Analysis of organizational structure types of group companies
U-shaped structure: over-centralized organizational structure
U-shaped structure is also called. Single structure? Taylor first proposed to divide management into several departments according to their functions. The independence of each department is very small, and the power is concentrated in the hands of the top decision makers of enterprises. Its basic framework can be summarized as the following figure.
U-shaped structure: over-centralized organizational structure
The advantages of this organizational structure are:
(1) Centralized leadership and unified command facilitate the deployment of people, money and materials;
(2) Clear responsibilities and high efficiency;
③ The work is orderly and the whole enterprise has high stability.
The disadvantages of this organizational structure are:
(1) hierarchical, too many levels, slow decision-making process;
② All functional departments are self-centered and have difficulty in coordination;
(3) can't effectively play the initiative and enthusiasm of subordinate departments;
(4) The organization is bloated and the bureaucracy is serious.
Although the U-shaped structure has many shortcomings, it is an effective organizational form. At present, this form is widely used in enterprises in China.
In the initial stage of vertical merger, all enterprise groups generally adopt this structure. However, the enterprise group will seek a new organizational structure after problems such as the management scope is too large, which leads to the management cost is greater than the market transaction cost, the details are too concentrated, which leads to the enterprise's inability to take into account the long-term development strategy decision-making and control, and the functional departments deviate from the overall goal in pursuit of their respective goals.
H-structure: an organizational structure with excessive decentralization
H-shaped structure is also called. Holding company structure? , is a decentralized organizational structure. Historically, H-type enterprises were formed by the horizontal integration of many small and medium-sized U-type enterprises.
The parent company holds part or all of the shares of its subsidiaries, and the subsidiaries have independent legal personality, and their industries are generally irrelevant, forming a relatively independent interest center and investment center, in sharp contrast to the U-shaped centralized structure. Its basic framework can be summarized as the following figure.
H-structure: an organizational structure with excessive decentralization
The advantages of this organizational structure are:
(1) contains a U-shaped structure, and the subsidiaries that constitute the holding company are often U-shaped;
(2) The subsidiaries have maintained considerable independence and freedom, which is conducive to improving the enthusiasm of the subsidiaries;
(3) the positive significance for dispersing the business risks of enterprises.
The disadvantages of this structure are:
(1) parent company's strategy and policies, etc. It is difficult to penetrate and implement to subsidiaries;
② The functional departments of the parent company do not directly serve the subsidiaries, so it is difficult for the subsidiaries to make full use of the staff officers of the parent company;
(3) All subsidiaries have to set up shareholders' meetings, boards of directors and other institutions, which increases management costs;
④ The parent company's investment coordination is difficult.
Although H-shaped structure has many shortcomings, it is still an effective transition form. Therefore, most enterprise groups in China, especially those formed by horizontal alliances, mostly adopt this structure in the early days of their establishment.
3.m-type structure: an organizational structure that organically combines centralization and decentralization.
M-shaped structure, also known as division system or multi-department structure, is a further evolution of U-shaped structure and H-shaped structure. In this framework, each business department or branch is usually a semi-autonomous interest center, which is established according to products, regions and trademarks. Each branch usually has a functional department to coordinate and manage the production and business activities of the branch. Although each branch takes profit as the center, its profit calculation does not depend entirely on the market, and it can only seek self-development within the framework of the unified development strategy of enterprises. Its basic structure can be summarized as the following figure.
M-structure: an organic combination of centralization and decentralization.
The advantages of this structure are:
① Although each branch is not an independent legal person, it is a relatively independent interest subject, and has greater autonomy in profit distribution and investment decision-making. Is there one between the branches? Quasi-market transactions? And then what? Internal transfer transaction? It embodies the organic combination of hierarchical system and market mechanism;
(2) Senior leaders get rid of daily affairs, concentrate on making decisions on major issues, and keep regular contact with branches in business;
(3) There are scattered business divisions or business divisions, and group companies are responsible for coordination, supervision and strategic decision-making, thus ensuring necessary coordination and control. The disadvantages of this organizational structure are:
(1) The horizontal connection between business departments is not smooth, which easily leads to departmentalism and affects the coordination among members;
(2) Competition among divisions will lead to difficulties in personnel flow and communication of advanced management methods and production technologies.
(3) The power structure is complex, the institutions overlap, the middle-level managers swell, and the management costs increase.
Although M-structure also has many shortcomings, enterprise groups can make full use of the advantages of this organizational form, implement forward and backward integration, internalize the transactions that suppliers and customers may have completed in the market before, and put more and more business activities in one enterprise, thus expanding the scale of production lines and the scope of industrial organization. Therefore, this model is the first choice to form a large enterprise group.
Four major structures of organizational structure
Organizational structure is generally divided into four aspects: functional structure, hierarchical structure, departmental structure and authority structure.
1. Functional structure: refers to various business tasks, proportions and relationships needed to achieve organizational goals. Its dimensions include overlap, redundancy, absence, fragmentation (or lack of cohesion), decentralization, fine division of functions, dislocation and weakening of functions.
2. Hierarchy: refers to the composition of management hierarchy and the number of managers (vertical structure). Its consideration dimensions include the similarity of managers' functions, the scope of management, the scope of authorization, the complexity of decision-making, the workload of guidance and control, and the similarity of subordinate professional division of labor.
This paper analyzes the overall types of organizations and the primary and secondary structures of various departments.
3. Department structure: refers to the composition of each management department (horizontal structure). Its consideration dimension is mainly whether some key departments are missing or optimized.
4. Power structure: refers to the division of powers and responsibilities at all levels and departments and their relations. Mainly consider whether the power and responsibility relationship between departments and posts is equivalent.
Characteristic description of group company
Legal characteristics
1 is the core enterprise of affiliated joint enterprise group, and its legal status is the parent company (also called leading enterprise).
2. Its organizational form shall conform to the company form prescribed by law: limited liability company or joint stock limited company.
This is a mixed holding company. In addition to having actual control over subsidiaries, it also directly conducts business activities, which must legally comply with the relevant provisions of the state on holding companies.
4. The basic relationship between the parent company and the subsidiary company is the relationship between shareholders and the company, that is, the parent company is the shareholder of the subsidiary company and the subsidiary company is an independent legal person.
5. The parent and subsidiary companies have legal provisions on shareholding and special obligations: mutual shareholding is prohibited (no reverse shareholding); Generally, their liabilities are independent, and there is no * * * debt of enterprise groups. Under special circumstances, the parent company is responsible for the debts of its subsidiaries (if the parent company has promised to guarantee).
6. Accounting system: (1) The parent company must prepare group settlement statements and group consolidated accounting statements; (2) The consolidated accounting statements are only used by shareholders, the public and the government to understand and master the operating conditions of the Group; (3) Tax accounting is based on each independent legal person in the group.
7. Manage relationships. In the subordinate joint enterprise groups, the group companies implement unified management on behalf of the enterprise groups. It has the right to exercise the rights owned by the group in the name of the group, but it also undertakes the obligations of the group. Generally speaking, in a subordinate joint enterprise group, the management organization of the group should be decided by the members of the group through consultation according to the articles of association of the group. The management organization of the group is often combined with the management organization of the group company (also known as Xiaban). Therefore, the group company should not only pursue its own interests, but also pursue and take into account the interests of the whole group, that is, the interests of the group members. Among them, due to the particularity of the parent-subsidiary relationship, the subsidiary has operational autonomy, but is controlled by the parent company. Parent company to subsidiary company: (1) formulate unified development strategy and long-term plan; (2) expanding production capacity or opening up new business areas; (3) Transfer of property rights and merger of other companies; (4) Selection and appointment of the chairman and directors of subsidiaries.
8. The relationship between the group company and the group member enterprises other than its subsidiaries, especially how to realize unified management, shall be determined according to the articles of association of the group. [ 1]
Substitution feature
(l) The essential feature of a group company is a vertical organization system based on the parent-subsidiary relationship. The group company itself has independent legal personality, which is a limited company or a joint stock limited company in the form of legal person property right system. The group company is the core enterprise of the enterprise group, usually the parent company, with independent and limited capacity for civil liability.
(2) The group company consists of a parent company and several subsidiaries. Legally speaking, the parent company is the group company itself, which includes several subsidiaries and affiliated enterprises. Among them, the subsidiary refers to the subordinate enterprises in which the parent company holds an absolute controlling position (generally holding more than 50%); Associated enterprises refer to joint-stock enterprises whose parent companies only have general shareholding relations, and enterprises with various fixed cooperative relations. In short, there can only be one parent company, and there can be multiple subsidiaries or affiliated enterprises.
(3) From the perspective of internal organizational relations, the parent company takes equity property rights as a link to vertically control subordinate enterprises. Including: wholly-owned subsidiaries with all property rights (parent company holding 100%, also known as branches); Holding subsidiaries holding more than half of the shares (the parent company holds 51-99%); Affiliates holding a certain proportion of shares (25-50% of the shares are called high-quality holding subsidiaries, and less than 25% of the shares are called arbitrary holding subsidiaries. This may not be called the parent company). Usually, subsidiaries cannot hold the shares of the parent company in turn.
(4) The property right relationship of the group company is clear. Generally speaking, group companies are formed by the original sponsors through continuous development, expansion and fission. They set up branches internally through investment and continue to acquire and control other competitors or related enterprises externally through the capital security market. Therefore, the blood relationship between the parent company and its subsidiaries is stable and closely combined.
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