Research On Flat Reform Of State-owned High-end Manufacturing Companies Organizations

The development of high-end manufacturing industry requires the higher efficiency and continuous innovation,and the iteration of industrial technology is getting faster and faster.In order to adapt to this trend and effectively avoid decision-making risks,domestic and foreign companies have carried out various organizational reforms.However,there are still some state-owned enterprises that still use the traditional bureaucratic management model.With the continuous expansion of mergers and acquisitions,the scale is getting larger and larger,and there are more and more management levels;information dissemination is not only slow,but often accompanied by certain decay;key decision makers are often not well skilled in business,resulting in a gap between decision-making philosophy and objective reality.The experience of some successful companies shows that flat organizations tend to be decentralized,customer-oriented,respond quickly to market demands,and make it easier to achieve technological innovation.The case enterprise discussed in this article: Enterprise C is an industrial integrated semiconductor company in southern Jiangsu.It has a strong SASAC background and has high-end manufacturing capabilities and production lines in the entire industrial chain of chip design,wafer manufacturing,packaging and testing.With the continuous escalation of Sino-US trade friction,the semiconductor industry has become China's "stuck neck" industry.With the continuous increase of the company's scale,C enterprises have poor marketing capabilities at the end,overlapping functions,serious internal consumption,long introduction of new products,and low organizational efficiency.Problems such as organizational efficiency are gradually exposed and become increasingly serious.Organizational reform and management innovation are urgently needed.This article has successively applied SWOT tools to make a more systematic analysis of the core capabilities of C companies,and summarized the company's overall competitive status;analysis on the competitive situation of the industry of enterprise C with the five-force mode.Based on the analysis of the problems and causes in the organization of C,corresponding optimization plans and implementation measures were formulated.The research in this paper found that the causes of the above problems of C companies are mostly due to bloated organizational structure,low information transmission efficiency,and different inter-departmental culture.Based on this,this article systematically puts forward the organization flattening plan and implementation suggestions of C enterprises,focusing on further efforts to improve the efficiency of the organization through human capital allocation,thereby improving the competitiveness of the enterprise itself.Enterprise C was originally a bureaucratic organizational structure,which used financial internal control as a management method to manage and control 11 subordinate companies.The focus of this change is the optimization of the management level of the headquarters functional department,the integration between subsidiaries of similar businesses,and the construction of a virtual platform.The goal is to clarify the authority and responsibility of management through the flattening of the organization,break the current status of princes among subsidiaries,and solve the problem of inefficiency and distortion of multi-layer information transmission;make C company gradually become a customer-centric,fast-response,industrial High-efficiency enterprise in which the chain and the innovation chain are coordinated.The flattening of the organization can not only further enhance the company's main business market position,but also accelerate the iteration of core technology to enhance the company's overall competitiveness in the semiconductor industry.The author combined with his 6 years of actual experience in the C enterprise,conducted a more systematic study on the company's flattening reform and deepened the understanding of the flattening reform of the organization;using the theory and methods learned in the course to summarize more accurately out of the common causes of such problems,the adapted solutions were refined.It is hoped that the relevant achievements can provide certain practical guidance and method reference for the state-owned high-end manufacturing enterprises in a similar state to implement the flattening reform and management of the organization.