How does the organizational structure affect the recruitment of enterprises?

Organizational design and organizational culture Organizational design influences the formation of organizational culture. It is difficult to form an organizational culture that advocates fairness and free participation under the design of organizational structure that emphasizes hierarchy. In the organizational design, we should consider what kind of cultural purpose the enterprise wants to form, and carry out organizational design suitable for this cultural development, which is embodied in the following aspects. (1) The more institutionalized the organization is, the more rigorous the organizational culture will be. Although this can ensure efficiency, it is also easy to cause conservatism and ruthlessness. If enterprises want to encourage innovative and open organizational culture, they need to reduce the degree of institutionalization of organizations. (II) Standardization of the Organization A high degree of standardization in the organization can bring predictability, order and consistency of behavior, and form a strong organizational culture. Like institutionalization, a high degree of standardization may not be conducive to the formation of an organizational culture that encourages diversification and innovation. (3) The management level of the organization Organizations with multiple management levels and complex structures are not conducive to cultivating employees' autonomy and initiative to participate in decision-making. Organizations with fewer management levels and flat organizational structure are conducive to communication between superiors and subordinates, which is more flexible and open, thus encouraging employees to make their own decisions. (4) The degree of centralization is similar to the management level. The higher the degree of centralization, the less conducive it is to the formation of a culture of democracy, participation, openness and autonomy in the organization, while the organization with a low degree of centralization is conducive to the cultivation of a culture of equality, cooperation and participation. (V) Recruitment system Generally speaking, organizations with low diversity of employees and mainly internal recruitment tend to have a culture that emphasizes stability and continuity, whereas organizations with high diversity and mainly external recruitment value flexibility and innovation. (VI) The performance evaluation system that emphasizes the culture of cooperation and the performance evaluation system that emphasizes strict grade differences cannot work well together. If enterprises have a cooperative organizational culture, it is obviously inappropriate to emphasize the evaluation system of individual performance. If enterprises want to have an adventurous and innovative organizational culture, the performance evaluation system should focus on evaluating innovative efforts, rather than judging heroes by success or failure, so as not to reduce the enthusiasm of employees for innovation. (VII) Salary system The salary system with great differences between different levels is suitable for the organizational culture that emphasizes grades, but not for the culture that advocates equality. In a culture that emphasizes uniformity, it is difficult to implement measures to stimulate employees' creativity by bonuses and honors. An organization that wants to cultivate a cooperative atmosphere should not overemphasize the functional significance of salary. common sense