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1、升級矩陣管理 柔性可擴(kuò)展的組織結(jié)構(gòu)模式 Not long ago, has been playing a role in the management of the matrix IBM quietly began to change, although the matrix structure does not change in general, but it is in the area of subsidiaries and global headquarters has resumed the deployment of division of labor. In the area

2、 of the subsidiary level, IBM weakens the functions of management, in some areas of Western Europe even lifted the management part of the regional position, on the contrary, the company has increased the local sales team to fully free to make decision and action power. The core functions of headquar

3、ters functions are more concentrated, for example, in Malaysia, Slovakia, Spain and Brazil, the four are called shared service centers, and also operate their customer support business. In addition, in order to gain an advantage in the fierce market, their research institutions also extended to Chin

4、a and India. Just as the black and white shirts were once corporate symbols of IBM, the matrix organization has been the most prominent feature of IBM management in the past few decades. Because of this structure can compensate the shortage of single division brings to the enterprise, the enterpr

5、ise divides the benefits into full play, respond to the diversified competition, so at the end of 1990s to the beginning of this year, IBM has been the best choice of global management, many multinational companies have to follow suit in the transverse structure of the world, regional market classif

6、ication, such as the Asia Pacific, North America, Europe, in the vertical direction, is divided by the product of the system division, is divided according to industry sectors, as well as sales channels, support the different function of the department. But today, the original matrix management s

7、tructure has exposed some weaknesses, such as increasing cost, excessive friction, so the IBM of regional and global headquarters subsidiary of the functions of the new division of labor, the former is more focused on marketing strategies, product localization, and the latter is to find the most sui

8、table outsourcing channels, focus on financial development, the integration of the call center can be unified processing business. This means that with the deepening of globalization, it should be timely to consider the horizontal and vertical structure of the matrix to be more refined and upgraded

9、to adapt to changes in the global and local markets. Matrix management is a balance of organizational resource related aspects, usually an organizational resource surrounding product lines or business lines, and a balance between organizational resources, either by function or region. Two. This o

10、rganization management model first appeared in the United States in the 1950s, and after entering the 1980s, the matrix management has also been a lot of criticism. But in the late 1990s, especially after entering the twenty-first Century, with the change of the external operating environment and th

11、e development of information communication technology, matrix management has drawn more and more attention from the enterprises. Matrix management is balance and deal with the problem of a kind of management mode in a specific environment, is a kind of fashion, is not only a choice, it can not be us

12、ed in the organization and management of all, and the implementation should take into account the corresponding risk in the specific cultural environment, to take corresponding the corresponding risk control measures. Advantages of matrix management The matrix management model is established t

13、hrough horizontal and vertical management through cross functional departments, Strengthen the flow of information between each other, more flexible and effective coordination of the development of different businesses. Overall, matrix management has the following three advantages: ? a more fl

14、exible and extensible organizational structure model to cope with diversified competition In the matrix management model, an environment of internal competition can be created to cope with diverse organizational development and market goals, while achieving organizational resource balance. For ex

15、ample, in a multi brand consumer company, brand matrix management can deal with a wide range of markets and customer needs. From the point of view of tissue elasticity, specific problems, enterprises can optimize the allocation of talent in the shortest period of time, a team, the different function

16、s of the human resources team to find solutions, so that the organization is flexible. Customer oriented organizational structure and implement differentiation strategy The matrix management model is generally oriented to product line and business line design and organizational structure, whic

17、h has a strong market oriented customer orientation. For example, a large domestic IT enterprises in product division division, the division of each product can make different products according to the market characteristics of the product strategy, pricing strategy, promotion strategy and channel s

18、trategy, can adopt different sales methods, such as direct marketing, distribution, agency, OEM, ODM etc.. Effectively avoid the generalization and simplification of product strategy and marketing strategy, and adopt differentiated strategy to achieve the effect of differential competition. Organ

19、izational resource sharing management model to optimize the allocation of resources The efficiency and effectiveness of organizational resources determine the ultimate asset income of an enterprise. The matrix management model allows organizational resources to be flexibly distributed between dif

20、ferent products and services, so that organizations can adapt to changing external environments and customer needs. From the point of view of talent cultivation, in this mode the employees can obtain comprehensive training, can reach more business and function, the relative linear functions of organ

21、ization employees can get comprehensive training and exercise in a relatively short period of time, for the training of personnel is also a good way. Multi direction and multi latitude inspection and monitoring can control related risks The matrix management model has multi direction, multi la

22、titude flow lines, reporting lines and corresponding control lines. This model, if used properly, can effectively prevent a person from making his head count. In the domestic construction company, before major contracts tend to business advice, business volume under the contract is often the last vi

23、ce president in charge of business decision, system defects caused by many loopholes, also let people have the opportunity to make mistakes, when the discipline inspection committee found, executive vice president of business the problem has been very serious. Later, the company introduced matrix ma

24、nagement model in the business decision-making, and implemented multi latitude monitoring and inspection, effectively eliminating the related problems and controlling the project risk. Disadvantages of matrix management Matrix management as a coin, the above is only one side of the coin, the o

25、rganization has a flexible, scalable and resource sharing at the same time, there is another side of the coin, to achieve the above advantages also need to manage costs and conditions of many, if not a good deal, The advantages of matrix management can also be translated into disadvantages. Gener

26、ally speaking, there are several aspects of matrix management, which should be paid attention to by enterprises: Communication mechanisms are important and management costs may increase Matrix management is relatively complex and can lead to management scenarios without other organizations, su

27、ch as double reporting, double roles, double control, double evaluation, and sometimes multiple situations. In the matrix management mode, because an employee may have several bosses, each project may compete for resources in the same functional department; for example, a foreign pharmaceutical comp

28、any, in Chinese using the matrix management model, this model has good control, flexible response, information management, etc. at the same time to smooth transparent the company, also appeared to increase management costs, front-line staff to communicate to multiple departments, multiple management

29、, long report passing phenomenon, affecting the organization efficiency. The phenomenon of power vacuum may be a waste of talent In the matrix management mode, there are often some across multiple departments in the team, the team is flexible and effective, because the functional team members

30、from various departments, each have different leaders, as the overall functional groups at the same time by long superior control, excessive intervention in the most often appear problem is different the team has superior departments and leading authority, a power vacuum phenomenon. For example, an

31、internationally renowned IT enterprise is an international typical application of matrix management for enterprises, personnel considerations, one of the company executives become airborne Greater China president, former president China was stripped of finance, market, sales, personnel and other ent

32、erprise management important, finally the Chinese District President Selection leave, leave and senior personnel took part of the backbone of the business, have a certain impact on the development of the company. The tendency to differentiate between products and regional institutions may create

33、internal friction In the matrix management mode, many enterprises in the product department or the regional centres as a profit center assessment, assessment indicators such as sales income, profit, cost and other financial indicators, will also have the market share and growth rate of income rel

34、ative assessment index. In this model, if the feedback mechanism is not handled properly, the centers tend to pursue the maximization of their own interests rather than the maximization of the overall interests of the company. There is a China power equipment of large private enterprises in the impl

35、ementation of matrix management, despite the matrix management organization structure, but in practice, due to the local branch of power is too large, finally stopped the matrix management model to centralized mode. The above does not deny the advantages of matrix management mode, the key lies in

36、 the analysis of advantages and disadvantages objectively, and combined with the development stage of the company itself and the specific circumstances, specific problems, how to reasonably use, plus other supporting mechanisms of support. Flexible change matrix management The matrix managemen

37、t model is not only a form. According to the responsibilities of the matrix supervisor, the matrix management model can be divided into strong matrix and weak matrix. The characteristics of strong matrix has many projects separate organization, that is the matrix charge have considerable authorit

38、y, including human rights and financial rights; for example, some IT companies set up a special research team, it belongs to the strong matrix management mode. The weak matrix retains the characteristics of many functional organizations, and the matrix supervisor in some functional areas is only equ

39、ivalent to the role of coordinator. For example, the finance function, according to the organization system of linear functions, each core business units are required to set up financial personnel, according to the matrix management model within the company only to set up a financial sector, for eac

40、h core business department in charge of financial services, the matrix function only plays a coordinating role. For Chinese enterprises, attention should be paid to adjustments in two areas: first, to improve communication habits; first, to find the appropriate matrix managers. Because the matrix

41、 management with multi communication, each matrix may charge to different departments, different companies, different superior leadership and coordination of the work report, this case is very important, how to maintain effective communication and suitable candidates. In this regard, Chinese compani

42、es tend to talk about human nature in their culture, and the licensing mechanisms are often lacking in China's enterprises, which is different from that of European and American companies. The following case (ABC, pseudonym), even abroad implemented many years matrix management mode of multinatio

43、nal enterprises, if the matrix management mechanically applied directly to the Chinese enterprise environment, will also face the problem of The climate does not suit one. ABC company is a leading global pharmaceutical company, in 2000 to enter the Chinese, gradually set up a production base, res

44、earch base and the establishment of sales company, established in 2001 in Beijing, Shanghai, Guangzhou and other 3 branches, to the end of 2003 when we engage in human resources and innovation of management consulting project, branch number reached 25. Since the company entered China, the management

45、 style adopted by the company is using the matrix management of its global company. The functions of the functional departments are in the end. The head of the functional branch of the branch reports to the head of the regional functional department, and the head of the regional functional departmen

46、t reports directly to the person in charge of the functional department of the group. But in the horizontal direction, it should also be supervised and supervised by the regional general manager, and the final performance evaluation will be completed by two supervisors. With the expansion and dev

47、elopment of the organization, ABC Chinese company also more or less there may be more problems in the matrix management mode, such as the problem of poor communication, work efficiency is not high, the high cost of management, lack of coordination, each branch of talents. Through our first phase

48、of the following survey of various aspects of diagnosis, including: The strategy and vision of the enterprise's localization in China Does the core values of the enterprise adapt to the cultural awareness of Chinese employees? Does the performance appraisal system reflect and support the ma

49、trix management model? Does the operation and management process adapt to the matrix management model? Communication mechanism Leadership and leadership style Other human resource management measures, including training, career planning, motivation, etc. Through diagnostic analysis, w

50、e rank the importance and urgency of related issues, In order to focus on key issues to find solutions. Finally, focus on the following five aspects: Enhance leadership and management skills Perfection of communication method and mechanism Perfect staff training system Performance man

51、agement system perfect Related business process improvement To address these important issues, we conduct training and coaching for middle and senior managers, branch managers and employees at all levels in china. At the same time, the communication channel and communication mechanism are desi

52、gned to coach how to communicate effectively. In the performance appraisal of employees, the characteristics of the matrix management model are considered, and the assessment indexes are objective and digitalized through the objective tools such as the balanced scorecard. Conduct special leadership

53、evaluation and development planning for each matrix manager to design career planning for them. The project lasted for half a year, and finally achieved good results. Therefore, do not think of matrix management as a fashion and trend, and use it blindly. Due to the complexity of matrix managemen

54、t mode and additional costs, for a number of product lines, product line exists between the sharing of scarce resources, organization environment industry environment is relatively complex and was quite uncertain, can be used when no other organization mode can be selected, even if; the best should

55、also pay attention to some supporting measures, learn some already implemented a matrix management mode of enterprise have some experience and lessons. Have implemented the matrix management model in the enterprise, with the change of the stage of development, the market environment of enterprises, product cycle and personnel factors, will affect the enterprise using the breadth and depth of matrix management mode, should dynamically adjust or improve.