Exploration and Practice of Flat Management in Xingang

In order to better solve the shortcomings in the company's management, accelerate the speed of the company's information flow, and also combine the needs of the company's strategic development, further optimize the company's existing organizational structure, simplify business processes, flatten the organizational structure, clarify the relationship of responsibility and subordination, and improve the efficiency of the company's production and operation management, Wu Lin, the general manager of the company, presided over a special meeting on "the adjustment of the company's organizational structure to achieve flat management", and began to explore and practice "flat management" in the company.
Flat management is a compact and flexible management system established by reducing management levels and compressing functional organizations. Its biggest feature is the coexistence of hierarchical organization and mobile planning group, and people with different knowledge are scattered in the enterprise organization form with complex structure, so as to improve the organizational performance by condensing time and space.
Flat management, due to the reduction of the management level, the decision-making of the enterprise's top management is directly reflected in the management efficiency of the grassroots. That is, the basic level is the cornerstone of enterprise management and the basis and foundation for determining enterprise efficiency. Strengthening the grass-roots management is an inevitable way to improve the enterprise execution under the flat organizational structure.
As the management level is reduced, the flat organization forms the shortest command chain from top to bottom. Its biggest advantage is its quick reaction ability. After the company implemented flat management, the organizational structure was transformed from the three-level management of "General Manager - Functional Department - Workshop" to the two-level management of "General Manager - Functional Department (Workshop)". Under this mode, the decisions of the company level are no longer transmitted and filtered at one level, but directly reflected in the implementation of the decisions of the grass-roots level, which not only improves the management efficiency, but also makes the implementation of the company's policies of the grass-roots level faster.
In 2019, the company put forward a "five-year development plan outline", striving to achieve the development goal of sales exceeding 18000 tons by 2025, and defined the company's extensive expansion strategy. In order to achieve this strategic goal, there must be first-class management, and strengthening grass-roots management is the only way to achieve this goal.
Flat management changes the operation mode of grass-roots teams, which requires that team management must change synchronously. The flattening of the organizational structure makes the level of the team move forward in the organizational structure, and the systematic operation also makes the work of the team members based on the section positioning more extensive than before. After several years of operation, the company has optimized the overall allocation of human resources and reduced labor costs. However, due to the long working hours of the working system, the training of employees cannot be carried out in a centralized manner, the demands for employees' interests increase, and the employees' love for their jobs and engagement decrease, which bring new challenges to the management of grass-roots teams. In April 2020, the company carried out the publicity month activity of "strengthening the main responsibility of department management and improving the management level of the company", which is also a continuation of the promotion of flat management of the company. The publicity month activity aims to strengthen the sense of responsibility of the department management, establish the department head as the main responsible person of department management, and all the department members participate. According to the actual work of each department, through various management innovation activities and various trainings, Improve department management level.
Flattening has a faster and more flexible response mechanism. The quality of grass-roots management is directly reflected in the leadership of the organization's decision-makers. Therefore, the strength of grass-roots management is not only a "barometer" of enterprise management, but also can be directly reflected in the production and operation performance of enterprises, and the behavior of grass-roots employees reflects the mainstream value culture advocated by enterprises.
Whether the grass-roots management is good depends to a large extent on the quality, sense of responsibility and enterprising spirit of the grass-roots managers.
Since the implementation of flat management, the company has made some achievements. Through the implementation of flat management, the company's decision-making management has been greatly enhanced. The young people in the company have been vigorously trained, which makes it easier to train talents. A number of young business backbones have also emerged, and some young business backbones have also been promoted to grass-roots management posts. After flattening, the company is easier to attract excellent talents, and its values are easier to be recognized by grass-roots employees. At the same time, due to flattening, less hierarchy, timely communication, and fast information transmission, the company's decision-making layer can find the problems reflected in the information faster, and take timely corrective and preventive measures to make decisions faster and more efficient, and avoid major decision-making mistakes and management misconduct; Moreover, due to the few levels of information transmission, the possibility of distortion in the transmission process is greatly reduced, and the company's decision-making level can fully understand the front-line situation.
But at the same time, the company also exposed some management problems after implementing flat management. The flat management reduces the management level, so that the orders of the decision-making level are directly issued to the grassroots, which puts forward higher requirements for the quality of grassroots managers. After flattening, the company's decentralization has been implemented, and the directors of each department have greater autonomy to carry out department independent management. However, due to the lack of management ability of some department directors, the department management work is seriously lagging behind, which greatly reduces the company's expectation of implementing flattening management. Since the implementation of flat management, several department heads have resigned for various reasons, including the former head of the Finance Department, the former head of the Equipment Department, the former head of the Safety and Environmental Protection Office, and two regional heads of the injection workshop. The company has also adjusted the heads of several departments. In addition, the performance appraisal work is seriously lagging behind, which affects the evaluation of flat management results, and also fails to fully and timely evaluate the individual performance of employees fairly and impartially.
The original intention of the flat management of the company is to improve the management level of the company, reduce costs and promote the overall development. At present, the direction is right. Any reform is a systematic project. We should constantly improve and perfect it. Through reform, we can solve the problems such as inadequate transformation of functions, unbalanced matching of responsibilities and powers, and imperfect coordination mechanism. Therefore, it is impossible to achieve this goal overnight. As long as there is no problem in the overall direction, we can constantly revise, adjust and improve in the process of exploration. The flat management of the company is also based on the needs of the company's strategic development, but also to stimulate the enthusiasm, initiative and creativity of the majority of middle-level cadres, so as to reduce a management level and improve the efficiency of operation and management. Therefore, it is necessary to have innovative exploration and experiments, and also adhere to seeking truth from facts, doing well and achieving good results, to ensure that the company's reform is stable and far-reaching. To this end, the company further improved and adjusted the flat management structure on the basis of summing up the experience and lessons of the flat management in the past. A few months after the cancellation of the Planning Department, the company decided to rebuild the Planning Department again to strengthen the planning function of the company; At the same time, the human resources module was separated from the administrative office, and a separate human resources department was established under the General Manager's Office to be responsible for recruitment, training, compensation and performance appraisal.

The essence of performance appraisal is to confirm employees' work achievements, improve employees' working methods, and improve work efficiency and business efficiency. In the future, the company will continue to carry out performance appraisal for all employees, guide grass-roots employees to actively improve their personal performance by using hierarchical appraisal, and promote the overall performance of the company. At the same time, the organic combination of result assessment and process management has established a long-term mechanism for assessment management and performance improvement. On the basis of performance appraisal to control process management, we also strengthened basic work to standardize grass-roots management, such as carrying out system and process construction, and changing from managing "people" to managing affairs.
In the process of implementing management flattening, the company will also vigorously promote information construction and strive to create an information application system for marketing and production management processes. On the one hand, it will effectively promote the improvement of internal production management efficiency and work quality; on the other hand, it will establish a more complete information sharing and system network with upstream suppliers and downstream customers to form a "cluster" management of enterprise information, Enhance the transparency of enterprises facing the society and the market, and promote the flat management system of the company to play a better role.
The company will always adhere to people-oriented management as the premise, process design as the core, system innovation as the guarantee, standardized management as the basis, and information construction as the support. It is hoped that through years of efforts to explore and actively practice, it will build a management model with Xingang characteristics, and find a new way suitable for Xingang's comprehensive, coordinated and rapid development. In the face of new opportunities and challenges, the company will always adhere to the scientific concept of development, continue to deepen reform, be brave in innovation, and be proficient in scientific management, so as to build Xingang into a leading scientific and technological innovation enterprise in the subdivided field of China's winding wire industry.