BACH - OSHR - 2021 - Session 3 - Laurent Mellah

Teacher: Laurent MELLAH BACHELOR 3rd year – 2021
ORGANIZATION, STRATEGY
& HUMAN RESOURCES
(OSHR)
Laurent Mellah, Anne-Sophie Louis, Fabrice Galia, Christelle Havard - OSHR - 2021 1
S3
ORGANIZATIONA
L STRUCTURES
Definition of organizational structure 组织结构的定义
• What is organizational structure? 什么是组织结构？
• The way that organization's parts are related to each other to make up
the whole and a framework of authority relationships among
individuals and groups in an organization. 组织各部分相互关联的方
式，以构成组织中个人和群体之间权力关系的整体和框架。
• Organizational structure determines how the roles, power and
responsibilities are assigned, controlled, and coordinated. And how
information flows between the different levels of management in
order to achieve specific aims and outcomes. 组织结构决定了角色
、权力和职责如何分配、控制和协调。以及信息如何在不同
级别的管理之间流动，以实现特定的目标和结果。
• The formal structure is chosen by its top management, and its main
visible expression is the organizational chart. 正式结构由其最高管理
层及其主要可见表达式是组织图。
Ideally, organizational structures should be shaped and implemented
for the primary purpose of facilitating the achievement of
organizational goals in an efficient manner. 理想情况下，应建立和实 3
Laurent Mellah, Anne-Sophie Louis, Fabrice Galia, Christelle Havard - OSHR - 2021
Definition of Organizational Structure
"Sum of the means used to divide the work into

separate tasks and then to ensure the necessary
coordination between these tasks" (Mintzberg, 1982)
将工作分成单独任务，然后确保这些任务之间必要的协调的
手段的总和 " （明茨伯格， 1982 年）
• Henry Mintzberg suggests that organizations can
be differentiated along three basic dimensions:
(1) key part of the organization: the part of the organization that plays the
major role in determining its success or failure;
(2) prime coordinating mechanism: the major method the organization
uses to coordinate its activities;
(3) type of decentralization used: the extent to which the
organization involves subordinates in the decision-making process.
(4)亨利 · 明茨伯格建议，组织可以区分三个基本维度：
(5)组织的关键部分：在决定其成败方面发挥主要作用的组织部分：
(6)主要协调机制：组织的主要方法
Characteristics of Organizational Structure 组织结构的
• “To organize is to assemble ongoing interdependent actions into sensible sequences that
generate sensible outcomes.” (Weick, 1979) 组织就是将持续的相互依赖的操作组合成合
理的序列，从而产生明智的结果。（韦克， 1979 ）
• The structure can be characterized by 5 basic criteria that will guide the nature and
functioning of the organization. They must be considered when designing an
organization and during strategic planning. 该结构的特点是 5 个基本标准，将指导
组织的性质和运作。在设计组织和战略规划时必须考虑它们。
• The five main characteristics are: 五个主要特点是：

1. Division and coordination 部门和协调
• How employees collaborate? They are accountable toward who?
• “Coordination mechanisms are the cement that keeps the entire organization
stand upright!”
• 员工如何协作？他们对谁负责？
• " 协调机制是使整个组织保持直立的水泥！
2. Centralization 集中
• Who holds the decision-making authority? Where is the power?
谁拥有决策权？权力在哪里？
3. Specialization 专业化
• In which extend tasks are divided ? 在哪个扩展任务中划分？
4.Laurent
Formalization 形式化
Mellah, Anne-Sophie Louis, Fabrice Galia, Christelle Havard - OSHR - 2021 5
• What are the rules and procedures for the employees and the managers?
Characteristics of Coordination Mechanisms 协调机制的
Actions are mutually dependent, and one important part of coordination is to handle these
dependencies (Malone and Crowston, 1994; Thompson, 1967). 行动是相互依赖的，协调
的一个重要部分是处理这些依赖关系（马龙和克劳斯顿， 1994 年：汤普森， 1967
年）。
Several definitions of coordination 协调的几个定义 (e.g. according to Schiefloe and
Syvertsen, 1993;
Weiseth, 1993) also contain key words and phrases such as:
-> the acts of dividing goals into tasks, the allocation of resources to completion of
actions, the migration of different actions into a whole, and evaluation of actions
compared to goals 将目标划分为任务、将资源分配到行动完成、将不同行动迁移为整
体以及与目标相比对行动的评价的行为 .
Mechanisms for coordination as discussed by Mintzberg identifies a set of coordination
mechanisms: 明茨伯格讨论的协调机制确定了一套协调机制：
1. Mutual adjustment 相互调整
2. Direct supervision 直接监督
3. Standardization of work processes 工作流程标准化
4. Standardization of results 结果标准化
5. Standardization of skills 技能标准化
6. Standardization of norms 规范标准化
Characteristics of Coordination Mechanisms 协调机制的
1.Mutual adjustment achieves coordination of work by the
process of informal coordination. The control of the work
rests in “the hands of the doers” on an operative
organizational level. 相互调整通过非正式协调实现工作协
调。工作的控制权掌握在业务组织层面的 " 实干者之
手"。
2.Direct supervision achieves coordination by having one
person responsible for the work
of others, issuing instructions to them and monitoring
their
actions. 直接监督通过让一名负责人负责工作来实现协
调
其他人，向他们发出指示，并监测他们的
行动。
Work can also be coordinated with standardization: 工作
也可以与标准化协调：
3.Work processes, when the contents of the work are
specified or programmed. 工作流程，当工作内容被
指定或编程时。
Laurent Mellah, Anne-Sophie4. Outputs,
Louis, when
Fabrice Galia, theHavard
Christelle results of- 2021
- OSHR the work, for 7example
Structure & Strategy? 结构与战略？
Choosing a type of organizational structure is important to a
company’s management. It’s therefore crucial that business
owners pick the right organizational type to help operations run
more smoothly. There are different types of organizations that a
company can adopt. 选择一种组织结构对公司的管理很重要。
因此，企业主选择正确的组织类型以帮助运营更顺畅地运行至
关重要。公司可以采用不同类型的组织。
One of the biggest challenges for managers is to align business strategy
and organizational design: 管理者面临的最大挑战之一是调整业务战
略
和组织设计
 Structure is one of the key levers that CEO can use to optimize the
value of their businesses and to improve their competitive advantage. 结
构是首席执行官用来优化业务价值和提高竞争优势的关键杠杆之一
。
 But the structure can also influence the strategy by conditioning the
leader's perceptions and limiting the strategic movements. 但结构也
可以影响战略通过调理领导者的看法和限制战略运动。
Seven types of organizational structures 七种类型的
+…
Complex Holacracy 无主管管

Environment
Network/ Virtual 网络 / 虚拟
Project / Team
Matrix 矩阵
部门 / 委员会
Divisional/Committee
Simple Functional 功能
Environment Entrepreneurial/Line & staff 创业 / 生产线 + 员工
Collective tasks the extent to which activities are dependent on each other Reciprocal tasks
Interdependence interdependence
集体任务互惠任务
相互依赖相互依赖
Entrepreneurial/Line structures 创业 / 生产线结
构
• Organizational chart of a real estate agency 房地产代理机构
JEROME M.
Leader
ALEXANDRA R.
Transaction & CELINE L.
Brokerage Telephone
assistant 经 operator
纪助理
SEBASTIEN C. FABIENNE M. CATHERINE B. ANTHONY R. ROMAIN L. MATHILDE C.

Negotiator Negotiator Negotiator Negotiator Negotiator Negotiator
谈判
Human Resources, Quality, Public Relations, Marketing, Communication = Leader

Computer maintenance, software = Outsourced 人力资源、质量、公共关系、
营销、沟通 = 领导者
计算机维护、软件 = 外包
Entrepreneurial/Line structures 创业 / 生产线结构
• Authority centralized in a single person, with flat hierarchy 权力集中在一个人，与

平的层次结构
• Few rules, low work specialization. 规则少，专业化工作少。
• Direct relationships, mutual adjustment and coordination 直接关系，相互调整和协
调
• Vertical supervision between different levels 不同层次之间的垂直监督
(Marketing,
• Departments directly involved in accomplishing the primary goal 直接参与实现主要
目标的部门
Operations…)
Low formalization and standardization 低正规化和标准化
Strengths Weaknesses
•
简单、明确的权威、责任 • Weak standardization 标准
• Simple, clear authority, responsibility 化薄弱
and accountability • Overload key persons 超载
Fast decision making 和问责制关键人员
• 快速决策 • Too many fields of
• Laurent Mellah, Anne-Sophie Louis, Fabrice Galia, Christelle Havard - OSHR
Flexibility & motivation (closeness) expertise
- 2021 on single
12 persons
• 灵活性和动力（亲密度）
Functional structures 功能结构
CEO
HR
Marketing director & product

Sales director Customer Service director Financial director
development
销售总监客户服务总监财务总监
营销总监 + 产品开发
Assistants Hot-line Marketing (France)

助理
Sales managers Sales Administration After sale service Product development

销售管理
Sales representatives
销售代表
Functional structures 功能结构
 People with similar occupational specialties are put together in formal
groups, and the organization is divided into segments based on the
managing functions. 具有类似职业专长的人被归入正式组，组织根据
管理职能分为几个部分。
 The jobs or positions in the organisation can be categorized as: 组织中的
工作或职位可分为：
• Line position: a position in the direct chain of command that is
responsible for the achievement of an organisation’s goals (line
authority), 线位置：负责实现组织目标的直接指挥链中的位置
（线路权限），
• Staff position: a position intended to provide expertise, advice and
support for the line positions (functional authority, to advice the line).
工作人员职位：旨在为一线职位提供专门知识、咨询和支持的职
位（职能部门，为该职位提供咨询意见）。
 This allows the organization to enhance the efficiencies of
these
groups, and it works for single-activity company. 这使得组织能
Laurent Mellah, Anne-Sophie Louis, Fabrice Galia, Christelle Havard - OSHR - 2021
functional 14
Functional structures
• Clarity: know your and others’ roles • Potential conflicts resulting from violation of
清晰：了解您和其他人的角色 principle of unity of command 违反统一指挥
• People learn from one another 原则造成的潜在冲突
(functional experts give advice) • Tendency to keep authority centralized at
人们互相学习 ( 功能专家建议 ) higher levels 将权力集中到更高层次的倾向
• Specialization: each department • Coordination is not easy 协调并不容易
focuses on its own work
• Departments can become resistant to change
专业化：每个部门都专注于自己的工作部门可以变得抵制变化
• Develops expertise 发展专业知识 • Restricted view of organizational goals 对组
• Easy to identify responsibilities and
织目标的有限视图
required skills 易于识别责任和所需技能
• Slow response time to environmental changes
• Easy to supervise and control 易于监督和
对环境变化反应迟缓
控制
Note: This structure is no suitable when the company become too large, or for
activities diversification. The alternative is organisations that have direct, vertical
relationships between different levels and specialists responsible for advising and
assisting line managers. The staff authority of functional authority organisational
structure is replaced by staff responsibility (advisory, and/or service, and/or control)
15
so that the principleLaurent
of unity ofAnne-Sophie
Mellah, command is Fabrice
Louis, not violated.
Galia, Christelle Havard - OSHR - 2021
Divisional structures 分区结构
• Consulting company in professional evolution 专业发展咨
Divisional structures
部门结构
Different basis on which departments or divisions are formed: function, product,
geographic territory, project or combination approach. 各部门或部门形成的不同基础：
职能、产品、地理区域、项目或组合方法。
 Each division is equipped with its own resources in order to function independently.
每个部门都配备自己的资源，以便独立运作。
 Each product division manager has: 每个产品部门经理都有：
• Responsibility for coordinating with each support function, 负责协调每个支持职能
，
• Own means and objectives. 自己的手段和目标。
 Suitable for large and multi-activities companies. 适合大型和多活动公司。
 Allows each division to be organize with autonomy and accountability.
允许每个部门以自主和问责制组织。
 Each division is broken down into a functional structure, creates from its own value
chain.
每个部门被分解成一个功能结构，由它自己的价值链创建。
 Innovation is fostered within each division because specific resources and skills are
 concentrated. 每个部门都促进创新，因为特定的资源和技能
 集中。
Divisional structures
• Autonomous and homogenous units 自主 • Difficulties to manage the Corporate-
和同质单位 • Divisional relationship 管理公司的困难 -
• Easier control and benchmark of results 部门关系
• for each unit 更容易控制和基准的结果 • Coordination problems between divisions
每个单位 because of competition 由于竞争，部门
• Reactivity to face environment changes 面之间的协调问题
对环境变化的反应 • Increasing administrative/structural costs
• Responsibility of units 单位责任增加行政 / 结构成本
• Top management is free to focus on • Difficulties to transfer functional skills
business strategy 最高管理层可以自由地 between units 单位之间转移功能技
专注于业务战略能的困难
•
Matrix structures 矩阵结构
CEO
Sales and Research &

Engineering Finance Purchasing
marketing development
工程
Product A
Product B
Product team
Product C
Product D
Matrix structures
•Permanent organisation designed to achieve specific results by
using teams of specialists from different functional areas in the
organisation (diversified companies in complex environment).
•常设组织，旨在通过使用来自组织中不同职能领域的专家团
队（复杂环境中的多元化公司）来取得具体成果。
•Organization superimposes a horizontal set of divisions and
reporting relationships onto a hierarchical functional structure.
•组织将一组横向的部门和报告关系叠加到分层功能结构中。
• Best of the both worlds of functional and divisional structures.
功能结构和部门结构两全其美。
• Decentralized decision making, employees report to two
superiors. 分散决策，员工向二人报告上级。
•Team members move from team to team where the skills are
most needed. 团队成员从最需要技能的团队转移到团队。
• Allows divisions to collaborate. 允许部门协作。
•Suitable for internationalized companies that require a
global approach and local adaptation. 适合需要全球方法和本地
Matrix structures
• Designed to reduce functional barriers 旨在减 • Potential confusion over authority and
少功能障碍 responsibility 对权力和责任的潜在混
• Better communication between functional 淆
specialists 功能专家之间更好的沟通 • Principle of hierarchy can create many
• Develops skills transferable between conflicts between managers 等级原则
functions 开发可在功能之间传输的技能可能会在管理者之间造成许多冲突
• Promotes concern for both costs and • Produces instability for team
quality members 为团队成员带来不稳定
促进对成本和质量的关注 • Increases sometimes control and
• Decentralised decision making 分散决策 power over decision making 有时
• Strong product/project co-ordination 强有增加对决策的控制和权力
力的产品 / 项目协调 • High administration cost 高管理
• Improved environmental monitoring 改进成本
环境监测 • Overemphasis on group decision
• Fast response to change (product, customers making (longer time to decide) 过
needs) 快速响应变化（产品，客户需求）分强调集团决策（决策时间较
• Flexible use of resources 灵活使用资源长）
• Efficient Laurent
use ofMellah, systems 有效使用支 • Excessive
Anne-Sophie Louis, Fabrice Galia, Christelle Havard
support focus on internal
- OSHR - 2021 21
relations
Project/Team structures 项目 / 团队结构
CEO
Project Client Information system Production Sales Finance

Director
项目客户总
监
Development
Infrastructure
Engineering
Project
Integrator
Leader
Front Office
Performance
control
Project/Team structures
•A Project (complex activity consisting of a number of interdependent
and independent activities) is characterized with:
•项目（由若干相互依赖和独立活动组成的复杂活动）的特点是：
• Specific aims/results 具体目标 / 结果
• Specific means, using teams of specialists from different functional areas
具体方法，使用来自不同功能领域的专家团队
• Temporary and Time bound => Mastering time to target date for completion
临时和时间限制 => 掌握完成目标日期的时间
• Autonomy temporary given to dedicated teams 临时给予专门团队的自主权
• Critical in terms of possible gains or losses 就可能的收益或损失而言至关重
要
• For a company with no repetitive activities, or on temporary projects.

对于没有重复活动的公司或临时项目。
• The authority over the project team members is shared by project
manager and the respective functional managers in the permanent
organisation.
• 项目团队成员的权力由项目经理和永久组织中各自的职能经理共
同分享。
• Ideal structure for creating new products/services or implementing
expensive investments, through partnerships and alliances, for
example for the design and development. 通过伙伴关系和联盟（例
如设计和开发）创造新产品 / 服务或实施昂贵投资的理想结构。
Project/Team structures
• Introduces transversally and open the • Increases procedures costs linked to the
functional/product units project 增加与项目相关的程序成本
• 横向介绍并打开功能 / 产品单元 • Sometimes the project leader misses
• Full and free communication is power to develop the project 有时项目
encouraged among those working on 负责人会错过开发项目的力量
project 鼓励从事项目工作的人进 • Project team can forget the whole
行充分和自由的沟通 organization functioning and the financial
• Breaks some routines in time and in questions 项目团队会忘记整个组织的
procedures 在时间和程序中打破一运作和财务问题
些常规 • Conflicts between project manager and
• Project manager can capitalize on departmental manager (authority over team
the members) 项目经理和部门经理之间的冲
• global experience 项目经理可以利突（对团队成员的权威）
用 • Acquisition of experience is difficult
全球经验 because tasks are not repetitive 获得
• Promotes innovation 促进创新经验是困难的，因为任务不是重复
的
Laurent Mellah, Anne-Sophie Louis, Fabrice Galia, •Christelle
Possibilities of standardization
Havard - OSHR - 2021 24 are
low
Network/Virtual structures 网络 / 虚拟结构
Design partner
Accounting partner 会计合作伙伴
Assembly partner 装配合作伙伴

Production partner
Core Firm
Network/Virtual structures
• Definition
A cluster of different organizations whose actions are coordinated by contracts
and agreements, rather than by a formal hierarchy of authority, to get a
common objective.
The organization has a central core that is linked to outside independent firms
by computer connections, which are used to operate as if all were a single
organization.
一组不同的组织，其行动由合同和协议协调，而不是由正式的权力等级制
度协调，以实现共同目标。
该组织有一个核心，通过计算机连接与外部独立公司联系，这些计算机连
接用于运作，就好像所有组织都是单一组织一样。
• Characteristics 特征
o Many businesses units linked to a central one (focal)
o Business units are independent operationally but strategically linked
o Coordination is made through contracts
o Information systems are very developed and are crucial
o 许多与中央单位相关的业务单位（焦点）
Network/Virtual structures
•This structure focuses on an innovative way to operate and the
permanent transformation. 这种结构侧重于创新的运营方式和永
久性转型。
• The evolution of technologies is the base of this organization. 技
术的演变是本组织的基础。
• For companies integrated into an ecosystem. 对于集成到生态系
统中的公司。
• The network links ensure fluidity and reactivity of
the organization. 网络链接确保组织的流动性和反应性。
• Strengths Weaknesses
• Very flexible and able to answer to • Opportunity risk (no stable boundaries)
environmental changes 非常灵机会风险（无稳定边界）
活，能够应对环境变化 • Instability risk (if the network expands)
• Promotes innovation 促进创新不稳定风险（如果网络扩展）
• Coordination and transaction costs
(contracts) 协调和交易费用（合同）
• Low feeling of belonging to a company
• 属于公司的感觉低落
•This kind of structure depends on factors such as degree of international orientation
and commitment. Multinational corporations may have their corporate offices in the
Hybrid structures 混合结构
country of origin and their international divisions established in various countries
reporting to the CEO or president at the headquarters. The international divisions or
foreign subsidiaries may be grouped into regions such as North America, Asia, Europe
etc. and again each region may be subdivided into countries within each region.
•这种结构取决于国际定位和承诺程度等因素。跨国公司可以在原籍国设立公司办
事处，并在各国设立国际部门，向总部的首席执行官或总裁报告。国际部门或外国
子公司可分为北美、亚洲、欧洲等区域，每个地区可细分为每个区域内的国家。
•While the focus is on international geographic structures, companies may also choose
functional or process or product departmentation in addition to geographic pattern
while at the head quarter’s the departmentation may be based on function.
•虽然重点是国际地理结构，但除了地理模式之外，公司还可以选择职能或流程或
产品部门，而在头季度，部门划分可能基于职能。
•Used in organisations that face considerable environmental uncertainty that can be met
through a divisional structure and that also required functional expertise or efficiency
用于面临大量环境不确定性的组织，这些不确定性可以通过部门结构来满足，并
且还需要功能专业知识或效率 .
• Alignment of corporate and divisional • Conflicts between corporate departments
goals 调整公司和部门目标 and units 公司部门和单位之间的冲突
• Functional expertise and efficiency 功 • Excessive administration overhead 过度管
能专长和效率理间接费用
• Adaptability and flexibility in divisions • Slow response to exceptional situations
部门的适应性和灵活性 • 对特殊情况反应迟缓
• •
Informal structures (i.e. early days of a Startup) 非正式结构（即创业初期
•An informal organisation is the set of evolving relationships and patterns of huma
interaction within an organisation which are not officially presented.
•非正式组织是未正式提出的组织内不断发展的关系和人际交往模式。
•Alongside the formal organisation, an informal organisation structure exists whic
consists of informal relationships created not by officially designated managers but b
organisational members at every level. Since managers cannot avoid these inform
relationships, they must be trained to cope with it.
•除了正式组织之外，还存在一个非正式的组织结构，这种结构包括非正式关系
，这种关系不是由官方指定的管理人员建立的，而是由各级组织成员建立的。
由于管理者无法避免这些非正式关系，他们必须接受培训以应付这些非正式关
系。
• The informal organisation has the following characteristics
• : 非正式组织具有以下特点：
o Its members are joined together to satisfy their personal needs (needs for affiliation, friendsh
etc.) 其成员联合起来满足他们的个人需求（需要从属关系，友谊等）
o It is continuously changing. 它正在不断变化。
• The informal organisation is dynamic: 非正式组织是动态的：
o It involves members from various organisational levels. 它涉及来自不同组织级别的成员。
o It is affected by relationship outside the firm. 它受到公司外部关系的影响。
o It hasLaurent Mellah, Anne-Sophie
a pecking Louis, Fabrice
order: certain people Galia,
areChristelle
assigned Havard - OSHR - 2021
greater importance29than others by the
Informal structures 非正式结构
• Assists in accomplishing the work faster • May work against the purpose of formal
协助更快地完成工作 organisation 可能违背正式组织的目的
• Helps to remove weakness in the formal • Reduces the degree of predictability and
structure 有助于消除正式结构中的弱点 control 降低可预测性和控制程度
• Lengthens the effective span of control • Reduces the number of practical
延长控制的有效跨度 alternatives 减少实际替代方案
• Compensation for violations of formal 的数量
organisational principles 违反正式组织 • Increases the time required to complete
原则的赔偿 activities 增加完成活动所需的时间
• Provides an additional channel of
communication 提供额外的沟通
渠道
• Provides emotional support for
employees 为员工提供情感支
持
• Encourages better
management
• 鼓励更好的管理
WORK IN GROUPS ON A CASE STUDY: 45’/60’
CASE STUDY STRUCTURE_FINANCIAL CONSULTING (on Teams Files)
• Read the case study individually

• Work in Group on questions 1 to 4: Please
answer in writing on a Word document (with your
names and group letter)
• Upload your document on Teams assignments
section (under the name of one student of the group)
And then answer this subsidiary question:
• Which questions should you ask yourself when
you see an organizational chart?
What do you have to remember?
• The definition of an organizational structure
• "Sum of the means used to divide the work into separate tasks and then to ensure the necessary
coordination between these tasks" (Mintzberg, 1982)
• The structure does not follow the strategy — the structure is the strategy
• 组织结构的定义
• " 将工作分成单独任务，然后确保这些任务之间必要的协调的手段的总和 " （明茨伯格，
1982 年）
• 结构不遵循策略 - 结构是策略
• The 5 main characteristics of any organization
1. Division and coordination 2. Centralization 3. Specialization 4. Formalization 5. Standardization
任何组织的 5 个主要特征
1. 司和协调 2. 集中 3. 专业化 4. 正式化 5. 标准化
• The 6 coordination mechanisms
• Mutual adjustment / Direct supervision / Standardization of skills / Standardization of norms /
Standardization of work processes / Standardization of results
• The different organizational structure models
1. Entrepreneurial/Line & Staff 2. Functional 3. Divisional/Committee 4. Matrix 5. Project/Team
6. Network/Virtual 7. Holacracy
• The job to do:
ORGANIZATIONAL
CHARTS EXAMPLES
1
2
3
4
5
6
7
8

BACH - OSHR - 2021 - Session 3 - Laurent Mellah

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BACH - OSHR - 2021 - Session 3 - Laurent Mellah

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Teacher: Laurent MELLAH BACHELOR 3rd year – 2021

"Sum of the means used to divide the work into

• The five main characteristics are: 五个主要特点是：

Complex Holacracy 无主管管

SEBASTIEN C. FABIENNE M. CATHERINE B. ANTHONY R. ROMAIN L. MATHILDE C.

Human Resources, Quality, Public Relations, Marketing, Communication = Leader

• Authority centralized in a single person, with flat hierarchy 权力集中在一个人，与

Marketing director & product

Assistants Hot-line Marketing (France)

Sales managers Sales Administration After sale service Product development

Sales and Research &

Project Client Information system Production Sales Finance

• For a company with no repetitive activities, or on temporary projects.

Assembly partner 装配合作伙伴

• Read the case study individually

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