Shulou(Shulou.com)06/03 Report--

Background: Whether your company is product-oriented or project-oriented, it always takes a team to get the job done. This team may be a research and development department, may also be composed of members of multiple research and development departments, and may even include other organizational members outside the research and development department, such as product departments and operation and maintenance departments. It all depends on how your R & D system is structured.

Several common ways to divide organizational structure 1. Project type/product type

In this organizational structure, departments are divided according to the products they are responsible for. For example, if we want to develop a comprehensive management platform now, there will often be front-end developers in this department, such as web front-end, mobile app development... Background developers, such as java background, C++ background...

2. functional type

In this organizational structure, departments are divided according to the skill orientation of team members. For example, mobile development members into a department, Linux background development members into a department... This team has its own core business routine, and will work with the project to complete their business functions.

comparison

Let's look at the impact and possible problems of two organizational methods in practice:

The first kind of team has a single leader-the department manager-and the team members know each other well and may work together better. When a task is assigned, it is easy to agree on a goal, and there is a manager who has "authority"(control of evaluation and evaluation), which seems to be easier to achieve the goal efficiently and smoothly. However, this kind of organization is actually unfavorable to the development of the whole R & D system, for example, it is not conducive to the mutual learning and progress of team members in specific skill directions; it will even cause a lot of waste of R & D resources, such as the repeated development of some common modules; and it may even cause vicious competition between departments and the formation of technical barriers.

The second type of team has a management team member and a skilled full-time department manager. This kind of team has a high degree of specialization and a concentration of domain experts, which not only makes it easier to produce more professional public/private business modules, but also facilitates the personal development and progress of team members. But it also has the obvious disadvantage that members tend to focus more on the core business of the department than on other projects or even on the needs of other projects.

Can you combine the advantages of both without the disadvantages? 3. matrix type

In this organizational structure, departments are also divided according to the skill orientation of team members. However, there is a significant difference between him and the functional organization. The leader of the matrix team is more responsible for coordinating the members to participate in a specific project and product. His management authority over the department members is lighter than that of the project leader, so that the center of gravity of the department members participating in the project team will return to the project team. It seems that matrix organization combines the advantages of both project and functional organizations.

What about reality?

Ideal matrix organization is fine, but reality is hard to achieve. Because functional teams often have their own core business functions,"benefits" allow functional managers to prioritize high-quality resources to strengthen themselves, which in turn weakens specific projects and products. In addition, power is always fascinating, want me to delegate to you project manager, unwilling.

What to do is really difficult, I am in such a contradiction, everyone?

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