On The Basic Problems Of The Organization Of Clothing Exhibition Enterprises

1 management scope and management level

The scope of management means that managers can effectively lead to the next number limit.

Through empirical research, scholars believe that the ideal lower level is the best number of 4 people, not more than 9 people.

The researchers agreed that 1 - 24 people.

Because of different management span, different management levels are formed.

Under the condition of given amplitude, the level of management is directly proportional to the size of the organization.

The larger the scale, the more management level it needs. Under the given scale of the organization, the management level is inversely proportional to the management range, that is, the larger the management scope, the less management level it needs.

2 centralization and division

Centralization or decentralization can not be judged simply by "capital" or "bad".

In the successful enterprise towel, there are relatively decentralized enterprises, and there are relatively centralized enterprises and teams. Therefore, there is not a universal standard that allows managers to judge the extent of their decentralization to what extent they should be centralized or to what extent they should be centralised.

To determine the reasonable degree of centralization or decentralization of an organization, we need to consider the quality of the environment and business activities, the size of the organization and the breadth of its spatial distribution.

The importance and quality of managers, the consistency of the nail policy requirements, the use of modern control methods, and the history and leadership of organizations.

3 line and staff

In organization, line and staff are two kinds of different power system.

In essence, straight line relationship is the relationship between command and command, the power of straight line personnel to make decisions and actions. Staff relationship is a kind of relationship between service and assistance, and staff members only have the power to plan, advise and guide.

Correctly handling the relationship between the straight line and the staff and giving full play to the reasonable role of the staff is an important part of organizing the design and operation towel to effectively play the synergy role of all aspects.

4 formal organizations and informal organizations

The so-called formal organization is the act or ability of two or more than two individuals consciously coordinating.

It is a behavioral system with a certain structure, unified objectives and specific functions characterized by organizational personality.

Formal organization is the result of organization design work, and it should be clearly stipulated by the manager through formal planning and organization chart and job description.

Formal organizations have clear objectives, tasks, weft structures, functions, and the responsibilities, rights and interests of members formed therefrom, which has a considerable degree of constraint on members' behavior.

The existence and activities of informal organizations can not only play a positive role in the realization of formal organizational goals, but may also have a negative impact.

The positive role of informal organizations is that it can provide employees with the psychological needs that are hard to get in formal organizations, create a more harmonious and harmonious interpersonal relationship, enhance the spirit of cooperation among employees, and ultimately change the work of formal organizations.

The negative role of informal organizations is that if the objectives of informal organizations conflict with the daily standards of formal organizations, they may have a very negative impact on the work of formal nunnwork.

Informal organizations require the consistency of their members' behavior, which may hamper their personal development.

In addition, the pressure of informal organizations will also affect the process of pformation of formal organizations, resulting in inertia of organizational innovation.