Organizational structure of property company

First, three common forms of enterprise organization

In Required Reading of Strategic Management 12, three common organizational modes include linear function system, division system and matrix system.

(A) organizational characteristics

1, linear function system

Based on the straight line, the corresponding functional departments are set up under the administrative heads at all levels to engage in professional management, as the staff of the administrative heads at that level, and the unified command of the heads is combined with the staff guidance of the functional departments. Linear function system is very effective compared with enterprises with single product, large sales volume and less decision-making information; Before product diversification, linear functional organization should be implemented, and after diversification, it is suggested to adjust to meet the needs of strategic development.

2. Division system

According to the region or product category, it is divided into several business divisions, with hierarchical management and accounting, and is responsible for its own profits and losses; Each product department is a profit center, which is conducive to the use of specialized equipment and easy to adapt to the requirements of enterprise expansion and business diversification; It is suitable for large enterprises with large scale, many varieties and complicated technology.

3. Matrix system

It is conducive to strengthening cooperation among functional departments; Because there are two levels of coordination in the matrix structure, it can

Relieving the burden of the superior supervisor is beneficial for the senior management to concentrate on formulating strategic objectives, making decisions and planning, and supervising the implementation, and it is beneficial for the functional departments and business departments or project companies to restrict each other and ensure the realization of the overall objectives of the enterprise.

(B) Division system and the comparison of matrix organizational model

1, comparison of advantages and disadvantages between division system and matrix system

1) division system

superiority

? The top management of the head office can get rid of daily affairs and concentrate on the overall situation.

? The implementation of independent accounting in the division can give full play to the enthusiasm of management, which is more conducive to organizing specialized production and realizing internal cooperation of enterprises.

? There is more competition among business divisions, which is beneficial to the development of enterprises.

? It is easy to coordinate the supply, production and sales within the division, unlike the need for high-level intervention under the linear functional system.

? The general manager of the division should consider the problem from the whole division, which is conducive to cultivating and training management talents.

Disadvantaged

? The functional organizations of the company and the division overlap, which constitutes the waste of management personnel.

? Division system leads to the increase of management level and reduces the decision-making efficiency of headquarters.

? Divisions conduct independent accounting, and each division only considers its own interests, which affects the cooperation between divisions, and some business contacts and communication are often replaced by economic relations.

2) Matrix system

superiority

? Matrix horizontal organization is helpful for enterprises to quickly respond to market changes, shorten management levels and improve decision-making efficiency.

? It can promote the cooperation and coordination of managers at all levels, and strengthen contact and communication while maintaining professional division of labor.

? It is conducive to the comprehensive consideration of management functions, product production and marketing and regional market factors, so as to realize the rational allocation of * * * resources.

? It is beneficial to realize the professional management of all links in the value chain and improve the competitiveness of all links in the value chain.

Disadvantaged

? Multiple leaders easily lead to inefficiency; Improper coordination can easily lead to conflicts between managers. This organizational structure is more suitable for R&D, quality management, marketing and fields with high technical requirements.

? The responsibility of the person in charge is greater than the power, because the people involved in the project come from different departments, and the rewards and punishments are not enough.

? As projects generally involve multiple disciplines, regional leaders are required to have high coordination ability and rich management experience, as well as a set of perfect coordination and management mechanisms within the company.

? Lack of global view, integrity and continuity

2. Division of responsibilities between headquarters and business units under the division system and matrix system.

1) division system

Army general command

? Centralized management is embodied in five aspects: administration, finance, personnel, investment management and technology. Among them, the administrative management is manifested by the dual leadership of the functional departments of the head office (parent company) and the heads of various business divisions to the branches.

? In terms of fund management, the head office approves the total amount of funds of each division, and each division can only keep a certain amount of funds according to the figures approved by the head office, and the rest must be deposited in the head office.

? In terms of investment management, the Head Office will manage and approve the investment, and all divisions will implement it according to the plan of the Head Office.

? In terms of technology, in order to ensure the quality, the technology of each division is supervised and guided by the headquarters.

Business unit

? As independent profit centers, each business department conducts strict cost and profit accounting and has certain production and operation authority; When cooperating between divisions, it is necessary to simulate market transactions and operate according to market rules.

? The person in charge of the Division has the right to appoint or remove the person in charge of the subordinate departments of the Division.

? The subordinate departments of the Division and the functional departments of the head office (parent company) do not implement counterpart management from top to bottom, but are only responsible to the person in charge of the Division, so as to fully guarantee the autonomy of the person in charge of the Division.

2) Matrix system

Army general command

? The functional departments of the matrix seed production headquarters play the role of standardization, supervision, support and guidance.

? In terms of responsibilities: the company is the investment subject and the front-line business department is the management subject, which completely separates the functions of the investment subject and the management subject.

? The depth of the company's involvement in different business links determines the strength of the matrix system. As an automobile manufacturing industry, its manufacturing process is complex, and the functional departments of the headquarters have more involvement in this module and more detailed management.

Business unit

? Business management is defined as an entity that operates and manages, and business responsibilities are undertaken by front-line business departments. The focus of the company's management is around the front-line business departments.

? Regional companies in matrix seed production play the role of coordinator and communicator, but the authorization of regional companies becomes important, too tight, inefficient and too loose.

? The authority of front-line business departments is mainly in administrative management, while personnel transfer, resource allocation and business planning in the region are mainly concentrated in the operational level.

3. Comparison of the advantages and disadvantages of three types of enterprise organization modes: product, brand and value chain.

1) product department

Applicable situation

? The original organizational structure of the company is mainly set by product type or brand.

? Each product (brand) has a relatively independent market segment and brand characteristics.

? The resources required for the operation of each product (brand) department are independent or specific.

superiority

? Specialized management is conducive to the rational allocation of resources and the improvement of professional ability.

? As a profit center, each product (brand) department has clear responsibilities.

? It is easier to coordinate related functional activities within the same product (brand) division, and it is more flexible than completely adopting functional department management.

? It is easy to adapt to the requirements of enterprise expansion and business diversification.

Disadvantaged

? More talents with comprehensive management skills are needed, and such talents are often hard to get.

? Each product department has certain independent power, which is sometimes difficult for the top management to control.

? The functional departments of the headquarters, such as personnel and finance, are often not well utilized by the product division, so that some services of the headquarters cannot be fully utilized.

2) Regional Business Division

Applicable situation

? The company's business expansion area is large, and the headquarters has no time to directly manage the business in various regional markets.

? There are huge differences in regional markets, and the unified marketing strategy formulated by the headquarters is useless.

superiority

? The company's business expansion area is large, and the headquarters has no time to directly manage the business in various regional markets.

? There are huge differences in regional markets, and the unified marketing strategy formulated by the headquarters is useless.

? The regional market has matured, and functional modules including R&D, procurement and production have been completed.

Disadvantaged

? The introduction and training of regional management talents are facing difficulties.

? Regional business divisions are easy to become separatist forces, and it is more difficult for headquarters to control them.

? Geographical restrictions are not conducive to the implementation and implementation of the headquarters strategy.

3) division of value chain

Applicable conditions

? The ability to integrate the value chain

? Low-cost operation mode

? Headquarters has the ability to coordinate the interests of various departments.

superiority

? It is conducive to establishing a complete industrial chain model and effectively controlling key links in the value chain.

? Conducive to cost control, through the cost analysis and control of each division, to minimize the total cost.

? It is conducive to stabilizing the supply of key production raw materials and reducing the threat brought by business risks.

Disadvantaged

? The demand for efficient process management and system integration is a challenge to company management.

? The company is involved in other links in the industrial chain and lacks the advantages of specialization and scale.

? The interests between business divisions need to be balanced.

Second, the principle of organizational optimization

1, organizational design principles

1) strategy/customer-oriented principle: organizational design should focus on strategic objectives and market changes to continuously meet customer needs.

2) Principle of equal rights and responsibilities: The responsibilities, powers and incentives of all management levels, departments and posts of the company should be corresponding.

3) Principle of effective management scope: The number of subordinates directly managed by managers should be within a reasonable range.

4) Clear management principle: that is, avoid the phenomenon of multi-head command and no one is responsible.

5) Principle of lean and efficient: On the premise of ensuring the completion of the company's tasks, we will strive to achieve streamlined organization, lean personnel and efficient management.

6) The principle of separation of implementation and supervision: ensure that the supervision institutions play their due roles.

7) Principle of professional division of labor and cooperation: give consideration to the efficiency of professional management and the unity of objectives and tasks of the Head Office.

8) Flexibility principle: ensure timely and adequate response to changes in the external environment.

2. Other factors

1) organizational strategy: the most important purpose of the establishment and design of an organization is to achieve its strategic goals. Organizational strategy has a decisive influence on the design of organizational structure, which must be adjusted with the major strategic adjustment of the organization.

2) Organizational environment: environmental complexity

3) people and culture: Employees' values, attitudes, expectations and abilities will have an impact on the organizational structure of enterprises.

4) Organizational scale: With the continuous expansion of organizational scale, the management system of enterprises will face leadership crisis, independence crisis and control crisis one after another, which will make the organizational structure of enterprises constantly change.

5) Technology: With the increasing complexity of technology, the degree of mechanical automation is also improving, which will bring changes and new requirements to organizational management and the span of centralization and decentralization.

Third, the ideas and methods of enterprise organization optimization

(A) organizational optimization "134" method

One: tools-value chain. The value chain provides a systematic analysis tool for organizational design and optimization. The correlation of each link in the value chain provides a direct and powerful basis for the integration or separation of functions.

Three steps-management diagnosis and benchmarking, organizational design and functional design.

Four factors-external environment, development strategy, internal operation and benchmarking.

(B) the use of organizational optimization methods

1, process-oriented organization

Step 1: Diagnose internal operation problems.

Case 1: the core conclusion of the previous diagnosis is that the comprehensive department has become an important bottleneck restricting the efficiency of the process and the communication between the division and the sales area, and the reasons for overdue are analyzed.

Step 2: Optimize key processes.

Case 1: after analyzing the reasons for overdue, the project team thinks that optimizing the process and adjusting the corresponding organization are the main tasks of this project.

Step 3: Adjust the organization, department and post on the basis of core process optimization.

Case 1: After a lot of analysis, investigation and discussion, the project team thinks that a company can optimize the process by optimizing the functions of sales area, general department and business department in handling traffic insurance orders.

Step 4: Strategy and value chain analysis

Case 1: define all links and core functions of enterprise value chain and the relationship between business departments.

Step 5: Form the core conclusion of organizational optimization.

Case 1: In terms of organizational structure optimization, it is suggested to establish an overall structure based on "eight departments and four centers" around "order flow"; In terms of function optimization, it is suggested to improve the functions of the sales area and put the functions of quotation, contract review, technical support and customer complaints into the sales area.

2. Matrix organization

The first step: tissue diagnosis. Diagnose the existing organization from the aspects of structure, department and post.

Step 2: Make clear the overall adjustment thinking of the organization.

Case 2: Take the project of a real estate company as an example. For the development of multiple projects, a company has changed from a single project company to a multi-project company. The existing projectized organization can no longer meet the requirements of strategic development and needs to change from a project organization to a matrix organization.

Step 3: Specific function analysis. Clarify the department and post setting according to the value chain

Case 2: According to the value analysis of the value chain, in the real estate value chain, the profit contribution and risk decrease step by step from the front end to the back end; The link located at the front end has the greatest value contribution, but the decision-making risk is also great, and the management authority is relatively concentrated, while the link located at the back end has relatively small value contribution and decision-making risk, so it needs decentralized control. Judging from the current organizational structure and departmental post setting of a company, the core functions of the value chain such as investment decision-making, cost control and marketing planning are missing or insufficient, and the management of suppliers such as construction units, sales agents and property management companies needs to be improved, and the functions such as human resources need to be strengthened. According to a company's real estate development model, planning and design, construction, sales and property management are all outsourced, and a company should strengthen the management of outsourcing suppliers in these aspects. The core functions of a company are investment management, cost management, engineering management, marketing management, supplier management and human resource management.

At the same time, based on the company's development strategy and development stage, it is suggested that the company set up two-level organizational structure of headquarters and project company (department) in the future. According to the principle and control mode of controlling high-value core links, it is suggested that the headquarters of Company A should be positioned as a platform for business decision-making, monitoring and support, the project company as a platform for business management and execution, and the supplier as a platform for outsourcing business execution.

According to the control mode and the positioning of the headquarters/project company, the functions of the headquarters and project company are suggested as follows:

Headquarters: investment management, cost management, engineering management, marketing management, supplier management and human resources management.

Project company: engineering, sales, finance and administration.

According to the previous analysis, it is suggested that the organizational structure and department setting (ten departments) of Company A in the next 3-5 years: engineering management center, cost control center, investment development center, financial management center, administrative human resources center and marketing management center. At this stage, according to the principle of streamlining and high efficiency, it is suggested to set up six departments first: investment development department, cost control department, engineering management department, marketing planning department, human resources department and finance department. Based on this, eight core functions of the headquarters are formed: investment decision-making, planning and design management, project engineering management, project marketing management, cost management, operation control, administrative human resources, finance and funds.

According to the scale, region and importance of the project, it is suggested to set up large project companies, medium-sized project companies and small project companies (departments). Among them, large project companies set up engineering departments, marketing departments, accounting departments and offices; Medium-sized project companies set up engineering department, marketing department and comprehensive department; Small project companies exist as project departments, with only engineers, sales management specialists and comprehensive management specialists, and no departments.

3. Department-based organization

The first step: sort out the adjustment ideas.

Case 3: The organizational structure optimization scheme design of Company A is mainly carried out from five aspects: management diagnosis discovery, strategic requirements, management and control mode requirements, resource capacity matching, and reference from benchmark enterprises.

1) Management diagnosis results:

Case 3: The organizational structure of the company needs to match the business development and solve the problems of weakening key functions and unreasonable division of headquarters functions.

2) Developing strategic needs

Case 3: Implementing the diversified business development strategy of "micro-oriented, car-oriented, business development and service expansion" puts forward higher requirements for organizational structure.

3) Management and control mode requirements

Case 3: Differentiated and decentralized management of business units according to business characteristics puts forward new requirements for organizational structure.

4) Resource capacity matching

Case 3: Determine the strategic position of each business unit, and design the corresponding function allocation and power and responsibility allocation scheme based on this. Therefore, according to various factors affecting the way of exercising functions, the increasingly complex operation of the company and the needs of internal business development require the company to change from centralization to decentralization.

5) Learn from the experience of benchmarking enterprises.

Case 3: From the perspective of leading enterprises in the industry, most of them have experienced the transformation from linear functional organization to business division system or matrix system.

The second step is to sort out and adjust the overall conclusion.

Case 3: With the development of multi-products and trans-regions, and the needs of international business in the future, the current organizational structure of Company A will face challenges. In the future, besides optimizing the existing organizational structure, we can also consider choosing between the division system and the matrix system. By comparing the matrix system with the division system and the three types of division system, the project team initially suggested that Company A adopt the product (brand) division system for a long time. From the current reality, in order to achieve the established strategic goals, a company focuses on cultivating and releasing the production capacity of each business unit. The limited business unit system combining business unit system and matrix system can better meet this strategic need. In fact, at present, functional modules such as R&D, production and marketing of various businesses have been organized and divided according to products, which prepares the conditions for implementing the division system. Considering the present situation of Company A and the experience of automobile industry, it is suggested to combine the advantages of division and matrix system to establish a limited division system integrating production and sales (R&D and procurement are managed by matrix system). However, from the aspects of headquarters capacity, division status, talent structure and organizational culture, the conditions and opportunities for a company to implement division system are not yet mature. The project team believes that in the first stage, Company A will make good preparations for the establishment of the division system through the training of headquarters capacity and the establishment of the authorization system. When choosing and determining the scheme, we should choose from the following four organizational modes according to the four dimensions of product, brand, integration of production and marketing and separation of production and marketing: integrated product division, separated product division, integrated brand division and separated brand division.

The third step is the adjustment of the headquarters department.

Case 3: On the basis of the first stage, it is adjusted according to the needs of promoting the division system. If the integrated production and marketing division is adopted, the headquarters will be adjusted to the following sixteen departments: office, market management department, production management department, logistics department, quality department, science and technology information department, joint venture and cooperation department, audit department, legal affairs department, party and mass work department, strategic planning department, investment and financing management department, human resources department, finance department, procurement center and research and development center. According to the idea of separation of production and sales, the original logistics department of the headquarters can be decentralized to the production division and adjusted to fifteen departments: office, market management department, production management department, quality department, science and technology information department, joint venture and cooperation department, audit department, legal affairs department, party-mass work department, strategic planning department, investment and financing management department, human resources department, finance department, procurement center and research and development center.

Step 4: The department makes a plan.

Case 3: Scheme 1 is a product division integrating production and marketing; The second scheme is the product division of production and sales separation; The third scheme is the brand division of production and marketing integration; The fourth scheme is the brand division of separation of production and marketing. By comparing the applicability, advantages and disadvantages of the four schemes, the project team suggested that Company A give priority to the product division of integrated production and marketing (and suggested that the factory divide by product).