Division of Western Large Enterprises at the End of 19th Century and the Beginning of 20th Century
Enterprise organization comes from the division of western large enterprises at the end of the 19th century and the beginning of the 20th century.There are U-shaped organizational structureM-type organizational structure, matrix system structure, multi-dimensional system and super business unit system structure, H-type organization structure and simulated decentralization structure.
An organization refers to a social entity unit of people working together under the guidance of a common goal;It is established in a certain institution and becomes an independent legal person;It is also a process of organizing activities to coordinate people's behavior through division of labor and cooperation.
Enterprise organization is a dynamic process of combination activities and a management structure formed in the process of business activities;There are formal organizations and informal organizations in enterprises.
At the end of the 19th century and the beginning of the 20th century, western large enterprises generally adopted a vertically integrated functional structure that divided departments according to functions, namely the U-shaped structure.It is characterized by that the enterprise is divided into several departments according to its functions (such as production, sales, development, etc.). Each department has little independence and is directly managed by the senior leaders of the enterprise, that is, the enterprise implements centralized control and unified command.The U-shaped structure maintains the advantages of the linear system of centralized and unified command, and absorbs the advantages of the functional system of professional management functions.It is suitable for the environment where the market is stable, the enterprise organization structure has few product varieties, and the demand price elasticity is large.However, since the beginning of the 20th century, great changes have taken place in the external environment of Western enterprises, such as the decline of the original market profit margin, the continuous production of new technological inventions, etc. At the same time, the continuous expansion of the scale of enterprises has exposed the defects of this structure: senior leaders are trapped in daily production and operation activities and lack energy to consider long-term strategic development,Moreover, the administrative structure is becoming larger and larger, and the coordination of various departments is becoming more and more difficult, which causes the rise of information and management costs.At the beginning of the 20th century, General Motors Corporation, aiming at the defects of this structure, first carried out organizational structure reform within the company, adopting the M-type organizational structure. Since then, many large companies have followed suit.
M-type organizational structure
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M-type organizational structure, also known as institutional organizational structure.The basic feature of this structure is the separation of strategic decision-making and operational decision-making.According to the business, a semi autonomous business division is set up based on products, services, customers, regions, etc. The strategic and operational decisions of the company are taken by different departments and personnel, freeing senior leaders from the heavy daily business, concentrating on the long-term business decisions of the enterprise, supervising and coordinating the activities of each business division, and evaluating the performance of each department.
Compared with U-shaped structure, M-shaped structure has advantages in governance and is suitable for modernEnterprise organization structureRequirements for enterprise operation and development.M-type organizational structureIt is a multi unit enterprise system, but each unit is not an independent legal entity. It is still the internal business organization of the enterprise, such as a branch.
Matrix structure
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It combines the departments divided by functions with the teams divided by projects to form a matrix, so that the team members can accept the dual leadership of the team and functional departments.It is characterized by the establishment of a special organization with cross functional departments around a specific task. This organizational structure is fixed, but the personnel are variable, and they can leave after the task is completed.
Compared with the U-shaped structure, the matrix structure is flexible and flexible, which overcomes the disjunction of various departments in the U-shaped structure.
Multidimensional structure
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Multidimensional systemStructure, also known as three-dimensional organizational structure, is based on the matrix structure.It was first established in 1967 by Dow Corning Chemical Industry Company of the United States.The three-dimensional structure of product profit center, regional profit center and professional cost center is constructed on the basis of matrix structure (i.e. two-dimensional plane).If time dimension is added, a four-dimensional three-dimensional structure can be formed.Although its subdivision structure is complex, each structure level is still a two-dimensional structure, and the multidimensional structure does not change the basic characteristics of the matrix structure. Multiple leaders and departments cooperate, only increasing the multiplicity of the organizational system.Therefore, its basic structure form is still the matrix system, or it is just an extended form of the matrix system structure.
Super business division system
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The super business division system is established on the basis of the M-type structure.The purpose is to carry out relatively centralized management of multiple business divisions, that is, divide them into several "large groups" for coordination and control.But its appearance has not changed the basic form of the M-type structure.
H-type organizational structure
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H-type organizational structureIt is a kind of parent child system consisting of multiple legal entities, which is mainly connected by property right ties.The H-type organizational structure mostly appears in enterprises formed by horizontal merger, which makes the merged subsidiaries maintain greater independence.Subsidiaries can be distributed in completely different industries, while the head office coordinates and controls the objectives and behaviors of subsidiaries through various committees and functional departments.Companies with this structure are often too independent and lack of necessary strategic contact and coordination. Therefore, it is difficult for the company to use its overall resource strategy.
