Generally speaking, when each enterprise enters the fourth quarter of the year, it will begin to prepare for the adjustment of the organizational structure of the second year according to the completion of the operation and management of the current year. Due to the different needs of strategy and business objectives, it can range from the relocation of departments and positions to the reorganization of strategic structures.
What I have been feeling a lot about this in my years of practical consulting projects is that after the adjustment of the organizational structure of many enterprises, it does not play a good role in promoting the realization of strategic goals and operation and management. There are also many business owners and HR who are asking, is the design or adjustment of the organizational structure really useful?
Here, I would like to share my feelings on this issue based on my ten years of experience in corporate training consulting.
One. Is Organizational Design or Alignment Really Useful?
Useful! The organizational structure of an enterprise is often reflected in a diagram, which condenses the organizational relationship of the entire enterprise and clarifies the division of all functions, which allows us to clearly analyze whether the entire enterprise can be driven to successfully complete its strategy and business objectives under such an architectural design.
Therefore, at the beginning of the design or adjustment of the organizational structure, we must first clarify the strategic development goals of the enterprise and the current annual operation and management goals.
II. II. II
After the organizational structure is designed or adjusted, will everything be fine?
No! As we all know, different organizational charts represent different internal organizational relationships, and different functional and task divisions, and at the same time, it is necessary to adjust and build an operation management system that conforms to the new organizational chart.
Therefore, behind the design of an organizational chart, it means that the enterprise has to do a series of operational management actions in order to make the organizational chart play its greatest role.
Three. What should I do after the organizational structure is designed or adjusted?
This is the most serious thing we should think about, but it is also the most difficult thing to do well. Here are a few points to watch:
First, clarify the strategic objectives and management objectives。This is the first priority faced by many enterprises after the design or adjustment of the organizational structure, and it is also an important link that is missing in the actual operation of many enterprises. The guiding ideology of the design and adjustment of the organizational structure is the direction of strategic objectives and management objectives. Only with goals can there be architecture, and only with architecture can there be division of functions and tasks. Therefore, it is important for companies to clarify the direction and goals of each function.
In practice, we often see that the organizational structure has been adjusted, but the various functional departments and positions are not clear about the development direction and goals of the enterprise. A series of issues that lead to a lack of understanding within the organization about why, what, and how.
Second, long-term and effective management follow-up。After the organizational structure is designed or adjusted, the enterprise should give continuous research, observation and management follow-up. Any new method must be tested by the February** Dynamic Incentive Plan. The purpose is, first of all, to measure whether the various organizational relationships are reasonable under the new structure; secondly, it is necessary to measure whether the division of labor of each function is exhausted; Again, it is necessary to measure whether there is any problem in operation management. Only continuous follow-up and continuous correction can ensure that the new organizational structure is used properly. Third, the implementation and transition of the corresponding management system。Under the new organizational structure, due to the different organizational relationships and functional divisions, the norms, processes and standards faced by the organization in operation and management are different. If the new structure continues to use the old management system, there will be contradictions and conflicts between the old and new management concepts. Therefore, under the new organizational structure, enterprises must quickly establish the corresponding management system.
Then new problems arise. During this period, many enterprises had the phenomenon that the old management system was not suitable for the new structure, and the new management system was not fully established. There will be some voices within the organization, such as: chaotic management after structural adjustment, unsmooth work management process, unclear division of functions, and how to do management norms. Under the pressure of various internal voices, everyone began to wonder if the design or adjustment of the new organizational structure had failed.
To solve this chaos, first of all, the construction of the management system and the design of the organizational structure should be carried out simultaneously, so as to ensure that there is a complete management system to escort the implementation of the new organizational structure. Secondly, we should pay more attention to the excessive replacement of the old and new management systems, such as excessive timing, excessive methods and processes, excessive emergency measures, etc.
Fourth, the organizational structure design or adjusted resource allocation。As the new organizational objectives, organizational relationships, and division of functions change after the promulgation of the new organizational structure, the need for resource allocation in the development of work will naturally change accordingly. Therefore, after the implementation of the new organizational structure, enterprises should pay special attention to the demand for resource allocation.
First, each organizational team will come up with a list of resource requirements; Secondly, enterprises should classify and integrate all kinds of resource requirements to avoid wasting resource costs or generating unnecessary resource needs; Thirdly, the enterprise carries out the support work of resource allocation.
Fifth, the establishment, training and motivation of the core team。A complete set of organizational structure and management system is ultimately to be realized by the members of the organization. The most important of these is the composition of the core team and the level of its ability. If the ideology, willingness, initiative, and management level of the core team cannot meet expectations, then no matter what kind of organizational structure and management system, it will not be able to bring good target results to the enterprise.
First of all, establish a talent standard database for the core team. In accordance with the requirements of the organization's goals and functional tasks, we match the talents with real ability.
Secondly, establish a performance incentive management system for the core team. Put forward clear requirements for the core team's service ability, management ability, and performance results, and give a full incentive mechanism to mobilize the enthusiasm and cohesion of the core team.
Thirdly, establish a training management system for the core team. Plan training courses for core team members to help them continuously improve their competency levels.
Finally, establish a caring and communication system for the core team. Effectively follow up and communicate with the ideological consciousness and willingness of the core team members, as well as the problems in their work, so as to improve their tenure pattern and mentality.
The above are some of our feelings and experiences on organizational structure management in the process of enterprise consulting and counseling. In general, there is no good or bad model of any organizational structure, the key is whether the management behavior after the implementation of a new organizational structure is achieved.
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