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时间:2021-10-22 02:03 来源: Essay代写

摘要:本文是一篇mba管理学essay,主要介绍了矩形结构中所出现的问题,对于这些问题提出的一些建议方法。......

卡尔森工厂相比其他工厂比总公司位置要远很多;再中央集权、决策、分权和决策方面,以及日常工厂员工日常管理方面,必须需要更加清晰。卡尔森工厂的一些管理者需要向新德里的总公司的总负责人和各个部门功能的负责人汇报。部门(主要服务部门)包括:人力资源部、供应链管理部、物流部、金融部等。这些人员的角色和责任范围没有一个全面的工作描述;没有KRAS的书面参考和报告归属关系等。总管理者对这些人员进行训练缺乏较为明确的权威性。在所有报告关系中一直存在的紧张关系(比如:向行政总管报告跟向功能督导报告相比),谁有进行绩效评估的权利(或)谁的评价应该进行更多的权威性?工厂负责人需要对他所处岗位的所胜任的能力的一些条条框框有所了解。在矩阵结构组织中这种现象并不常见:在部门/职能部门和工厂/工厂负责人跨部门的职责压力下,许多员工也想要结束工作.........


Haridwar Plant is relatively far away from the HO as compared to the other plants; there needs to be more clarity on the aspects of centralization, decentralization and autonomy of decision making, daily works management of plant staff etc.Some officers at Haridwar Plant report administratively to the plant head and functionally to their respective functional heads who sit in the HO, New Delhi. The departments (mainly service departments) include IT, HR, SCM, Logistics, and Finance etc.The roles and responsibilities of these officers is not present in the form of a comprehensive Job Description; there is no written reference on KRAs and reporting relationships etc.There is 'lack of clarity' among all on the extent of authority that the plant head can exercise on these officers.There is a constant tension among all the concerned about the reporting relationships (i.e. reporting to administrative vs functional superior) and who would be the right person to conduct performance appraisals (or) whose appraisal should carry more weightage Plant head needs guidance on developing/practicing 'Influencing' related and other competencies required for his position.It is not uncommon in matrix structure organizations for many employees to end up working both under a department/functional head and factory/plant head on interdisciplinary responsibilities; which creates and overlay of two chains of command, one along the functional lines and the other along plant operation lines.


Roles and Responsibilities related: 角色和责任关系:


Confusion over roles and responsibilities is common within a matrix organization; a significant amount of confusion and conflict over roles and responsibilities can occur between functional managers, their subordinates working in plant locations and the plant heads overseeing plant performance. This may be manifested through angry memos to supervisors, non-attendance at plant meetings by functional managers, slowed delivery of status reports to plant heads, and lack of completion of certain administrative tasks with subsequent finger-pointing.


Traditional Functioning Style Related 传统功能模式相关:


A potential difficulty of matrix implementation can face is that the functional (corporate) side of the organization becomes more powerful than the plant side, i.e., functional managers do not gain a plant focus. As a result many functional managers might take a view that they will still have supervisory control of their staff working at plants, therefore no real change takes place in spite of constructing a matrix structure.


The Plant head is in-charge of all plant activities, bringing together necessary contributions and meeting objectives of the plant. The Functional Managers must ensure quality of their contributions to the project, the professional interests of their technical personnel working on the project and the medium and long-term capabilities of their areas.


Some inherent weaknesses in the system are: 体系中的一些先天缺陷:


While daily interaction and productivity may occur under the supervision of the plant manager, actual authority and performance decisions rests with the functional manager.


Authority is not always given equal responsibility


Dual reporting can create ambiguity and conflict


Increased likelihood of resistance to change as employees may attribute the matrix with loss of status, authority and control over traditional domain.


Functional objectives conflict with regional requirements


Employee behavior is the most critical challenge


Silo focused - confines their membership and loyalties only to a certain sub-unit - leads to an "us-vs.-them" mentality. Two reasons:


Employees used to residing in the same function and units for a long time develop an allegiance towards their groups


Matrix requires high collaboration and employees who have not developed certain interpersonal skills required may not be the right fit


Leadership: 领导力


Lack of experience in collaborative decision-making creates ambiguity that results in tension and conflict


Leaders used to "command-and -control" - in traditional hierarchical structures will find it difficult to perform in matrix structures


There is a large gap in employee training to deal with matrix structure 员工培训和矩阵结构的巨大差距


Challenges of misaligned goals and silo-focused employees are felt throughout the organization; research has shown that different problems related to this structure are faced more at different management levels. For instance, middle management finds unclear roles and responsibilities and ambiguous authority to be its biggest challenges. Top management finds the absence of a effective PMS specific to this structure to be the biggest challenge.


HHML will have to explore itself on these parameters. These are elucidated further below:


Some common problems in organizations with dual reporting and matrix structure


Unclear roles & responsibilities 不清晰的角色和责任归属


Unclear job descriptions and guidelines leads to tensions among employees and confusion over who's the boss and who to contact for information.


If roles at middle and lower levels are not established clearly, there is chance of a large expectation mis-match


Silo focused employees


Personal conflicts between leaders, Insufficient communication or Lack of trust between employees in different business units or locations hinders collaboration between units


A critical issue might be that employees used to a silo-mindset may lack the requisite skills to function in the matrix


Ambiguous authority 模棱两可的权威


Confusion over who has the final authority and Lack of clarity on areas of accountability cause delays in decision making.


Further, leaders who were earlier used to performing in a traditional hierachial structure are un-accustomed to sharing decision rights


Mis-aligned goals


Structures requiring a horizontal and vertical cascading of organizations usually face the problem of mis-aligned goals. Some issues in this are:


Competing or conflicting objectives between matrix dimensions


Inadequate processes to align goals and detect possible misalignments


Lack of synchronization, coordination and poor timing of work plans and objectives


Insufficient communication and consultation between matrix dimensions


Absence of effective PMS 有效的pms缺失


Ineffective monitoring, evaluation and rewards for performance may fail to motivate employees to make the matrix system work, besides creating an ambiguous understanding of employee roles


Examining HHML Haridwar PMS: 检查 HHML Haridwar PMS
 


Do the functional manager and the plant head/ manager at plant both take part in the evaluation process; is it delegated to the functional manager, or reserved for the project manager?


How do we provide the feedback over the course of the period prior to a formal evaluation?


Whose opinion of performance takes priority? Ultimately, who should actually evaluate the performance of the individual?


How does an employee know when he/she is satisfying the expectations of everyone involved?


Project managers have the responsibility of managing, coordinating roles across several functional areas of an organization; however, do they have any authority with respect to employee
appraisals and evaluation?


While a functional manager is responsible for managing the employees overall, is he/she the best one to evaluate day to day performance and contribution?


Other questions: 其他问题


What is the clarity of the responsibilities between the Plant head and Functional Managers?

本文标签: 问题矩形结构Haridwar Plaapproac

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