Organizational design is bottom-up, and job design and analysis is the most basic work of organizational design.

According to the content and nature of the work performed by each position and the mutual relationship between the positions, various positions can be combined into management units called departments according to certain principles.

According to the content and nature of their respective work, the responsibilities, authorities and obligation relationships between various management departments are stipulated so that various management departments and positions form a tight network

Chandler: Organizational design should change with different stages of corporate strategic development

Volume expansion stage - single organizational structure

Regional development stage-establishing functional departments

Vertical joint development stage - establishing functional structure

Product diversification stage - establishing a product-oriented organizational structure

Woodward: Single piece small batch production technology, mass production technology, process production technology

Blau: degree of standardization, degree of centralization, degree of complexity, ratio of personnel structure

Advantages: 1. Ensure the authority of senior managers. 2. Able to give full play to professional functions. 3. Simplified training and emphasized control

Disadvantages: 1. It is prone to departmentalism or standardism. 2. It is not conducive to the cultivation of "generalist" talents. 3. Excessive concentration of resources is not conducive to the development of distant markets.

Advantages: 1. Each department focuses on product management. 2. Contribute to reasonable competition among different products and services. 3. Contribute to the cultivation of “all-rounder” talents.

Disadvantages: 1. Enterprises need more "generalist" talent management and these talents are difficult to control. 2. Increased management costs due to overlapping functional departments. 3. There is the influence of individualism.

Advantages: 1. Organizations can delegate powers and responsibilities to local governments and encourage local participation in decision-making and operations. 2. Regional managers can directly face the needs of the local market and make flexible decisions. 3. Functional department personnel can be recruited locally to alleviate local employment pressure and strive for a relaxed business environment.

Disadvantages: Departmentalization of the same product or service

Advantages: 1. Enterprises can set up different departments to meet the various needs of customers and effectively obtain customer feedback. 2. Ability to continuously and effectively leverage its core expertise and establish lasting competitive advantages.

Disadvantages: 1. Conflict may arise due to mismatch between growth and customer needs. 2. More managers and general staff who can handle customer relations are needed. 3. The shift in customer demand preferences may cause the product or service structure to be unreasonable, affecting the satisfaction of customer needs.

Advantages: 1. It can give full play to centralized technical advantages and easily obtain more obvious collective advantages. 2. Simplify training and easily create a good atmosphere of mutual learning within the organization

Disadvantages: 1. It is not conducive to the cultivation of "all-rounder" talents. 2. Conflicts of interest between departments arise.

Advantages: 1. Simple structure and centralized power. 2. Vertical connection and clear responsibilities.

Disadvantages: Managers are required to master a variety of knowledge and skills and handle various businesses personally, resulting in an overburden.

Advantages: The management division of labor is relatively detailed, which is conducive to in-depth work, gives full play to the professional management role of functional agencies, and reduces the work burden of line leaders.

Disadvantages: It is easy for multiple leaders to appear, destroying the principle of unified command.

Advantages: It not only ensures the unified command of the organization, but also helps strengthen professional management.

Disadvantages: 1. Subordinates lack necessary autonomy. 2. The connections between various departments are not close and easy to be disconnected. 3. The relationship between line personnel and staff is sometimes difficult to coordinate.

Advantages: 1. Head office leaders can get rid of daily affairs and consider overall issues. 2. Comparison and competition among various business departments are conducive to enterprise development. 3. Conducive to cultivating and training management personnel.

Disadvantages: The functional organizations of the company and business units overlap, resulting in a waste of resources. Each business unit only considers its own interests, which affects the collaboration between business units.

Advantages: 1. Resources can be flexibly allocated between different products. 2. Enhance the enthusiasm of functional personnel to directly participate in project management. 3. Ability to obtain various support activities required across functional departments

Disadvantages: 1. Once information and resources within the organization cannot be shared, conflicts between project managers and functional managers are prone to occur. 2. Some project members accept dual leadership and need to have good interpersonal communication, balance and coordination skills. 3. There may be unclear task distribution among members and inconsistent responsibilities and powers, which affects organizational efficiency.

Advantages: 1. Greater flexibility and flexibility. 2. The organizational structure is simple, flat and efficient.

Disadvantages: 1. Poor controllability. 2. The temporary nature of external cooperative organizations increases the risk of disintegration. 3. Employees’ loyalty to the organization decreases.

The number of superiors in an organization who can directly and effectively command and lead their subordinates

The number of management position levels set up between the top executive in the organization and the business staff

Advantages of a flat organizational structure: 1. Information communication and transmission speed is relatively fast, and information distortion is low. 2. Superior supervisors’ control over subordinates will not be too rigid, which is conducive to the enthusiasm and creativity of subordinates.

Disadvantages of the flat organizational structure: 1. Excessive management span makes it more difficult for supervisors to supervise and coordinate control of subordinates. 2. Subordinates lack more opportunities for advancement.

Advantages of the cone-form organizational structure: 1. The competent departments at each management level can provide timely guidance and control to their subordinates. 2. It provides more promotion opportunities for subordinates.

Disadvantages of the cone-shaped organizational structure: 1. Information distortion may be relatively large. 2. It increases the cost of communication and coordination between senior managers and grassroots, and increases the complexity of management work.

The fundamental purpose is to improve the effectiveness of the organization

External environmental factors: 1. Changes in the macroeconomic environment. 2. The influence of scientific and technological progress. 3. Impact on environmental resources. 4. Changes in competition concepts.

Internal environmental factors: 1. Requirements for timely adjustment of organizational structures. 2. Requirements to ensure smooth flow of information. 3. Requirements for low efficiency of customer service organizations. 4. Requirements for quick decision-making. 5. Requirements to improve the overall management level of the organization.

Depending on the degree and speed of change: incremental change and radical change

According to different focuses of organizational change: strategic change, structural change, process-led change, people-centered change

resistance

Countermeasures

Inconsistencies in working styles, interests, personalities, cultural values, etc. among members within an organization, between different departments, and between individuals and organizations lead to conflicts, disputes, and even attacks. (Competition is the most direct factor leading to conflicts within groups)

1. Establish correct organizational values

2. Strengthen employees’ sense of identity

3. Refining and freezing

4. Consolidate and implement

5. Continuously enrich and improve during development