[20 19 Selected Case Analysis] Daily exercise of selected case analysis (April 23)

Materials Due to the need of work, an administrative office was newly established in a bureau, with Li Jia, deputy director of the former office of the bureau as the director, and all eight logistics service personnel in the former office were transferred to the administrative office. After Li Jia took office, she collected talents everywhere and transferred five staff members from other units. In this way, an administrative office of 14 people began to work normally. Li Jia is 38 years old and youthful. There is no deputy, he leads the other 13 people to work. There was nothing at first, but after a long time, there were more problems. Because in the department, whether it is work distribution, organization and coordination, guidance and supervision, and external liaison, it is Li Jia who has the final say. Although he is serious and responsible for his work, he can't adapt to such complicated affairs every day. If he can't control any place, there will be mistakes, conflicts within the administrative office and many conflicts with other offices.

In this case, the bureau leader decided to transfer angel lee, and Wang Qiang, another deputy director of the bureau office, took over as the director of the administrative department. After Wang Qiang took office, he first set out to set up the internal organization of the administrative department, which consists of four secondary institutions: office, administrative department I, administrative department II and administrative department III. Secondly, choose the right-hand man, then choose two section chiefs from the original bureau office to be deputy directors of the administrative department, and three deputy section chiefs from the business department to be section chiefs of the first, second and third administrative departments. The remaining section chief and deputy section chief are generated from the original 13 staff. The purpose of taking these measures in Wang Qiang is to change the dull atmosphere in the department, arouse everyone's work enthusiasm and improve the efficiency of the administrative department.

In this way, an administrative office of 19 people, led by three deputy directors and eight deputy directors, once again put into work with a brand-new look. But after a period of time, the efficiency of the administrative office has not improved, but has deteriorated. Some subordinates think that Wang Qiang often oversteppes his authority and commands indiscriminately, so their work cannot be carried out; Some subordinates think that Wang Qiang is arranged everywhere, looking for something to do, and fighting for power and profit with the section chief; Some people think that there are many administrative officials in the serenade, and no one is working hard. In less than half a year, the administrative office has fallen into many contradictions, not only the interpersonal relationship is tense and complicated, but also everyone has no enthusiasm. Several people brought by Director Wang also requested to be transferred back to the original office. In this case, Wang Qiang had to resign. However, he is puzzled: he is very enthusiastic about his work, why can't he lead the administrative department well?

Q: What are the main reasons for the failure of Li Jia and Wang Qiang? How to improve?

Reference answer

(1) The two management failures of Li Jia and Wang Qiang were mainly because they violated the basic requirements and principles of organizational design, that is, the design management level and control scope were unreasonable.

(2) The reasons for Li Jia's failure: First, there are too few management levels, which do not reflect the principle of decentralized management; Secondly, the management scope is too wide, and the scope of 1: 13 is seriously unbalanced.

(3) The problems in Wang Qiang are: firstly, there are too many horizontal departments; Second, there are many serenade officials, and the organization is top-heavy; Third, improper leadership methods, too much power, too wide and too detailed management have affected the enthusiasm of middle-level cadres.

(4) The correct approach should be:

First, the design organization and management level and control scope must be moderate;

Second, the determination of control scope should be based on the difficulty of managing affairs;

Thirdly, the design of control scope should also consider the level of managers, management methods and the quality of management objects.