Problem description:
Organizational structure design and organizational structure change case. Please help, answer the questions of the case and give more opinions. Thank you here.
The following is a case:
General Zhang's flattening
Zhang has been studying engineering, and started a business in the second year after graduation, engaging in the trade of IT products. Due to catching up with the upsurge of IT economy, Mr. Zhang is only in his 30 s and has an enterprise with annual sales of more than 30 million. IT people have a complex about fashion and trends, and the vitality of IBM after its "flattening" operation in Guo Shina is really exciting. Driven by these two factors, Mr. Zhang, who believes in "getting the best from the first", decided to take a "flat" pill before bureaucratizing his own enterprise.
It took two months to simplify the original four-tier structure (general manager-business manager-product manager-ordinary employee) to three-tier structure (general manager-product manager-ordinary employee).
Since the time of organizational change was chosen in the off-season of sales, everything went smoothly. Looking at a large number of first-line information constantly passed to his own front, Zhang always gives birth to a sense of * * * that is in control of the overall situation. Although the work is busier than before, there is also an unspeakable happiness in my heart. He believes that he is on the right path.
However, soon, his happiness made the oncoming anxiety and pressure disappear without a trace. After the off-season, the company's business volume soared, and the backlog of official documents on his desk became thicker and thicker, and the working hours became longer and longer. However, Heaven did not reward efforts. On the contrary, due to the delay in finalizing the contract, there have been several cases of customer loss.
Mr. Zhang reflected in time and found that these times were all because the process was "stuck" here-due to the heavy workload, the contract drawn up by the product manager was not reviewed in time. Therefore, he began to decentralize greatly downward, thus enabling enterprises to adapt more quickly. However, after the authorization, due to the product manager's lack of planning for the annual marketing strategy and insufficient marketing strategy combination, the peak season promotion activities that can bring high performance every year completely disappeared in that year, which directly led to a decrease of 65,438+06.4% in sales compared with the same period. At the same time, because the business department manager was laid off and lost control of the sales cost, the sales manager often gave too many preferential conditions in order to make orders, which eventually led to a substantial increase of 22.7% year-on-year.
Question: 1. What's wrong with Mr. Zhang?
2. How should Teacher Zhang improve her future work?
Analysis:
1, the transition is too warehousing, and there is no buffer time for the enterprise. It may be easy for enterprises with more than 30 million to reduce staff, but it is difficult to connect them from the chain. It's like a link in the food chain is suddenly missing.
At present, only one or two people are urgently transferred from the original business department to help the general manager, train the product manager, and then slowly delegate power.