(l) Structure of product division: The head office has functional departments such as research and development (R&D), design, procurement and sales. The division focuses on production, and relevant functional departments of the head office provide necessary supporting services.
(2) Multi-business department structure: The head office has several business departments, and each business department has its own functional department to provide supporting services such as scientific research, design, procurement and sales. Each division produces its own designed products and purchases and sells them by itself.
(3) Matrix structure: it is a management form combining functional departmentalization with product departmentalization. By using dual rights, information and reporting relationships and networks, functional design and products are integrated.
The organizational structure of M-type holding company consists of three interrelated levels, and the headquarters composed of the board of directors and the manager team is the highest decision-making level of the company and the core of M-type company. It is not only engaged in the direct management of subsidiaries with similar H-structure, but also basically an empty shell with similar U-structure. Its main functions are strategic research, exporting strategies and plans to downstream companies, and transaction coordination, with the aim of maximizing the synergy between resources and strategies. The second level consists of functional departments and support service departments. Planning department is the executive department of the company's strategic research. The finance department is responsible for the financing, utilization and tax arrangement of the whole company, and the subsidiary finance is only a relatively independent accounting unit. The third level is the interdependent and independent subsidiaries around the company's leading or core business. A subsidiary is not a profit center in the full sense, let alone an investment center. Essentially, it is a production or business unit that undertakes a certain product or provides a certain service under a unified business strategy. The person in charge of a subsidiary is the agent entrusted by the head office to manage this part of assets or business. More often, he is directly stationed by the superior unit, and he is directly responsible to the superior, not the representative of the company's own interests.
M-type holding company has a highly centralized organizational structure, highlighting the overall coordination function. It has become the mainstream organization form of large companies in the world, especially in Europe and America. From the organizational structure of M-type company, it is divided into three layers, as shown below.
The first layer is the core enterprise, which consists of three parts, namely, A, B and C in the figure, where A is the parent company, B is one or more branches, and C is one or more production plants belonging to B, which together become legal persons. From the perspective of management responsibilities, A is the investment and profit center of the group, and B is the second-level legal person (internal accounting unit or virtual legal person) of the group, mainly engaged in production and business activities, and is the business center or profit center of the group; C is the production activity center, and it is the cost center or expense center belonging to B.
The second layer is the holding company of the core enterprise, which is D in the figure. It can be one or more independent legal persons, a close-knit enterprise of a group company, and maintain a capital investment relationship with the core enterprise. It can be the raw material production plant of the core enterprise or the purchase and sale network of other products.
The third layer is the joint-stock enterprises of core enterprises or holding enterprises. These joint-stock enterprises are independent legal persons and maintain a certain relationship with core enterprises or close-knit enterprises.
The organizational structure of M-type holding company is similar to the typical business division structure, but its business division system level is different. Generally speaking, it belongs to the organizational structure of business division system. The parent company maintains its position as an investment center, a decision-making center and a strategic development center, and the business division conducts assessment as a profit center and a management coordination center.
M-shaped structure is the product of the development and evolution of U-shaped and H-shaped structures. It is a large-scale company structure that combines decentralization with centralization and emphasizes the overall effect. Its business department has two organizational forms: one is a series of controlled companies composed of industry, region or other factors; The other is enterprise group. M-mode can be regarded as a typical variant of business division system, which has a great degree of decentralization. By dividing business divisions or in the form of group companies, it is ensured that the management scale of the whole holding company is large, but it can still be effectively controlled.
The advantages of M-type holding company's organizational structure model are:
(1) realized the moderate combination of centralization and decentralization, which not only mobilized the development enthusiasm of all business divisions, but also effectively formulated and implemented the overall development strategy of the group company through unified and coordinated management, which can realize the linkage from top to bottom, effectively cooperate with each other and have a more agile response speed;
(2) Daily business decisions are entrusted to various business divisions and functional departments, which are separated from long-term strategic decisions, so that senior leaders can be freed from heavy daily affairs and have more time and energy for coordination, evaluation and major decisions.
The disadvantages of M mode are:
With the increase of management level, it is more difficult to coordinate and transmit information, which increases the internal transaction cost to some extent.
From the development and changes of management modes of major companies in the world, since the 1950s, the proportion of M-type has been increasing, the proportion of U-type has been decreasing, and the proportion of H-type has decreased slightly, which shows that M-type structure has more vitality. This is also reflected in the current management mode of group companies in China.
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