1.3. 1 Determine the principles of enterprise organization.
The basic principles for determining the organization of logistics enterprises are: simplification, unification, autonomy and high efficiency.
I. Principle of streamlining
Streamlining means that the establishment of various institutions in enterprise management should adapt to the scale and tasks of the enterprise, which requires institutions to set up streamlined management levels and reduce the establishment of management personnel. Therefore, under the premise of obeying business needs, enterprises should set up institutions, set posts and employ people, minimize unnecessary institutions and personnel, and strive to streamline institutions and improve work efficiency. At the same time, it also requires organizations at all levels of the enterprise to have clear responsibilities, authorities and cooperate with each other; Have a sound and perfect information communication channel; Formulate a reasonable reward and punishment system; It is also conducive to giving full play to the initiative and enthusiasm of workers and devoting themselves to their work.
Second, the principle of unification.
Unity means that the organization of all departments and links of an enterprise must be an organic and unified organizational system. In this organizational system, institutions at all levels form an equal chain with clear rights and responsibilities, and shall not command and manage beyond their level. The advantages of this kind of command are: it is clear who gives the order and who carries it out, the executor bears the responsibility of execution, the commander bears the responsibility of command, and is responsible from top to bottom step by step to ensure the smooth progress of business tasks.
Third, the principle of autonomy.
Autonomy means that all departments and institutions in the peer-to-peer chain of enterprises independently perform their functions within their respective responsibilities and authorities, give full play to the initiative and enthusiasm of organizations at all levels, and improve management efficiency. The superior can't arbitrarily deny the decision made by the subordinate within the scope of its authority. It can be seen that the principle of autonomy is the requirement of unified leadership and hierarchical management, and it is a combination of principle and flexibility.
Fourth, the principle of high efficiency
Efficiency is the fundamental principle that must be followed when establishing an organization, and it is the standard to verify whether the organization is reasonable. The organization must take the completion of business objectives and tasks as the criterion, and must have high efficiency in management and management. Therefore, organizations must emphasize scientific division of labor, clarify responsibilities, and realize the unity of responsibilities, rights and interests in order to improve management efficiency and labor efficiency of all employees.
The above principles are the basic principles that modern enterprises should follow when establishing and perfecting management organizations. However, in practice, every enterprise should aim at its specific situation and characteristics; At the same time, we should correctly handle some relations between them, such as unified command and hierarchical management, centralization and decentralization, comprehensive management and professional management, and the relationship between leaders and led people. 1.3.2 Organizational division of labor of logistics enterprises
The internal organization of logistics enterprises can be divided into several different departments vertically. Organizations should obey the needs of their respective business management activities, weigh the particularity of their respective business division, the technical complexity of their business objects and their variety institutions, the advanced degree of material and technology combination of business operations, the scale of business operations and other specific factors, and determine them from the level of business management. Generally speaking, the internal organization of logistics enterprises can be basically divided into business operation department, functional management department and administrative affairs department, and the further division of each department varies according to the specific situation of the enterprise.
1. Business department refers to the organization directly involved in and responsible for organizing commodity circulation business activities. It includes all kinds of commercial organizations engaged in these activities, and undertakes all commercial work from organizing commodity procurement to commodity sales. The business department of a logistics enterprise is the main body of the organization. Their main tasks, responsibilities and authority are to directly engage in the operation of commodity circulation, establish economic ties with foreign countries and handle commercial disputes. They are the main body of enterprise organizations, and their scale and division of labor directly affect the institutional setup of other departments.
The division and establishment of the organizational structure of business operation departments mainly include three forms of division of labor:
(1) Set up business institutions according to the types of commodities, that is, set up several institutions to be responsible for all the businesses of one or several commodities.
(2) Set up business institutions according to the links in the business process, that is, set up institutions according to the business links of procurement, sales, transportation and warehousing, and each institution is responsible for the procurement, sales, transportation and storage and transportation of various commodities.
(3) Combining the division of labor according to the types of commodities and circulation links, that is, on the basis of the division of labor according to the types of commodities, the business of all links in the circulation of such commodities shall be undertaken by one operating institution.
(4) Operating institutions by region.
Two, functional management institutions, refers to the institutions directly related to business activities, is designed for the management of business activities. It is directly responsible for planning, guidance, supervision and adjustment functions, including management planning statistics, financial statistics, labor wages, prices, information and so on. , and provide professional and technical assistance, assign work to business organizations according to the entrustment of the manager, and be responsible for collecting and sorting out business information. It is the staff body of leaders at all levels and does not directly engage in the business activities of enterprises. The functional management organization of logistics enterprises is set up according to the complexity of management functions and work and the need of division of labor. Generally speaking, logistics enterprises should set up management institutions with special functions such as planning statistics, financial accounting, labor wages, price and market.
Three, administrative affairs management institutions, refers to the administrative affairs institutions that do not directly engage in commodity circulation business activities, do not directly guide and supervise business operations, but indirectly serve and operate business and function management, including secretaries, general affairs, education, security and other institutions. Their main tasks and responsibilities are to provide trading services, personnel management, safety and legal advice for operation and management.
The above is just the general mode of logistics enterprise organization. It is not permanent, and should be constantly adjusted and enriched with the changes of the enterprise's own conditions and internal and external economic conditions to ensure the smooth realization of the enterprise's goals.
1.3.3 Division of organizational hierarchy of logistics enterprises
The internal organization of logistics enterprises is divided into several levels, namely management level. The so-called management level refers to the management link that reflects the subordinate relationship between enterprise managers and grass-roots employees, that is, management is divided into several management levels. The management level of an organization is restricted by the scope of management. Management scope refers to the possible number of subordinates that a leader or manager can effectively manage. It is inversely proportional to the management level, that is, the increase of management scope means the increase of leaders and subordinates, then the management level will decrease; On the contrary, if the management scope is narrowed, the management level will be improved. A leader, limited by his own energy, experience, knowledge, ability and other conditions, can effectively lead the number of subordinates is limited, beyond a certain limit is impossible to achieve effective leadership. The effective management scope is not a fixed value, it is restricted by many conditions and factors, such as the quality of the leader, the quality of the person being * * *, the complexity of the content of the management object and so on. Comprehensive analysis of the above factors, determine the effective management scope. Generally speaking, on the basis of expanding the scope of effective management as much as possible, reduce management levels, reduce management costs, speed up the transmission of management instructions and improve the efficiency of management work.
The organization and management levels of logistics enterprises are generally divided into three levels, as shown in figure 1- 1, which constitutes an upright triangular hierarchical organization. Generally speaking, large and medium-sized logistics enterprises have three management levels, namely three levels; Small logistics enterprises are suitable for two-level management, that is, two levels.
highest
Management hierarchy
manage
lower management
(Figure 1- 1)
The top management, that is, the leadership team headed by the manager, leads the management and other activities at all levels in a unified way. Its main function is to formulate enterprise goals, principles and strategies; Profit use and distribution plan; The formulation, revision and repeal of major regulations; To direct and coordinate the work and mutual relations of various organizations and institutions, and determine their responsibilities and authorities.
Middle-level management refers to the middle-level organization that connects the preceding with the following according to the needs of business management, mainly including business, functional management and administrative office. Their main tasks, responsibilities and authority are to formulate the implementation targets of their own departments according to the instructions and tasks issued by the top level, directly engage in the business activities or management activities of commodity circulation, ensure the realization of the business management objectives of enterprises, make suggestions to the decision-making level, and directly lead the specific business management work of the grass-roots institutions.
Grass-roots management refers to the executive body of enterprise management, which is the management level that directly leads grass-roots employees and the lowest management level in enterprises. Their main tasks, responsibilities and authority are to optimize the organization and implementation of specific programs according to the tasks assigned by higher authorities, adopt diversified business methods, implement quality services, ensure the completion of their respective business objectives, and report their work or make suggestions to higher authorities.
Whether it is three-level management or two-level management, as long as there are more than two levels, there will be authorization problems. In accordance with the organizational principles of centralization and decentralization, unified leadership and hierarchical management, we will ensure centralized and unified command, fully mobilize and give play to the initiative and enthusiasm of middle and grass-roots units, enhance the centripetal force and creativity in logistics enterprise management, and achieve high efficiency of paying equal attention to management and operation.
1.3.4 organizational management form of logistics enterprises
The organizational management form of logistics enterprises refers to the organizational management form that the whole organization of enterprises is divided into departments and levels, which is determined by many factors such as enterprise scale, business content, quality of enterprise personnel, management level, internal and external environment of enterprises and so on. In addition, different ownership of enterprises will lead to different organizational forms and management methods. Judging from its development process, there are mainly the following types.
First, the linear system form This is the simplest form of management in the early days. Its characteristic is that the administrative leaders at all levels of the enterprise conduct vertical leadership from top to bottom in a straight line, without setting up professional functional institutions. The advantages of this organizational management form are less hierarchy, centralized power, unified command, rapid decision-making and implementation, and high work efficiency. The disadvantage is that leaders need to deal with too many things and their energy is restricted, which is not conducive to improving the management level of enterprises. It is suitable for small-scale logistics enterprises with small business scale and simple business objects. The linear system is shown in the following figure (figure 1-2):
Figure 1-2 Schematic diagram of linear system management
Second, the functional system is characterized in that the top leaders hand over the responsibilities and authority of professional management to the corresponding functional management institutions, which directly operate and direct the activities of business institutions in professional management activities. The advantage of this form of organizational management is that it can give full play to the role of professional management of functional institutions and the expertise of professional managers, strengthen the professional division of labor in management, advocate expert leadership, and realize the correctness and efficiency of management. The disadvantage is that all functional organizations have command power, so it is difficult to form multi-head leadership and coordinate with each other. Therefore, it has not been adopted by most enterprises in practice. The functional system is shown in the following figure (figure 1-3):
Figure 1-3 Function Management Diagram
Third, the linear function system is a form of organization and management based on the combination of the linear function system. Its characteristic is that the heads of all management levels lead vertically from top to bottom and set up functional institutions or personnel to assist the heads in their work. However, functional organizations or personnel can not give instructions to subordinate units, but can only guide and supervise their business, and the lower-level heads only accept the leadership of the higher-level heads. The advantage of this form is that it combines the advantages of linear system and functional system, and it is a better form, which has been widely used in practice. Most large and medium-sized logistics enterprises in China adopt this form. The form of the linear function system is shown in the following figure (figure 1-4):
Figure 1-4 Schematic diagram of linear functional system management
Fourthly, the organizational form of the business department is the organizational mode generally adopted by large foreign enterprises. Its characteristic is that enterprises set up several business divisions according to product category, business or region, and implement decentralized management and decentralized operation under centralized decision-making. Division is the basic business unit to achieve enterprise goals, which implements independent operation and independent accounting, and specifically manages business activities. The advantages of this organization are: it is beneficial for the head office to get rid of daily administrative affairs and concentrate on decision-making; It is beneficial for the Division to make corresponding business decisions according to market changes; It is conducive to organizing specialized production and improving efficiency. Disadvantages are: because the business department is the interest center, it often only considers its own interests, which affects mutual cooperation. Suitable for large-scale, multi-product and widely distributed enterprises. The divisional organization is shown in the following figure (figure 1-5).
Figure 1-5 Schematic diagram of business organization structure
5. Matrix organization is composed of two sets of management systems, vertical and horizontal. In order to accomplish a certain task or goal, enterprises deploy professionals from the vertical functional system of linear-functional system to form temporary or long-term special groups, conduct horizontal system contact, coordinate the activities of relevant departments, and have the right to command employees participating in the plan. Team members accept dual leadership, but mainly horizontal leadership, and then return to the original unit after the task is completed. The advantages of this organization are: it is conducive to optimizing the combination and giving full play to the advantages of various departments and professionals; It is conducive to the combination of vertical centralized command and horizontal coordination. But the disadvantage is that team members are easy to improvise and the problems are difficult to solve, which often brings difficulties to their work. Therefore, the matrix organizational form needs to be further developed and improved.