Case A bureau is an old unit with a history of several decades

From the bureau chief's analysis of the bureau's mistakes in the construction of the administrative organization. I believe that after the promotion of the director, the organizational structure of the bureau was reformed, and the director and deputy division were added in order to improve relations with colleagues.

The bureau's work has been frustrated by the fact that there are many posts in the main and deputy sections, which lead to bloated and overlapping positions, low efficiency of subordinates, unclear powers and responsibilities, and low quality of personnel. The specific analysis is as follows:

The director's approach is highly subjective.

As a successful person who has been promoted with strength, although his subordinates have given him help and support on the road to success, as a qualified leader, he must have a clear distinction between grievances and grievances, separate public and private, and have a long-term vision. His reforms have led to the "ineffectiveness of the administrative organizational structure", which is manifested in the following ways: (1) Slow or low-quality decision-making.

Because there is too much overlap in the positions created in the Bureau, there may be too many decision-making issues at the organizational level, and there may be serious differences in decision-making, as well as reasons such as poor quality decision-making and insufficient information, which can also lead to missed opportunities and not doing what needs to be done. This also led to the mutual bargaining in the case, and the leaders suffered hardships. (2) Organizations are unable to respond creatively to changes in the environment.

When the director of the bureau finds that there are serious personnel problems in his organization, he should formulate a competition mechanism to improve the efficiency of personnel, reduce personnel, and continuously improve the institutional environment to meet the requirements of the times.

3) Too much antagonistic conflict. I believe that if the organization sets up too many people in each position, it will not only lead to the decentralization of power, but also lead to too many contradictions between superiors and subordinates, internal conflicts among personnel, and personal emotional conflicts will be brought to work, which will seriously affect the process of work, and problems will accumulate, so that the whole organization will slowly decline. In general, according to the administrative hierarchy of the material, the organization implements a linear centralized structural model.

The director's actions are a manifestation of excessive decentralization of power, that is to say, the weakening of his linear form of centralization and the excessive width of the horizontal structure, which severely restricts the development of the organization. As a unit department, if it is the needs of the work, then some positions can be appropriately added, but it must be implemented only after considering from multiple angles, and it cannot be emotional, and there is no distinction between public and private.

This structure is like a pyramid, at the top is a superior leader with absolute authority, who divides the overall tasks of the organization into multiple parts, and then assigns them to the next level of responsibility, and these subordinate leaders further subdivide their own tasks and assign them to the next level, and this kind of continuous extension of their original tasks to each employee. In a linear-centralized organizational structure, the director is responsible for the actions of all members under his jurisdiction and has the authority to give orders for unconditional obedience from subordinates. However, the director's delegation of power is to let his subordinates go unchecked, causing them to constantly degrade their abilities and not handle their affairs properly, resulting in a situation that is difficult to control.

Therefore, this bureau chief is a great failure in the construction of the bureau's administrative organization, and although his ability is certain, he is not a qualified leader.

The director of the bureau made the mistake of setting up posts according to people, which led to a bloated organization and overstaffing. It is necessary to set up posts according to the business process, the position must be necessary, and the work must be saturated.

The basis for the establishment of administrative bodies.