Construct a company organization model suitable fo

Construct a company organization model suitable for business growth

"In the process of the company's growth, how to realize the unity of decision-making and execution, and transform the leaders' personal ideas into the actions of enterprise groups, which depends on the agglomeration and driving force of enterprise organization, which includes three aspects: organizational structure, human resources and system.

based on the pursuit of business growth and enterprise benefits, many private enterprises pay more attention to business development than organization construction This has led to the dislocation, loss and waste of enterprise resource allocation, and the phenomenon of out of control cost risk, which has seriously affected the realization of enterprise growth and benefit objectives. "

five common characteristics of successful enterprises

"successful enterprises are the same, and failed enterprises have their own failures". From the situation of successful enterprises at home and abroad, the following characteristics are almost common:

1. Correct business strategy; 2. Accurate industrial entry point, clear main business positioning and reasonable business structure; 3. Build the competitiveness of products and technologies, and design the business process and profit model according to the requirements of the consumer market and peer competition. 4. Scientific and rigorous enterprise organization, system and reasonable allocation of human resources; 5. Sound financial matching

most of the world's top 500 enterprises and domestic successful enterprises such as Haier, Midea, TCL, Lenovo, Huawei and ZTE generally share these common characteristics. The failure of failed enterprises is generally caused by problems in one or more aspects. For example, China's well-known private enterprises Nande group, Eurasian agriculture, Delong group, nongkai group and so on, almost all have problems in strategy, finance and enterprise organization management system. An enterprise with a scientific and rigorous organization and management system is like a towering building after continuous development and expansion. Despite the wind and rain, it does not change its face. An enterprise that lacks scientific and rigorous organizational system construction is like a pile of sediment or a disorderly warehouse. Between internal resources, between internal resources and external resources, there is a lack of organic value chain integration and effective transmission of organizational energy. In this case, the organization and operation of the enterprise must be inefficient and high-risk. The realization of the objectives of enterprise benefit and company value growth will lose the effective guarantee

four keys to scientific and rigorous enterprise organization

with the rapid development of China's economy, the market competition situation has undergone important changes. One of the most important aspects is that the growth and development of enterprises no longer depend on the strength of individuals, but on the strength of teams and organizations. The formation of team organizational strength, in addition to the elements of strategic planning, goal setting and plan preparation, the establishment of a scientific and rigorous enterprise organization and management system should be its central, long-term and stable content. A scientific and rigorous enterprise organization and management system should generally include the following four aspects:

1. Clear company level. When the scale of an enterprise is relatively small, as long as there is a level of company level, and after the continuous development and expansion of the company scale, it must be divided into reasonable company levels. This is like a family. When there are few things, they can be stacked on one floor; When there are more things, we should consider building two more floors to stack them

from the situation of some large-scale private enterprises in China, it is more suitable to adopt the following three methods of company level division than beautiful, generous, convenient and fast:

first, divide the company into three main company levels: holding company - Asset Management Company - Project Management company

Second, the company level is divided into three main company levels: group management headquarters - Business Division - classified product or project management company

the third is to divide the company level according to the regional layout. The company level is divided into three main company levels: management headquarters - regional headquarters - asset or project management company

the rational division of company level plays an important role in the orderly and efficient operation of enterprise organization. After the continuous development and expansion of the scale of some private enterprises, due to the lack of clear division of company levels, there are more dislocation, contradiction and internal friction in the organizational behavior of enterprises, which affects the allocation and use of enterprise resources and the improvement of overall operation efficiency

2. Reasonable property right structure. Whether the design of enterprise property right structure is reasonable or not has an obvious impact on enterprise decision-making, resource organization and allocation, the formation and transmission of enterprise organization energy and so on. In terms of the design of the company's property right structure, if the ownership structure is too centralized, it is easy to cause the phenomenon of "concentration and no democracy" in the enterprise decision-making. Therefore, the enterprise will often suffer great economic losses due to the deviation between the "executive will" and the "market will". At the same time, it is not conducive to the cooperation and integration between the enterprise and the external resources of the market; If the ownership structure is too decentralized, it is easy to lead to the phenomenon of "democracy but no concentration" in enterprise decision-making, so that enterprises lose many opportunities to seize opportunities and decisively participate in market competition, which may eventually lead to the suspension of cooperative relations or contradictions and internal friction between shareholders. For private enterprises, the more successful approach is to maintain a relatively centralized or family ownership structure in the holding company. In the secondary and tertiary companies, the ownership structure design can be relatively open. Those belonging to the core enterprise are generally suitable for absolute or opposite holding, while for non core enterprises, they can participate in investment as strategic shareholders and share the benefits of enterprise growth

3. Management organization structure. Including the board of directors, board of supervisors, management, business and management departments, etc. The most important thing is to strengthen the decision-making function of the board of directors and establish a strong management and executive team (Senior Management), followed by the establishment of streamlined, clear division of labor, coordinated and restricted business and management departments. The basic requirement of enterprise organization design is to be both rigid and flexible, to achieve a clear division of labor, and to maintain mutual coordination and restriction. The unreasonable setting of the company's internal organizational structure and unclear division of labor easily lead to internal contradictions, wrangling, internal friction and inertia, which greatly reduces the polymerization and transmission energy of the enterprise organization and affects the realization of the enterprise's executive power with a low water absorption of about 0.06% of polyphenylene ether

4. Basic system of the company. The basic system of the company shall generally include decision-making mechanism, asset (target) operation system, salary system, performance appraisal system, financial, administrative and human resource management system, etc. The common requirements of enterprise system construction are: first, there should be both "opportunity" and "system", so as to realize the mutual matching of the company's organizational structure, human resource allocation and system construction; Second, there should be both "system" and "degree", that is, it is not enough to have only the system provisions describing the code of conduct, but also quantitative indicators, including business income generation and profit objectives, cost control indicators, and other quantitative indicators of performance appraisal; Third, it should be systematic and humanized, that is, it should not only serve the interests of investors (shareholders), but also the interests of workers (company employees)

from the current situation, the enterprise system construction is the common weakness of many private enterprises. Although many enterprises have formulated many system provisions, they often lack systematic, humanized and quantitative evaluation indicators, or lack organizational transmission power in system implementation and supervision, which makes the system formulated by enterprises in vain and fail to standardize, encourage Play its due role in restricting the behavior of enterprise groups (teams). (end)