One of the major trends in contemporary management change is the flattening of organizational struct

Yes, one of the major trends in contemporary management change is indeed the flattening of organizational structures.

The reason for the flattening of the organizational structure is mainly due to the rapid development of information technology and the operational requirements of enterprises. Here's why:

First, due to the development of information technology, communication has become very easy, from the highest level of management to the lowest level of management between the information transmission has become simple and easy, now, the network penetration rate is very high, without too many intermediate levels, information can be directly and high-level transmission to the grassroots, therefore, the middle level of management is very few, the organizational structure is very flat;

Second, due to the rapid development of global economic integration, the operation and management area of enterprises is infinitely expanded, and information must be required to communicate in a timely manner between various departments and levels.

Third, because science and technology can support the existence of a large number of virtual organizations, they do not have too many staff, and the means of working also rely on the network and modern communication methods, directly contact the grassroots and high-level decision-makers, so as to effectively ensure that the decision-making at the upper level and the implementation at the grassroots level are synchronized, which is also an important reason for the flattening of the organizational structure.

In short, the flattening of the organizational structure is an irreversible trend, and only organizations that adapt to this change can survive effectively.

Flat management is a management model implemented by enterprises to solve the problems faced by the hierarchical organizational form in the modern environment. When the scale of the enterprise expands, the original effective method is to increase the level of management, and now the effective method is to increase the scope of management.

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

Therefore, the statement about the flattening of the organizational structure in the title is wrong, and it should be that the early management of the bureau has increased and the level has decreased.

It is true that a flat organization refers to an organizational structure with few levels of management and a large range of management.

Flat organization, one of the forms of organizational structure. As opposed to the "towering organization". There are few levels of organization and management, and the scope of management control is large.

Its advantages: due to the lack of management levels, there are few intermediate links in the upper and lower communication, and the information transmission is fast; Due to the large scope of management and lax control, the subordinates have greater autonomy and are easy to give full play to the enthusiasm, initiative and creativity of the subordinates, thereby increasing the sense of satisfaction.

Its disadvantages: due to the large management range, it can not closely supervise the work of the subordinates, and it is easy to make the coordination performance of the subordinates poor. Generally speaking, this kind of organizational structure should be adopted when the work tasks are similar, the jobs are relatively close, the tasks are not complex, the maturity of subordinate personnel is high, or the coordination requirements between various departments are not high.

Definition of an organization:

An organization is an open system with specific functions in a certain environment and in order to achieve a certain common goal, in accordance with a certain structural form and activity rules. To put it simply: an organization is a group of two or more people, a target base, and specific interpersonal relationships.

An organization is a collection of two or more people working together to achieve a common goal. It is a purpose-oriented social entity with a specific structured system of activities.

To sum up, an organization is a system composed of various subsystems, and drawing the outline from the demarcation of the environment requires as much as possible to understand the relationship between each subsystem and its subsystems, as well as the relationship between the organization and the environment, and it is required to try to clarify the relationship and structural pattern of each variable, it emphasizes the changing nature of the organization, and understands how the organization operates under different conditions and specific conditions.

1. Traditional organizational structure.

1. Main advantages.

It is conducive to shortening the distance between superiors and subordinates, close the relationship between superiors and subordinates, and the vertical flow of information is fast and the management cost is low. In addition, managers have greater autonomy, motivation, and satisfaction due to the large scope of management.

1) Fast information transmission speed and small distortion;

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

3) Superiors and subordinates can form larger collectives, which is conducive to solving more complex problems;

4) Supervisors have a large workload and are more willing to give more power to their subordinates.

2. Main disadvantages.

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

1) The management scope is large, the workload is large, and the energy is scattered, and it is difficult to carry out in-depth and specific management of subordinates.

2) The higher the quality requirements of supervisors, the larger the scope of management, and the stricter and more comprehensive the requirements. If there is no such supervisor, the assistant must work together. In this way, it is not easy to sort out the responsibilities between the principal and deputy positions, and various inconsistencies may occur.

3) Superiors and subordinates form larger collectives, and as the size of the collectives increases, coordination becomes more difficult.

2. Flat organizational structure.

1) Advantages: Traditional organizational design emphasizes work efficiency, work specialization and strict hierarchy, which is conducive to improving the stability and controllability of the organization and achieving organizational goals.

2) Disadvantages: Overemphasizing the control role of power over managers and the strictness of the hierarchy is not conducive to giving full play to enthusiasm and creativity, and making the organization lack flexibility. In addition, it can lead to hostility between the managed and the managed, making the managed have an opposite attitude towards the organization, thus hindering the achievement of the organization's goals.

1.Construct an organizational structure with workflow as the center rather than departmental functions. The structure of the company is built around a few "core processes" with clear goals, rather than around functional departments; As a result, the responsibilities of functional departments have gradually diluted.

2.The vertical management level is simplified, and the middle managers are reduced. The flattening of the organization requires the management of the enterprise to increase, simplify the cumbersome management level, and cancel the posts of some middle-level managers.

3.Enterprise resources and power are decentralized to the grassroots level, and customer demand is driven. 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 means of network communication. The communication between enterprises and enterprises through the use of e-mail, office automation systems, management information systems and other network information tools greatly increases the scope and efficiency of management.

Summary. Because: first of all, many enterprises want to change the situation that the management level is too dense, there are too many managers, and the management costs are too high.

Because: first of all, many enterprises want to change the situation that the management level is too dense, there are too many managers, and the management costs are too high.

Explanation of the flattening trend of organizational structure in management principles: 1Construct the organizational structure with workflow-centric rather than departmental functions.

The company's structure is built around several "core processes" with clear goals, rather than a state that revolves around the world's functional departments; As a result, the responsibilities of the department have gradually diluted. 2.The vertical management level is simplified, and the middle managers are reduced.

Organizational flattening requires the management of enterprises to increase, simplify the cumbersome management levels, and abolish the posts of some middle-level managers, so as to shorten the chain of command of enterprises.

How to understand the sixteen-character formula of the United States, "there is a way to centralize power, there is an order for decentralization, there are rules for authorization, and there is a degree of use of power".

There is a way to gather and debate. The most basic principle of centralization and decentralization is the principle of reciprocity of "responsibilities and rights". Whatever power you want, you have to bear whatever responsibility and take what benefits.

Decentralization and order. There should be clear standards and procedures for the division of powers. There are chapters in the authorization.

There should also be rules for authorization. Midea's chapter is a 20-page "Manual of Decentralization Norms". This manual contains one bond, ten releases, four reinforcements, and seven holds.

What are the principles of effective authorization.

The authorizer should fully understand the ability of the muzheng licensee; After authorization, the authorizer should teach the licensee to make the effect that it should achieve; give the delegate full authority to make decisions; Establish a mechanism for the licensor's feedback and control or slip; top-down, coordinated delegation; public licensing; Clarify the authority and scope of the authorizer.

First, the advantages. (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 supervisors is large, the load is heavy, and the energy is scattered, and it is difficult to carry out in-depth and specific management of 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.