Organizational analysis and optimization design consulting

Organizational analysis and optimization serve as a tool to facilitate the decomposition of corporate strategies, achieve reasonable planning and refinement of responsibilities, and form the foundation for human resource organizational position design. They are also the cornerstone for a series of tasks such as human resource sequence management and compensation and performance management. Typically, organizational function analysis tables are used to facilitate this process. With the advent of the information age, various industries are facing a series of earth-shaking changes, including industrial transformation, changes in business models, and transformations in production methods. These changes directly impact the transformation of organizational and management methods, necessitating the use of organizational analysis and optimization to achieve the reshaping of organizations.

Services of ShangShuce

(1) Assist enterprises in establishing standards for their job position setting systems and strengthening organizational management;

(2) Establish a clear system of rights and responsibilities, define job responsibilities, and improve management efficiency;

(3) Organizational structure setting promotes flat development and innovates management mechanisms;

(4) Clearly delineate the functional relationships among departments within the enterprise to address issues such as overlapping interfaces, conflicts, and disconnections;

(5) Effectively promote the division of labor and collaboration within the organization, and strengthen the coordination of work among various departments.

Problems solved for enterprises

(1) Issues with human resource management philosophy.

Due to insufficient understanding of the importance of human resource management, human resources departments are bogged down with routine work, making it difficult for them to provide effective support for enterprise development.

Managers lack systematic thinking in human resource management, and the human resources department has become a "fireman", plugging loopholes everywhere.

(2) The organizational design lacks structure and coherence.

There is no fixed method to follow in organizational design. It is not based on organizational goals and business process design, nor does it reflect support for strategy and business, as well as elastic adaptation for future development. It overly considers human factors, leading to frequent institutional changes;

(3) The job positions are set up too arbitrarily.

The job setup lacks a certain degree of scientificity and standardization. Common issues in job management include setting up positions based on individuals, setting up positions impulsively, and having too many levels. Furthermore, the job setup is rigid and cannot be adjusted in a timely manner. The lack of innovative mechanisms makes it difficult to provide timely and effective support for the business, which in turn hinders business development;

(4) The division of authority is not clear.

In the division of functions within enterprises, there is often a lack of clear authorization of authority and a lack of a normal mechanism for dividing authority, which leads to loopholes in the implementation of organizational job responsibilities. There are certain phenomena such as abuse of authority, collusion, neglect, random use, and excessive centralization;

(5) The division of responsibilities is not clear.

The division of functional responsibilities among departments is relatively vague, resulting in overlapping interfaces, conflicts, and disconnections. The division of labor among leaders is unclear, incomplete, and uncoordinated, leading to multiple command structures, uneven workload distribution, and other issues.