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1、升级矩阵管理 柔性可扩展的组织结构模式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 o
2、f 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 headquarte
3、rs 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 China
4、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 enterprise di
5、vides 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 classificatio
6、n, 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 structure h
7、as 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 suitable outs
8、ourcing 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 to adapt t
9、o 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 organization ma
10、nagement 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 the development
11、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 used in the orga
12、nization 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 managementThe matrix management model is established through horizontal and
13、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 flexible and extensible organiza
14、tional structure model to cope with diversified competitionIn 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 example, in a multi brand consumer c
15、ompany, 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 functions of the human resources team to f
16、ind solutions, so that the organization is flexible.Customer oriented organizational structure and implement differentiation strategyThe matrix management model is generally oriented to product line and business line design and organizational structure, which 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 th
