The God Of Management Wang Yongqing'S Winning Management Structure

< p > management structure: double layer design.

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< p > > a href= "http://www.91se91.com" > Formosa Plastics < /a > the organizational structure is significantly different from that of mainland enterprises.

The mainland enterprises adopt a straight line function system. Under the headquarters are various functional departments, and there are several subsidiaries under the parent company.

The drawback of this design is that all kinds of enterprises' systems are formulated by various functional departments, such as the finance department formulating the financial system and the personnel department formulating the personnel system, and each functional department is both a referee and an athlete.

Moreover, every functional department tries to expand its power and interests. The result is overlapping design, multi management and conflict. This is a common problem of mainland enterprises.

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< p > besides, there are also deputy general managers on the functional departments, so the vice president will fight, and eventually the leader will come forward to co-ordination, because no one has a butt, and everyone else has a butt.

But when the leaders are in coordination, they will have something to do afterwards, because the internal relationship is not smooth, that is to say, the top-level structure of our company has designed problems.

The biggest feature of the Formosa management structure is the two-tier structure.

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< p > the first floor is called the general manager's office. It is made up of 15 organizations. It is called professional affairs staff. The second level structure is directly established by the general management department, and it is also 15 departments, called 15 a href= "colleague" /a.

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< p > why should we set up a two-tier structure? It is so considered. The general manager office has a general manager's office and 15 functional departments. It is responsible for the formulation of the enterprise system and the supervision of the execution of the system, as well as the improvement and perfection of the system. It is called the "backstage". Under the general management department, 15 departments are responsible for the implementation of the system, which is equivalent to the various functional departments of the mainland enterprises, which can be called "front desk".

Where is the essence of the two tier structure? The separation of "foreground" from "backstage", the separation of referees from athletes, and separation of legislation from law enforcement.

The unified formulation system is responsible for the collation rationality of the system, responsible for the overall objectives, avoiding departmental rules, conflicts of interests, reducing internal friction and management costs. The division of responsibilities between the front desk and the backstage is very clear, which is the most significant of the management structure of Formosa Plastics.

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< p > Where are the many problems of the mainland enterprises? It is not the problem of the parties, but the top-level design of the enterprises.

What is the internal friction of an enterprise? That is the cost that should not be spent and the cost that is invisible.

The problem that people can solve in 10 minutes can't be solved in one month. Is that not the cost? < /p >

< p > I have made recommendations to the central enterprises and draw lessons from Formosa Plastics. If the organizational structure of the two-tier structure is too large, we should at least give the power of the enterprise system to the "enterprise management department".

Who will control the enterprise management department? It must be returned to the deputy manager.

The Department is responsible for the formulation of the unified system, while other departments are only responsible for the implementation of the system.

China Weapons and equipment group a href= "http://www.91se91.com/news/index_f.asp" > Company < /a > has already begun to do so.

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