企業成立專案小組的利弊

中國國家主席習近平上任后，陸續成立一些“領導小組”，習近平親自擔任這些小組的領導者，推動各種“深化改革”的任務工作。

這類的“領導小組”，就類似一般企業里會成立的“專案小組”。

那麼，就出現了幾個有趣的問題：

1. 組織為什麼要設立專案小組？組織里常設的功能部門不能承擔這些專案任務嗎？
2. 專案小組如何推動任務？
3. 專案小組如何影響常設功能部門？

我們嘗試分析一下：

A、建立專案小組的好處：

1. 專案小組為領導者的意志貫徹表現。在正常的情況下，一般功能性部門應該貫徹實施組織最高領導者的任務指示。然而，在很多實際的情況下，可能功能性部門主管未能充分理解領導者的要求（這些要求有的時候不能明確描述說出，必須靠著領會與默契），有的時候是功能部門僵化，無法及時組成專案所需要的編組，也就是說，在指揮行動上與最高領導者的期待出現了落差。在這些狀況下，建立專案小組，比較能夠貫徹組織最高領導者的意志。
2. 專案任務需要跨功能部門實施。許多專案任務必須整合不同的功能部門來實施。例如，一個河川水利的清理任務，可能必須跨越不同的地理行政區域。這個時候，經常會出現各功能部門或者基於自身的利害而出現協調效率低落，甚至相互衝突的現象。這個時候，成立專案小組，比較有機會打破門戶之見，並且提供新觀點、新知識、新作法。
3. 專案小組可以重組權力結構、人員編組。權力，在任何組織里都是很關鍵的。既有的權力結構與人事編組，很可能不符合最高領導者的利益，必須重新調整。專案小組可以在不直接挑戰功能部門主管的表面權力下，發揮實際的影響力，部署新的實際權力結構，并且以專案特派人員的名義，實際安插必要的專案人員。如果最高領導者建立了多個專案小組，就有機會收集權之功。

B、專案小組的潛在問題：

1. 是否必須成為常設機構？一般來說，專案小組是個臨時性任務編組，應該在任務完成后，予以解散，以原來正常的功能部門接續任務的後續工作。但是，也可能因為專案小組所建立的新觀念、新知識、新作法，甚至新人員，有必要予以保留，讓它能夠保證專案目標的最大效果。這個時候，將專案小組改編為常設機構，可以實現這個目的。但是，如此一來，勢必也必須調整原有的功能部門的執掌與組織編組，會有很大的衝擊，必須很審慎進行調整。
2. 容易藏污納垢，成為灰色組織。由於專案小組並非法定編組，並且其任務推動主要依靠最高領導者的授權。這個時候，專案小組人員很容易假借權力，假編名目，進行上下其手，遂行個人利益。
3. 行集權之實，難以制衡。這可能是最大的危害。領導者很容易藉口任務需要，擴大權力，成為無人能夠制衡的太上皇。

Advantages and Disadvantages of Establishing Project Teams in Enterprises

After Chinese President Xi Jinping took office, some "leading groups" were set up one after another. Xi himself served as the leader of these groups and promoted various tasks of "deepening reform".

This kind of "leading group" is similar to the "project group" that will be set up in general enterprises.

Then there are several interesting questions:

1. Why should the organization set up a task force? Can't the permanent functional departments in the organization undertake these project tasks?
2. How can the task force push forward?
3. How does the Task Force affect the Permanent Functional Departments?

Let's try to analyze:

A. Benefits of establishing Project Teams:

1. The project team is the implementation of the will of the leaders. Under normal circumstances, general functional departments should implement the task instructions of the top leaders of the organization. However, in many practical situations, functional department managers may fail to fully understand the requirements of leaders (sometimes they can not be clearly described, they must rely on understanding and tacit understanding), sometimes functional departments are rigid and unable to form the required groups of projects in time, that is to say, there is a gap between the command action and the expectations of the top leaders. In these circumstances, the establishment of project teams is more able to implement the will of the top leaders of the organization.
2. Project tasks need to be implemented across functional departments. Many project tasks must be implemented by integrating different functional departments. For example, the task of cleaning up a river may have to span different geographic administrative regions. At this time, the coordination efficiency of various functional departments is often low or even conflicting based on their own interests. At this time, the establishment of a project team will provide more opportunities to break the door and provide new ideas, new knowledge and new practices.
3. The project team can restructure its power structure and personnel formation. Power is crucial in any organization. The existing power structure and personnel organization are likely to be inconsistent with the interests of the top leaders and must be readjusted. Without directly challenging the superficial authority of the functional department head, the project team can exert actual influence, deploy new actual power structure, and actually install the necessary project personnel in the name of the project personnel. If the top leaders set up more than one project team, they will have the opportunity to collect power.

B. Potential problems of the Task Force:

1.  Is it necessary to become a permanent institution? Generally speaking, the task team is a temporary task group, which should be dissolved after the completion of the task in order to follow up the original normal functional departments. However, it may also be necessary to retain the new concepts, knowledge, practices and even new personnel established by the project team so that it can ensure the maximum effectiveness of the project objectives. At this time, the task force will be adapted into a permanent body to achieve this goal. However, in this way, it is bound to be necessary to adjust the management and organization of the original functional departments, which will have a great impact and must be carefully adjusted.
2. It is easy to hide dirt and become grey organization. Because the task force is not legally organized, and its task promotion mainly depends on the authority of the top leaders. At this time, it is very easy for project team members to borrow power, fake catalogue, and carry out their own work to achieve personal interests.
3. It is difficult to balance the centralization of power. This may be the greatest danger. It's easy for leaders to expand their powers and become emperors who can't be checked and balanced by anyone else.