled by reporting directly to superior leaders, on the one hand, it 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.

At present, most enterprises in our country adopt this organizational structure.

Departmental organization

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 known as "federal decentralization", and it is a decentralized management system under high (hierarchical) centralization.

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.

Analog decentralized 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.

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.

Matrix system

In organizational structure, there are both vertical leadership system by function and horizontal leadership relationship by product (project), which 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.

This organizational structure is very suitable for horizontal cooperation and key projects.