不同類型的組織結構廣泛的應用于世界上的很多公司之中，不同類型的公司會有不同類型的組織結構，這個主要是取決于公司的規模大小，以及所屬于的產品及公司行業分類。組織結構主要是指公司勞動力如何分工，且在工作任務之中的協調及合作。針對由于公司新產品上市而引發的不同部門中的沖突及不一致問題，本文分析了與組織結構相關的組織問題、Malard制造公司的組織結構，并提出來解決這些問題的方法。

Malard制造公司主要是生產控制閥門及天燃氣管道的。Malard制造公司有大約1400名工作人員，并成功的研發出控制閥門的統一標準體系，且價格在行業內也非常具有競爭力度。隨著產業及市場的發展，公司需要每一年都需要研發大量的新產品，然而新上品上市也帶來了跨部門之間的沖突問題。

Different types of organizational Structure are widely applied in many companies around the world. Different companies almost have different types of organizational Structure which mainly depends on the size of the enterprise, the types of products and the industry of the enterprise. Organizational Structure is to point to how to carry on the division of labor, group and coordination and cooperation for the work task. In terms to the problems of interdepartmental conflict and disagreement which causes by the introduction of new products, this article analyses the organizational issue relevant to the organizational structure , Malard manufacturing company’s organizational Structure and put forward the ways to solve these problems.

Malard manufacturing company produces control valves that regulate flows through natural gas pipeline. Mallard has approximately 1400 employees and has successfully produced a standard line of control valves that are price competitive in the industry. With the development of product and market, the company needs to introduce a lot of new products every year or two. However, the introduction of new products brings about the problems of interdepartmental conflict and disagreement. So we must identify the organizational issue relevant to the organizational structure and analysis the problem and suggested potential solutions.
 

The current organizational structure of Malard Manufacturing is functional structure (Olmo, 2006). We can take the CV305 for example, the research and development group developed the basic design, and the engineering department converted it into a prototype control valve. Now the materials department must acquire parts for the prototype and make plans for obtaining parts needed for production runs. The production department is to manufacture and assemble the product, and marketing is responsible for sales.

From the case, we can know that the introduction of new products brings about the problems of interdepartmental conflict and disagreement. Each department only considers their own benefit instead of from the whole company point of view which caused conflict of interest within the company. From below we can know the interdepartmental conflict and disagreement. Department heads think the work of the CV305 should be done simultaneously instead of sequentially. Marketing department wants to provide input to research and development to meet customer needs. Production department believes that the design will meet customer needs, the design fit machine limitations and it is cost-efficient to manufacture. Therefore, Production department wants to speed up development of the final plans so that it can acquire tooling and be ready for standard production. However, engineering department wants to slow down development to ensure that specifications are correct and have been thoroughly tested.

It is necessary to maintain a balance between vertical and horizontal structure in the company. Under the vertical structure, the subordinate section only accept a higher authority’s instruction, the relevant person in charge of the unit is responsible for everything and it has clear responsibility and unified command. Under the horizontal structure, departments can communicate, coordinate with each other, make their respective advantages complementary to each other and improve efficiency. Maintaining a balance between vertical and horizontal structure in the company is very important, because only by it can the company gain advantages between vertical and horizontal structure (Gibbons and Shenton, 2003).

It is not appropriate that department managers always turn to the EVP for help rather than to one another. Department managers can firstly turn to another department manager for help, because different department managers have their own advantages including experience, technology, knowledge and professional and if they discuss with each other, they can achieve it.

The current organizational structure of Malard Manufacturing is functional structure and we all know that it faced many problems of interdepartmental conflict and disagreement. So we must change the type of the current organizational structure in order to solve these problems (Doherty, Champion and Leitao, 2010). We can carry out the matrix structure to adapt to the current situation. In the organizational structure, not only includes the vertical leadership system according to the functional division, but also the lateral leadership relationship structure according to the products (project) division (Henttonen and Kettunen, 2011), which is known as the matrix organizational structure.

Its characteristic is performance in the established cross-functional departments of the specialized agencies around a specialized task, for example, it can form a special products (project) team to be engaged in new product development work in research, design, testing, manufacturing in different stages. Because the relevant departments send someone to do integration, it can coordinate the activities of the relevant departments and ensure the completion of the task. Although this kind of organization structure form is fixed, personnel can change and when the task is done, personnel can leave. The project team and the person in charge are temporary organizations and appointed (Doherty and King, 2001). The task is done, the person is dissolved and the relevant personnel go to the original work. Therefore, the organizational structure is very suitable for horizontal cooperation and research project (Dibrell and Miller, 2002).
Matrix structure applies to some major research projects. Enterprise can be used to complete covers a wide range, temporary and complicated major project or task management reform. Especially, it is suitable for the unit of mainly development and experiment, such as scientific research, especially applied research unit, etc. therefore, Matrix structure applies to the CV305 and A project manager with responsibility for coordinating the CV305.

Span of control is the number of employees a manager can efficiently manage. Contingency variables: level in the organization; the training and experience employees have; similarity of employee tasks, the task complexity, the physical proximity of employees, the degree of standardization, the sophistication of the organization’s management information system, the strength of the organization’s value system, the preferred managing style of the manager, etc. A supervisor can effectively guide how many subordinates? The relevant control span (span of control) is very important, because in the very great degree, it decides how much to set up the organization level, equipped with how many management personnel. In other conditions phase at the same time, the wide span of control, the organization efficiency is higher; it can be given an example.

However, a wide span of control also has its disadvantages, such as it often appears on a layer of personnel is difficult to control the subordinate personnel activity situation and it is difficult to coordinate the subordinate personnel. So may be we can develop a smaller span of control to adapt to the current situation.

Through the above research, the organizational issue Malard manufacturing company is relevant to the organizational structure and the problems of interdepartmental conflict and disagreement which causes by the introduction of new products is greatly because of organizational structure. We can learn that Malard manufacturing company’s organizational structure is functional structure. Then by the analysis of the organizational structure, the causes and symptoms of the organizational problem and finally put forward the ways to solve these problems: maintain a balance between vertical and horizontal structure; to communicate between departments; Change the type of the current organizational structure; A smaller span of control.