Shin kun taɓa mamakin yadda manyan kamfanoni ke tsara kansu a cikin duk sassan motsi?
Yayin da wasu kasuwancin ke aiki azaman rukunin haɗin gwiwa, da yawa suna kafa sassa daban-daban dangane da aiki. Wannan shi ake kira a tsarin tsari na aiki.
Ko tallace-tallace ne, kuɗi, ayyuka, ko IT, ƙungiyoyin ɓangarori masu aiki bisa ga ƙwarewa.
On the surface, this separation of duties seems clear - but how does it really impact collaboration, decision-making, and the overall business?
A cikin wannan sakon, za mu duba ƙarƙashin murfin samfurin aiki da fa'idodinsa. Nutse kai tsaye!
| Menene misalan ƙungiyoyi masu aiki? | Scalable, Starbucks, Amazon. |
| Wane nau'i ne na ƙungiya ya dace da tsarin ƙungiya mai aiki? | Manyan kamfanoni. |
Bayani na Tsarin Ƙungiya mai Aiki.
Table of Content
- Menene Tsarin Ƙungiya mai Aiki?
- Amfanin Tsarin Ƙungiya mai Aiki
- Lalacewar Tsarin Ƙungiya mai Aiki
- Cire Kalubalen Tsarin Ƙungiya mai Aiki
- Yaushe Tsarin Aiki Ya Dace?
- Misalai na Tsarin Ƙungiya mai Aiki
- Maɓallin Takeaways
- Tambayoyin da
Ƙarin Nasihu tare da AhaSlides
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Tara membobin ƙungiyar ku ta hanyar tambayoyi masu daɗi akan AhaSlides. Yi rajista don ɗaukar tambayoyin kyauta daga ɗakin karatu na samfurin AhaSlides!
🚀 Ɗauki Tambayoyi Kyauta☁️Menene Tsarin Ƙungiya mai Aiki?
Menene tsarin kungiya mai aiki?Kamfanoni da yawa suna zaɓar su tsara kansu cikin sassa daban-daban bisa la'akari da nau'ikan ayyuka ko ayyukan da mutane suke yi, suna rarraba aiki zuwa wasu ayyuka na musamman.
This is called having a "tsarin tsari na aiki". Instead of grouping everyone who works on the same project together, people are grouped by the general area of their work - things like marketing, finance, operations, customer service, and such.
Don haka alal misali, duk wanda ya ƙirƙira tallace-tallace, gudanar da kamfen ɗin kafofin watsa labarun, ko tunanin sabbin ra'ayoyin samfur zai kasance a cikin sashen tallace-tallace. Duk masu lissafin da ke bin kuɗi, biyan kuɗi da kuma shigar da haraji za su kasance tare a cikin kuɗi. Injiniyoyin za su yi aiki tare da sauran injiniyoyi a cikin ayyuka.
The idea is that by putting everyone with similar job skills together, they can help each other out and learn from each other's expertise. Things like financial procedures can also be standardized across the whole department.
This structure makes it very efficient because specialists don't have to constantly look for answers outside their department. But it can also make it hard for different areas to collaborate well on bigger projects that require many skills. Communication between departments may also get lost sometimes.
Gabaɗaya, tsarin aiki yana da kyau ga kamfanoni da aka kafa inda aka saita matakai, amma kamfanoni suna buƙatar nemo hanyoyin da za su haɗu da mutane tare da ma'aikatun don gujewa aiki a cikin nasu. silosyi yawa.
Amfanin Tsarin Ƙungiya mai Aiki
An bincika mahimman fa'idodin tsarin ƙungiyoyi masu aiki a ƙasa:
- Specialization of labor - People gain expertise in their specific function by focusing only on those tasks. This leads to higher productivity.
- Centralization of expertise - Similar expertise is pooled together within each department. Employees can learn from and support each other.
- Standardization of practices - Common ways of working can be developed and documented within each function for consistency.
- Clear lines of reporting - It's clear who employees report to based on their role, without matrix reporting to multiple managers. This streamlines decision-making.
- Flexible allocation of resources - Labor and capital can be shifted around more easily within departments based on changing priorities and workload.
- Economy of scale - Resources like equipment and employees can be shared within each department, reducing costs per unit of output.
- Ease of monitoring performance - Department metrics can be more clearly tied to goals and outcomes since functions are separate.
- Career development opportunities - Employees can advance their skills and careers by moving between roles within their specialized field.
- Management simplification - Each department head has authority over a single homogeneous unit, making management less complex.
Don haka a taƙaice, tsarin aiki yana haɓaka ƙwarewa, haɓaka ƙwarewa, da ingantaccen aiki a cikin ayyukan mutum ɗaya.
Lalacewar Tsarin Ƙungiya mai Aiki
A gefe guda na tsabar kudin, tsarin ƙungiya mai aiki ba shi da cikakken aibi. Kamfanoni yakamata suyi la'akari da waɗannan koma baya masu yuwuwa:
- Silo mentality - Departments may focus only on their own goals rather than the goals of the overall organization. This hinders collaboration.
- Duplication of efforts - The same tasks may be performed repeatedly in different departments rather than streamlined across functions.
- Slow decision-making - Issues that cut across departments take longer to resolve as they require coordination between silos.
- Poor customer service - Customers interacting with multiple departments may receive an inconsistent or fragmented experience.
- Complex processes - Work that requires cross-functional cooperation can become tangled, inefficient, and frustrating.
- Inflexibility to change - It's difficult to shift and align resources quickly when market needs change or new opportunities arise.
- Difficulty evaluating trade-offs - Broader impacts of functional decisions may be overlooked without consideration of interdependencies.
- Overdependence on supervisors - Employees rely heavily on their department leader rather than developing a big-picture perspective.
- Stifled innovation - New ideas requiring input from various areas have a harder time gaining support.
Silos na aiki, jinkirin yanke shawara, da rashin haɗin gwiwa na iya lalata inganci da sassauci ga ƙungiyar da ke da wannan tsarin.
Cire Kalubalen Tsarin Ƙungiya mai Aiki
It can be hard for different work groups like marketing, sales, and support to connect if they're always in their own corners. But isolating actually makes it tough to get things done. Here are some ideas to overcome the challenges:
Yi ayyuka tare da mutane daga yankuna daban-daban. Wannan yana gabatar da kowa kuma ya sa su taimaki juna.
Zabi mutane don taimakawa ƙungiyoyin haɗin gwiwa. Nada samfur / manajojin abokin ciniki, za su tabbatar da cewa kowa ya raba sabuntawa kuma ya warware batutuwa tare.
Mayar da hankali kan burin da aka raba, maimakon kowane yanki ya yi nasa abin da ya dace, daidaita mafarkan manyan kamfanoni duk suna tallafawa.
Haɓaka kwafin ayyuka kamar HR ko IT don haka ƙungiya ɗaya ta yi hidima ga duk aikin rarrabuwa.
Set meetings where areas briefly update each other on what's happening. Nip issues in the bud.
Invest in collaboration tools - technologies like intranets, docs/file sharing, or project management apps can facilitate coordination.
Haɓaka jujjuyawar sassauƙa. Bari ma'aikata su gwada wasu ayyuka a wani wuri na ɗan lokaci don fahimtar juna da haɓaka hangen nesa daban.
Track teamwork too. Pay attention to how well people get along and the team's overall KPIs, not just individual achievements. Give leaders incentives to focus on organizational synergy, not just functional KPIs.
A ƙarshe, ƙarfafa hulɗar zamantakewa don kowane sashe ya zama mafi dacewa da kusanci juna don taimako. Neman hanyoyin ayyuka don hulɗa da aiki a matsayin haɗin kai gaba ɗaya zai taimaka wajen rushe silos.
Fasa kankara tare da AhaSlides
Help each department connect and bond with AhaSlides' interactivities. Essential for companies' bonding sessions!🤝
Yaushe Tsarin Aiki Ya Dace?
Bincika lissafin don ganin ko ƙungiyar ku ta dace don samar da wannan tsarin:
☐ Established companies with standardized operations - For mature companies whose core processes and workflows are well-defined, specialization within functions can promote efficiency.
☐ Stable business environment - If the market and customer needs are relatively predictable, functional groups can focus on optimizing their specialist areas without needing rapid cross-department collaboration.
☐ Tasks requiring dedicated expertise - Certain jobs like engineering, accounting, or legal work rely heavily on deep technical skills and are well-suited to a functional structure.
☐ Prioritizing operational execution - Functional structures are extremely efficient when the organization prioritizes producing or delivering a product or service; separating specialized steps amongst functions can streamline execution.
☐ Large organizations with scale - Very large companies with thousands of employees may organize into functions just to manage complexity across multiple business units.
☐ Resource allocation matters most - For capital-intensive industries, a structure that facilitates precise allocation of specialized resources and equipment works well.
☐ Traditionally bureaucratic cultures - Some established companies prefer highly departmentalized setups for control and oversight.
Misalai na Tsarin Ƙungiya mai Aiki
Misalin ƙungiya mai aiki.Kamfanin Fasaha:
- Sashen tallatawa
- Sashen Injiniya
- Sashen ci gaban samfur
- IT/Sashen Ayyuka
- Sashen tallace-tallace
- Sashen Tallafin Abokin Ciniki
Kamfanin Kera:
- Sashen samarwa/Aiki
- Sashen Injiniya
- Sashen sayayya
- Sashen Kula da inganci
- Sashen Dabaru/Rarraba
- Sashen tallace-tallace da tallace-tallace
- Sashen Kudi da Accounting
Asibitin:
- Sashen jinya
- Sashen Radiyo
- Sashen tiyata
- Sashen Lab
- Sashen kantin magani
- Sashen Gudanarwa/Biyan Kuɗi
Kantin Kasuwanci:
- Store ayyuka sashen
- Sashen ciniki/Sayayya
- Sashen tallatawa
- Sashen Kudi/Accounting
- HR sashen
- Sashen rigakafin hasara
- Sashen IT
Jami'a:
- Sassan ilimi daban-daban kamar Biology, Turanci, Tarihi, da makamantansu
- Sashen Harkokin Dalibai
- Sashen kayan aiki
- Sashen Bincike na Tallafawa
- Sashen wasannin motsa jiki
- Sashen Kudi da Gudanarwa
Waɗannan wasu misalan ne na yadda kamfanoni a masana'antu daban-daban za su iya haɗa ayyuka na musamman da ayyuka zuwa sassa don samar da tsarin ƙungiya mai aiki.
Sake mayar da martani muhimmin abu ne wanda ke haɓaka ingantaccen aiki a cikin ƙungiyoyi. Tara ra'ayoyin abokan aiki da tunani tare da shawarwarin 'Ba a san su ba' daga AhaSlides.Maɓallin Takeaways
While dividing work into specialized departments has its benefits, it's easy for silos to form between groups. To really succeed, companies need cooperation as much as mere specialties.
At the end of the day, we're all on the same team. Whether you create products or deliver customer service, your work supports others and the company's overall mission.
💡 Dubi kuma: The Nau'o'in Tsarin Ƙungiya 7 Kuna Bukatar Ku sani.
Tambayoyin da
Menene tsarin ƙungiyoyin aiki guda 4?
Tsarukan ƙungiyoyi huɗu masu aiki sune Aiki, yanki, matrix, da tsarin cibiyar sadarwa.
Me ake nufi da tsarin aiki?
Tsarin tsari na aiki yana nufin yadda kamfani ke rarraba ayyukansa da sassansa bisa ayyuka ko layukan aikin da aka yi yayin aiki.
Is McDonald's a functional organizational structure?
McDonald's has a divisional organizational structure where each division serves a specific geographical location and operates almost independently with its own separate departments such as marketing, sales, finance, legal, supply, and such.
Tags: Tsarin Kungiya
