Chapter 374 The Natural Contradiction of Matrix Management
"Okay, next one, we can choose the middle one. Please hand over the microphone in the east. The distance between the four corners is almost the same."
"Hello, dear Chairman Bai.
The question I want to ask is about the promotion channels for employees and whether the company has written policies now.”
“Your question is very well raised.
I originally said it later.
Since you have mentioned this issue now, I will talk about it."
"About the issue of employee promotion channels for Western Construction, since we are a northern enterprise, a large number of people are northerners.
Northerners believe in the Big Brother culture.
This big brother culture was very beneficial to the management of our company when our company was still young and was not standardized.
But now that the company has gone public, the company has more new and excellent colleagues joining the company.
In this way, the original personnel balance will inevitably be broken.
In fact, in this regard, I also felt the conflict between personnel balance, which is still quite intense at present.
It turns out that some colleagues' comprehensive qualities have not followed the company's development and have improved rapidly, and are still stuck in the old model and old method.
Of course, there are many employees who start a business together who are even more qualified. These qualified people not only refer to leaders, but also to some grassroots employees.
Some employees have followed the company and have been serving in the company for more than ten years. Although their positions are not high, their positions are very important.
These old employees have survived batches of new leaders, but in fact they have summarized a lot of experience in struggle.
Most of you in this conference room are new leaders. You should be very careful when dealing with these old employees.
You don’t know which leader these old employees have a good relationship with.
If you have something wrong with it, they may report it thousands of miles away with just one call, and you are still in the dark.
These things lead to the fact that our original old employees added the newly joined elites. Their effect may not be a problem of one plus one equal to two, but may be a negative number.
It is possible to make things more complicated.
Therefore, I have instructed the human resources system to study hard how to solve the harmony between old employees and new employees. If the promotion problem of old employees is solved, how to solve the promotion problem of new employees.
Among all the new senior positions, you can choose the first choice among the original old employees, but the prerequisite is that these old employees must truly have the management ability.
You cannot deliberately raise old employees in order to take care of your emotions.
In the future, when it comes to employee promotion, the performance indicators will be used as the evaluation criteria.
The employee-level promotion and salary increase and the core-level promotion and salary increase are controlled at about 30% per year.
There may still be some loopholes in this policy, but it doesn’t matter. Let’s try this out for a year first.
If we find any problem in the coming year, we can correct him in the next year."
"Okay, there are still questions that you have asked, so I'll allow you to ask another question."
"Okay, you've stood up and raised your hand? You know how to get the chance you deserve, please hand it to this person? Count from the front? The first questioner on the left of the third row."
"Dear Chairman Bai, thank you very much for giving me a chance to ask questions.
My question is about the conflict between business personnel and production personnel: Nowadays, business personnel and production management personnel have a big conflict and often argue with each other. Many times, it makes us at a loss.
As a project manager, I often don't agree with the business manager on the project? I can't help him. What I want to ask is what should I do to resolve this conflict."
"Haha, you asked this question well."
"This problem is not only there for you, but also for other project departments. The project managers who have this problem also shouted."
“Yes, yes? yes…”
"Did you hear it? Not to mention that there are thirty project managers who have this problem? No matter how many, there will be no less than twenty project managers. There are the problems that business personnel and project managers you mentioned just now."
"First of all, I want to emphasize that this kind of conflict is inevitable. Do you need to understand? This is a corresponding flaw in organizational structure design."
"We have tried it before, the so-called project manager's comprehensive responsibility system? In fact, it has become a one-man show for the project manager.
This one-man show is terrible? People on the project do not listen to any opinions, just listen to the project manager.
In this way, if you encounter a project manager with a bad mind, you can scrap the project directly.
So this risk is too great.”
"Later we studied this problem and found a solution."
"It turns out that the matrix management method currently implemented can solve the problem of project managers' one-man show."
"What should I do if you are raising this question now? How to resolve this conflict and how to enable the project to develop normally?"
“No one may have told you before.
Today, take advantage of this exchange meeting.
I can explain to you the operating mechanism of this matrix management.
You will understand as soon as you hear it."
"This matrix management has two solid lines, one is the production line and the other is the business line.
The business manager in the project department is managed by two leaders, one is the project manager and the other is the business manager in the area. The relationship with the former is dotted line management, and the relationship with the latter is solid line management.
What does this statement mean?
This means that the project manager manages the business manager, except for cost results, can manage everything except quotation data, including but not limited to the business manager's working hours, attendance, bonus payment, promotion and salary increase, etc.
Whether the business manager's cost results are correct is not authorized to the project manager to judge.
Therefore, there is a natural contradiction in the design of this matrix management.
So, who will manage the cost and results disputes of the project department’s business manager? He is the business manager in the area. In the area, he has the final say about the cost, whether the data on the quotes are correct or not, and whether it is appropriate.
If there is any dispute over the cost results of the business manager in the area, who will manage it? He is the head of the business department.
The cost results raised by the business manager of the business department are still controversial, who will coordinate them?
The decision will be made by the president of the business unit.
If a disputed lawsuit comes to the president of the business unit, it will be a final severance.
It is the company's final decision, no need to hand over the conflicts.
Otherwise it will be endless.
Even if a wrong decision is made, the company will bear it.
The project manager in the project department belongs to the production line, and there is only one leader in the production line. The project manager is the deputy production manager of the area, and the deputy production manager of the area is the president of the business department. Controversial reports are carried out step by step and seeking coordination. Generally speaking, most problems are solved in the production area."