What Causes Changes in Organizational Structure?

Organizational structure refers to: how to divide, group, and coordinate work tasks. An organizational structure is a model that indicates the order of arrangement of various parts of an organization, its spatial location, the state of gathering and dispersing, the way of contact, and the interrelationships between the elements. It is the "framework" of the entire management system.

Organizational structure

Organizational structure refers to: how to divide, group and coordinate work tasks

Managers are doing

The organizational structure is generally divided into four aspects: functional structure, hierarchical structure, departmental structure, and authority structure.

1. Functional structure: means implementation

When optimizing the organizational structure of an enterprise, we usually divide it into three parts. Through the optimization of the organizational structure of the enterprise, the scientific and systematic management thinking mode of the enterprise is finally achieved.

First, the premise of the stability transition or existence of the organization should be stable : the current operation and production management activities should be stabilized; the established organization should have a certain period of stability; the old organization can be smoothly transitioned to the new one; Post adjustment can smoothly and smoothly transition to new departments and posts ^[1]

enterprise

The five organizational configurations proposed by Mintzberg are entrepreneurial structure, organic bureaucratic structure, professional bureaucratic structure, division structure and special structure. Each configuration is described below. The following table summarizes the

First, measure the company's organizational structure, look at the company's various departments in which position.

Second, what function is lacking, this is the starting point to consider the macro organization structure, which is the source of the company's strategy, macro processes and organization structure. Many companies need human resources to participate in change.

Any organizational structure should reflect the reporting relationship, and each box should be a post, not a department. The first is to clearly reflect the relationship between positions and positions. The second is to reflect how the positions and positions are combined and how to form a team. Level. Many people despise such an organizational structure.

Functional organization

The most common is a functional or functional organizational structure, which is most easily accepted in an organizational structure or team building. In such a structure, successful people are those who need expertise, have a deep understanding of their work, and do what they do very well. In fact, this is the meaning of job design one by one through different combinations, so that employees have better work efficiency.

But this organizational structure places more emphasis on individuals doing personal things. The disadvantage is that it leads to too many levels.

Enterprise organization structure design specification method-target function tree

1. The corporate strategy has undergone tremendous changes, and the organizational structure has become difficult to adapt.

2. The development stage of the enterprise has changed, and the organizational structure has become a constraint on development.

3. Changes in the organization's personnel or management model require urgent adjustments to the organizational structure

4. Changes in external markets and changes in competitors' networks require urgent adjustments to the organizational structure

5. Organizational structure is bloated, coordination is difficult, communication is poor, and decision-making is slow. There is an urgent need to optimize the organizational structure

6. Organize people to stay in business, bureaucracy

7. Poor information and deceptive decision execution

(I) Evolution Law of Enterprise Organization Structure

Judging from the history of corporate organization development, the evolution of corporate organizational structure itself is a process of continuous innovation and continuous development. There have been organizational structures such as linear system, matrix system, and division system. At present, the pyramid-like hierarchical structure can no longer meet the requirements of modern society, especially the era of knowledge economy. Enterprise development has shown the characteristics of competitive globalization, customer dominance, and employee knowledge. Therefore, the organizational form of the enterprise must be flexible and decentralized. Therefore, modern enterprises highly respect process reengineering and organizational restructuring. With the needs and satisfaction of customers as the goal, they fundamentally rethink and completely rebuild the existing business processes of enterprises, using advanced manufacturing technology, information technology and modernization Management methods to maximize the integration of technical functions and management functions in order to break the traditional functional organizational structure and establish a new process-oriented organizational structure, so as to achieve huge business cost, quality, service and efficiency Improve to better adapt to the modern enterprise operating environment characterized by customers, competition and change.

(II) Development Trend of Enterprise Organization Structure and New Organization Structure

Judging from the actual situation in the United States, the development of corporate organizational structure has shown a new trend, which is characterized by: 1. the center of gravity is polarized; 2. the shape is flat; 3. the operation is flexible; 4. the structure is dynamic. New organizational structures such as team organizations, dynamic alliances, and virtual enterprises have emerged one after another. Specifically, new organizational structures with these characteristics include:

First, horizontal organization. The horizontal organizational structure weakens the vertical hierarchy, breaks the rigid departmental boundaries, and focuses on horizontal cooperation and coordination. Its characteristics are: (1) the organizational structure is built around the work process rather than the departmental functions, and the traditional departmental boundaries are broken; (2) the vertical organizational hierarchy is reduced, and the organizational structure is flat; (3) managers are more empowered to Lower-level employees attach great importance to the use of self-managed team forms; embody customer and market orientation, organize work processes and establish corresponding horizontal connections around customer and market needs.

Second, borderless organizations. This organizational structure seeks to reduce the command chain, reduce the order of members to the lowest point of r, have unlimited control span, cancel various functional departments, and replace it with authorized work teams. The concept of borderlessness refers to breaking the internal and external boundaries of the enterprise: breaking the internal boundaries of the enterprise is mainly to form a multifunctional team inside the enterprise to replace the traditionally separated functional departments; breaking the external boundary of the enterprise is to provide external supply Businesses, customers, including competitors, conduct strategic cooperation and establish cooperative alliances.

Third, the networking and virtualization of the organization. Borderless organizations and virtual organizations are the specific forms of organizational networking and virtualization. Organizational virtualization can be either a virtual operation or a virtual office space.