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Organizational structure under network information

Source: Shangpin China | Type: website encyclopedia | Time: November 21, 2014
1、 Matrix structure
This organizational structure is adapted to social and economic informatization Website Design With the development of, the demands of customers and consumers are becoming more and more diversified. The single variety, long-term mass production products give way to the objective development trend of small batch, continuous innovation and completely customized products. The matrix organizational structure is a square structure composed of vertical and horizontal management series. One is a function series, and the other is a project series formed to complete a task. The vertical and horizontal systems should be overlapped to form a matrix. Its main characteristics are: in order to complete a specific task, the relevant functional departments form a group, use the strength of all aspects, coordinate activities in all aspects, and ensure the completion of the task. It has three outstanding advantages: first, select the constituent elements of the combined system according to the ability to make innovative contributions to a goal. Among them, each element combines the horizontal and vertical links in the organization through the information network, which strengthens the cooperation between functional departments and enables them to exchange information, exchange opinions and make joint decisions in a timely manner. Second, it brings together professionals from different departments, which helps them inspire and complement each other, stimulate enthusiasm and creativity, and greatly improve the efficiency of project completion. Third, the matrix organization form has great flexibility, that is, in the operation process, it can constantly eliminate the elements that lose creativity, absorb the newly discovered innovation elements, so as to maintain the innovation ability of the organization.
 
network information

2、 Simulated decentralized management structure
This structure is not really a decentralized structure. Instead, the enterprise organization is artificially divided into several "organizational units" and simulated decentralized management and separate accounting are implemented to improve organizational behavior and efficiency. It is applicable to large enterprise organizations with continuous production process and strong business integration, such as large material enterprises, chemical enterprises, communication enterprises and large banks. This management structure is performance centered. It refers a large number of tedious work and tasks as well as the methods and ways to complete the work to secondary units for consideration, and the enterprise only controls and assesses the performance achieved by secondary units. With the delegation of specific work authority, the relationship of high-level coordination of enterprises tends to be simplified, which enables organizations to cope with complex environments, greatly increase the variety of products required by the market, and focus on future work. This is the preferred mode for large enterprise organizations with continuity and business integration under the network economy. This kind of organizational structure can be unified if it can be unified, and divided if it can be divided. It is a flexible organizational form with great vitality to make a proper balance between the two.

3、 Organic organizational structure
With the rapid expansion of the international Internet and the continuous reduction of the cost of the people's network, a new and more flexible organizational structure across regions, industries and borders has emerged in recent years. People call it the organic organizational structure. It has the following characteristics: first, the openness of the organizational system, which can sensitively reflect changes in the environment and maintain dynamic stability, There is no fixed hierarchical structure, and there is overlapping cooperation between departments and positions; Second, the operation rules, management procedures and post qualifications are rarely written and strictly limited, but are agreed by the work needs of a certain period; Third, decision-making power is scattered throughout the organization; Fourth, the structure is not divided by specialty, but is task oriented. The members of the organization have greater autonomy and can be freely combined according to the needs of completing tasks.

The organic organization adopts collective leadership, which is very suitable for the new environment of the network economy and is conducive to rapid response to complex situations that are changing every day. This kind of collective leadership is achieved by working groups without designated heads, and has been widely used in western countries. According to the survey, in 1987, only 28% of the largest 1000 listed companies in the United States claimed that they had at least some independent groups. By 1996, the proportion had increased to 78%. This trend will become more obvious as a generation of managers with team consciousness rise to a higher position. The assembled group commands the work by reason, and its members can make self adjustment, which will replace the hierarchical linear organizational structure, which means that a revolution in the organizational form under the network economy is quietly taking place.
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1. Part of the content of this site comes from the network, and the copyright of some articles and pictures involved belongs to the original author. The reprint of this site is for everyone to learn and exchange, and should not be used for any commercial activities.

2. This website does not assume any form of loss or injury caused by users to themselves and others due to the use of these resources.

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