Organization and personnel of management functions

In management science, the meaning of organization can be understood from both static and dynamic aspects. From a static point of view, it refers to the organizational structure, that is, the network that reflects people, posts, tasks and their specific relationships. This kind of network can determine the scope and degree of division of labor, the coordination relationship between them, their respective tasks and responsibilities in a departmental and hierarchical way, and become the framework system of the organization. From a dynamic point of view, it refers to the process of maintaining and changing the organizational structure to achieve organizational goals. Through the establishment and reform of the organization, all the elements and links of production and business activities are scientifically organized in time and space, so that each member can accept leadership and coordinate actions, thus generating new overall functions that are greater than the simple sum of individual and small collective functions.

The types of organizations generally include formal organizations and informal organizations. Among them, the formal organization generally refers to the organizational system that embodies the responsibilities among members stipulated in the organizational goals. When we talk about organizations, we usually mean formal organizations. In a formal organization, its members maintain a formal cooperative relationship, taking the completion of enterprise goals as the starting point and destination. Informal organizations are spontaneously produced in the work of * * * and have the same feelings. There are many reasons for the formation of informal organizations, such as working relationship, interest relationship, blood relationship and so on. Informal organizations often take the same action because of some emotional demands. 1) target task principle. The fundamental purpose of enterprise organization design is to realize the strategic tasks and business objectives of enterprises. All organizational structure design work must take this as the starting point and destination.

2) The principle of combining responsibility with rights. Responsibility, power and benefit are inseparable, but they must be coordinated, balanced and unified. Power is the basis of responsibility, and only with power can we assume responsibility; Responsibility is the constraint of power. With responsibility, the owner of power must consider the possible consequences when using power to avoid abuse of power; The size of interests determines whether managers are willing to take responsibility and accept power. Everyone is willing to do things with big interests and small responsibilities. On the contrary, it is difficult for people to do things with small interests and great responsibilities, and their enthusiasm will also be affected.

3) The principle of division of labor and cooperation and the principle of lean and efficient. The completion of organizational tasks and objectives is inseparable from the specialized division of labor and cooperation within the organization, because the management of modern enterprises has a large workload and strong professionalism, and setting up different professional departments is conducive to improving the efficiency of management. On the basis of reasonable division of labor, all professional departments must strengthen cooperation and cooperation to ensure the smooth development of professional management and realize the overall goal of the organization.

4) The principle of management scope. Management scope refers to the number of subordinates that a supervisor can directly and effectively command. Due to the limitation of personal energy, knowledge and experience, the number of people under the jurisdiction of a superior supervisor is limited, but it is difficult to have an exact quantitative standard. At the same time, from the perspective of management efficiency, the management scope of supervisors at different management levels in each enterprise is also different. The size of management scope is inversely proportional to the number of management levels, so the limitation of effective management scope must also be considered when determining the management level of an enterprise.

5) The principle of unified command and balance of power. Unified command means that no matter what work you do, a subordinate should only take orders from one leader. Power balance means that no matter which leader, his use of power must be supervised. Once an institution or position is found to have caused serious damage to the organization, he can stop the use of his power through legal procedures.

6) The principle of combining centralization with decentralization. In the process of organizational design or adjustment, there should be both necessary centralization and decentralization of power, and the two should not be neglected. Centralization is the objective requirement of mass production, which is conducive to ensuring the unified leadership and command of enterprises and the rational distribution and use of manpower, material resources and financial resources; Decentralization is a necessary organizational condition to mobilize the enthusiasm and initiative of subordinates. Reasonable decentralization is conducive to grass-roots making decisions quickly and accurately according to the actual situation, and it is also conducive to upper-level leaders getting rid of daily affairs and concentrating on solving big problems. Staffing is a functional activity that an organization correctly selects, reasonably uses, scientifically evaluates and trains personnel according to its own goals and tasks, and completes the tasks stipulated in the organizational structure with suitable personnel, thus ensuring the completion of the goals and tasks of the whole organization.

Staffing task

1) Find the right person. Every department of an organization is established on the basis of task division, so different departments have different tasks and different nature of work, which inevitably requires people with different knowledge structures and levels and different ability structures and levels to match. The primary task of staffing is to find or cultivate all kinds of personnel suitable for their own needs through strict examination and scientific demonstration according to the needs of post work.

2) Promote the effective operation of the organizational structure. In order to achieve the goal of post arrangement and design, and make the organizational structure truly become a powerful means to unite all forces and ensure the normal operation of the organizational management system, people with different qualities, abilities and specialties must be arranged in suitable posts respectively. Only when the staffing is adapted to the nature requirements of each post as much as possible, and the responsibilities of each post are fully fulfilled, can the requirements of organizational design be realized and the functions of organizational structure be brought into play.

3) Fully develop the human resources of the organization. Under the condition of modern market economy, the success or failure of inter-organizational competition depends on the development degree of human resources. In the process of management, through the appropriate selection, equipment, use and training of personnel, the internal potential of each member is fully tapped, the coordination and matching between personnel and work tasks are realized, and people are brought into full play, thus making the enterprise a whole.

Human resources are highly developed.

Staffing procedure

1) Formulate the employment plan, and the number, level and structure of the employment plan meet the requirements of the organization's goals, tasks and organizational settings.

2) Determine the source of personnel, that is, determine whether to recruit personnel from outside or deploy personnel from inside.

3) Evaluate the candidates according to the requirements of post standards and determine the candidates.

4) Identify candidates and conduct pre-job training when necessary to ensure that they can meet the needs of the organization.

5) Assign the selected candidates to appropriate posts.

6) Evaluate the employee's performance and decide the employee's renewal, transfer, promotion, demotion or dismissal accordingly.

Staffing principle

1) economic benefit principle. The formulation of organizational staffing plan should be based on organizational needs and on the premise of ensuring the improvement of economic benefits; It is not to blindly expand the workforce, nor to simply solve the employment of employees, but to ensure the improvement of organizational efficiency.

2) The principle of meritocracy. In the selection of candidates, we should be selfless, seek truth from facts, care for talents, and attach importance to and use truly talented and knowledgeable people in the spirit of seeking talents and being thirsty. This is the key to the sustainable development and success of the organization.

3) The principle of selecting people according to circumstances. Guiding the selection and employment according to the situation means that the selection and employment should proceed from the vacancy of the post and the needs of actual work, and take the actual requirements of the post as the standard.

4) The principle of quantity before use. The use of quantity is to arrange suitable positions according to everyone's ability. People's differences exist objectively, and a person can do his best only in a position where he can give full play to his talents.

5) The principle of procedure and standardization. The selection of employees must follow certain standards and procedures. Scientifically and reasonably determining the selection criteria and appointment procedures of organizational personnel is an important guarantee for organizing and appointing outstanding talents. Only in strict accordance with the prescribed procedures and standards can we hire talents who are really willing to contribute to the development of the organization.