This is a very interesting management chart and very delightful when thinking about how to establish a good management structure in a company. But when the total number of employees in a company is less than 50, this type of systematic theories cannot really address that company’s management dilemma out there.
Here comes some good thoughts cited from BUSINESSINCIDER
When I was sitting in class, I feel like every company is like a grow-up man in real world. The managers or founders know exactly what they are doing and understand exactly what the better way to do it. And my work as a employee is to follow the instruction and find a right position in the department as soon as I can. However, I realized that this might not be the case all the time. The reality is the manager are busy with their plans or networking issues and therefore, unless we report to them that problems are existed the system or management structure, they will never think those problems at all. Or they would tend to believe that all individuals will somehow magically find a way to address issues.
From a product being produced to a customer get the product, many works and many people are involved, or at least suppose to be involved. There are a few ways that I think should be considered.
- Distribute the work based on product category
People in each product line has it’s concentration on the products attributes and service specialty instead of trying hard to know a little bit this and that of all product lines. This is important, when there are 20-50 or even more different type pf products in a company, expect a single person to understand all of them in a short period of them might lower the working efficiency, Let along the opportunity cost when employees join in and leave the company frequently.
Work related to one product line will be in charge of one person or a team. Therefore, the working process is more cohesive and efficient. We would rather not deal with a document with 20 notes and when we have question about the notes we might need to track back another 20 or even more people to clarify the question.
Some process in different product lines are similar but because they are in the charge of different people in different departments, the operation seems less efficient in the company’s perspective.
2. Distribute the work based on job function
Duties are assigned in detail to employees in that position. Easy for them to excel at their work. For example, for quality checking professional in a fashion company, no matter he or she is checking top or pants, fall season or spring season, cotton or polyester, he or she can apply similar criteria and skills from one to the another.
The communication between different departments is required to be very sufficient, accurate and consistent. Conflicts are frequent when anyone evolved failed in performance regularly.
There are many good ways to manage a small or medium size companies’ management structure, the point is why they are reluctant to it?
- The leaders of the company might be professionals in many other aspects but know little about management
- Companies are reluctant to any change. They feel comfortable to work with a group of people, which is fine when the company is young, but when the company start to expand, this will cause serious issues. It’s when we grow up, the sizes of our shoes increased too. If you don’t change to the right size, we won’t able to walk and run. In the company’s case, the company will have difficult in further development and expanding.
- No one in the company dare to point out the problematic management system. Employees don’t want themselves to be associated with problems and complains, therefore, they tend to tolerant as much as they could. This always delays the recognizing and solving of problems.