Foreword: "Network Economics and Business Management" is one of the courses of the "Computer Information Management Major" self-examination undergraduate, course code 00910. I am going to take the exam for this course in October 2021, and I would like to share my study notes with the students on the way to the self-examination.
Chapter IV Enterprise Organization Management
<h1 class="pgc-h-arrow-right" data-track="3" > Section 1 Overview of Enterprise Organization Management</h1>
The meaning of enterprise organization: it is a dynamic and complex system with standardized order, hierarchy of authority, communication system and member coordination system established by many people in order to achieve common goals.
The nature of the business organization
Enterprise organizations are established according to certain purposes, and organizations are an effective way to achieve organizational goals.
Organizations need to manage.
In the organization, it is necessary to establish a normative order, that is, the system.
Organization is a structure of authority and responsibility.
There is communication and coordination between the different structures of authority and responsibility in an organization.
The basis of the organization is the activity, and the organization organizes the people, things, etc. concerned in order to achieve a certain goal.
Organization is a dynamic open system.
Basic Functions of the Enterprise Organization (Select)
Guarantee the implementation of enterprise functions
Maintain the coordination of corporate activities and improve the efficiency of enterprises
Maintain the stability and adaptability of the enterprise
Organizational management: In order to effectively allocate limited resources within the enterprise, in order to achieve certain common goals and in accordance with certain rules and procedures constitute a kind of responsibility and personnel arrangement.
What the organization manages:
Organizational design: Clarify the organizational goals as the first step in the organization's work; according to the organizational objectives, structure and establish a complete set of organizational structures and position systems
Organizational operations
Organizational adjustments
<h1 class="pgc-h-arrow-right" data-track="20" > section 2 The form of the organizational structure of the enterprise</h1>
Straight-line structure: Linear structure is the earliest and simplest form of organization.
Advantages: the command system is transmitted in a single straight line, the management power is highly centralized, the unified management is implemented, the decision-making is rapid, the command is flexible; the organizational structure is simple, and the management cost is low.
Disadvantages: Managers are required to be familiar with a variety of professional knowledge; there are many levels of the organization, which is not conducive to the transmission of information from the bottom up.
Ideal for: Smaller, single-task, less staffed organizations.
Straight-line structure
Functional Structure:
Advantages: Can give full play to the professional management role of functional institutions, get rid of trivial economic and technical analysis work.
Disadvantages: Multi-headed leadership, which greatly violates the principle of unified command.
Suitable for: enterprise organizations with complex production technology and the need for specialized knowledge in various management
Linear functional system structure:
Advantages: unified command, division of labor and specialization
Disadvantages: The horizontal connection between functional departments is poor, the information transmission route is long, and the applicable environment changes are poor
Applicable: Generally applicable
Divisional structure: The organization is divided into departments according to the region or the various products and businesses it operates, and each division is independently accounted for, self-financing, adaptability and stability.
Defects: Duplicate allocation of resources, poor collaboration between business units.
Applicable: In the face of complex and changeable market environment, large enterprises and giant enterprises in which geographical locations are dispersed
Divisional structure
Matrix structure: A form of organization that combines departments by function with departments by product, service, or engineering project
Advantages: flexibility and adaptability, conducive to the development of new technologies, stimulate creativity
Defects: Easy to cause conflict, bloated institutions
Applicable: scientific research, design, planning projects and other innovative work
Matrix structure
Holding structure: One enterprise does not directly manage and control other enterprises, but replaces it with shareholding control. The shareholding unit still retains the right to operate the specific business independently and has an independent legal person status;
Holding structure
<h1 class="pgc-h-arrow-right" data-track="51" > section 3 Innovation of enterprise organizations in the Internet age</h1>
Innovative ways for enterprise organizations in the Internet age:
Flattening of the organizational structure
Flexible organizational structure
Virtualization of enterprise organizations
Enterprise organization networking
Traditional pyramidal hierarchy: the most mature and influential organizational structure in the era of industrial economy. Disadvantages: slow response to the external environment, slow adjustment; slow flow of information, resulting in information distortion; difficult to coordinate within the organization, not conducive to innovation.
Flattening of organizational structure: Reduce the management level and expand the scope of enterprise management, and the organizational structure form is transformed from the standard pyramid type to the cylindrical type. Conditions for realization: Great progress in modern technology;
Flexibility of organizational structure:
Instead of a fixed and formal organizational structure, the organizational structure is replaced by a temporary, task-oriented team-based organization.
The typical organizational form of flexibility: ad hoc teams.
Manifestations of organizational flexibility: centralization and decentralization; unity of stability and transformation
Enterprise organization virtualization: Reform of traditional organizations, using outsourcing and strategic alliances to transform core capabilities.
Specific forms of virtualization for enterprise organizations:
Outsourcing: Manufacturing enterprises adopt it in the production process.
Strategic alliance: two or more enterprises jointly own the market and use resources together; the parties to the alliance still maintain the independent operation rights of the original enterprises
Joint ventures: Reluctance to outsource some of the business due to technical confidentiality and cost savings.
Franchising: the main application of enterprise organization forms in service industries such as retail and hotel industry.
Virtual sales network: The headquarters allows the subordinate sales network to become a sales enterprise with independent legal personality
Enterprise organization networking: a consortium of multiple independent individuals, departments and enterprises for common tasks, which operates not by traditional hierarchical control, but through intensive multilateral linkages, mutually beneficial and interactive cooperation on the basis of defining the roles of members and their respective tasks.
Basic types of networked organizations:
Internal network: reduce the level, the flow of information quickly
Vertical network: The exchange formed between upstream and downstream enterprises such as raw material suppliers, parts suppliers, manufacturers, distributors and so on not only exchanges products and funds, but also exchanges technical information and other elements, which improves efficiency and reduces costs
Inter-market network: mutual participation in management, mutual sharing of resources Large manufacturing enterprises, financial enterprises, and comprehensive trading companies are interrelated in equity and mutually involved in management
Network of Opportunities: Connecting a wide range of producers and consumers
<h1 class="pgc-h-arrow-right" data-track="97" > Section 4 Enterprise Organization Reengineering</h1>
Background to the emergence of the theory of enterprise reengineering:
3Cs:
Customer: Customer
Competition: Competition
Change: Change
Proposed by Business Process Reengineering (BPR):
Mike Hammer
James Champpi
Corporate Reengineering: Fundamentally rethinking and reinventing business processes in order to achieve significant improvements in key indicators of performance.
Characteristics of enterprise reengineering:
Customer-centricity is the starting point for corporate reengineering.
The core of corporate reengineering is the redesign of the business processes of the enterprise.
Implementation steps for corporate reengineering:
Build a team for corporate reengineering.
Conduct a comprehensive analysis of existing processes, first identifying business processes, then analyzing and diagnosing them.
Enterprise Business Process Reengineering (BPR), which is at the heart of corporate reengineering.
Organize implementation and continuous improvement.
The foundation of corporate reengineering
Establish a process management information system
Establish effective organizational safeguards
Reinventing corporate culture
Cultivate compound talents
<h1 class="pgc-h-arrow-right" data-track="126" > Section 5 Learning Organization</h1>
Learning organization: Under the common vision, the organic, humane organization with continuous learning ability is established by cultivating a learning atmosphere that permeates the entire organization and gives full play to the creative thinking ability of employees.
Characteristics of a learning organization:
Members of the organization share a common vision
An organization is a team of multiple creative individuals
Good at continuous learning
Self-management
A new role for leaders
Build knowledge alliances
Peter Shengji proposed a method for building a learning organization (five disciplines):
Self-transcendence: it is the spiritual foundation of a learning organization
Improving mental models: Innovate customary practices within the organization based on problems within the organization
Establish a shared vision: including common goals, values, and missions
Team learning: The most basic form of learning for learning organizations
Systematic Thinking: The Core of the Five Cultivations
Learning organization