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 a common goal and complete a common task. It is the necessary basis and condition for people to carry out collective activities. In terms of management, organizational entities more specifically refer 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 four basic elements: Responsibilities; authority; responsible relationships; organizational chart.

Organization as a work process refers to specifically organizing various resources and various types of personnel to carry out work in order to accomplish certain goals and tasks, appropriately handle various relationships, and effectively utilize the intelligence and enthusiasm of each organizational member. A work process that forms an overall synergy to best achieve organizational goals. Broad organizational work includes not only the organization of organizational entities, that is, how to build an organizational entity and make it operate around its goals and missions, but also the organization of enterprise work processes. Organizational work in a narrow sense refers only to organizational entities in management terms.

On the one hand, organizational functions refer to organizational work. On the other hand, organizational functions also include how organizational entities are constructed, operated and developed, as well as the analysis and study of their goals, functions, structures and operating mechanisms.

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. It divides responsibilities, authorities, etc., and its core is the formal job structure and their mutual relationships formed by the design of organizational entities. , including the formal reporting responsibility relationship between superiors and subordinates, the method of department composition and the means of effective communication, integration and coordination between members of each organization, etc.

Organizational structure design: 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 divide these job positions 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.

three tasks

1. Principle of specialized division of labor and collaboration 2. Principle of goal first, goal first, function leadership 3. Principle of effective management span (also known as the principle of minimum management levels, principle of simplicity) 4. Principle of reciprocity of responsibilities, rights, and interests 5. Principle of unified command 6. The principle of combining the establishment of duties according to circumstances and the establishment of duties according to people.

Advantages: The organizational structure is simple; the command and order relationship is clear and unified; the responsibilities of each department and position are clear, a strict discipline and order system can be formed, and the management and operation costs are low. Disadvantages: Management decision-making and operations mainly rely on the personal qualities and abilities of supervisors, and there is a lack of institutionalized management systems; the lack of horizontal connections between various departments in the organization can easily lead to managers' localism and narrow vision.

Advantages: 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 subordinates; If the role of functional agencies can be well played, it can make up for the lack of management capabilities of administrative leaders at all levels. Disadvantages: namely, multiple leaders. In addition to receiving leadership from their administrative superiors, each subordinate also receives leadership from functional managers in the functional area.

It is formed on the basis of combining the respective advantages of the linear system and the functional system. It is helpful to ensure unified administrative command and can also play the role of various professionals in management, so it has been widely used in reality. Disadvantages: 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 functional professionals to have a selfish mentality; it is not conducive to the cultivation of comprehensive managers in the organization; there may be conflicts between the functional departments and the line command departments Conflicts and contradictions will arise; it is difficult to deal with the relationship between functional staff power and line command power in organizational management. In addition, the organizational structure established based on functional division of labor is usually too rigid, not flexible enough, and slow to respond to environmental changes.

Advantages: It is conducive to the enthusiasm, initiative and creativity of the dynamic division manager, and is conducive to cultivating comprehensive senior management talents. Disadvantages: 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 occur, affecting the company's overall goals; Centralization of power between the head office and business units The decentralized relationship is not easy to handle, and over-centralization and over-decentralization are prone to occur; if the business units operate independently under the guidance of the unified policy of the head office, the requirements for the comprehensive quality and ability of the management personnel are relatively high.

Advantages: It strengthens the horizontal connections in the organization and overcomes the disconnection and siloing between functional departments; improves the flexibility and adaptability of the organizational structure, and improves the organization's resource utilization; various professionals will Working together facilitates the exchange of ideas and stimulates innovation. Disadvantages: 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 are dual leadership relationships in the organization, and once problems arise, it is sometimes difficult to clarify responsibilities.

Staffing tasks.

The work content and procedures of staffing: 1. Determine the number of personnel required; 2. Select personnel; 3. Develop and implement personnel training plans; 4. Personnel evaluation.

Staffing Principles.

Authority and its distribution in organizations.

The main factors affecting the degree of centralization and decentralization.

Disadvantages of excessive centralization.

Decentralization symbol.

Ways to achieve decentralization.

Line authority, staff authority and their interrelationships.

Categories of staff authority. Staff powers can be divided into the following four types: 1. Suggestion power; 3. Compulsory consultation power; 3. Joint decision-making power; and functional power.

The contradiction between the straight line and the staff.

Play the role of advisor correctly.

The emergence of informal organizations.

Formal versus informal organizations.

The role of informal organizations.

Strategies for dealing with informal organizations

The highest goal or purpose of an organization.

shared values.

Styles and traditional habits.

Codes of conduct and rules and regulations.

The material carrier of organizational values.

material layer. This is the surface part of organizational culture and is the condition for forming the institutional and spiritual layers. It reflects the organization's business philosophy, business management philosophy, work style and aesthetic consciousness. 1. Corporate appearance. 2. Product appearance and packaging. 3. Characteristics of technical process equipment. 4. Commemorative markers.

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 and spiritual layers of organizational culture for employees and organizational behavior. 1. Work system. 2. Responsibility system. 3. Special system. 4. Special customs.

spiritual level. The spiritual layer belongs to the deep layer of organizational culture. It 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 is the material and institutional layer that forms organizational culture. the basis and reasons. 1. Organizational management philosophy. 2. Organizational spirit. 3. Organizational atmosphere. 4. Organizational ethics.

Organizational culture construction refers to the process in which organizational leaders consciously cultivate good culture and overcome bad culture. This process is also called the "soft management" of the organization.

Content: 1. Cultivate values ​​with excellent orientation and create outstanding organizational spirit; 2. Adhere to the people-centered approach and comprehensively improve the quality of employees; 3. Promote advanced management systems and behavioral norms; 4. Strengthen the construction of etiquette and promote the customization of organizational culture; 5. Improve the physical environment and shape a good image of the organization.