What are the characteristics of flat tissues and how to transform them?

Characteristics of flat tissue:

1. Wider management range: Traditional organizational management believes that under normal circumstances, the management range should not be greater than 6 people, but with the improvement of managerial positions and the increase of exceptions, the management range of the senior level is smaller than that of the next level. Under normal circumstances, the number of subordinates effectively managed by grassroots managers should not exceed 15-20 people, the middle level should not exceed 10 people, and the number of senior managers should generally not exceed 6 people.

2. Enrich the management skills of managers: With the strengthening of organizational flattening, line managers need to have stronger strategic management capabilities. In a flat organization, managers must not only coordinate and manage their subordinates, but also implement self-management, which requires leaders to have communication skills and change their leadership and management styles.

3. Improve the maturity of employees: The organization is flattened, and employees are required to have the necessary professional knowledge, willingness and ability to participate in decision-making, and take the initiative to be creative. The flattening of the organization requires employees to have a better understanding of all aspects of the work process and to be able to coordinate with any part of the work.

Fourth, full authorization: in the flat organizational structure, enterprise resources and power focus on the grassroots, which requires enterprises to delegate decision-making power, organize self-management teams according to processes, and require employees to actively participate in decision-making management and give full play to their initiative and enthusiasm. Enterprises should pay attention to avoid reducing the participation and empowerment of employees after the implementation of flattening, so that the enterprise will move towards the result of centralized management.

Bert Consulting believes that the flattening of an organization should be as follows:

1. Reengineering of the enterprise organization system around the process: The reengineering of the enterprise organization system essentially requires the enterprise to implement flat management and establish it around the process rather than around the functions of the department.

2. Adjust the leadership style and role of senior managers: The fundamental purpose of organizational flattening is to realize the democratic management of enterprises, and a leader with a very charismatic personality is needed to carry out organizational flattening transformation without being obsessed with power. Leaders should focus on the "people" in the organization, attach great importance to the organization's goals and vision, and attach great importance to discovering the potential of employees.

Flexible command, in a certain period of time, to organize cross-departmental teams to replace the role of managers with the role of helpers and trainers. Leaders should know how to empower and stimulate the autonomy and creativity of employees.

3. Transformation of corporate culture: information asymmetry, lack of equality, trust and other cultural values will lead to the unsuccessful transformation of flattening.

Flat organizations require a culture that is open, equal, democratic, trusting, and teamwork. In order to truly improve the efficiency and competitiveness of enterprise organizations, it is necessary to change the problems of information asymmetry, non-cooperation and externality of teams, and dehumanization of leadership styles.

First, the organizational structure is as follows:

1. Linear organizational structure.

2. Functional organizational structure.

3. Organizational structure of business division.

4. Matrix organizational form.

2. Flat organizational structure; It is to establish a compact, capable and flat organizational structure by reducing the level of administration and redundant personnel.

The flattening of the organization is precisely due to the fact that the bureaucratic organizational model is difficult to adapt to the requirements of fierce market competition and rapidly changing environment. The so-called organizational flattening is to establish a compact horizontal organization by breaking the company's top-down vertical towering structure, reducing management levels, increasing management amplitude, and reducing redundant personnel, so as to achieve the purpose of making the organization flexible, agile, flexible and creative. It emphasizes the simplification of systems and management levels, the increase of management amplitude and decentralization.

FlatteningOrganizational structureYes: to create a compact and capable organizational structure by reducing the level of administration and redundant personnel.

Flattening can speed up the transfer of information, make decision-making faster and more efficient, and at the same time, due to flattening, fewer personnel, so that the cost of the enterprise is lower, also due to flattening, the decentralization of the enterprise has been implemented, and each middle manager has greater autonomy to make better decisions.

Flattening to workflow.

Structuring the organization for a central rather than departmental function. The structure of the company is built around a few "core processes" with clear goals, rather than around the department of employment or competence; As a result, the responsibilities of functional departments have gradually diluted.

The vertical management level is simplified, and the middle managers are reduced. Organizational flattening requires the extent of management of the enterprise.

Increase and simplify the cumbersome management level, cancel some middle-level managers, and shorten the chain of command of the enterprise.

It is conducive to shortening the distance between superiors and subordinates, close the relationship between superiors and subordinates, fast longitudinal circulation of information, and management costs.

Low. Moreover, due to the large range of management, the managed have greater autonomy, enthusiasm and satisfaction.

Due to the wide scope of management, the division of power and filial piety is agitated, and it is not easy to implement strict control, which increases the burden of coordination between subordinate organizations and personnel.

Modern management education is flattenedOrganizational structuredefines the establishment of a compact and capable organizational structure by reducing the level of administration and redundant personnel.

The assumption of humanity implicit in a flat organizational structure is that of a "self-actualized person". This hypothesis holds that, in addition to social needs, people also have a desire to fully express their abilities and realize their potential. Based on this assumption of human nature, a more decentralized decision-making participation system should be established, and challenging jobs should be selected to meet the needs of self-realization.

However, its theoretical basis cannot be fully established.

Different. The organizational form of the traditional hierarchical structure originates from the classical management theory of "management amplitude and shouting."

Theory. The management amplitude theory holds that the number of subordinates that a manager can manage is limited due to the limitations of his energy, knowledge, ability, and experience.

As the number of subordinates increases, the number of possible interpersonal relationships will increase exponentially, as will the amount of information and the difficulty of management.

And the higher you go, the fewer subordinates a manager can effectively manage. In general, there are no more than 15-20 subordinates that can be effectively managed by grassroots managers, no more than 10 subordinates who can be effectively managed by middle managers, and no more than 7 subordinates who can be effectively managed by senior managers.

1) Construct an organizational structure centered on workflows rather than departmental functions. The structure of the company is built around a few "core processes" with clear goals, rather than around functional departments; The responsibilities of the Zhiqiao Zao Energy Department have gradually faded.

2) Simplify the vertical management level and reduce the middle managers. The flattening of the organization requires the enterprise to increase the scope of fuel source management, simplify the cumbersome management level, cancel some middle-level managers' positions, and make the enterprise command chain the shortest.

3) Corporate resources and power are decentralized to the grassroots and driven by customer demand. The grass-roots staff have direct contact with customers, so that they have part of the decision-making power, which can avoid the distortion and lag in the process of conveying customer feedback information to superiors, greatly improve service quality, quickly respond to market changes, and truly achieve "customer satisfaction".

4) Modern network communication means. The use of network information tools such as e-mail, office automation system, and management information system to communicate between enterprises and enterprises greatly increases the scope and efficiency of management.

5) Implement target management. At the same time of delegating decision-making power to employees, the implementation of target management, with the team as the basic work unit, employees make their own decisions in the work and are responsible for them; In this way, every employee becomes the owner of the enterprise.

The advantages and disadvantages of tissue flattening are as follows:

Merit. 1) Fast information transmission speed and less distortion;

2) It is convenient for senior leaders to understand the situation at the grassroots level;

3) Supervisors and subordinates can form a larger collective, which is conducive to solving more complex problems;

4) Supervisors have a heavy workload, so they are more willing to let their subordinates enjoy more full authority.

Second, the shortcomings. 1) The management range of the supervisors of Zen Cha Oak is large, the load is heavy, and the energy is scattered, and it is difficult to carry out in-depth and specific management of the subordinates;

2) The quality of the supervisor is required, and the greater the management range, the stricter and more comprehensive the requirements. When there is a lack of such a supervisor, it is necessary to assign a deputy to work together. In this way, it is not easy to delineate the responsibilities between the principal and deputy positions, and various uncoordinated phenomena may occur;

3) Supervisors and subordinates form larger groups, and as the size of the group increases, it becomes more difficult to coordinate and reach agreement.

Pay attention to the side items of the congratulations:

When the number of people in an enterprise or organization is determined, due to the limitation of the effective management range, it is necessary to increase the management level, and the management level is inversely proportional to the management range. Under the traditional management model, when the scale of the organization expands and the management range has its limit, the management level will gradually increase.

In a relatively stable market environment, the organizational form of hierarchical structure is a form of organization with high efficiency. However, this form of organization is increasingly unable to adapt to the development and changes of the market. When the scale of the enterprise expands, the original effective method is to increase the level of management, and the effective way is to increase the scope of management.

When the management level decreases and the management amplitude increases, the pyramid-like organizational form is "compressed" into a flat organizational form.

Compared with traditional organizational structures, flat organizational structures have the advantage of being flexible, democratic, reducing bureaucracy, improving internal communication, and helping to mobilize the creativity of employees and respond more quickly to changes in the environment, including consumer demands. <>