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MindMap Gallery Organization (Business Management Chapter 3)
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Organization (Business Management Chapter 3)
Mind map of organizations (Chapter 3 of Business Management). In management, organizational entities more specifically refer to a job structure formed in the process of completing common goals and tasks, or a combination of certain purposes and procedures. A role structure of rights and responsibilities formed, including 4 basic elements.
Edited at 2023-10-20 14:00:50
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Organization (Business Management Chapter 3)
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- Outline
organize
meaning of organization
organizational entity
An organization as an entity refers to a human group with specific behavioral functions formed according to certain rules and procedures in order to achieve common goals and complete common tasks. It is the necessary basis and condition for people to carry out collective activities.
In terms of management, an organizational entity more specifically refers to a job structure formed in the process of completing common goals and tasks, or a role structure of rights and responsibilities formed based on a combination of certain purposes and procedures, including 4 basic elements
Responsibilities
Authority
Responsible relationship
organizational chart or organizational structure system
organization work
Organization as a work process refers to specifically organizing various resources and various types of personnel to carry out work, appropriately handling various relationships, and effectively utilizing the intelligence and enthusiasm of each organizational member in order to accomplish certain goals and tasks. A work process that forms an overall synergy to best achieve organizational goals
organizational functions
On the one hand, it refers to organizational work, that is, how to design positions according to the requirements of management tasks and the characteristics of personnel, authorize and delegate them, allocate appropriate personnel to appropriate positions, and use systems to standardize the responsibilities of each member and position in the organization. The mutual relationship between the left and right forms an organic structural system that operates in a coordinated manner.
On the other hand, it also includes how organizational entities are constructed, operated and developed, as well as the analysis and research of their goals, functions, structures and operating mechanisms.
organizational effectiveness
Refers to the degree to which an organization is effective in achieving its goals during its operations
meaning
Organizational efficiency, that is, the ratio of inputs to outputs of organizational entities
The effectiveness of the organization, that is, the degree to which the organization achieves its goals and tasks during its operation
Organizational management tasks
The basic task of organizational management is to design an efficient organizational structure and assign the right personnel to the right positions so that the organizational entity can effectively operate around its goals and continue to grow and develop in a dynamically changing environment.
organization theory
rational model of organization
An organization is a mechanical structure based on specialized division of labor and collaboration.
The affairs of the organization should be divided into a number of positions to form a vertical chain of command of administrative power from top to bottom.
Officials at all levels of the organization should act in accordance with the principle of "complete rationality" when handling organizational affairs.
The owners of the organization should be separated from the professionals in the organization. The owners of the organization should be elected, while the professionals in the organization can be selected through examinations, recruitment, training, etc.
Open systems view of organization
An organization is an open system with specific behavioral functions in a certain environment to achieve set goals.
The organizational system converts information, matter, and energy with the external environment during operation, and has a specific structural form and specific behavioral functions.
An organizational view of ecosystems
An organization is a life-like organic structure that exists to achieve certain goals.
Under the guidance of the ecological system's organizational view, organizational managers must not only pay attention to the improvement and health of the internal structure of the organizational entity itself, but also coordinate the relationship between organizational individuals and other organizational individuals in the social environment in a broader social context to form a An ecological community conducive to organizational growth and development
Organizational Structure and Design Overview
organizational structure concept
Organizational structure is a division of labor and collaboration system formed by an organizational entity in order to achieve its specific goals and complete its work tasks, and to divide responsibilities, authorities, etc. The core is the formal job structure and its formal job structure formed by the design of the organizational entity. Interrelationships, including formal reporting and responsibility relationships between superiors and subordinates, methods of departmental composition, and means of effective communication, integration, and coordination among members of each organization
Organization structure design tasks
Organizational structure design is to divide the work tasks that an organizational entity needs to complete to achieve its goals, according to the principle of professional division of labor and collaboration, into a number of business tasks of different natures to form a series of job positions; and then these job positions are divided according to their inherent The connections are combined into several management levels and departments, and the responsibilities and authorities of each position, level, and department are determined, and finally connected to form an interconnected organizational structure system.
Task
Organizational job analysis and design
Management levels and department divisions
organizational structure formation
Principles of organizational structure design
The principle of professional division of labor and collaboration
The principle of goal first and functional leadership
The principle of effective management span (also known as the principle of least management levels and the principle of simplicity)
The principle of reciprocity of responsibilities, rights and interests
unity of command principle
The principle of combining the establishment of duties according to the situation and the establishment of duties according to the people
Factors influencing organizational structure design
Structure variables
Provides a measure of the internal characteristics of an organization
situational variables
Describes the external background factors that influence and determine the organizational structure. It reflects the overall characteristics of the organization from the overall organization and its interaction with the environment.
Management level and management span
The emergence of management levels
The emergence of large modern social organizations has made the relationship between managers and the managed more and more responsible. It is increasingly impossible for managers to directly manage and lead every subordinate in the organization. Instead, they must implement hierarchical management through delegation and authorization. This creates the problem of organizational management levels.
The relationship between management levels and management span
Management level refers to the hierarchical structure represented by the vertical division of subordinate positions managed by organizational managers through delegation and authorization. Work at the same level forms the complete affairs of the entire organization.
The size of the span of management is related to the division of management levels in the organization
Management span = organization size/management level
When the size of the organization is given, the scope of management is inversely proportional to the level of management
Factors influencing effective management span
The criterion for judging the effectiveness of management span should be: when a supervisor adds a subordinate, the reduction in the supervisor's business work is greater than the increase in the management and coordination work caused by this, thus reducing the total workload, so that The expansion of management span is reasonable
Theoretically, we can determine the effective management span of managers through the marginal effectiveness analysis of supervisors adding subordinates
organizational structure type
Linear organizational structure
Features
All production and operation activities of the enterprise are directly commanded and managed by managers at all levels of the enterprise, and there are no professional functional staff and institutions.
The distribution and operation of the company's daily production and operation tasks are completed under the direct command of the company's general manager.
advantage
Simple organizational structure
Clear and unified command and command relationships
Each department and position has clear responsibilities, which can form a strict discipline and order system, and the management and operation costs are low.
shortcoming
Management decisions and operations mainly rely on the personal qualities and abilities of supervisors and lack an institutionalized management system.
The lack of horizontal connections between various departments in the organization can easily lead to managerialism and narrow vision.
Functional organizational structure form
Features
Functional managers who adopt specialized division of labor replace all-round managers in the line system
advantage
Each functional manager is only responsible for specialized work in a certain functional area, which is conducive to giving full play to the role of professional talents.
Functional supervisors can do more in-depth and detailed work on the professional work under their jurisdiction, and can provide more specific guidance to their subordinates.
If the role of functional agencies is well played, it can make up for the lack of management capabilities of administrative leaders at all levels.
shortcoming
Multiple leaders
In addition to receiving leadership from their administrative superiors, each subordinate also receives leadership from functional managers in the functional area.
Line function organizational structure form
Features
An improvement of the functional organizational structure
advantage
It is not only conducive to ensuring unified administrative command, but also giving full play to the role of various professionals in management.
shortcoming
Each functional unit in the organization has its own system, which often results in ineffective horizontal communication of information.
It is easy to cause the departmentalism of functional professionals
Not conducive to cultivating comprehensive managers in the organization
Conflicts and contradictions may arise between functional departments and line command departments
It is difficult to deal with the relationship between functional staff power and line command power in organizational management
Divisional and super-divisional organizational structures
Features
Decentralization means establishing several divisions or branches under the head office according to certain standards.
advantage
The company can well combine the professional management of divisions operating diversified businesses with the centralized and unified leadership of the company headquarters, and form a relatively clear relationship of responsibilities, rights and interests between the head office and divisions.
The business unit aims at profit and independently carries out its own production and operation business, which is conducive to mobilizing the enthusiasm, initiative and creativity of the business unit managers and is conducive to cultivating comprehensive senior management talents.
shortcoming
There may be duplication of resource allocation between business units, resulting in waste.
When multiple business units face a common market, intra-organizational competition may arise, affecting the company's overall goals.
The centralized and decentralized relationship between the head office and business units is difficult to handle, and over-centralization and over-decentralization are prone to occur.
Business departments operate independently under the guidance of unified policies of the head office, which requires higher comprehensive quality and ability of management personnel.
matrix organizational structure
Features
On top of the traditional vertical command system of the linear functional system, a horizontal command system is assumed to form a matrix structure of organizational units with dual authority relationships.
advantage
It strengthens the horizontal connections in the organization and overcomes the disconnection and siloing between functional departments.
Since the project team is established and operated according to the needs of the work tasks, it improves the flexibility and adaptability of the organizational structure and improves the organization's resource utilization.
A variety of professionals come together to work together, which facilitates the exchange of ideas and stimulates innovation.
shortcoming
The project team is disbanded as the task is completed, and personnel are prone to temporary concepts, which is not conducive to establishing a sense of responsibility.
There is a dual leadership relationship in the organization. Once a problem occurs, it is sometimes difficult to clarify the responsibilities
network organizational structure
Network organization is a new form of organizational structure based on modern Internet and IT technology
Staffing
The main content and tasks of staffing are: by analyzing the characteristics of people and things, seeking the best combination of people and things, and achieving the continuous development of people and things
Staffing tasks, procedures and principles
Staffing tasks
Staffing is to equip each position or position of the organization with appropriate staff to meet the requirements of achieving organizational goals and completing organizational tasks.
From the perspective of organizational needs, staffing must ensure that each position in the organizational structure is filled by suitable people. Consideration must be given to building a reserve team of cadres to establish and improve employee loyalty to the organization.
From the perspective of employees' personal needs, staffing work should strive to ensure that everyone's knowledge and ability can be reasonably used and evaluated fairly, so that personal knowledge, ability and quality can be continuously developed and improved at work.
Staffing work content and procedures
Determine staffing requirements
Optional personnel
Develop and implement personnel development plans
Personnel evaluation
Staffing Principles
In order to obtain the optimal combination of people and things, the staffing process must follow the principles of selecting people according to the situation, utilizing talents according to their talents, and dynamic balance.
Selection and recruitment of managers
external selection
internal promotion
The content of organizational strength integration
Integration of the relationship between centralization and decentralization
Authority and its distribution in the organization
Authority refers to the power given to a management position in the organizational design to make decisions, issue orders, and to discipline in the hope that the orders will be implemented.
The distribution of authority throughout the organization can be centralized or decentralized
Main factors affecting the degree of centralization and decentralization
Operating environment conditions and nature of business activities
The size and spatial breadth of the organization
The Importance of Decision-Making and the Quality of Managers
Requirements for consistency of principles and policies and the use of modern control methods
The impact of organizational history and leader personality
Disadvantages of over-centralization
Reduce the quality and speed of decision-making
Reduce the organization's ability to adapt
As a result, senior managers are trapped in daily management affairs and find it difficult to concentrate on major issues in the development of the enterprise.
Reduce the work enthusiasm of organizational members and hinder the cultivation of reserve management teams
symbol of decentralization
Number and type of decisions involved
The degree of centralization of the entire decision-making process
The extent to which subordinates’ decisions are controlled
Ways to achieve decentralization
Change the institutional allocation of management authority in organizational design
Enable supervisors to be fully empowered at work
Integration of line command and functional staff relationships
Line authority, staff authority and their interrelationships
Line relationship is essentially a relationship of command and order. Line personnel have the power to make decisions and actions.
The staff relationship is a relationship of service and assistance, and staff members are only given the power to think, plan and make suggestions.
Correctly handling the relationship between the line and the staff and giving full play to the reasonable role of the staff is an important part of effectively leveraging the synergy of all forces in organizational design and operation.
Categories of staff authority
right of suggestion
compulsory right to negotiate
co-determination
Functional authority
The contradiction between the direct line and the staff
One of the important reasons that often causes the inefficiency of organizational operations
tendency
Maintain the unity of command, but the role of staff cannot be fully exerted
The role of the staff was improperly performed and undermined the principle of unified command.
This often causes the two to have dissatisfaction and opposition to each other in practice.
Properly play the role of advisor
It is necessary to clarify the relationship between the direct line and the staff, distinguish the two-way authority relationship and existence value, and form a good foundation for mutual respect and mutual cooperation.
When necessary, grant functional authority to the staff organization in certain professional fields to increase the enthusiasm of the staff staff.
Line managers should provide staff with the necessary information to obtain valuable support from staff
Integration of division of labor and coordination relationships
The handling of work division and coordination is an important issue in organizational management
The division of labor is not as detailed as possible, but there should be an appropriate degree
To grasp this degree, it is necessary to comprehensively consider whether the benefits brought by division of labor are enough to offset shortcomings such as the decrease in employee enthusiasm for work and the increase in coordination costs during the work process.
Integration of formal and informal organizational relationships
The emergence of informal organizations
Informal organizations are formed along with the operation of formal organizations
Some members of a formal organization have similar work nature and similar social status, have basically the same understanding of some specific issues, and have basically the same views, or have similar personalities, hobbies, and feelings, so they form small groups in their daily interactions. The rules of conduct that members accept and abide by together make the original loose and randomly formed group gradually become an informal organization that tends to be fixed.
Comparison between formal and informal organizations
formal organization
Purpose, formality, stability
informal organization
spontaneity, cohesion and instability
The role of informal organizations
positive
Psychological satisfaction, harmonious and harmonious interpersonal relationships, improving the spirit of cooperation, and changing the working conditions of formal organizations
negative
Conflict with the formal organization, which has an extremely negative impact on work
Pressure for behavioral consistency constrains members’ personal development
Affect the change process of formal organizations and create inertia in organizational innovation
Strategies for dealing with informal organizations
Managers must realize that the realization of formal organizational goals requires the effective use and active role of informal organizations. To this end, managers must face up to the objective inevitability and necessity of the existence of informal organizations, allow and even encourage the existence of informal organizations, provide conditions for the formation of informal organizations, and strive to make them consistent with formal organizations.
Considering the possible adverse effects of informal organizations, managers need to establish and promote the correct organizational culture to influence and change the behavioral norms of informal organizations, so as to better guide informal organizations to make positive contributions.
Definition of organizational culture
Organizational culture refers to the sum of the highest goals, value standards, basic beliefs and behavioral norms that are formed in the long-term survival and development of an organization, are unique to the organization, and are followed by most members of the organization, and their role in organizational activities. reflection
The content and structure of organizational culture
content of organizational culture
The ultimate goal or purpose of the organization. Organizations exist for a certain goal or pursuit
shared values. Shared values are the core and cornerstone of organizational culture. They provide all employees of the organization with common ideologies, beliefs and daily behavioral norms, which are necessary conditions for the success of the organization.
Styles and traditional habits. Styles and traditions are values that serve to achieve the highest goals of the organization.
Codes of conduct and rules and regulations. Code of conduct and rules and regulations are the hardware part of the organizational culture. The software must be matched with the organizational culture so that the organizational culture can be implemented within the organization.
The material carrier of organizational values. Such as logo, environment, packaging, souvenirs, etc., this is another part of the organizational culture hardware
The structure of organizational culture
physical layer
This is the surface part of organizational culture and the condition for forming the institutional and spiritual layers. It reflects the organization's business philosophy, business management philosophy, work style and aesthetic consciousness.
aspect
Corporate appearance
Product appearance and packaging
Technical process equipment characteristics
commemorative marker
Institutional level
This is the middle level of organizational culture, which mainly refers to the part that has a normative and binding influence on organizational employees and organizational behavior. It embodies the requirements of the material layer and spiritual layer of organizational culture on employees and organizational behavior.
aspect
work system
Responsibility system
special system
special customs
spiritual level
It belongs to the deep level of organizational culture, which mainly refers to the basic beliefs, value standards, professional ethics and spiritual outlook shared by the organization's leaders and employees. It is the core and soul of organizational culture and the basis for the material and institutional layers of organizational culture. and reasons
The presence or absence of spiritual layer in organizational culture is the main symbol and standard to measure whether an organization has formed its own organizational culture.
aspect
Organizational business philosophy
organizational spirit
organizational climate
organizational ethics
Characteristics of organizational culture
Culture is a complex composed of different forms of substances created by humans. It is a huge, rich and complex system.
aspect
intangibility
soft constraint
relative stability and continuity
personality
The role of organizational culture
guiding role
normative effect
cohesion
motivational effect
radiation effect
Building organizational culture
The connotation of organizational culture
Organizational culture construction refers to the process by which organizational leaders consciously cultivate good culture and overcome bad culture. This process is also called the soft management of the organization.
The content of organizational culture construction
Cultivate values with excellent orientation and create outstanding organizational spirit
Adhere to people-centeredness and comprehensively improve employee quality
Promote advanced management systems and behavioral norms
Strengthen the construction of etiquette and promote the customization of organizational culture
Improve the physical environment and create a good image of the organization