[Column] ➇-➂ The Illness of Small and Medium Enterprises: Struggling with Organizational Development

I would like to introduce a column article.

There is a problem with "rule and standard creation." In company operations, there are "activities" and "management." Activities involve breaking new ground, while management involves controlling the harvest. Activities are the top priority, but if there is only activity without proper management, it can lead to wasting the fruits that could have been harvested. The foundation of that management creation is "rule and standard creation." When the number of employees reaches around 20, managers tend to want to create an organizational chart. I understand that feeling. However, there are also problems with how organizational charts are created. Many companies assign positions to "people." This is a shogi player-like way of thinking. As a result, the organization does not function properly. The goal is not to assign positions. First, it is essential to consider what functions are currently needed by the company. If those functions are unclear and people are simply assigned, it will not work. There may be an organizational chart, but the responsibilities and scope of work for the position holders are not clearly defined. An organizational structure where nothing flows without going through the president is a typical example of this. Many companies that have just created an organizational chart find that it actually makes things more difficult for the management.

Management SeminarManagement Skills Seminar