According to modern management theory, enterprises generally adopt the organizational structure of functional division of departments. It is characterized by the internal division of several departments according to functions, such as research and development, production, sales, etc., and the division of labor and cooperation of each department and the centralized control and unified leadership of the decision-making department of the enterprise. In the business practice of enterprises, due to the imperfect division of labor, cooperation and restriction among internal functional departments, some enterprises have illegal and irregular situations such as insider trading, duty encroachment, embezzlement of funds, forged official seals, and apparent agents, which seriously affect the realization of enterprise organizational goals. In this article, we will start from three points to talk about how enterprises can reasonably build functional department structure.

First of all, the establishment of various functional departments of enterprises should pay attention to the division of labor and coordination.

The internal coordination work of the enterprise involves cross-level and cross-department. There is a certain dependency between various departments, which objectively requires the formation of a set of work process standards and communication channels within the enterprise. At the same time, a good superior and subordinate communication mechanism and power and responsibility distribution system are also important guarantees for the smooth progress of the work of various departments. While clarifying the scope of responsibilities between departments, enterprises also need to avoid the situation that each department operates separately and does not take into account each other.

Secondly, the establishment of various functional departments of the enterprise must follow the three principles of "openness, efficiency and mutual restriction".

(1) The principle of "openness" mainly means that the responsibilities of all departments should be disclosed to the majority of employees and managers, and its advantage is that employees and heads of departments have a clear understanding of the responsibilities and authority of other departments. For other departments, those who know can effectively supervise them, and for their own departments, those who know can motivate themselves. In the case of open and transparent functions of various departments, employees will also have a psychological expectation of the daily reward and punishment behavior of the enterprise, so as to mobilize the enthusiasm of employees.

(2) The principle of "efficiency" mainly means that enterprises should try to be concise and powerful when setting up institutions, so as to avoid the situation of waste of labor force caused by excessive redundancy of departments and institutions, ambiguous functional boundaries of institutions, and frequent functional overlap or functional conflict between different functional departments. In order to avoid the embarrassing situation of "three monks have no water to eat" due to the unclear function setting of the enterprise, so that the enterprise can operate efficiently, it is necessary to optimize and concentrate the departments with similar functions or similar functions to improve the internal efficiency.

(3) The principle of "mutual restriction" mainly refers to sorting out the business process of the enterprise, dividing the whole business process into multiple links, and assigning the link to multiple departments and organizations, so as to avoid one organization or functional department being solely responsible for the whole process of a business process. The advantage of doing so is that it can ensure that the work can be completed in time, avoid unclear responsibility, and the departments of different links will also play a role in mutual supervision, which will greatly improve the efficiency of employees and achieve true self-supervision within the enterprise. For example, the quality inspection department and the production department of the manufacturing enterprise should be separated, that is, we usually say that we can not be both "referees" and "athletes".

Finally, enterprises should build appropriate organizational structures according to the actual development stage.

The organizational structure of the enterprise ultimately serves the development goal of the enterprise. At different stages of development, enterprises have different short-term goals, so the organizational structure adapted to this stage is also different. When enterprises are in different stages, the organizational structure of their departments should also be adjusted accordingly. For early-stage enterprises, the organizational structure is generally flatter than that of the mature stage (even the IPO stage), and the functional setting is more relaxed and streamlined, and a department can be compatible with multiple functions. More taboo is that the scale of a start-up itself is not large, but similar to the administration department, business department, finance department, warehouse management department, public relations department, logistics department, Commerce Department, legal department and other departments set up a lot of, greatly reducing the decision-making efficiency of the enterprise. Therefore, our suggestion is that enterprises in the start-up stage should adopt a linear and flat organizational structure as far as possible, combining ownership and management rights, and effectively controlling costs under the condition of centralized decision-making, so as to improve the competitiveness of enterprises.

When the enterprise enters the mature stage, in order to standardize the whole and avoid hasty decisions causing major adverse effects on the enterprise, more emphasis is placed on the professionalism and standardization of the organizational structure, and the relevant department Settings also need to be more complete and complete. However, according to the external environment and the orientation of relevant policies, the establishment of departments will also be affected to a certain extent. On the whole, the organizational structure of the enterprise needs to be adjusted according to the time and place and even the individual measures, and can not be rigid and unchanged.

By setting up reasonable and effective functional departments, enterprises can form a relationship of mutual cooperation, division of labor and supervision. On the basis of decomposes the work required by enterprise objectives, enterprises can clarify the responsibilities of all management departments through professional division of labor, avoid cross-functional, missing or overly concentrated powers and responsibilities, and form a working mechanism with each performing its own duties, responsibilities, mutual constraints and coordination. By promoting the effective division of labor and cooperation among enterprise members, it will ultimately help the healthy development of enterprises.