How do manufacturing enterprises do organizational design?

1. Organizational structure

The so-called organizational structure refers to the framework system of the organization, which is an institutional arrangement for personnel, work, technology and information to achieve organizational goals. Just as a person's figure is determined by bones, the shape of tissue is also determined by structure.

Ou Yingde believes that organizational structure can be described by three characteristics: complexity, standardization and centralization.

Complicated.

Normative.

Centralization.

2. The content of organizational design

Although the organizational structure is becoming more and more complex and the types are constantly evolving, there are three interrelated problems in any organizational structure: how to divide functions and powers; How to establish departments; How to divide management levels? Because the change of internal and external environment of the organization affects these three interrelated problems, the form of organizational structure always develops and changes around these three problems.

Therefore, Ou Yingde put forward the following views:

To design the organizational structure, we must first correctly handle these three problems.

Division of authority.

Department design.

Hierarchical design.

3. The results of organizational design

The results of organizational structure design are organization chart, job description and organization manual.

Organization chart.

Job description.

Organization manual.

At the same time, Ou Yingmingde reminded enterprises to pay attention to principles.

1, uplift principle

When redesigning the organizational structure for an enterprise, we must follow the principle of "boosting", that is, the overall design should closely follow the development strategy of the enterprise and fully consider the industry, scale, technology and human resource allocation that the enterprise will engage in in in the future, so as to provide a relatively stable and practical platform for the enterprise in a few years.

2, the principle of optimization

Any organization exists in a certain environment, and the external environment of the organization will inevitably have a certain degree of influence on the internal structure. Therefore, the redesign of enterprise organizational structure should fully consider the internal and external environment, make enterprise organizational structure adapt to the external environment, and seek the optimal allocation of internal and external resources.

3, the principle of balance

The redesign of enterprise organizational structure should strive for balance, and should be redesigned after the enterprise has run for a period of time, instead of merging departments and functions because there is no demand at this stage. In short, functions cannot be absent, and positions can be merged.

4. Key principles

With the development of enterprises, the difficulty of completing various tasks in an organization and the degree of influence on the realization of organizational goals will change with the change of environment, and the importance of work centers and functional departments of enterprises will also change. Therefore, when designing the organizational structure of an enterprise, it is necessary to highlight the key tasks and key departments of the enterprise at this stage.

5. People-oriented principle

Before designing the organizational structure of an enterprise, it is necessary to comprehensively consider the existing human resources situation of the enterprise and the demand for the quality and quantity of human resources in the next few years, and carry out people-oriented design. It is forbidden to set up a so-called high-level framework in enterprises, and it is even more impossible to determine people and seek jobs because of their posts.

6. Application principle

The redesign of enterprise organizational structure should adapt to the enterprise's execution ability and some good habits, make it easy for enterprises and employees to get started in execution, and cannot be designed out of the actual situation of enterprises, so that enterprises can seriously affect their normal work in order to adapt to the new organizational structure.

7. Mandatory principle

The redesigned organizational structure will inevitably lead to passive resistance or even opposition from cadres and employees because of the internal understanding is not unified, the rights are re-divided, the personnel are adjusted, the responsibilities are clearly aggravated, and the assessment is meticulous and severe. In this case, designers and business executives should be fully psychologically prepared, and take measures such as holding preparatory meetings, inviting employees to participate in the design, and guiding public opinion to eliminate resistance, but in the end, they should be enforced and hell to pay should be punished for all violations.

The key points of the design include:

Organizational goal: under the overall business goal of the company, make all parts of the organization give full play to their abilities and achieve their respective goals.

Organizational growth: consider the company's performance, operation and sustainable growth.

Organizational stability: the organization needs to be gradually adjusted with the growth of the company, but frequent changes in organization, rights and responsibilities and procedures will shake the confidence of employees.

Simplicity of organization: Simplicity of organization will contribute to internal coordination and manpower distribution.

Organizational flexibility: maintain the basic form, but also adapt to changes in various environmental conditions.

Organizational balance: the balance of business volume of each department will contribute to the internal balance and division of labor.

Unified command: a person who is managed by more than two supervisors at the same time will make him at a loss.

Clear rights and responsibilities: Unclear rights and responsibilities will lead to repetition, omission and prevarication, which will easily make employees feel frustrated.

Institutionalization of homework: a clear system and standardized homework can reduce the time of exploration.