It can be seen that the company's strategy and external environment is a key factor in determining the company's structure. Last year, Nokia's split and reorganization of the entire group, and its purpose is to better adapt to the possible changes in the 3G era and the "complete mobile life" strategy developed by the company.
With the development of enterprises to cross-regional or multinational operations, the organizational structure of the company should also carry out corresponding cooperation to adapt to complex conditions such as product diversification, market more dispersion and decentralization management. The matrix structure is conducive to the coordinated development between subordinate enterprises distributed in different regions and decentralized management. Large multinational companies and small but business complex service companies often use matrix tissue structures.
In this regard, Jiajie Technology has conducted a large-scale adjustment, which has become a matrix structure divided by customers and branded business units from the past. At the same time, Jiajie Technology also shifted its own positioning from a simple distribution company to a service company.
Haier uses a linear functional organizational structure in the early days. At that time, the company was small and the product was single, only more than 600 people, using linear functions, and the down command commanded to the end, the efficiency is quite high. With the growth of enterprises, the product is diversified, the number of employees has increased, and the lineary functional organization has hindered the development. In order to speed up the product development and production speed, it is often disbanded, and the task is dissolved. Therefore, the matrix organization is started. Structure to accommodate product diversified development.
Matrix structure is difficult to manage
From these examples, we can see that the matrix structure is being favored by more and more companies, but the transformation of the organizational structure is a painful and dangerous process. As the saying goes: "There is a profit, there must be a disadvantage", not only the matrix structure itself has some shortcomings, but this complex organizational structure is also very challenging in management.
Companies based on matrix organization, whether large multinational companies are still small cross-regional service companies, the key to success is in terms of regional departments and production and business units. Communication and coordination. The work team that is required to be composed of these two sectors can form a good internal customer relationship on the focus of each matrix to form a good internal customer relationship. The quality of the product or service quality of the final customer is the external customer, depending on the quality of the company's internal customer relationship formed under this matrix relationship. Therefore, the potential problem with matrix tissue structure is that once the communication and coordination between the regional department and the product or the service department, problems or breaks will seriously affect the company's decision-making, leading to products and services that cannot be committed to external customers.
IBM has also adjusted multiple adjustments to the organization's organizational structure in accordance with the environment and market management strategy in the past 20 years, to adapt to changes in business environment and strategies. The result of the matrix is that everyone will be a teamwork because of a teamwork, a team may not be a department from the organization, or it is only part of the department. An employee led by a departmental supervisor may be from different departments during a certain period, and one employee may also belong to several departments. The employee is in a frequently exchanged matrix.
In fact, in a variety of economic and social environments, companies are in a variety of complex internal and external environments, different industries, different resource status and cultural contexts, and the organizational structure of various enterprises will be much more complicated. Enterprises in different development periods, different sizes, and types of companies must choose organizational structure, lead or unchanged, and do not affect the organization structure of the company's actual blindness will affect and restrict the healthy development of enterprises.
The change in strategy will determine the form of organizational structure. There is no organization (functional system, business unit or matrix structure) to adapt to any operating environment and strategy. But not all organizational structures can play the same role in any environment and different strategic conditions. The survival of the adults can only be survived in the fierce competition only after the environment changes, the enterprise business strategy is adjusted.
source:
HC Business Network
