Read Drucker's Management notes-about organizational design (1)

Basic organizational unit

1. Identify various key activities:

First, identify the key activities in the organizational structure:
1. In order to achieve the company's goals, what areas must we achieve outstanding performance?
2. Which areas of poor performance will affect the performance of the enterprise or even the existence of the Enterprise?

"Any company that has made outstanding achievements has key activities-especially those that must have outstanding performance in order to achieve outstanding performance and business goals, as the core elements of its organizational structure and the elements that truly "take responsibility."
(Think of the fact that the company is also listing key activities for each department's assessment every quarter. It seems that what the old man said really makes sense ~~)

"In what areas will we suffer from poor performance? What are our main weaknesses in"

"What are the truly important values of our company? There must be an organizational unit responsible for these values-and this organizational unit is the key element"

"Managers must identify and define these key activities and set them at the core of the organization"

"As long as the strategy changes, it is necessary to re-analyze key activities and adapt the organizational structure to new key activities"

I personally feel that this is in philosophy-clarifying the Primary and Secondary Contradictions of things and focusing on solving the primary contradictions

II. Contribution Analysis

It is divided into four categories according to the contribution of the activity:

1. Activities that generate results-activities that generate results directly or indirectly related to the overall performance of the enterprise.
2. Supports sexual activity. It does not produce results. Only when other enterprises use their "outputs" Can they produce results.
3. Pure supplementary activities with no direct or indirect relationship with enterprise achievements

"Key activities should never be placed after non-key activities"
"Activities that generate profits should never be placed after those that do not generate large profits"
"Support activities should never be confused with those that generate benefits and contribute to the results"