Types of organizational management structures and their brief description. Enterprise management structure: types, construction and improvement

It is a special composition of independent units or individual positions that perform the function of management. This structure is most often depicted in which shows the connection and subordination of structural units. In other words, it is a set of functional and specialized units that are interconnected in the process of development, justification, implementation and

Organizational structure of management in many enterprises is built on a principle that was developed at the beginning of the twentieth century. On the basis of the formulated principles, this structure began to be called bureaucratic or One of the most common types of such a structure is a linear structure, which says that one head should be at the head of a structural unit. The head - the individual owner must have all the powers, as well as carry out a unified management of his employees, perform all management functions. Thus, linear organizational structure of management each subordinate has only one leader through whom all the necessary commands pass. In this case, the leadership itself is subordinate to the leader who is above his level.

A linear structure, like all other types of structures, has its advantages and disadvantages. The main pluses are:

In this type, there is a strict observance of mutual relations, directly, within the functions, as well as a clear system in the units that correspond to them.

A clear system of work of the unit is provided. In this case, the manager is able to hold in his hands all the work and the totality of all the functions that make up the activities of the unit.

Responsibility is essential.

Fast work of functional executive divisions on instructions from higher divisions is carried out.

The most significant disadvantages are:

In such a unit with a linear structure, operational problems appear, for example,

There is a very strong dependence on the qualifications of the staff, on their business and personal qualities.

A large number of levels between the work of employees and the manager.

Little flexibility, as well as adaptability to a changed situation.

Individual employees and a division of the management apparatus implement the functions of managing the activities of the enterprise. In this case, the relationship between them is both economic, social and organizational, as well as psychological. Such a concept as organizational structure of enterprise management says that here all workers and employees are subordinate to one leader. The diversity depends on what functional links will exist between employees and departments. organizational structures management.

Today, there are 3 main management structures - target, linear and functional. functional organizational structure of management, like the linear one, has a full-time manager and relevant departments. The linear structure is aimed at such work, which is carried out along the line from the very top to the bottom. But he cannot independently solve problems related to economic, design, technological and supply tasks. And in this case, you need a functional leadership that ensures the conduct of work.

Organization management structure is an ordered set of interrelated elements that are in stable relations with each other, ensuring their functioning and development as a whole.

Elements of the organization's management structure are individual employees, services and other parts of the management apparatus, and relations between them are maintained through connections, which are usually divided into horizontal and vertical. In addition, links can be linear and functional.

Horizontal links are in the nature of coordination and are, as a rule, single-level.

Vertical links- these are connections of subordination, and the need for them arises when management is hierarchical, i.e. with multiple levels of control.

Linear connections reflect the movement of management decisions and information between the so-called line managers, that is, persons who are fully responsible for the activities of the organization or its structural divisions.

Functional links take place along the line of the movement of information and management decisions on certain management functions.

Degree (level) of control- this is a set of management links of the corresponding hierarchical level of management with a certain sequence of their subordination from the bottom up - subordination relations (power relations within the organization), upper and lower levels. With three or more levels, the middle layer consists of several levels.

Types of organizational structures

There are two main types of organizational structures:

1. mechanical (hierarchical, bureaucratic);
2. organic.

Mechanical type control structure

Mechanical type control structure is based on a clear division of labor and the correspondence of the responsibility of employees to the granted powers. These structures are called hierarchical or bureaucratic.

The most common types of hierarchical structure are linear and linear-functional organization of management. They are most effective where the management apparatus performs routine, often repetitive tasks and functions.

Management links constitute organizationally separate structural subdivisions (departments, services, groups). Each link performs certain tasks, according to the requirements of the functional division of labor: management, marketing, organization, control and motivation.

The mechanical type of control structure is characterized by:

• using formal rules and procedures;
• centralization of decision-making;
• narrowly defined correspondence in work;
• rigid hierarchy of power.

Disadvantages of mechanical structure:

• lack of flexibility;
• exceeding the norm of controllability;
• excessive centralization;
• formation of irrational information flows.

Linear structure

Linear structure is a hierarchical system of leaders various levels, each of which exercises sole control over all lower-ranking managers subordinate to him, and any lower-ranking leader has only one immediate superior.

Advantages of a linear structure:

• a clear system of mutual relations, functions and divisions;
• a clear system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;
• responsibility is clearly stated;
• quick response of the performer to direct instructions from higher officials.

Disadvantages of a linear structure:

• lack of links dealing with strategic planning; “fluidity” dominates in the work of managers;
• a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;
• a large number of "floors" between workers producing products and management personnel;
• overload of top-level managers;
• increased dependence of the results of the organization on the competence of managers.

In general, the linear structure has inherent disadvantages due to one-man decision-making.

It includes specialized units (headquarters) that do not have the right to make decisions and manage any lower units, but only help the manager in performing certain functions, primarily the functions of strategic planning and analysis.

Line-staff management structure

Advantages of a linear staff structure:

• more flexible development of strategic issues;
• some unloading of top managers;
• the possibility of attracting external consultants and experts.

Disadvantages of a linear staff structure:

• fuzzy distribution of responsibility, since the persons preparing the decision do not participate in its execution;
• other shortcomings of the linear structure in a somewhat weakened form.

At linear functional structure functional services are given the authority to manage lower-level services that perform the corresponding special functions. However, not linear, but functional powers are delegated. An example of a linear functional structure:

In a linear-functional management structure, line managers have linear powers, and functional ones have functional powers in relation to lower line managers and line managers in relation to their subordinates.

Functional structure

At functional structure there is a process of dividing the organization into separate elements, each of which has a clearly defined, specific task and responsibilities. The organization is divided into blocks, for example: production, marketing, finance, etc.

Divisional structure

Increasing the size of enterprises, diversifying their activities leads to the emergence divisional management structures, which began to provide some independence to their production units, leaving the development strategy, research and development, financial and investment policy to the management of the corporation.

With a divisional structure, specialization is possible:

1. grocery;
2. consumer;
3. regional.

Advantages of a divisional structure:

• management of a diversified enterprise with a large number of employees and territorially remote subdivisions;
• greater flexibility, response to changes compared to linear;
• a clearer connection between production and consumers.

Disadvantages of the divisional structure:

• a large number of "floors" of managers between workers and company management;
• the main connections are vertical, therefore, the shortcomings common to hierarchical structures come from here: red tape, overload of managers, poor interaction when resolving issues;
• duplication of functions on different "floors" and as a result - very high costs for the maintenance of management structures.

The departments retain a linear or linear-functional structure with all the advantages and disadvantages.

Organic type of management structure

TO organic type of management structure includes such a management structure, which is characterized by the personal responsibility of each employee for overall result. Here there is no need for a detailed division of labor by type of work, and such relations are formed between the participants in the management process, which are dictated not by the structure, but by the nature of the problem being solved. The main property of these structures is the ability to relatively easily change their shape, adapt to new conditions, organically fit into the management system. These structures focus on accelerated implementation complex programs and projects within large organizations, industries and regions. As a rule, they are formed on a temporary basis, that is, for the period of the project, program, problem solving or achievement of goals.

The organic type, in contrast to the hierarchical one, is a decentralized management organization, which is characterized by:

• rejection of formalization and bureaucratization of processes and relations;
• reduction in the number of hierarchy levels;
• high level of horizontal integration;
• orientation of the culture of relations on cooperation, mutual awareness and self-discipline.

The most common structures organic type are project, matrix, program-target, brigade form of labor organization.

Project structure

Project structure is formed during the development of projects, that is, any processes of targeted changes in the system (for example, the modernization of production, the development of new products and technologies, the construction of facilities, etc.). Project management includes the definition of its goals, the formation of the structure, the planning and organization of the execution of work, the coordination of the actions of the performers. With the project management structure, the organization's activities are considered as a set of ongoing projects.

Advantages of the project structure:

• high flexibility;
• reduction in the number of managerial personnel in comparison with hierarchical structures.

Disadvantages of the design structure:

• very high requirements for the qualification of the project manager;
• distribution of resources between projects;
• complexity of project interaction.

Matrix structure

Matrix structure- a structure built on the principle of double subordination of performers:

1. the direct manager of the functional service that provides staff and technical assistance to the project manager;
2. a project manager who is empowered to carry out the management process in accordance with the planned time, resources and quality.

Advantages of the matrix structure:

• better orientation to the project goals;
• more effective current management, increasing the efficiency of the use of personnel resources, their knowledge;
• the response time to the needs of the project has been reduced, that is, there are horizontal communications and a single decision-making center.

Disadvantages of the matrix structure:

• the difficulty of establishing clear responsibility for work (a consequence of double subordination);
• the need for constant monitoring of the ratio of resources for projects;
• high qualification requirements;
• conflicts between project managers.

Factors in the formation of organizational structures

The presence of a close relationship between the management structure and key concepts management - goals, functions, personnel and powers indicates its significant impact on all aspects of the organization's work. Therefore, managers of all levels pay great attention to the principles and methods of formation, the choice of types of structures, the study of trends in their construction and the assessment of their compliance with the goals and objectives of the organization.

The versatility of the content of management structures determines the variety of principles for their formation. First of all, the structure should reflect the goals and objectives of the organization and adapt to emerging changes. It should reflect the functional division of labor and the scope of authority of management employees, which are determined by policies, procedures, rules and job descriptions. At the same time, the powers of the head of any level are limited not only internal factors, and the factors external environment, the level of culture and value orientations of society.

The management structure must correspond to the socio-cultural environment, and when it is built, it is necessary to take into account the conditions in which it will function.

It is necessary to adhere to the implementation of the principle of correspondence between functions and powers, on the one hand, and qualifications and the level of culture, on the other.

Methods for choosing the type of organizational structure

The main factors influencing the choice and design of organizational structures:

• the nature of production (its sectoral features, technology, division of labor, size of production);
• external environment (economic environment);
• organizational goals of the enterprise;
• enterprise strategy.

Methods for designing organizational structures:

1. analogy methods: the use of similar techniques, experience, design of organizational structures in similar organizations;
2. expert method: based on various projects of specialists;
3. structuring goals: involves the development of a system of goals, its subsequent comparison with the structure. The basis is a systematic approach;
4. principle of organizational modeling. Allows you to clearly formulate criteria for assessing the degree of rationality of organizational decisions. Essence: development of formalized, mathematical, graphical, machine descriptions, separation of powers and responsibilities in the organization.

Analysis and evaluation of the management structure in an organization can be carried out in terms of the level of implementation of tasks, the reliability and organization of the management system, the speed and optimality of management decisions.

Organizational structure requirements:

• flexibility;
• sustainability: the ability to maintain properties under the influence of external factors;
• profitability: minimal costs;
• efficiency: speed of decision making;
• reliability: ensuring the continuous operation of the elements of the structure;
• optimality: the presence of rational connections at the smallest number management levels.

Achieving high performance results is what all companies strive for without exception. However, without a well-established organizational structure, the enterprise runs the risk of failing.

In this article, we will analyze what the organizational structure of enterprise management is and how to choose it correctly.

Features of choosing the organizational structure of the enterprise

The organizational structure is the basis for performing the functions of enterprise management. So, it is understood as the composition, subordination, interaction and distribution of work between individual employees and entire departments.

talking plain language, the organizational structure of an enterprise is a set of departments, as well as managers, headed by CEO. Her choice depends on many factors:

• age of the organization (the younger the company, the simpler its organizational structure);
• organizational and legal form (JSC, LLC, IP, ...);
• field of activity;
• scale of the company (number of employees, departments, etc.);
• technologies involved in the work of the company;
• communications within and outside the firm.

Of course, when considering the organizational structure of management, it is necessary to take into account such features of the company as levels of interaction. For example, how departments of the company interact with each other, employees with employees, and even the organization itself with the external environment.

Types of organizational structures of enterprise management

Let's take a closer look at the types of organizational structures. There are several classifications, and we will consider the most popular and at the same time the most complete of them.

Linear

The linear structure is the simplest of all existing types of enterprise management structures. At the head is the director, then the heads of departments, then ordinary workers. Those. everyone in the organization is connected vertically. Typically, such organizational structures can be found in small organizations that do not distinguish the so-called functional units.

This type is characterized by simplicity, and tasks in the organization, as a rule, are completed quickly and professionally. If for some reason the task is not completed, then the manager always knows that he needs to ask the head of the department about the task, and the head of the department, in turn, knows who in the department to ask about the progress of the work.

The disadvantage is the increased requirements for management personnel, as well as the burden that falls on their shoulders. This type of management is applicable only to small businesses, otherwise managers will not be able to work effectively.

Linear staff

If a small firm that used a linear management structure develops, then its organizational structure changes and turns into a linear-staff one. Vertical connections remain in place, however, the leader has a so-called "headquarters" - a group of people who act as advisers.

The headquarters does not have the authority to give orders to the performers, however, it has a strong influence on the leader. Based on the decisions of the headquarters, managerial decisions are also formed.

functional

When the load on employees increases, and the organization continues to grow further, the organizational structure moves from a linear-headquarters to a functional one, which means the distribution of work not by departments, but by functions performed. If earlier everything was simple, now managers can safely call themselves directors of finance, marketing and production.

It is with the functional structure that one can see the division of the organization into separate parts, each of which has its own functions and tasks. A stable external environment is a mandatory element to support the development of a company that has chosen a functional structure for itself.

Such companies have one serious drawback: the functions of management personnel are very blurred. If in a linear organizational structure everything is clear (sometimes even too much), then with a functional organizational structure everything is a little blurry.

For example, if there are problems with sales, the director has no idea who exactly to blame. Thus, the functions of managers sometimes overlap, and when a problem occurs, it is difficult to establish whose fault it occurred.

The advantage is that the company can be diversified and do a great job of it. Moreover, due to the functional separation, the firm can have several goals.

Linear-functional

This organizational structure only applies to large organizations. So, it combines the advantages of both organizational structures, however, it has fewer disadvantages.

With this type of control, all the main connections are linear, and the additional ones are functional.

Divisional

Like the previous one, it is only suitable for large companies. Functions in the organization are distributed not according to the areas of responsibility of subordinates, but according to the types of product, or according to the regional affiliation of the division.

The division has its own divisions and the division itself resembles a linear or linear-functional organizational structure. For example, a division may have a supply department, a marketing department, and a production department.

The disadvantage of such an organizational structure of the enterprise is the complexity of relations between departments, as well as the high cost of maintaining managers.

matrix

Applicable to those enterprises that operate in a market where products must be constantly improved and updated. To do this, the company creates working groups, which are also called matrix. It follows from this that a double subordination arises in the company, as well as a constant collaboration of employees from different departments.

The advantage of such an organizational structure of the enterprise is the ease of introducing new products into production, as well as the flexibility of the company to the external environment. The disadvantage is double subordination, which often causes conflicts in work groups.

conclusions

So, the organizational structure of an enterprise is a company management system and the ease of performing tasks, the flexibility of the company to the external environment, as well as the burden that falls on the shoulders of managers depends on its choice.

If the company is small, then at the stage of formation, as a rule, a linear organizational structure naturally arises in it, and as the enterprise develops, its structure becomes more and more complex, becoming matrix or divisional.

Video - an example of the organizational structure of the company:

MINISTRY OF AGRICULTURE AND FOOD OF THE REPUBLIC OF BELARUS

EE "GRODNO STATE AGRARIAN UNIVERSITY"

Department of Management, Marketing and Law

Essay

by discipline : Management

on the topic : Organizational structures of management

Grodno, 2010

Introduction

1 Theoretical overview of organizational management structures

1.1 Essence and general characteristics of organizational structures

1.2 Types and classification of organizational structures of management

1.3 Mechanistic (bureaucratic) and adaptive organizational structures of management

1.4 Designing and improving the organizational structure

Literature

Introduction

Management is a system of enterprise management in conditions market economy. It is generated by an objective necessity and the laws of market relations associated with the orientation of production to the demand and needs of the market, the demands of individual consumers. The peculiarity of the Belarusian management is its focus on ensuring the rational activity of the enterprise in the face of a shortage of resources and optimal adaptation to new conditions, achieving high end results at minimal cost.

In the process of production activities, permanent production links are established between the employees of the enterprise and its structural divisions, the managing and managed subsystems, they are informational, technological, labor, financial, and managerial in nature. In general, they characterize the organizational integrity, integration, unification of the elements of this system. The requirements for these links are contradictory. On the one hand, for the stable operation of the system, it is necessary that the connections be stable and stable; on the other hand, the inclusion of new participants in production, new factors of production requires functional flexibility, mobility of connections.

The set of elements and links of the management system and the permanent links established between them (the order of their subordination) forms the management structure.

The production structure of the enterprise directly affects the composition of functional services and the number of employees in them, for example, the number of positions of zootechnicians is set depending on the availability of conditional livestock heads, as well as zonal production features.

The organizational structure of the economy is influenced by such factors of production as: climatic conditions, the size of the economy, the level of specialization and concentration, the technical equipment of production, etc.

1 Theoretical aspects of organizational management structures

1.1 Essence and general characteristics of organizational structures

The organizational structure of management can be defined as a set of management bodies, between which there is a system of relationships that ensure the performance of the necessary management functions to achieve the goals of the enterprise (organization).

The initial data and prerequisites for the formation of the organizational structure of management are:

1) goals and objectives of the organization;

2) production and management functions of the organization;

3) factors of the internal environment (internal variables);

4) environmental factors.

The main elements of the organizational structure of the enterprise are its divisions (departments), management levels and links between them. All elements are interconnected. A distinction is made between horizontal and vertical links. Considering that divisions or departments represent functional areas (functional areas), the structure of an organization can be defined as a set of functional areas and levels of management, as well as links between them.

In the process of economic activity, the organizational structures of an enterprise combine its human and material resources. At the same time, structures have a common property: they are formed to achieve goals, which, in turn, always determine the structure of the organization.

Because of this, each management structure is individual and has its own specific features that significantly affect the behavior and performance of people in an organization. When a goal is changed or signs of a disruption in the functioning of an enterprise appear, it is the organizational structure of management that is the first to be reorganized.

The organizational structure includes such concepts, division of work (according to functional features and levels of management), the ratio of responsibility and authority, delegation of authority, centralization and decentralization of management, responsibility and control, standards of manageability and other concepts that determine its content side. In the general case, the content of the organizational structure is determined by the goals it serves and what management processes it is designed to provide in a particular organization.

At the same time, all types of organizational structures have General characteristics defining their purpose and distinctive properties(features) in relation to other elements (categories, concepts) associated with the organization effective management enterprise.

General characteristics of the organizational structure can be formulated as follows:

1. The structure of the organization ensures the coordination of all management functions in the implementation of any economic activity of the enterprise related to the achievement of its goals.

2. The structure of the organization determines the rights and responsibilities at all management levels through the definition (delegation) of authority and the establishment of responsibility for managers of all ranks.

3. The structure adopted in a particular organization determines the behavior of its employees (management style, organizational culture and employee performance).

4. The organizational structure determines the effectiveness of the enterprise, its survival and prosperity, defined as its success.

The above characteristics reflect the purpose and ability of organizational structures to influence the achievement of the expected results of the enterprise, determined by its goals. In addition, there are internal properties of the structure that determine the conditions rational use specific types of structures, taking into account various situational factors (external and internal) that take place in a particular organization.

1.2 Types and classification of organizational structures of management

Organizational structures have big variety types and forms. In the framework of this chapter, we consider two of the most general approaches to the classification of structures.

The first approach involves the division of organizational structures into formal and informal structures.

Formal structure is the structure chosen and established by top-level managers through appropriate organizational measures, orders, distribution of powers, legal regulations etc.

The formal structure is determined (projected) in the process of organizing the economic activity of the enterprise, taking into account the organization and coordination of specific work to solve production and social problems aimed at achieving its goals.

The informal structure arises on the basis of the relationship between the members of the team, the unity or contradiction of their views, interests, personal goals and goals of the enterprise, division, etc. The informal structure reflects interpersonal relationships within a formal structure.

The second approach is related to the division of organizational structures into mechanistic and organic structures. This division is based on the ratio of the internal components of the organizational structure, which determines the essence of its construction. The main internal components (properties) of organizational structures are: complexity, formalization and degree of centralization (decentralization) of enterprise and corporation management.

The complexity of the structure means the degree of differentiation (that is, separation) of types of management activities, including management functions (horizontal and vertical division). The higher the degree of differentiation, the more complex the structure.

Formalization of the structure is determined by the degree of unification (uniformity) of management rules and procedures. The more established rules and procedures, the more complex the structure.

The degree of centralization (decentralization) of enterprise management depends on the levels of management at which specific decisions are made. The more responsible decisions are made at the subordinate levels of the management hierarchy, the more decentralized the management structure and, conversely, the fewer decisions are made at the lower levels of management, the more centralized the structure.

Depending on the severity of the above components (complexity, formalization and centralization), management structures are divided into two groups: mechanistic and organic (adaptive) structures.

The mechanistic structure is a rigid hierarchy (pyramid) of control. The organic structure, in contrast, is a flexible, adaptive form of management. It is characterized by a small number of management levels, rules and instructions, and greater independence in decision-making at the grassroots levels.

1.3 Mechanistic (bureaucratic) and adaptive organizational structures of management

mechanistic structures A reflects a rigid control hierarchy, also called a control pyramid. For a long time this model has been and remains dominant in management. To a greater or lesser extent, it combines a variety of linear and linear-staff forms of organizational structures. The main types of mechanistic structures of an organization (enterprises, corporations) are: functional structures, divisional structures and their combination (conglomerates). These structures represent the era of industrial development of the world community. In the literature, there is another name for such structures - bureaucratic structures.

Organizational structure of management- this is an ordered set of interrelated elements that are in stable relations with each other, ensuring their development and functioning as a single whole.

The organizational structure of management is aimed at establishing clear relationships between individual divisions of the organization, the distribution of rights and responsibilities between them.

Relationships between elements of the control structure are:

1) vertical when there is an interaction between a leader and a subordinate (for example, communication between the director of the company and the managing structural unit);

2) horizontal when there is an interaction of equal elements (for example, communications between managing structural divisions of the same level)

The types of relations within the organization are similar to the type of construction of its management structure and are divided into:

1) linear relationship- is the relationship between the leader and his subordinates;

2) functional relationship- this is the relationship of a specialist who is authorized to perform a particular function within the entire organization, with other members of the organization;

3) managerial relations, this type of relationship takes place in the case of representing someone's rights and powers. Job Responsibilities at the same time, they consist in providing recommendations and advice.

The management structure has a huge impact on all aspects of management, as it is associated with the key concepts of management - goals, functions, process, mechanism, functioning, powers of people. Therefore, managers of all levels pay great attention to the principles and methods of forming structures, choosing the type or combinations of types of structures, studying the trends in their construction, assessing their compliance with the goals and objectives being solved.

The elements of the management structure are: management worker - a person performing a specific management function; management body - a group of employees connected by certain relationships, consisting of primary groups.

The primary group is a team of management employees that has a common leader, but no subordinates.

The management structure should reflect the goals and objectives of the company, be subordinate to production and change along with it. It should reflect the functional division of labor and the scope of authority of management employees; the latter are determined by policies, procedures, rules and job descriptions and are expanded, as a rule, towards more high levels management. The powers of managers are limited by environmental factors, the level of culture and value orientations accepted traditions and norms. The governance structure must satisfy a variety of requirements that reflect its importance to management. These principles are taken into account in the principles of designing the organizational structure of management. Organizational structure design principles:

1) the structure should reflect the goals and objectives of the organization, be subordinate to production and its needs;

2) the structure should provide for an optimal division of labor between management bodies and individual employees, ensuring the creative nature of the work and normal workload, as well as proper specialization;

3) the formation of the structure should be inseparable from the definition of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal links between them;

4) the structure must maintain a correspondence between functions, duties, powers and responsibilities, since its violation leads to an imbalance in the management system as a whole;

5) the management structure should be adequate to the socio-cultural environment of the organization, have a significant impact on decisions regarding the level of centralization and detail, the distribution of powers and responsibilities, the degree of independence and the extent of management control
tellers and managers.

The most important requirements that organizational management structures must satisfy are the following.

1. Optimality. The management structure is recognized as optimal if rational connections are established between the links and management levels at all levels with the smallest number of management levels.

2. Efficiency. The essence of this requirement is that during the time from the decision to its execution in the controlled system, irreversible negative changes do not have time to occur, making the implementation of the decisions made unnecessary.

3. Reliability. The structure of the control apparatus must guarantee the reliability of information transmission, prevent distortion of control commands and other transmitted data, and ensure uninterrupted communication in the control system.

4. Economy. The task is to ensure that the desired effect of management is achieved at minimal cost to the administrative apparatus. The criterion for this can be the ratio between the cost of resources and the useful result.

5. Flexibility. The ability to change in accordance with changes in the external environment.

6. Stability of the governance structure. The invariability of its basic properties under various external influences, the integrity of the functioning of the control system and its elements.

Textbook output:

Fundamentals of management. Chernyshev M. A., Korotkov E. M., Soldatova I. Yu., prof. I. Yu. Soldatova., Chernysheva M. A., Ed. prof. I. Yu. Soldatova., Soldatova I., Chernyshov M.A. - editor-compiler, Publisher: ITK "Dashkov and K", SCIENCE / INTERPERIODICS MAIK, Nauka-Press 2006