自走履带式旋耕机全国农业机械标准化技术委员会.docx

自走履带式旋耕机全国农业机械标准化技术委员会.docx

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自走履带式旋耕机全国农业机械标准化技术委员会

升级矩阵管理柔性可扩展的组织结构模式

Notlongago,hasbeenplayingaroleinthemanagementofthematrixIBMquietlybegantochange,althoughthematrixstructuredoesnotchangeingeneral,butitisintheareaofsubsidiariesandglobalheadquartershasresumedthedeploymentofdivisionoflabor.Intheareaofthesubsidiarylevel,IBMweakensthefunctionsofmanagement,insomeareasofWesternEuropeevenliftedthemanagementpartoftheregionalposition,onthecontrary,thecompanyhasincreasedthelocalsalesteamtofullyfreetomakedecisionandactionpower.Thecorefunctionsofheadquartersfunctionsaremoreconcentrated,forexample,inMalaysia,Slovakia,SpainandBrazil,thefourarecalledsharedservicecenters,andalsooperatetheircustomersupportbusiness.Inaddition,inordertogainanadvantageinthefiercemarket,theirresearchinstitutionsalsoextendedtoChinaandIndia.

JustastheblackandwhiteshirtswereoncecorporatesymbolsofIBM,thematrixorganizationhasbeenthemostprominentfeatureofIBMmanagementinthepastfewdecades.Becauseofthisstructurecancompensatetheshortageofsingledivisionbringstotheenterprise,theenterprisedividesthebenefitsintofullplay,respondtothediversifiedcompetition,soattheendof1990stothebeginningofthisyear,IBMhasbeenthebestchoiceofglobalmanagement,manymultinationalcompanieshavetofollowsuitinthetransversestructureoftheworld,regionalmarketclassification,suchastheAsiaPacific,NorthAmerica,Europe,intheverticaldirection,isdividedbytheproductofthesystemdivision,isdividedaccordingtoindustrysectors,aswellassaleschannels,supportthedifferentfunctionofthedepartment.

Buttoday,theoriginalmatrixmanagementstructurehasexposedsomeweaknesses,suchasincreasingcost,excessivefriction,sotheIBMofregionalandglobalheadquarterssubsidiaryofthefunctionsofthenewdivisionoflabor,theformerismorefocusedonmarketingstrategies,productlocalization,andthelatteristofindthemostsuitableoutsourcingchannels,focusonfinancialdevelopment,theintegrationofthecallcentercanbeunifiedprocessingbusiness.Thismeansthatwiththedeepeningofglobalization,itshouldbetimelytoconsiderthehorizontalandverticalstructureofthematrixtobemorerefinedandupgradedtoadapttochangesintheglobalandlocalmarkets.

Matrixmanagementisabalanceoforganizationalresourcerelatedaspects,usuallyanorganizationalresourcesurroundingproductlinesorbusinesslines,andabalancebetweenorganizationalresources,eitherbyfunctionorregion.Two.ThisorganizationmanagementmodelfirstappearedintheUnitedStatesinthe1950s,andafterenteringthe1980s,thematrixmanagementhasalsobeenalotofcriticism.Butinthelate1990s,especiallyafterenteringthetwenty-firstCentury,withthechangeoftheexternaloperatingenvironmentandthedevelopmentofinformationcommunicationtechnology,matrixmanagementhasdrawnmoreandmoreattentionfromtheenterprises.Matrixmanagementisbalanceanddealwiththeproblemofakindofmanagementmodeinaspecificenvironment,isakindoffashion,isnotonlyachoice,itcannotbeusedintheorganizationandmanagementofall,andtheimplementationshouldtakeintoaccountthecorrespondingriskinthespecificculturalenvironment,totakecorrespondingthecorrespondingriskcontrolmeasures.

Advantagesofmatrixmanagement

Thematrixmanagementmodelisestablishedthroughhorizontalandverticalmanagementthroughcrossfunctionaldepartments,

Strengthentheflowofinformationbetweeneachother,moreflexibleandeffectivecoordinationofthedevelopmentofdifferentbusinesses.Overall,matrixmanagementhasthefollowingthreeadvantages:

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amoreflexibleandextensibleorganizationalstructuremodeltocopewithdiversifiedcompetition

Inthematrixmanagementmodel,anenvironmentofinternalcompetitioncanbecreatedtocopewithdiverseorganizationaldevelopmentandmarketgoals,whileachievingorganizationalresourcebalance.Forexample,inamultibrandconsumercompany,brandmatrixmanagementcandealwithawiderangeofmarketsandcustomerneeds.Fromthepointofviewoftissueelasticity,specificproblems,enterprisescanoptimizetheallocationoftalentintheshortestperiodoftime,ateam,thedifferentfunctionsofthehumanresourcesteamtofindsolutions,sothattheorganizationisflexible.

Customerorientedorganizationalstructureandimplementdifferentiationstrategy

Thematrixmanagementmodelisgenerallyorientedtoproductlineandbusinesslinedesignandorganizationalstructure,whichhasastrongmarketorientedcustomerorientation.Forexample,alargedomesticITenterprisesinproductdivisiondivision,thedivisionofeachproductcanmakedifferentproductsaccordingtothemarketcharacteristicsoftheproductstrategy,pricingstrategy,promotionstrategyandchannelstrategy,canadoptdifferentsalesmethods,suchasdirectmarketing,distribution,agency,OEM,ODMetc..Effectivelyavoidthegeneralizationandsimplificationofproductstrategyandmarketingstrategy,andadoptdifferentiatedstrategytoachievetheeffectofdifferentialcompetition.

Organizationalresourcesharingmanagementmodeltooptimizetheallocationofresources

Theefficiencyandeffectivenessoforganizationalresourcesdeterminetheultimateassetincomeofanenterprise.Thematrixmanagementmodelallowsorganizationalresourcestobeflexiblydistributedbetweendifferentproductsandservices,sothatorganizationscanadapttochangingexternalenvironmentsandcustomerneeds.Fromthepointofviewoftalentcultivation,inthismodetheemployeescanobtaincomprehensivetraining,canreachmorebusinessandfunction,therelativelinearfunctionsoforganizationemployeescangetcomprehensivetrainingandexerciseinarelativelyshortperiodoftime,forthetrainingofpersonnelisalsoagoodway.

Multidirectionandmultilatitudeinspectionandmonitoringcancontrolrelatedrisks

Thematrixmanagementmodelhasmultidirection,multilatitudeflowlines,reportinglinesandcorrespondingcontrollines.Thismodel,ifusedproperly,caneffectivelypreventapersonfrommakinghisheadcount.Inthedomesticconstructioncompany,beforemajorcontractstendtobusinessadvice,businessvolumeunderthecontractisoftenthelastvicepresidentinchargeofbusinessdecision,systemdefectscausedbymanyloopholes,alsoletpeoplehavetheopportunitytomakemistakes,whenthedisciplineinspectioncommitteefound,executivevicepresidentofbusinesstheproblemhasbeenveryserious.Later,thecompanyintroducedmatrixmanagementmodelinthebusinessdecision-making,andimplementedmultilatitudemonitoringandinspection,effectivelyeliminatingtherelatedproblemsandcontrollingtheprojectrisk.

Disadvantagesofmatrixmanagement

Matrixmanagementasacoin,theaboveisonlyonesideofthecoin,theorganizationhasaflexible,scalableandresourcesharingatthesametime,thereisanothersideofthecoin,toachievetheaboveadvantagesalsoneedtomanagecostsandconditionsofmany,ifnotagooddeal,

Theadvantagesofmatrixmanagementcanalsobetranslatedintodisadvantages.Generallyspeaking,thereareseveralaspectsofmatrixmanagement,whichshouldbepaidattentiontobyenterprises:

Communicationmechanismsareimportantandmanagementcostsmayincrease

Matrixmanagementisrelativelycomplexandcanleadtomanagementscenarioswithoutotherorganizations,suchasdoublereporting,doubleroles,doublecontrol,doubleevaluation,andsometimesmultiplesituations.Inthematrixmanagementmode,becauseanemployeemayhaveseveralbosses,eachprojectmaycompeteforresourcesinthesamefunctionaldepartment;forexample,aforeignpharmaceuticalcompany,inChineseusingthematrixmanagementmodel,thismodelhasgoodcontrol,flexibleresponse,informationmanagement,etc.atthesametimetosmoothtransparentthecompany,alsoappearedtoincreasemanagementcosts,front-linestafftocommunicatetomultipledepartments,multiplemanagement,longreportpassingphenomenon,affectingtheorganizationefficiency.

Thephenomenonofpowervacuummaybeawasteoftalent

Inthematrixmanagementmode,thereareoftensomeacrossmultipledepartmentsintheteam,theteamisflexibleandeffective,becausethefunctionalteammembersfromvariousdepartments,eachhavedifferentleaders,astheoverallfunctionalgroupsatthesametimebylongsuperiorcontrol,excessiveinterventioninthemostoftenappearproblemisdifferenttheteamhassuperiordepartmentsandleadingauthority,apowervacuumphenomenon.Forexample,aninternationallyrenownedITenterpriseisaninternationaltypicalapplicationofmatrixmanagementforenterprises,personnelconsiderations,oneofthecompanyexecutivesbecomeairborneGreaterChinapresident,formerpresidentChinawasstrippedoffinance,market,sales,personnelandotherenterprisemanagementimportant,finallytheChineseDistrictPresidentSelectionleave,leaveandseniorpersonneltookpartofthebackboneofthebusiness,haveacertainimpactonthedevelopmentofthecompany.

Thetendencytodifferentiatebetweenproductsandregionalinstitutionsmaycreateinternalfriction

Inthematrixmanagementmode,manyenterprisesintheproductdepartmentortheregionalcentresasaprofitcenterassessment,assessmentindicatorssuchassalesincome,profit,costandotherfinancialindicators,willalsohavethemarketshareandgrowthrateofincomerelativeassessmentindex.Inthismodel,ifthefeedbackmechanismisnothandledproperly,thecenterstendtopursuethem