Let’s talk about the team’s organizational structure

I have been in the company for nearly two weeks, and my department happens to be in the organizational structure. There are not many people in the team, which is about ten people. Although there are few people, they are divided into groups. Today I will talk about my understanding of it. Let me start with Let’s talk about the common structures of departments:

Common organizational structures include functional organizations, project organizations and hybrid organizations. The organizational structure supports projects, products, etc. The design of the organizational structure can also be regarded as a very advanced product design.

A functional organization divides people with the same responsibilities into a department, which is conducive to the sharing of similar resources and mutual learning and improvement. However, after the company's goals are broken down into various departments, it is easy to be inconsistent. Especially the development type, this form is more suitable for large-scale operation departments and planned economies, such as factory workshops.

A project-based organization is just the opposite. It organizes people with various responsibilities into project teams or product lines. The team members have the same goals, which is conducive to quickly advancing the project and smooth communication with each other, but it may waste resources. From an organizational structure perspective, the head of a project-based organization is the project manager or product manager and the functional head department manager.

The hybrid type is a combination of the above two organizational structures. The horizontal ones are product and project lines, and the vertical resources and administrative lines. Functional organizations are more suitable for defensive businesses, while project-based organizations are more suitable for offensive businesses. The hybrid type is all-attack and all-defense, but it also has problems. For employees, one side is the department manager, and the other side is the product manager or project manager. , dual-headed leadership can give people a headache, but it is not the case. I feel that product managers are mainly responsible for managing things, while department managers are mainly responsible for managing people. The boundaries of responsibilities are also very clear. It mainly depends on the cooperation of both parties.

Let’s go back to the development team of a small company, the kind with a dozen or so people. It is recommended that when divided into departments or groups, the most common one in the early stage may be a project-type organization, whose main purpose is to quickly advance the project and attack When the company's products mature, it can turn into a functional type to make full use of resources and transform it into a hybrid type, "both offensive and defensive".