Enterprise Organizational Structure Management Paper 1 Organizational Structure Design under the Guidance of Enterprise Strategy
Strategy first, structure second, this is a scientific method to design enterprise organizational structure. It is in this way of thinking that Lenovo Group has worked out an organizational structure suitable for the development of enterprises in different stages, helping enterprises to make efficient use of resources and achieve strategic goals in different historical periods.
With the development of world economic integration, the development of enterprises in China is facing a golden historical opportunity. In recent years, the number of newly established private enterprises in China is amazing, but the number of high-quality enterprises is limited. It mainly reflects the mistakes in strategic formulation, the disorder of organizational structure and the inefficiency of resource utilization. This paper analyzes the development path of successful enterprises from the perspective of organizational structure, and provides reference for the transformation and development of private enterprises.
First, Lenovo's environmental analysis
(a) Analysis of social development trends
China has implemented it since 20 1 1? Twelfth Five-Year Plan? Plans and outlines? Third, transformation and upgrading to improve the core competitiveness of enterprises? It is clearly pointed out that it is necessary to comprehensively improve the level of informatization. This provides policy guidance for the development of enterprises and is of great significance to the development of information industry. As the leader of IT industry in China, Lenovo Group should conform to the national economic development policy, do a good job in industrial upgrading and product research and development, and provide quality services for the country and people. Meanwhile, in the syllabus? Twelfth mutual benefit and win-win situation, improve the level of opening up? China encourages regions and enterprises to actively participate in regional cooperation and deepen overall development? Bring it in? With what? Go out? Strategy. This is both an opportunity and a challenge for domestic enterprises with international competitiveness. Grasp the development trend of the times, analyze the development trend of the environment, and make clear the direction for the continuous development of enterprises.
(B) Environmental uncertainty analysis
There are many factors that cause environmental uncertainty, but competition has a great influence on the whole environmental change. One of their innovations may change the dynamics of the whole industry and compete for opportunities that originally belonged to enterprises. And a mistake will create opportunities for other enterprises. Then, whether the relationship with competitors is mainly based on competition or both competition and cooperation is very important for an enterprise's strategic choice.
1. Analysis of domestic competitors
Lenovo is at the leading level in the domestic microcomputer market, but it must also pay attention to the development trends of enterprises such as Founder and Shenzhou.
In the domestic desktop computer market, Founder Computer, second only to Lenovo, has a strong technology research and development capability, which has caused some troubles for the expansion and development of Lenovo Group. Therefore, in order to maintain the leading level, Lenovo Group should not underestimate the challenges from domestic competitors.
2. Analysis of international competitors
For Lenovo's trend of entering the international market, this paper thinks it is necessary to analyze its competitors in the international market. Now the development of computers tends to the tablet era. Although Lenovo has products such as Le Pad, Apple, the international leader of tablet computers, has conquered the hearts of countless people around the world with its iPad series. The bitten apple has an attractive fragrance in any country. Such a strong brand influence poses a severe challenge for Lenovo to enter the vast tablet market. 20111kloc-0/On October 5th, Apple's godfather Steve Jobs died. Whether the end of the Jobs era will create a crisis for Apple or make people around the world more loyal to Jobs and Apple remains to be analyzed.
Second, the organizational structure analysis under the guidance of Lenovo strategy
Chandler first analyzes the relationship between environmental strategy and organizational structure, and puts forward? Management style must obey organizational strategy, which determines organizational structure? The theory of. Chandler's strategic orientation theory provides a starting point and a foothold for the design of enterprise organizational structure. So why should we scientifically design the organizational structure? H.A.Simon, the Nobel laureate in economics, once had a classic description. Effective organizational structure is the first condition for the effective development of social resources? . The following article will explain the relevant principles of organizational structure design through the analysis of the organizational structure under the strategic guidance of Lenovo Group, aiming at helping relevant private enterprises to do a good job in organizational structure design.
( 1)? Flat-bottomed clipper structure linear structure (1984? 1987)
Lenovo Group was founded in 1 984165438+10/0. At the beginning of its establishment, it adopted a linear organizational structure to serve the strategic goal of entering the market quickly. This organizational structure has the characteristics of simple structure and few power levels, which is very suitable for start-ups to adopt. So Lenovo Group is unique in combination with organizational characteristics? Crew culture? , has gone through decades of wind and rain in the IT industry. However, many management problems soon appeared in enterprises. For example, the problems that plagued Lenovo at that time, such as unclear job division and uneven distribution of departmental resources, hindered Lenovo's development.
Linear structure shows unparalleled flexibility because of its clear and short chain of command. In addition, this structure has low maintenance cost and clear division of responsibilities, which is suitable for enterprises with small organization scale. However, the linear structure has great limitations, mainly in the concentration of rights. This kind of behavior that relies too much on personal decision-making is very risky. Moreover, the linear structure is too simple to allocate and classify a lot of work, so it can't
Meet the needs of the expanded enterprise scale.
(2)? Team structure? foretell
Type structure (1993? 2000)
Lenovo began to try the business department structure on 1993, and adjusted the organizational structure under the guidance of different stages of strategy. In connection with the development trend of the times, they accurately formulated the microcomputer development strategy in 1994. At the same time, he joined the Microcomputer Division in the organizational structure, and Yang, who was only 29 years old, served as the general manager of the Microcomputer Division, leading the whole enterprise to enter the microcomputer field. It is precisely because of Lenovo's timely organizational restructuring that it has laid a solid foundation for its subsequent development of the microcomputer industry.
Advantages of 1. division system
As a traditional organizational structure, business division structure can effectively integrate and allocate resources by layering and classifying enterprise organizations, thus improving enterprise value. So it is often adopted by large enterprises with rich resources. At the same time, the business division system also helps enterprises to concentrate on product strategic decision-making, emphasize the result orientation, and provide strong support for the economic benefit creation of enterprises. In addition, theory and practice also prove that reasonable hierarchical classification of organizational structure will accelerate the flow of information and improve the use value of information.
2. Analysis of disadvantages of segmented structure
Although large enterprises generally adopt the division structure, if the department setting is unreasonable, the repeated allocation of resources will lead to rising costs and reducing work efficiency, and too many departments will also lead to the lag of the whole enterprise. The division of labor structure has obvious vertical and horizontal boundaries. The embedding of vertical boundaries makes the management system of the whole enterprise strict, which is not conducive to the stimulation of innovative thinking; The existence of horizontal boundaries seriously hinders the effective communication between departments, and it is easy to form small interest groups within departments, which affects the strengthening of enterprise cohesion and the completion of the whole enterprise task to some extent.
(d) Introduction to Matrix Structure (2000)
In 2000, Lenovo Group introduced the matrix structure to develop products, to enhance the comprehensive ability of enterprises, relying on different product projects. This has solved the problem of communication difficulties between departments to a certain extent, and also moderately eased the interest disputes. The most important thing is that the matrix structure is based on products, which gathers the strength of professionals in various departments and greatly enhances the technical content of Lenovo products.
The matrix structure combines professionals from all sides according to the needs of the project, which has a strong goal. In addition, mobility and flexibility also enable organizations to better adapt to environmental changes. In addition, the matrix structure contains hidden dangers of double chain of command, which makes it difficult to assign tasks and manage personnel, and has great limitations in practical application.
(5)? Aircraft carrier structure? Innovation of Overseas Groups of the Division (2003-present)
The acquisition of IBM in 2003 was a landmark event of Lenovo's overseas expansion. According to the strategic objectives, Lenovo Group opened overseas offices on the basis of the original departments, classified overseas markets regionally, and sent special personnel to expand overseas business. Today's Lenovo Group is being bound by the system and cumbersome organizational departments. The huge organizational structure not only makes it difficult to coordinate among various departments of Lenovo Group, but also reduces the sensitivity of Lenovo Group to the external market, especially puts the whole decision-making level at the peak of power and isolates its connection with the market. As if this architecture can no longer adapt to the current environment, Lenovo Group is facing a very severe competitive environment. In order to better implement the internationalization strategy, it is necessary to scientifically improve the current organizational structure. The following article will contact Lenovo's overseas expansion strategy and make a trend analysis on the sustainable development of its organizational structure.
(VI) Trend analysis of Lenovo Group's organizational structure
1. Flat trend
The flattening of organizational structure is to simplify organizational structure, reduce management cost and improve enterprise operation by reducing organizational level, expanding departmental span and enriching management content. Some people question this. The situation Lenovo is facing at this stage is so complicated that the simplified organizational structure can't adapt to the environment at all, so the flattening of this structure is a retrogressive behavior. However, this paper holds that, firstly, the flattening of organizational structure is not a retrogression of complex organizational structure, on the contrary, it is a more refined internal control to deal with complex environment. Lenovo Group should continue to innovate the organizational structure, by rearranging and combining various departments, integrating into the characteristics of the new era, compressing or deleting some unimportant departments, constantly adjusting the periphery and environment of the enterprise, and strengthening the tension and contraction of the organizational structure of the enterprise.
2. Flexibility trends
Exploring the mysteries of nature, we have to marvel at its all-encompassing greatness. However, water, with its flexible advantages, brings us more enlightenment. It is precisely because of its almost angular characteristics that it softens everything in the world that water culture has a long history in the long river of history. Similarly, if Lenovo wants to integrate its advantages to develop overseas business, it should not analyze the business in different regions in isolation, but should combine local characteristics and constantly absorb local customs, culture and personnel. However, the solidified organizational structure can not complete the future tasks, so this paper thinks that the elastic and flexible structure can learn from others and pave the way for Lenovo's progress.
3. Modularization trend
The information industry shows great vitality because of its low substitution, and Lenovo Group, which is committed to the vigorous development of the information industry, has specialized technology as the basis for laying the core competitiveness of enterprises. Modular organizational structure helps enterprises to allocate resources to different product projects reasonably, so as to better carry out product development. Lenovo can divide different project modules according to its product types, analyze the product life cycle, and build the whole project team as a building block at the right time and place. Castle. .
4. Networking trend
The general trend of global economic integration emphasizes the competition and cooperation between enterprises, and for manufacturing enterprises located in the middle of the whole value chain, it is more necessary to deal with the relationship between upstream and downstream. At the same time, the uncertain factors in the environment weave the whole value chain, thus presenting such a complex network.
Value chain. In this paper, it is believed that Lenovo Group must accurately locate its own enterprises, bring suppliers, competitors, consumers, internal employees and other stakeholders into the organizational structure according to the stage strategy, redefine organizational roles and boundaries, and build a networked organizational structure as a whole. Then the stakeholders are organically assigned to the nodes of the network, so as to create value together with them and enjoy the value chain.
Third, the conclusion
This paper compares and analyzes the development of Lenovo's strategy and organizational structure in different periods, and analyzes the development trend of Lenovo's organizational structure under the current internationalization strategy. This paper holds that the organizational design under the guidance of strategy is more scientific, and this theory is helpful for enterprises to analyze their competitive advantages and disadvantages from the perspective of analyzing the environment and formulate strategic goals that are in line with development. Then, according to the formulated strategy, using different organizational structures, scientifically and reasonably allocate enterprise resources, improve the utilization rate of enterprise resources, and help enterprises complete the work in different stages.
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