Organizational Structure

Organizational StructureThe DefiningOrganizational Structure (Organizational Structure) means that for task how to division of labor, grouping, and coordination. Organizational structure (organizational structure) is the organization of each part of the order, space position, gather state, contact information, and the pattern of the relationship between the elements, is the whole management system "framework". Of all the members of the organization structure is the organization to achieve organizational goals, to collaboration in the management work, the scope of duties, responsibilities, rights formed by the structure of the system. Organization structure is the organization of on-the-job, responsibility, rights the dynamic structure of the system, its essence is to achieve the strategic goal of a collaboration system, organization structure must be as the organization's significant strategic adjustment and adjust.Organizational structure refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. When a work group is very small and face-to-face communication is frequent, formal structure may be unnecessary, but in a larger organization decisions have to be made about the delegation of various tasks. Thus, procedures are established that assign responsibilities for various functions. Itis these decisions that determine the organizational structure.In an organization of any size or complexity, employees' responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. Over time these definitions are assigned to positions in the organization rather than to specific individuals. The relationships among these positions are illustrated graphically in an organizational chart (see Figures 1a and 1b). The best organizational structure for any organization depends on many factors including the work it does; its size in terms of employees, revenue, and the geographic dispersion of its facilities; and the range of its businesses (the degree to which it is diversified across markets).There are multiple structural variations that organizations can take on, but there are a few basic principles that apply and a small number of common patterns. The following sections explain these patterns and provide the historical context from which some of them arose. The first section addresses organizational structure in the twentieth century. The second section provides additional details of traditional, vertically-arranged organizational structures. This is followed by descriptions of several alternate organizational structures including those arranged by product, function, andgeographical or product markets. Next is a discussion of combination structures, or matrix organizations. The discussion concludes by addressing emerging and potential future organizational structures.The case:1980 , Haier with other enterprises , the implementation of the factory system group was founded, in 1996 began to implement the division system , the Group by the headquarters , business headquarters , division, branch four levels , namely, strategic decisions and investments bear center professional management of development Center profit Center cost Center functions Division transformed by a centralized to a decentralized system reform.General ManagerFunctional Departments Functional DepartmentsA Business DepartmentB BusinessDepartmentC BusinessDepartmentA Deputy GeneralManager B Deputy GeneralManagerC Deputy GeneralManagerThis organizational structure forms the most prominent feature is the "centralized decision-making, decentralized management."Division Group consists of six products, each Division is divided into different products according to the specific products division and production plants, sales companies and each product import and export companies belonging Business Division, the equivalent of a product division. Within each division, respectively, with planning, finance, marketing and other functional offices, while Group consists of planning, finance, human resources, legal, marketing, technology, culture, defense Eight Roles center, which functions under the Ministry and career offices constitute the traditional the administrative relations; products Division is the administrative headquarters and affiliation; products Division is an independent accounting unit, which is the administrative functions of the offices and subordinates affiliation. Thus, the entire organizational structure of Haier Group formed four levels: the Group's headquarters ininvestment decision-making centers, central business headquarters is a business decision, division is a profit center, manufacturing plant is the cost center. Duties at all levels, allowing the business headquarters conflicts, but not allowed their own way, the implementation of the Group's internal height of the planned economy, the Group's external height of the market economy.In the mode of operation of enterprises , Haier Group, the operating mechanism of a joint fleet flagship group headquarters to a planned economy as a way to coordinate subordinate enterprises affiliated companies within the Group are Business Division , externally, is a separate legal entity , independent operators to enter the market , the development of a market economy However, the deployment of personnel in the corporate culture technology development project investment financial budgets and final quality certification and management of networks and services markets and other aspects required to obey the Haier Group, the harmonization of everyone familiar with the words , companies can separately and can not be fragmented Zhang said , the group requested , you must perform , I have a problem I have to be responsible for makingrecommendations to revise you can , but never promised sham .PresidentMiddle managerLine workerIn essence , Haier's organizational structure has gone from linear functions of the structure to the matrix structure of the market chain and then three major changes in the structure of linear functions like a pyramid PresidentMiddle manager Line worker Affect the customers’ demandsstructure , the following are the most common staff , the top is Director General managers its advantage is relatively easy to control to the terminal linear functions in the enterprise is small, a pole caught in the end , the reaction is very fast but the company would not be such a big biggest weakness is slow to respond to the market in order to overcome this problem, Haier switch matrix structure abscissa is the functional departments , including planning ordinate financial supply procurement project is different in terms of functions , horizontal and vertical coordinates mutual contacts is necessary to grasp the work of such organizations in the form of diverse stages of business development can be relatively quickly mobilize all forces to promote a new project .In his discussion of the organizational structure changes when Haier , Zhang once again stressed the orderly unbalanced structure: structural changes throughout the organization originated from our point of view of organizational innovation that enterprises should establish an orderly non- equilibrium structure of an enterprise if it is ordered the equilibrium structure , the structure of this business is stable , there is no vitality , butif a business is disordered non-equilibrium , be sure it is confusing us in establishing a new equilibrium would break the original balance again when in the non- equilibrium establish a balance like a man 's clothes , as people grow up clothing should be changed, if you do not change this person will certainly be bound to grow .Innovation in practice , Haier explore the implementation of the "OEC" management model, the "market chain" management and "human single one" model of development are highly concerned about the international management community , present, Harvard University , University of Southern California , Switzerland IMD International Management Institute , USA, the European School of Management , University business School in Kobe, Japan specifically for this case study , Haier " market chain" management has also been included in the EU case base . Haier "human single one" model of development to address global business inventory and overdue accounts provide innovative thinking by the international management community as " the pulse of the global business standard No. " management model . Faced with the new conditions ofglobal competition , Haier established global brand strategy , start the " generate resources global reputation ," the entrepreneurial spirit and " one single one , quick, decisive victory " style of work , challenge themselves tomorrow for innovation the Chinese people 's own world famous and continuous innovation !The benefit1, each division has its own products and markets, to plan its future development, but also the flexibility to customize the new situation and adapt to the market to react quickly, so that the existing organizational structure of high stability, but also good adaptability.2, is conducive to the top leadership to get rid of daily administration and management of specific business working directly complicated affairs, and to become strong and powerful decision-making body, while allowing the management of each business unit to play the enthusiasm and creativity, thus improving the overall efficiency .3, Division Manager responsible for leading an albeit much smaller than an enterprise units, but because of division as asystem, independent operators, the equivalent of a complete enterprise, so he can withstand the various business executives face kind of test. Obviously, this is conducive to develop a comprehensive management personnel for the company's future development reserve cadres.4 Division as a profit center, both for their managers to establish measurable Division efficiency standards, a strict examination, easy to evaluate each product on the company's total profit contribution to guide strategic business development decisions.5, by product division, easy to organize specialized production, the formation of economies of scale, the use of special equipment, and make personal technology and expertise in the production and sales fields to maximize, and thus help to improve labor productivity and enterprise economic benefits.6, each business can have a comparison between departments, there is competition. Thereby enhancing the vitality of enterprises, and promote the comprehensive development of enterprises.7, each business unit to operate independently, accountability, so that the target management and self-control can be effective in such conditions, the senior leadership of the management range can be appropriately expanded.The defect:1, the company and business unit functions overlapping agencies constitute waste management;2, each business unit autonomy, independent accounting, considering the problems often starting from the headquarters, ignoring the interests of the whole enterprise, the impact of inter-collaboration;3, each division are set up a functional structure, which functions within the department lost economies of scale;4, Division based on their product or service to build their own capacity, often leads to a lack of coordination between product lines, loss of competitiveness and depth of technical expertise, product integration and standardization between the lines becomes more difficult.The suggestion:1, a reasonable set of functional departments, reducing redundant functions, such as: removal of the cause of the underlying functional structure to form the internal economies of scale.2, the top leaders from the overall interests, unified decision-making, communication and coordination of variousdepartments to actively promote cooperation.3, the introduction of new technologies to enhance their market competitiveness.4, the development of customer demand as the core of development strategies to meet market needs.。