What are the principles of organizational structure design

8 guiding principles: the principle of objectives, the principle of conformity, the principle of responsibility, the principle of organizational hierarchy, the principle of management range, the principle of specialization, the principle of coordination and the principle of clarity.

Hehe, the hero above said these fourteen principles at once, which is really a stake. There are too many for you to remember, so I'll give you my thoughts.

There is only one principle in the design of the organizational structure: the principle of customer orientation. We know that the purpose of the company's existence is to create and meet the needs of our customers.

Therefore, the design principle of the company's organizational structure is to unite how to better create and meet the needs of customers. To be more detailed, the needs of customers can be summed up in only eight words: on schedule, such as quality, such as quantity, and such as price.

These eight words actually contain three chains, namely schedule, cost material control and quality chain. Designing an organizational structure requires a system of these.

A: Organizational structure design is the work of designing or changing the structural system of an organization in order to achieve its long-term or phased goals.

The following basic principles should be followed in designing an organizational structure;

1. The principle of validity. The principle of effectiveness has three implications; First of all, the organizational structure design should serve the realization of the organizational goals; secondly, strive to achieve better management results with fewer levels and less time; Finally, the work process of organizational structure design should be efficient.

2. The principle of division of labor and cooperation. Division of labor and cooperation are complementary to each other, only the division of labor without cooperation, the division of labor will lose its meaning; And without division of labor, there can be no collaboration.

3. The principle of reciprocity of responsibilities and rights. Responsibilities, powers and interests are inseparable and must be coordinated, balanced and unified. While delegating responsibility, it is necessary to delegate the necessary authority to complete the work independently, and there must also be interest incentives.

Responsibilities without rights, rights without responsibilities, or unequal and mismatched rights and responsibilities will make the organizational structure unable to operate effectively and the organizational goals difficult to achieve.

4. The principle of hierarchical management. Hierarchical management requires that each position must have a person in charge, and everyone knows who his direct leader is and who his subordinates are. Normally, a subordinate on the hierarchy chain receives orders from only one superior; Every higher-level leader must not exceed his authority to command, but may skip the level of inspection, and the subordinate level must not go beyond the level to ask for instructions, but can go beyond the level to reflect the situation and make suggestions.

<>5 Principle of coordination. Coordination involves two aspects; The first is the coordination of relations within the organization; The second is the coordination of organizational task allocation.

6. Principles of elastic structure. The so-called flexible structure refers to the fact that the department, structure, responsibilities and positions of the personnel of an organization can operate in response to changes in the environment. The principle of resilient structure requires that both departmental bodies and positions be flexible.

1. The principle of clear management. That is, to avoid the phenomenon of multiple commands and no one in charge.

2. The principle of reciprocity of responsibilities and powers.

3. The principle of effective management range. That is, the number of direct subordinates of management personnel should be within a certain range.

4. The principle of flexibility. That is, to be able to adapt to changes in the external environment.

5. Customer-oriented principle. It should be ensured that the organization is running in a way that is conducive to creating value for customers.

6. Implement the principle of separation of supervision and supervision.

7. The principle of professional division of labor and cooperation. That is, to take into account the professional efficiency and the unity of organizational goals.

8. The principle of lean and efficient. On the premise of ensuring the completion of the task, the organization should be lean and the personnel should be streamlined.

The principles of shed reed slow recovery in the design of chain mold weaving structure are: the principle of heightening, the principle of optimization, the principle of balance, the principle of focus, the principle of people-oriented, the principle of application, and the principle of compulsion of hunger.

Organizational structure design is to establish the most reasonable management and control mode at a certain stage of the enterprise through the integration and optimization of organizational resources (such as human resources), so as to maximize the value of organizational resources and organizational performance. In a narrow sense, in layman's terms, it is to improve the execution and combat effectiveness of the organization through the design of the organizational structure under the condition of limited personnel.

Organizational structure design is the design of the constituent elements of the organization and the connection between them, which is to divide the management level, determine the organizational system, and select a reasonable organizational structure according to the characteristics of the organizational objectives and organizational activities.

The factors that affect the design of the organizational structure are as follows:

1. Enterprise environment: whether the link in which the enterprise is located is stable or unstable, simple or complex, the organizational structure should be considered in the design.

2. Enterprise scale: whether the enterprise is a large enterprise or a small enterprise, the management level, the degree of centralization, the professional division of labor, and the degree of standardization are all factors to be considered.

3. Strategic objectives: whether the corporate strategy is specialized or diversified, whether it is vertical integration or horizontal integration, which direction it will develop in the future, what to focus on development, etc., will affect the organizational structure.

5. Development stage: The focus of the enterprise is different at different stages of development, and the organizational structure will be different.

6. The industry in which the enterprise is located: the organizational structure will be very different from that of different industries, and the organizational structure of manufacturing enterprises and Internet enterprises is very different.

Introduction to the organizational structure:

To determine whether an enterprise is excellent and long-lived, it is not to see how great the leaders of the enterprise are, but to see whether the organizational structure of the enterprise can enable ordinary employees to create great achievements through extraordinary efforts: on the contrary, it will allow excellent employees to only make ordinary achievements. The fundamental reason for this lies in the different organizational structures and the different ways in which the elements are combined, resulting in differences in the coordination or synergy between the elements.

A well-managed organizational structure can form a convergence and amplification effect of the overall strength. Otherwise, it is easy to have a situation of "scattered sand" and even a situation of "fighting in the nest" in which the forces cancel each other out. Perhaps it is precisely because of this effect that people often refer to "organization" as the "fourth factor" that attaches equal importance to the three major factors of production: people, money, and materials.