Organizational structure of enterprise management. Enterprise management structure: types, construction and improvement

Under organizational structure enterprise management is understood as the composition (list) of departments, services, divisions in the enterprise management apparatus, the nature of subordination, interaction, coordination and information communications, the procedure for distributing management functions at various levels and divisions.

The basis for building the organizational structure of enterprise management is its production structure. In the organizational structure of enterprise management, the following subsystems can be conditionally distinguished:

• organization of production processes;
• technological preparation of new production;
• technical quality control of products and works;
• maintenance of the main production;
• management of production and sales of products;
• personnel Management;
• economic and financial services, etc.

Functional connections and possible ways of their distribution between departments and employees are diverse, which determines the variety of possible types of organizational structures for production management.

IN modern conditions main types of organizational structures controls are:

• linear,
• line staff;
• functional;
• linear-functional;
• divisional;
• matrix (design).

Linear organizational structure management is characterized by the fact that at the head of each unit is a leader who performs all management functions and manages subordinate employees. That is, the linear organizational structure of the enterprise is based on the principle of unity of command, according to which each employee has only one immediate supervisor. The decision is passed along the chain from top to bottom, which forms the hierarchy of a particular enterprise. The top manager of the organization is connected with each of the subordinate employees by a single chain of subordination, passing through the corresponding intermediate levels of management (Figure 5.1).

Figure 5.1 - Linear control structure

The linear organizational structure of management is characterized by a vertical: the top manager - the line manager of the unit - performers, that is, there are only vertical connections. This structure is built without highlighting functions.

The main advantages of the linear organizational structure of management:

• management efficiency;
• a clear system of mutual relations of functions and divisions;
• a clear system of unity of command - one leader concentrates in his hands the leadership of all processes that have a common goal.

The main disadvantages of the linear organizational structure of management:

• lack of links dealing with strategic planning;
• high centralization of management;
• a large number of leaders;
• dependence of the results of the enterprise on the qualifications, personal and business qualities of top managers.

The linear organizational structure of management is used and effective in small enterprises with simple technology and minimal specialization.

Linear-staff organizational structure of management similar to linear, but control is concentrated at the headquarters (Figure 5.2). Headquarters- this is a group of employees who collect information, analyze it, perform consulting work and, on behalf of the head, develop drafts of the necessary administrative documents.

Figure 5.2 - Line-staff management structure

The main advantages of the linear-staff organizational structure of management:

• the possibility of a deeper than in the linear, the development of strategic issues;
• some unloading of top managers;
• the possibility of attracting external consultants and experts, etc.

The main disadvantage of the linear-staff organizational structure of management is the lack of responsibility of staff specialists for the final result.

The growth in the scale and complexity of production, accompanied by a deepening division of labor, specialization of management, leads to the use of a functional organizational structure of management.

Functional organizational structure of management involves the formation of separate divisions in the management apparatus according to the areas of activity. The heads of these divisions are appointed by specialists who are the most qualified in the relevant field (Figure 5.3).

Figure 5.3 - Functional management structure

This structure stimulates business and professional specialization, reduces duplication of efforts in functional areas, and improves coordination of activities.

It is characterized by a management vertical: a manager - functional managers (production, marketing, finance) - performers, i.e. there are vertical and interlevel connections.

The main advantages of the functional organizational structure of management:

• direct impact production specialists;
• high level of management specialization;
• improving the quality of decisions made;
• the ability to manage multi-purpose and multi-profile activities.

The main disadvantages of the functional organizational structure of management include:

• complexity and inefficiency, as there are many divisions, and, consequently, control channels;
• lack of flexibility;
• poor coordination of activities of functional units;
• low speed of making managerial decisions;
• lack of responsibility of functional managers for the final result of the enterprise.

It is advisable to use the functional organizational structure of management at those enterprises that produce a relatively limited range of products, operate in stable external conditions and require the solution of standard management tasks to ensure their functioning.

In practice, it is usually used linear-functional organizational structure of management, providing for the creation of a linear management structure of functional units at the main links (Figure 5.4).

Figure 5.4 - Linear-functional control structure

The linear-functional organizational structure of management combines the advantages of both linear and functional management structures.

The disadvantages of the linear-functional organizational structure of management include:

• lack of close relationships and interaction between production units at the horizontal level;
• the duration of the passage and implementation of management commands and procedures;
• the possibility of conflicts between functional units, etc.

Divisional organizational structure of management involves the allocation of relatively separate and endowed with greater rights in the implementation of their activities structural units, called divisions.

The division is created according to one of the criteria:

• on manufactured products (services and works);
• targeting specific customer groups;
• geographic regions served;
• to several markets or large groups of consumers;
• types of products and regions where they are sold;
• regions and types of products.

Different types of divisional structure have the same goal - to provide a prompt response to changing environmental factors. For example, the product management structure allows you to develop and introduce new types of products into production in a competitive environment.

The divisional organizational structure of management creates conditions within the enterprise for partial decentralization of the decision-making process and transferring responsibility for making a profit to divisions (Figure 5.5).

The main advantages of the divisional organizational structure of management:

Provides management of diversified enterprises with a large number of employees and geographically remote divisions;

Figure 5.5 - Divisional (product) organizational structure of management

• more flexible and quick response to changes in the external environment;
• divisions become "profit centers";
• closer relationship between production and consumers.

The main disadvantages of the divisional organizational

management structures:

• a large number of "floors" of the management vertical;
• disunity of divisions of subdivisions from divisions of the head enterprise;
• the main managerial ties are vertical, therefore, the shortcomings common to hierarchical structures remain: red tape, insufficiently clear interaction between departments in resolving issues, congestion of managers, etc.;
• duplication of functions on different "floors", which leads to high costs for the maintenance of the management structure;
• in divisions, as a rule, a linear or linear-staff management structure with all their shortcomings is preserved.

Matrix (project) organizational structure management is created on the basis of a combination of two types of structures: linear and divisional. General instructions to performers are given by line managers, and special instructions are given by the heads of divisions implementing a specific project (Figure 5.6).

Figure 5.6 - Matrix (project) organizational structure

management

Thus, a distinctive feature of the matrix organizational structure of management is the presence of two managers with equal rights among employees. The contractor reports to the head of the functional service and the project manager, who is endowed with certain powers in the framework of the implementation of this project.

The main advantages of the matrix organizational structure of management:

• a clear focus on the goals of the project;
• more efficient ongoing project management;
• more efficient use of the qualifications of the enterprise's personnel;
• strengthening control over the implementation of individual tasks and stages of the project;
• reducing the time for making managerial decisions, as horizontal communications and a single decision-making center have been created.

The main disadvantages of the matrix organizational structure of management:

• double subordination of project executors;
• complexity of information links;
• high requirements for the qualifications, personal and business qualities of the employees involved in the implementation of the project;
• opportunity conflict situations between heads of departments and projects.

This type of management structure is used in large enterprises whose products have a relatively short life cycle and often change due to the scientific and technological development of the industry or require extensive scientific research and technical developments.

In practice, none of the listed management structures is applied in its pure form, with the exception of the linear one, and then only in small enterprises. The vast majority of them use mixed type management.

The construction of organizational management structures is carried out taking into account the specific conditions of the enterprise's activity: the scale of activity, the type of products manufactured, the nature of production, the scope of activity (local, national, foreign market), the qualifications of employees, the automation of managerial work, etc.

The development of an organizational management structure includes the following steps:

• setting goals and objectives of the enterprise;
• determination of the functions carried out by the enterprise to achieve its goals (general management, planning, finance, financial control, management and accounting, personnel management, marketing, procurement and sales, production);
• grouping and (or) interconnection of functions;
• identification of structural units responsible for the implementation of specific functions;
• analysis, planning and description of all main types of work;
• drawing up a recruitment and training program for new units.

The organizational structure of management must meet the following requirements:

• ensure efficiency of management;
• have a minimum number of management levels in specific conditions and rational communications between management bodies;
• be economical.

Development of new types of products in the face of growing competition, intensive implementation modern technology and technologies, the development of new methods of organizing production require continuous improvement of organizational management structures.

Control questions

• 1. What is meant by the organization of production?
• 2. What is meant by the production process?
• 3. Name the principles of organization of the production process at the enterprise.
• 4. What is meant by the production cycle?
• 5. What factors affect the duration of the production cycle?
• 6. What is the economic importance of the duration of the production cycle?
• 7. What are the shapes public organization production?
• 8. What is the essence of the concentration of production?
• 9. Why are specialization and cooperative production interrelated?
• 10. What are the forms of specialization of production?
• 11. What is the combination of production?
• 12. What are the forms of combined production?
• 13. What are the types of production?
• 14. What is meant by the production structure of the enterprise?
• 15. What factors determine the production structure of the enterprise?
• 16. What is a production site, workplace?
• 17. What is meant by the production infrastructure of an enterprise?
• 18. What is meant by the organizational structure of the enterprise?
• 19. What requirements should the organizational structure of management at the enterprise meet?
• 20. Why is it necessary to improve the organizational structure of management?

Creation of the right management system that would allow employees at all levels to realize their creative potential is a top priority for any firm. First of all, the correct definition of the company's development vectors helps to achieve it.

Enterprise management structure includes several elements that are orderly interconnected. Their stable relationship allows the organization to function and develop as a single organism.

Such a structure implies building clear and competent relationships between divisions, departments and branches of the company. Each structural subdivision must clearly understand its own measure of responsibility, while not forgetting about its rights.

Structural controls can be linked through:

• vertical links through which the directors and employees who are subordinate to them (for example, the head of the company and the branch manager) interact;
• horizontal connections, implying the interaction of equal team members (for example, managers of branches of the same scale).

Relations within the organization are divided into:

• linear, connecting directors and employees in their subordination;
• functional, connecting an employee who is responsible for a particular task with other employees of the company;
• managerial (administrative apparatus), which connect the head of the company and the representative of his rights and powers. Job responsibilities in this case include providing advice and recommendations.

The enterprise management structure affects each managerial side, since it is closely related to the key terms of management - goals and objectives, functionality, methodology, job responsibilities and powers. Therefore, top managers, middle managers and other levels pay close attention approaches and methods in the formation of the enterprise management structure, the selection of its type, the combination of types, tracking trends in their alignment, assessing for compliance with the goals and objectives.

The elements of the enterprise management structure are the managers themselves, that is, employees holding senior positions, and management bodies - employees who are in certain labor relationships. These bodies, in turn, are divided into primary groups - management teams that have a common boss, but do not have subordinates.

The management structure should be a reflection of the goals and objectives of the organization. It is subject to production needs and changes along with them, shows the functional division of labor and the scope of the official powers of each employee. These powers are spelled out in policies and procedures, rules and job descriptions. Most often, they expand towards higher management levels. The powers of directors are limited by environmental factors, the level of culture, value orientations, traditions and norms adopted in the company. The structure of enterprise management must comply with a large number of requirements that make it significant for managers. These requirements must be taken into account when creating a draft organizational structure.

When designing an organizational structure, the following principles should be followed:

• the organizational structure should serve as a reflection of the goals and objectives of the company, obey the production needs and requirements;
• the enterprise management structure should optimally divide responsibilities between management bodies and individual employees, ensure the creative nature of the activity and allowable workload, as well as proper specialization;
• the enterprise management structure should be formed without interruption from the definition of job duties and areas of responsibility of each employee and all management bodies and with the alignment of vertical and horizontal relationships between them;
• the enterprise management structure must correspond to the functions, duties, powers and level of responsibility of each employee, since violations lead to an imbalance in the management system as a whole;
• the enterprise management structure should be consistent with the socio-cultural environment in which the company operates, help to make decisions regarding centralization or, on the contrary, the division of management functions, duties and levels of responsibility, determining the share of independence and the amount of control of directors and top managers.

Basic requirements for the organizational structure of enterprise management

• Optimality. The system will be recognized as optimal if the number of control steps in it is reduced to the maximum, and the most rational connection is built between them.
• Efficiency. The speed of the system should be such that during the time that passes from the decision to its implementation, fatal changes do not have time to occur, which would make the implementation of the decision unnecessary.
• Reliability. The enterprise management structure should facilitate reliable transmission of reliable information, prevent distortion of management orders and other transmitted information, and ensure uninterrupted communication in the management system.
• Economy. The main task is to achieve the necessary managerial effect with minimal costs for the support apparatus. The calculation criterion may be the ratio between the resources expended and the result obtained.
• Flexibility. The ability to change under the influence of the environment.
• Sustainability. The main properties and elements of the management system must remain unchanged regardless of external influences.

The main types of enterprise management structures

Despite the fact that commercial organizations and their activities are very diverse, the number of basic types of organizational structures for enterprise management that are used in practice is very limited. Small and medium-sized enterprises most often use linear functional types of organizational structures in their work. And large and international companies prefer divisional and product models of building management systems.

1. Linear

The linear structure of enterprise management assumes that the boss directs subordinates in all types of their activities. It is based on the principle of unity in the distribution of orders, according to which only a higher authority can give orders. Thanks to this principle, the unity of management is observed. Such a structure appears as a result of building the administrative apparatus from mutually subordinate departments in the form of a hierarchically organized ladder. Each subordinate receives one leader, and the leader - several subordinates. Two bosses should not interact with each other directly, they should do it through a single higher authority. Such a structure is often referred to as a single-line structure.

The advantages include:

• simplicity of structure;
• unambiguous delimitation of tasks, competencies, areas of responsibility;
• rigidity of management by administrative bodies;
• efficiency and accuracy of management decisions.

Flaws:

• difficult relationships between departments;
• centralization of power in the managerial "top";
• increased workload on middle management levels.

The linear structure of enterprise management is preferred by small and medium-sized businesses that perform simple production processes in the absence of cooperative ties between enterprises.

2. Line-staff organizational structure

As soon as the enterprise begins to grow, usually the linear structure is transformed into a linear staff structure. It is similar to the previous one, except that management is concentrated in headquarters. They consist of a group of employees who do not directly manage the performers, but advise and prepare management decisions.

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3. Functional

The functional organizational structure implies a tight relationship between administrative and functional management. The system is based on the creation of specialized units to perform functions at different management levels. Such functions may include production, sales, advertising, analysis, etc. In this situation, directive leadership can help hierarchically connect the lower levels of the management system with the higher ones. Orders and other information are transmitted in ways that depend on the intended purpose.

The functional structure of enterprise management helps to establish repeatable routine processes that do not require quick decisions. Functional departments usually include high-level specialists who perform specific work depending on the goals set.

The advantages of such a structure are:

• reducing the number of links for coordinating decisions;
• reduction of duplicating functions;
• strengthening vertical ties and strengthening control over the work of lower departments;
• high qualification of employees performing specific tasks.

Flaws:

• indistinct distribution of responsibilities;
• difficulty in interaction;
• duration of decision-making;
• conflicts over disagreement with directives, arising from the fact that each functional head gives priority to his issues;
• violation of the principle of unity of command, difficulty in cooperation.

4. Linear-functional

The linear-functional structure of enterprise management implies a stepped hierarchy, in which line directors manage on a single basis, and functional management bodies help them in this. The line directors who are at the lower levels are not administratively subordinate to the functional directors of the higher management levels.

The linear-functional structure is based on the "mine" principle of alignment, as well as the division of managerial personnel into functional subsystems.

In each subsystem, a “hierarchy” of services (“mine”) is formed, penetrating the entire company. The results of the work of any service of the administrative apparatus are evaluated by indicators that demonstrate the degree of implementation of the goals and objectives.

The linear-functional structure of enterprise management has been used for many years. The practice of its application has proved that it is most effective in cases where the administrative apparatus needs to control a large number of routine repetitive procedures and operations, while the functions and tasks of management always remain the same. A rigid communication system helps to ensure the smooth and correct operation of all subsystems and the company as a whole. However, the linear-functional structure has a number of shortcomings. First of all, these include the impossibility of introducing novelties of technical progress due to the system's immunity to changes; the rigidity of the system built between performers and managers, who are obliged to strictly comply with all rules and requirements; slow information exchange procedure due to a large number of vertical and horizontal approvals; almost complete absence progress in management decisions.

The linear-functional structure of enterprise management is often also called the headquarters, since several heads of the same level are included in the headquarters of the line management.

5. Divisional

Divisions are formed either in a certain field of activity, or in a certain territory. In such a management system, the key role is played not by the chiefs of staff (or functional subsystems), but by the managers of production departments. Companies are structured by departments based on the following criteria: type of products or services provided (product division); the type of customers the divisions are oriented towards (consumer division); the territory served by the department (territorial or regional division). This way of separation allows to establish a close relationship between consumers and the market, which greatly speeds up the process of the company's response to adjustments made by the external environment.

In accordance with world practice, the use of the divisional method in the management structure of an enterprise and its departments makes the system linearly functional, but at the same time more hierarchical, with a strengthened management vertical. This allows you to significantly reduce the burden on the top management and focus their attention on strategic planning. At the same time, departments that are independent in operational and economic terms become a kind of “profit centers” due to the freedom provided to them to increase work efficiency.

In general, such an enterprise management structure can be called quite complex due to the many intermediate levels of management that are created to coordinate the activities of different departments. Many managerial functions are duplicated at different levels, which ultimately leads to an increase in the cost of servicing the administrative apparatus.

6. Matrix

The matrix structure of enterprise management is characterized by the possibility of dual leadership - the same performer can have several bosses at once (for example, linear and program, or the head of the direction).

Such an organization is sometimes called a "lattice" organization, since it is built on the principle of double subordination of performers. Under such a system, performers report not only to the head of the department or line program in which they work, but also to the head of the temporary group, who also has certain powers and his share of responsibility for timing, quality and resources. Project managers work with two groups of subordinates at once: with members of the project team and with other employees of functional departments who report to them temporarily and on a limited range of issues (while they continue to report to the immediate heads of departments, that is, departments and services).

Matrix structures are not implemented in the entire company, but only in part of it. How successful the implementation will be depends on the extent to which project managers meet the professional standards of managers and their ability to act as project team leaders. The scale of the use of matrix structures in companies is very significant, which indicates their high efficiency. However, the system of dual and sometimes multiple subordination sometimes creates managerial problems.

This scheme was often used in R&D management and is still used in companies operating in many areas. It replaces the linear-functional structure of enterprise management.

7. Multidimensional

A multidimensional system combines the features of various structures at different management levels. So, a divisional structure can be used throughout the company, and a linear-functional or matrix structure can be used in individual branches. Multidimensional organizational forms imply the introduction of two (matrix) or several (tensor) criteria for the distribution of tasks.

A multi-dimensional organizational structure helps to increase the company's flexibility and its ability to respond to changes in internal and external conditions. This is achieved by a clear distribution of tasks among departments whose viability depends on their ability to produce goods or services in demand at competitive prices. This structure creates a market within the company, whether it is private or public, commercial or non-commercial. The multi-dimensional structure increases the ability to respond to the needs of both internal and external customers. Since the divisions of the "multidimensional" structure remain independent of each other, they can be expanded, reduced, eliminated, or otherwise adjusted. The performance indicators of each department do not depend on those of other departments, which makes it easier to control their activities. Even the work of the executive body can be evaluated autonomously in all aspects of activity.

The multidimensional structure of enterprise management is characterized by the absence of significant shortcomings. Perhaps the main one can be called the fact that such a structural organization cannot provide meaningful and interesting activity employees of the lower levels, but it facilitates the introduction of new ideas and technologies that contribute to its development and improvement.

The introduction of a multidimensional enterprise management structure is not the only way to increase the company's flexibility and its ability to adjust under the influence of external circumstances. However, a thoughtful study of such an organization option allows you to "increase the flexibility" of ideas about the company's capabilities. It is this factor that contributes to the emergence of new, better organizational structures.

Factors on which the organizational structure of enterprise management depends

The way the enterprise management structure is built is influenced by a number of factors that differ in nature and type of impact on the system. When building a management structure, it is important to take into account all parameters.

Such factors can influence the structure directly or indirectly. In addition, they can both independently determine the management structure, and be determined by it. They are also divided into those related to the subject or object of management, into "external" and "internal".

Market requirements and management tasks directly affect the organizational structure. Great importance in this regard, it has a targeted approach in the formation of such a system. From what goals the company pursues, it will depend on what structural management elements will stand out in it. Each of them should be responsible for achieving a specific goal. If the goal is to increase the scale of production, it is necessary to introduce scientific and technical progress at a high pace, develop the socio-economic sphere and environmental safety. Accordingly, in order to achieve these goals, it is necessary to strengthen and organizationally allocate certain structural departments.

In the course of building the enterprise management structure, an important role is played by the correct division of the work of employees horizontally, that is, the definition of the goals and objectives of each structural unit. Another important component is the vertical distribution of activities. Top management of the company must firmly decide which element of the hierarchical structure should be responsible for making strategic decisions. This factor will determine the form of the organizational structure and the effectiveness of management decisions.

The introduction of various economic methods and an increase in economic independence entails a reduction in the number of management levels, the elimination of some and the emergence of other structural units (for example, marketing services).

The main factors influencing the organizational structure are management functions, their composition, scale and content. If management functions develop, the organizational structure as a whole also grows. It is also influenced by the volume and complexity of production processes, the type of production, the nature of the products manufactured and the technologies used; the nature of scientific and technological progress and the methods of its implementation (the rate of renewal of products and technologies, the integration of scientific discoveries, etc.); degree of concentration, specialization and cooperation of production; the size and location of the enterprise.

In addition to the factors that directly affect the organizational structure, there are others that have an indirect effect on it. Among them are personnel, equipment, management technologies, labor organization. These factors, although they affect the system, are generally determined by it. So, managerial personnel clarify, adjust the structure, help distribute functions between departments and employees. But they are only corrective, because basically it is the management structure that determines the staffing and schedule, as well as the requirements for the qualifications of employees.

New IT-technologies have a serious impact on the structure of enterprise management. They lead to the emergence of new departments (information services), a reduction in the number of employees in other departments (for example, accountants). Nevertheless, this factor is not considered decisive, since the introduction of new technologies takes place in the format of existing systems.

The organizational structure is considered the most rational if it optimally combines internal and external management factors. Internal communications must prevail over external ones, otherwise the latter will adversely affect the stability of the company.

The main factor that influences the formation of the organizational structure of enterprise management is the norm of manageability. The number of employees in the staff of the department and the number of departments in the company depend on it.

Expert opinion

Three principles for building an organizational structure

Andrey Sooliatte,

CEO, BPM Consulting Group, Moscow

The strategic plans of the firm should include the implementation of specific tasks with specific goals and within strict deadlines. Taking them into account, you can calculate how many resources of which type are needed. In this case, you need to follow one of the three principles for creating or optimizing the organizational structure.

Principle 1. Departments and positions are formed based on the key processes for the company, interconnected. Any department should perform specific processes or participate in end-to-end projects. To apply this principle, it is necessary to analyze the company's business model, determine the main production chains, and describe the activities of each unit within these processes.

Principle 2. The roles and powers of managers are distributed in such a way that they are responsible for the results of all interrelated processes and projects as a whole, and not in parts. Thus, the processes and projects in which various departments participate must be controlled by a certain boss (or collegial management body), who is given the necessary powers and resources (including financial ones). This approach usually makes it possible to reduce the time for the implementation of processes and projects, increase the cost of manufactured products, eliminate possible losses caused by inconsistency in the work of participants, as well as the struggle between them for spheres of influence and resources.

Principle 3. The composition and number of units should be consistent with the goals of the company for a specific time period and take into account the amount of resources. organizational structure and staffing firms are practically independent of their strategic goals and objectives. If the market situation suddenly changes, the existing organizational structure and staffing become ballast for the company. At the same time, tough management decisions in terms of staff reduction reduce the degree of employee loyalty. Therefore, as soon as the goals and objectives for a specific period are determined, the composition and number of departments should be changed, as well as redistributing valuable employees to important positions.

What are the stages of developing an enterprise management structure

The organizational structure of enterprise management, regardless of the types and scale of its work, is built in three stages.

Stage 1. Preliminary

During this period, the size of the organizational structure is determined, it turns out how many employees will take part in the work of the enterprise. To determine the scope of the organizational structure, you need to paint a clear business plan and find out the following information:

• types of products sold or services provided (in accordance with the business plan);
• projected sales volumes, consumer ability of the enterprise's sales market (depends on how it is planned to carry out trade: wholesale, retail, individual orders);
• volumes of investments of the owners of the enterprise in its office and production infrastructure;
• projected costs for employee salaries;
• projected profit.

Stage 2. Formation of responsibility centers

By this stage, a detailed business plan for the enterprise should already be developed, infrastructure created (purchased or rented), the number of personnel in the organizational structure determined, the limit on salary costs and estimated production and sales volumes calculated, and market analysis was carried out. And this means that it is possible to identify the main groups of business processes and form responsibility centers in the organizational structure. At this stage, the responsibility and number of departments, the optimal level of organizational structure, the optimal number of management personnel necessary to coordinate and control the work and performance results are determined.

In addition, it is necessary to distribute areas of responsibility. Any company (other than charities) must have a main activity that creates wealth and makes a profit. This can be the production of goods, the provision of services, wholesale, research, rental, etc. The main activity includes leading business processes.

Stage 3. Formation of a system of coordination, control and reporting

You must approach this stage with already formed departments, defined managers, identified flows of raw materials, materials, finished products, financial resources, information, etc. When all this works and generates income, the only problem is to create an effective system of reporting, coordination and control. It cannot be created all at once. For the system to give good results, it is necessary to try various types of accounting, reporting and control, and then choose the best one.

4 criteria by which the analysis of the enterprise management structure is carried out

The organizational structure of enterprise management is considered optimal if it helps to achieve the goals and solve the necessary tasks (production of goods, provision of services, sales of products, etc.) with the proper effects (on schedule, in the right quantity, etc.). It is obvious that any enterprise has unique features, therefore, for production and business processes, as well as building an organizational structure, it is necessary individual approach. At the same time, there are universal criteria that allow you to analyze the organizational structure and achieve the most positive results.

Criterion 1. The optimal number of subordinate employees

Human capabilities are not unlimited, so the number of subordinate workers that can be managed by one boss must be strictly limited. This number varies depending on what the company is doing, what the experience of the boss is, how labor is optimized, what are the specifics of the goods produced. Most often, one boss has from five to nine subordinates - this is the ratio that is considered optimal.

Criterion 2. Homogeneity of the organizational structure

The ideal organizational structure of the company should resemble a pyramid, the base of which is subordinate employees, and at the top is the director of the company. The more employees stand at the base, the more intermediate links are formed between the director and the executives. At the same time, in a well-established organizational structure of enterprise management, the number of intermediate links corresponds to each other in all departments of the company.

A certain degree of heterogeneity is quite possible, however, departmental structures should not be allowed to radically differ from each other. Such an organizational structure does not correspond to the ideal management model in terms of transparency.

Criterion 3. Transfer of duties

It is not uncommon for situations in which there are positions in the organizational structure that duplicate each other. For example, often subordinate employees duplicate the functions of control and management of higher managers, while not having any additional responsibilities. If there are such positions in the structure of your company, it is recommended to urgently reduce them or give them an additional area of ​​responsibility.

Criterion 4. Superfluous management staff

The main task of subordinate employees is to carry out production processes that bring profit to the company. But the main function of managers is to analyze, control and manage these employees. Thus, any company should strive to maintain exactly the number of managers that allows you to effectively manage production processes. In a well-established organizational structure, the number of managers should not exceed 30% of the total staff of the company.

How is the effectiveness of the enterprise management structure assessed

One of milestones creating projects and plans is to evaluate their effectiveness. It allows you to find out how effective the existing organizational structure is, whether the projects being developed or planned activities will be successful. The evaluation is carried out in order to choose the most rational options for the organizational structure, as well as methods for its improvement. The effectiveness of the organizational structure of enterprise management must be evaluated at the design stage, analysis of the management systems of existing organizations, planning and implementation of measures to improve the structure.

The effectiveness of various organizational structures is evaluated through the possibility of the most complete and sustainable achievement of the set goals at reduced costs for the functioning of the organizational structure. The criterion for the effectiveness of measures to improve the organizational structure is the possibility of a more complete and stable achievement of the set goals or a reduction in management costs. The effect of the implementation of measures should exceed the production costs within the standard period.

The indicators that are used in assessing the effectiveness of the administrative apparatus and its organizational structure can be divided into three interrelated groups.

1. Indicators that characterize the effectiveness of the management system, expressed in the final results of the company's results and management costs. When evaluating the effectiveness on the basis of indicators characterizing the final results of the organization's activities, as an effect due to the functioning or development of the management system, an increase in the volume of products and profits, a reduction in cost, savings on capital investments, product quality, implementation time can be considered. new technology etc.
2. Indicators characterizing the content and organization of management processes, including the immediate results and costs of managerial work. As management costs, current expenses for the maintenance of the apparatus, operation of technical means, maintenance of buildings and premises, training and retraining of personnel, as well as one-time expenses for research and design work in the field of creating and improving control systems, for the purchase of computer equipment and other technical funds used in management, construction costs.

When evaluating the effectiveness of the management process, indicators are used that can be evaluated both quantitatively and qualitatively. They acquire a normative character and can be used as a criterion of effectiveness and limitations when the organizational structure is changed in the direction of improving one or a group of performance indicators without changing the rest. The normative characteristics of the administrative apparatus include productivity, efficiency, adaptability, flexibility, efficiency, reliability.

1. Indicators characterizing the rationality of the organizational structure and its technical and organizational level, which can be used as normative in the analysis of the effectiveness of the designed options for organizational structures. These include the linkage of the management system, the level of centralization of management functions, the accepted standards of manageability, the balance of the distribution of rights and responsibilities, the level of specialization and functional isolation of subsystems, etc.

To evaluate the effectiveness of management decisions, it is necessary to determine how the management system and its organizational structure correspond to the management object. It's about on the balance of management functions and goals, the content completeness and integrity of management processes, the compliance of the staff with the volume and complexity of work, the completeness of the provision of production and technological processes necessary information, security of processes for managing technological means, taking into account their nomenclature, capacities and speed. Important conditions that must be observed when forming a system of indicators for assessing the effectiveness of an organizational structure are ensuring the structural and hierarchical correspondence of indicators to the system of goals of the organization, the ability to adequately reflect the dynamism of managed processes, the balance and consistency of indicators.

How is it possible to improve the structure of enterprise management

The most significant factors in improving the organizational structure of enterprise management are the volume of activities, the degree of its diversity, the location of production, the technologies used, the attitude of managers and employees towards the enterprise, changes in the external environment, strategies implemented at the enterprise. Any type of organizational structure manifests itself depending on the conditions in which the economic entity operates.

The organizational structure of enterprise management is improved using the following steps.

1. Diagnostics- at this stage, the existing management structure is examined, its bottlenecks and problems are identified, the organizational structure, staffing, department regulations, job descriptions and other regulatory documents are analyzed. Also during this period, the staff is assessed, the compliance of employees with their positions is determined.
2. State being studied managerial organizational structure based on comparison of actual indicators with standard and planned values. Such an analysis helps to identify the shortcomings of the management system. At this stage, the expert method and the goal structuring method are applied. The grouping of managerial activities into specified categories makes it possible to focus the activities of departments on solving specific production problems.
3. Development of a new organizational structure– creation of a plan for making adjustments and a list of documents regulating the work. At this stage, a comparative method should be applied, which involves the use of such elements of the management mechanism that have already proven themselves in practice in similar companies with similar volumes and types of production, etc. The comparative method involves the development and application of standard management models, manageability standards, a list of management functions , a variety of calculation formulas that allow you to calculate the standards of the staff of managers. In the context of a significant variety of organizational structures and methods for calculating the number of staff, as well as the lack of qualified specialists, this approach is progressive. At the same time, he focuses on the average composition of managerial functions and puts serious restrictions on the choice of organizational structures.
4. Holding organizational change - elimination of misunderstandings on the part of employees, their training in actions in the changed conditions, writing updated job descriptions, analysis of the effectiveness of adjustments (as far as the costs correspond to the task set). At this stage, the method of creating models is quite applicable. It is based on the use of clear formalized models of the object and the management system. This method provides for the allocation of certain points in the production processes - places that require managerial intervention. Then the nature and frequency of such intervention, the composition and volume of information, technical means and other components of the management process are clarified. By the way, these processes are developed on the basis of regulatory requirements. On the basis of the developed characteristics, the number of employees, their subordination in the process of managerial activity, and the composition of the divisions of the management apparatus are established.

Information about the expert

Andrey Sooliatte, General Director of BPM Consulting Group, Moscow. Andrey Sooliatte held various positions at MMC Norilsk Nickel, Unicon/MC Consulting Group, Parus Corporation, participated in the development and implementation of more than 70 organizational change projects, including for the United Aircraft Corporation (UAC), companies " Rosneft, Techsnabexport, TNK-BP. BPM Consulting Group. Field of activity: analysis and optimization of business processes, design and optimization of the organizational structure.

Organizational structures of management

The concept, elements and characteristics of the organizational structure of management.

Classification of organizational structures of management.

Centralization, decentralization and norms of controllability.

Factors affecting the organizational structure.

Designing organizational structures of management.

Organizational structure is one of the main elements of organization management. It is characterized by the distribution of goals and objectives of management between departments and employees of the organization. Essentially, the governance structure is organizational form division of labor for the adoption and implementation of management decisions.

Under the organizational structure of management, it is necessary to understand the totality of management links located in strict subordination and providing the relationship between the management and managed systems.

The internal expression of the organizational structure of management is the composition, ratio, location and interconnection of individual subsystems of the organization. It is aimed primarily at establishing clear relationships between individual divisions of the organization, the distribution of rights and responsibilities between them.

The following elements are distinguished in the organization's management structure: links (departments), levels (stages) of management and communication - horizontal and vertical.

TO management links include structural units, as well as individual specialists performing the relevant management functions or part of them. The management links should also include managers who regulate and coordinate the activities of several structural units.

The formation of the management link is based on the performance of a certain management function by the department. Communications established between departments are horizontal.

Under management level understand the totality of management links that occupy a certain stage in the organization's management systems. Management levels are vertically dependent and subordinate to each other in a hierarchy: managers at a higher level of management make decisions that are concretized and brought to lower levels.

The creation of an organizational management structure provides for making decisions on its six main characteristics:

specialization of specific types of work and work tasks performed separately as part of solving specific tasks to achieve the goals of the enterprise;

the formation of units and the establishment of links between them;

definition of a chain of commands (hierarchy of management);

definition of norms of manageability in relation to different levels and types of management activities;

establishing the level of centralization and/or decentralization of management;

formalization of the decisions made on the organization of work (on the implementation of the organizational structure).

Establishing a specific governance structure includes two processes:

Distribution of work for their effective implementation by types and organizational levels of management (processes of functionalization and departmentation).

Establishing the powers, rights and responsibilities of specific managers for achieving the goals of the enterprise and solving specific problems (the process of delegation of authority).

Functionalization provides for the distribution and specialization of work performed to achieve the goals of the organization, according to the functional principle, taking into account their complexity and technological specifics.

Department represents the process of grouping related functions and activities into units. For this, two approaches are used. functional approach provides for departmentalization by type of activity or by functional specialization of units. Divisional submove reflects the formation of divisions by product, consumer, regional and other similar features that characterize the market orientation of the divisions of the enterprise. The implementation of these approaches leads to the formation of functional and divisional organizational structures, respectively.

Depending on the degree of manifestation of such properties as complexity, formalization and centralization, management structures are divided into two groups: mechanistic (hierarchical) and organic (adaptive) structures.

Figure 1- Approaches to the formation of the organizational structure

mechanistic structure is a rigid hierarchy (pyramid) of control. organic structure 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 lower levels of management.

VERTICAL FUNCTIONAL APPROACH

Functional structure provides for the grouping of positions into departments based on the similarity of skills, experience, work operations and resource use. The functional structure can be thought of as a division into departments according to organizational resources because each type of functional activity—accounting, human resources, engineering, and manufacturing—is associated with specific resources used to carry out organizational tasks.

The main departments reporting to the director (departments of finance and accounting, human resources, production and marketing) are grouped based on the similarity of experience and resources. Each functional department takes care of the organization as a whole. For example, the marketing department is responsible for all sales and marketing activities, while the finance and accounting department handles financial matters for the entire company.

The functional structure has a strictly vertical orientation. Information moves up and down the vertical hierarchy, and chains of command converge at the top of the organization. In an organization with a functional structure, employees in each department interact primarily with their colleagues in the department in order to coordinate work, complete tasks, or implement decisions that are transferred to lower levels of the hierarchy. Managers and employees are well suited to each other due to similar training and experience. Typically, rules and procedures govern the duties and responsibilities of each employee, and employees at lower levels of the hierarchy recognize the right of those who occupy a higher position in the hierarchy to make decisions and give orders.

DIVISIONAL APPROACH

In contrast to the functional approach, in which people are grouped according to the principle of the same skills and resources, divisional structure arises when the main criterion for combining employees into departments is the products manufactured by the organization. The divisional structure is sometimes called commodity structure .

Most large corporations have separate divisions that perform different tasks, use different technologies, or serve different customers. When a large organization manufactures products for different markets, a divisional structure works well because each division is a stand-alone business. Microsoft divided into three divisions: platform Products & Services (including Windows and MSN); business (including products "Office" and "Business Solutions"); And Entertainment & devices (Xbox games, Windows mobile and Microsoft TV). Each such business unit is led by its own president responsible for the results of its work, and each business unit has functional divisions as an independent company; these divisions are engaged in the development of their own products, sales, marketing and financial operations.

In a divisional structure, divisions are created as autonomous units with their own functional departments for each division. Each functional department is allocated the resources necessary to produce the respective product. Whereas in a functional structure, all designers come together and work on all products, in a divisional structure, independent design departments are created within each division. Each department is small and focuses on one product line or one customer segment. There is duplication of departments for several product lines

The main difference between a divisional structure and a functional one is that the management chain for each function converges in the divisional hierarchy at a lower level. In a divisional structure, differences of opinion between R&D, marketing, manufacturing, and finance will be settled at the divisional level, not the chief executive (president). Thus, the divisional structure encourages decentralization. Decision making is shifted down at least one level of the hierarchy, freeing up the time and energy of top managers for strategic planning.

An alternative to divisional distribution by product lines is to group the activities of companies by geographical re regions or groups of buyers .

In geographic, all functions in a particular country or region report to a single unit manager. The structure helps to focus the company's efforts on the needs of the local market. Competitive advantage can be achieved through the production or marketing of a product or service that is tailored to the characteristics of a given country or region.

MATRIX APPROACH

Matrix approach simultaneously combines the features of functional and divisional structures. The matrix structure was created as a means of improving the coordination and dissemination of information in the horizontal plane. One of the unique properties of the matrix is ​​that it has dual lines of authority. In Figure 2, the functional hierarchy of power has a vertical structure, while the divisional hierarchy of power has a horizontal structure. The vertical structure provides traditional control within functional departments, while the horizontal structure provides coordination between departments.

Figure 2 - The structure of dual powers

in a matrix organization

Thus, the matrix structure supports the formal chain of command for both functional (vertical) and divisional (horizontal) relationships. Due to this dualism in structure, some employees may report to two managers at the same time.

The uniqueness of the matrix structure lies in the presence of dual lines of authority. To understand how a matrix works, consider the global matrix structure shown in Figure 3.

The two lines of power are determined by the regions where the company operates and its products. The manager responsible for the German market coordinates the work of all subsidiaries in Germany, and the manager responsible for plastic products coordinates the production and marketing of plastic products worldwide. Managers of local branches in Germany will report to two heads - responsible for the territory and responsible for the goods. The structure of dual subordination violates the principle of one-man command, but it is necessary when functional and divisional relationships are equally important. Implementing dual lines of authority can be confusing at first, but once the manager learns how to use this structure, the matrix will provide excellent coordination for each geographic region and each product line.

Figure 3 - Global matrix structure

The success of the matrix structure depends on the abilities of the people in the key matrix roles. Employees reporting to two supervisorslam, i.e., accountable simultaneously to two bosses, must cope with conflicting demands emanating from two matrix managers. They must confront the two bosses and implement joint decisions. They need excellent human relations skills to deal with two managers and resolve conflicts. matrixsupervisor is a product line manager or functional manager responsible for one side of the matrix. supreme leader of the company is responsible for the matrix as a whole and oversees both the product and functional command chains. He is responsible for maintaining the balance of power between the two sides of the matrix. If a dispute arises between them, the problem should be referred to the top for consideration by the top management.

TEAM APPROACH

One of the most notable trends in departmentation seen in last years, was the use of team concepts. The vertical chain of command is a powerful means of control, but it takes a lot of time to go through all decisions throughout the hierarchy and concentrates all responsibility at the top. The team approach allows managers to delegate authority, transfer responsibility to lower levels, and make the organization more flexible and adaptive to the changes taking place in a competitive global environment.

There are two types of team approach in organizations. The first one involves the use multifunctional teams consisting of employees of various functional units who are responsible for the activities of the group and are jointly engaged in solving the tasks set. Team members usually continue to report to "their" functional departments, but at the same time they become accountable to their team as well. One of them, as a rule, performs the role of a leader, a team leader.

Cross-functional teams are usually created to provide horizontal coordination in addition to an already existing divisional or functional structure. As a rule, multifunctional teams are used in change projects, for example, those related to the creation of a new product or service.

The second approach is to use permanent teams, i.e. groups of workers acting as formal departments. Each such team consists of employees from all functional areas who focus on the implementation of a specific task or project.

For example, in a car factory, this task might be parts supply and logistics. Since representatives of all functions of the organization work on a task or project, the focus is on communication and information exchange in a horizontal plane. Powers are transferred to the lower levels, and the right to make decisions and act on their own is often vested even in front-line employees. All members of the team can become the leader of the team in turn, or there may not be a clearly expressed leader at all.

Command structure assumes that the entire organization consists of horizontally arranged teams that coordinate their efforts and work directly with customers to achieve the goals of the organization.

For example, the UK's largest design firm Imagination Ltd. consists entirely of commands. Before starting any new project, whether it's lighting systems for Disney cruise ships or packaging for Ericsson cell phones, Imagination a new team of specialists is being created who cooperate with clients during the development and implementation of the project.

NETWORK APPROACH

The newest approach to departmentalization involves further development of the idea of ​​horizontal coordination and cooperation in the horizontal plane outside the organization. In many industries, vertically integrated, hierarchical organizations provide the opportunity for loosely interconnected groups of companies with porous boundaries. Outsourcing, which involves the transfer of certain types of activities, such as production, to contractors, has become another important sign of today. In addition, partnerships, alliances and other complex forms of cooperation are now becoming the main way to achieve strategic goals.

In the recording industry, firms such as vivendi Universal And Sony, formed networks of alliances with Internet service providers, digital retailers, software developers and others to deliver music to consumers in new ways. Some organizations are completely moving to a network approach, creating innovative structures.

network structure involves the transfer by the company of most of its main functions to independent firms and the coordination of their activities with the help of a small parent organization.

A network organization can be depicted as a central node surrounded by a network of third-party specialized companies (Figure 4). Accounting, design, production, distribution and other functions are entrusted to independent companies. Electronic communications are established between them and the head office. With the help of computer networks and the Internet, organizations can exchange information so easily and quickly that a loose network of suppliers, manufacturers, assemblers, and distributors looks and functions like a single company.

Figure 4 - Network approach to departmentation

The network structure is based on the following idea. The company gets the opportunity to focus on what it can do best, and entrust the rest of the necessary functions to other firms with competencies in their respective areas. As a result, the company achieves better results with fewer resources. Answer the question "What is an organization?" in relation to the network organization in traditional terms is very difficult. Parts of the network organization may be dispersed throughout the world. They are brought together on a contract basis, and their activities are coordinated through electronic communication channels, which leads to the emergence of a new form of organization. Like building blocks, individual network elements can be added to or removed from the network to meet changing needs.

In many respects it is similar to the network so-called modular approach , when using which a manufacturing company purchases from suppliers not individual parts, but finished units, from which finished products are then assembled with efforts not a large number workers. New jet aircraft for businessmen "Continental" of the Canadian company bombardier assembled from a dozen modular components that are produced in different parts of the world; engines - in the USA, the nose and cockpit - in Canada, the fuselage - in Northern Ireland, the tail - in Taiwan, the wings - in Japan, etc.

But leaders in the use of the modular approach are automobile plants of companies such as General Motors, Ford, Volkswagen And DaimlerChrysler. Under the modular approach, responsibility for the development of entire sections of the vehicle, such as the chassis or interior, is left to external suppliers. Suppliers design and assemble modules, with some of the necessary parts they manufacture themselves, and some are purchased from subcontractors. These modules are then delivered directly to the assembly line, where a relatively small number of workers assemble them into finished vehicles.

Table 1 - Advantages and disadvantages of various structural approaches

The concepts of "centralization" and "decentralization" refer to the levels of the hierarchy at which decisions are made. Centralization means that decision-making power is concentrated at the top levels of the organization. Decentralization means that decision-making power is shifting towards the lower levels of the organization. The optimal hierarchical decision-making level for an organization can be determined empirically.

Over the past 30 years, there has been a trend towards decentralization of organizations. It is believed that decentralization allows to relieve top managers, use the skills and abilities of employees more effectively, ensure decision-making on the ground by people who are aware of current events, and respond more quickly to external changes.

However, this trend does not mean that every organization should decentralize every decision. Managers must diagnose the situation and choose the levels of decision making that best suit the needs of the organization.

Typically, the choice in favor of centralization or decentralization is influenced by the following factors:

Increasing volatility and uncertainty in the external environment is usually associated with decentralization.

2. The degree of centralization or decentralization should correspond tofirm strategy. For example, Jopsop&Jopsop gives its 180 subsidiaries almost complete freedom to develop and market their own products. Decentralization is in line with the corporate trend of empowering its business units, which, by being close to customers, can respond more quickly to their needs. With the opposite approach Rrocter& GAmble has re-centralized some of its operations in order to be more focused and more efficient in exploiting the power of this giant company to influence the operation of its business units.

3. During periods of crisis or the risk of a company's collapse, the authorities cancan be concentrated at the highest level. When Honda failed to reach agreement among its divisions on the release of new models, its president Nobuhiko Kawamoto made a decision on his own.

Controllability rate determined by the number of employees reporting to the manager. This characteristic of structure, sometimes called control standard, determines how closely a manager can control his subordinates. Traditional organizational chart views recommend that the manageability rate be approximately seven employees per manager. Today, however, many "lean" organizations have raised their manageability to 30, 40 people, or even more.

Studies carried out over the past 40 years show that the controllability rate varies over a wide range and its value is influenced by many factors. Usually, when a manager needs to interact closely with subordinates, the norm should be low, otherwise it can be increased.

The following factors are associated with less manager involvement and thus with a higher level of control:

The work performed by subordinates is stable and routine.

Subordinates perform the same type of work tasks.

Subordinates are in the same room.

Subordinates are well trained and need little direction in completing tasks.

There are all the necessary rules and procedures that determine the order in which tasks are performed.

The manager has support systems and support staff at his disposal.

The manager needs little time to perform activities that are not related to the control of subordinates, such as planning or coordinating efforts with other departments.

The manager's personal preferences and working style favor an increase in the manageability rate.

The average manageability rate in an organization determines whether the structure is tall or flat. For high structure characterized by a low rate of manageability and a greater number of hierarchical levels. flat structure characterized by a high rate of manageability in the horizontal dimension and a small number of levels of hierarchy.

Having too many hierarchical levels and too little control is a common structural disease of organizations. As a result, routine decisions can be made at the highest levels of the organization that distract top managers from important long-term strategic issues and at the same time limit the creativity and innovation of lower-level managers in solving problems. In recent years, in order to facilitate the process of delegation, there has been a tendency to increase the standard of control.

As noted above, the process of creating an organizational management structure (OCS) at an enterprise is purely individual and depends on a large number of specific factors that affect the activities of this particular enterprise. At the same time, the analysis of real-life OSU allows us to identify a number of the most common samples, which are usually referred to as typical ones. All of them can be conditionally divided into two large groups: bureaucratic and adaptive organizational management structures.

Bureaucratic (traditional) governance structures

The specificity of these structures lies in the fact that they are oriented and function most effectively in stable conditions. It is understood that it is advisable to create them at those enterprises that operate in long-established and to some extent predictable commodity markets, have their own market segment and can predict the future to one degree or another. Among the most famous bureaucratic structures, it is customary to include the following:

Linear control structure

This is a management structure with unity of command at all levels of the management hierarchy. It is understood that the managers of the lower and middle, and partly top level managements have only one chief and several subordinates over them, who, in turn, are subordinate only to them. So, the enterprise has a general director and three of his deputies: for production, supply and marketing. Each of them has his subordinates. So, the staff of the shops is subordinate to the deputy for production issues, and the staff of the supply and sales departments, respectively, is subordinate to the deputies for supply and sales. At the same time, the deputy for production cannot give commands and require their implementation from employees of the supply and marketing departments, just as the deputies for supply and sales do not have the authority to give instructions to the workers of the shops. As a result, a clear vertical of power is formed, which can be schematically reflected as follows:

Such a management structure, like any other, has its advantages and disadvantages.
Benefits of a Linear Management Structure
1. Simplicity and efficiency - each employee of the organization knows to whom he is subordinate and what he must do. Each senior manager, in turn, knows from whom he receives commands and what resources he has to complete the tasks. The effectiveness of the functioning of this structure has been confirmed by many years of practice.
2. Increased control at all levels of management - this advantage follows from the previous one. The simplicity of the system makes it transparent, and each employee is actually controlled from two sides: from the side of a higher manager, from whom he, as a lower manager, received a task; and from their subordinates, who arrive at the appointed time to receive the task, and then report on its completion.

Disadvantages of Linear Management Structure
1. Increased amount of time for the implementation of management decisions. The reason is that an ideally working linear management structure does not allow management influence "over the head", i.e. the general director does not manage the workers of the shops directly, he sets the task to his deputy for production, he - to the head of the shop, and so on along the chain. As a result, the command reaches the performer with some delay.
2. Poor growth opportunities for general managers. The narrow specialization of managerial employees, which consists in their orientation to the performance of any one (supply, production or marketing) functions, does not allow them to cover the whole picture at once. As a result, each of the deputies CEO very well versed in some issues, but poorly oriented in others, with which he was not connected, being a deputy, but which the general director needs to know.
One of the modifications of the linear control structure is line-staff management structure. This is a linear system, supplemented by specific units - headquarters, which are formed and function under the heads of different levels and serve their activities. The specificity is that these units do not have units subordinate to them, they cannot issue commands, etc. Their main purpose is to serve the activities of the respective manager.
The structure of a typical headquarters is as follows:
. The manager's personal apparatus includes an assistant, a referent, a secretary, etc., i.e. all those who directly provide for its current, daily activities.
. The service apparatus of the manager combines the office or office work, the press service or the public relations department, the legal department, the department for analyzing incoming information (department of letters), etc. . The advisory apparatus of the manager consists of advisers in areas of activity: on economic, political, legal, international and other issues.

Functional management structure

When starting to study this structure, it is necessary to take into account that it has the same components as the linear one, but has a fundamentally different system of connections and relations between them. So, the general director, as in the previous case, has three deputies: for supply, production and sales. But unlike the linear structure, each of them is the boss for the entire staff of the enterprise. However, their power is limited to direct activity- supply, production or marketing issues. It is on these issues that they can give orders and achieve their implementation. As a result, the head of a workshop or a similar unit has several bosses at once, to whom he is subordinate, but each on one issue, for example, on issues of production, supply or marketing.
Schematically, the functional management structure can be represented as follows:


Benefits of a Functional Structure
1. High management efficiency due to narrow specialization and, as a result, good qualifications of managerial employees.
2. Reliable control over the implementation of strategic decisions, since it is carried out by several senior managers at once.
Disadvantages of the functional management structure
1. Difficulties in coordinating the activities of various departments.
2. Limited opportunities for the growth of general managers - this disadvantage, as in the case of a linear management structure, stems from the narrow specialization of managerial employees.
Concluding the consideration of the linear and functional management structures, it should be noted that very often in modern organizations their combination and the formation of the so-called linear-functional or functional-linear management structures are practiced. It is understood that at one of the levels of management, for example, at the level of enterprise management, a linear management structure has been created and each of the deputies of the general director has structural divisions subordinate only to him alone: ​​departments, workshops, etc. Within these divisions, on the contrary, a functional structure has been formed, and each of the deputies of the head of the shop, for example, is the head for all the employees of the shop in his area of ​​activity. The reverse is also possible. At the level of enterprise management, a functional, and within subordinate structural divisions, a linear management structure is created. In any case, the basis for deciding on the choice of a particular management structure are specific factors and conditions for the functioning of the enterprise.

Divisional management structure

This management structure is fundamentally different from both linear and functional. It implies the division of the organization into autonomous blocks - divisions. Each division specializes in the production of a certain group of goods (the provision of certain services), servicing a certain group of consumers or a geographic region. The division is headed by the Deputy General Director. He has a full range of management services at his disposal: supply, production, sales, etc. Within the scope of his powers, he can make decisions independently, without approving them from the General Director. For example, about what goods to produce, where and from whom to buy raw materials, in which markets to sell their products, etc. At the disposal of the general director are such divisions as the personnel department, accounting, security and some others. He reserves the right to determine the development strategy of the enterprise as a whole, as well as the solution of the most serious issues relating to the entire enterprise.
Schematically, the divisional management structure is as follows:


Like any other organizational management structure, the divisional structure has its strengths and weaknesses.
Benefits of a divisional management structure
1. Good opportunities for prompt response to changes in the external conditions of the organization's functioning.
2. Good coordination of the activities of various employees within the same division.
3. Favorable conditions for the growth of general managers.
Disadvantages of the divisional management structure
1. The presence of internal competition between different divisions for the possession of resources and personnel.
2. Difficulties in determining the cost due to the fact that a number of costs (rent, remuneration of employees of the personnel and accounting department, security) are of a general nature.

Adaptive control structures

Unlike traditional structures, adaptive structures are more adapted to work in an uncertain, rapidly changing external environment. That is, an environment that is most characteristic of a modern market economy. The main varieties are matrix and project management structures. Matrix control structure
Most often it is used in enterprises with a single nature of production. These are enterprises producing turbines and generators for hydroelectric power plants, nuclear reactors, unique machine tools, etc. In practice, it looks like this. The company has a general director and several deputies, among whom there are deputies who do not have specific responsibilities. In addition to deputies, there are all traditional management services: supply, production, etc. In the case when an order is received for the manufacture of a product (for example, a turbine for a hydroelectric power plant), a “project implementation team” is created. The head of the project is one of the deputies of the general director, who does not have specific responsibilities. Employees of various departments and services (supply, production, etc.) are transferred to his subordination. For the duration of the project (from several months to several years), they report to the project manager, but at the same time they are not excluded from the lists of their departments and services, and upon completion of the work they return to their places.
Schematically, the matrix control structure is as follows:


Benefits of a Matrix Management Structure
1. Good opportunities for flexible use of limited resources.
2. Good conditions for the growth of general managers.
chief lack of a matrix management structure is its complexity and bulkiness.

Project management structure

In many ways, it is similar to the matrix management structure. However, unlike it, it is created not within an already existing enterprise, but independently, and is of a temporary nature. We are talking about the fact that very often there are problems for the solution of which it is advisable to form a temporary organization. It must have all the necessary components that allow it to qualitatively perform the task. At the same time, within the organization itself, between these components there can be a linear or, for example, a functional type of connection. It all depends on the specifics of the task. So, if the election headquarters of a candidate for mayor of the city is being created, then a linear or functional organizational structure of management can be applied. Because the scale of activity is limited to the territory of one city, and management impact can be effectively carried out from one center. If we are talking about the election of the governor and especially the president, then it is advisable to use a divisional management structure, within which each division is focused on work in a particular region, and the central bodies only coordinate their activities. It remains to add to this that after the task is completed, the project management structures are disbanded and cease to exist.

Lecture, abstract. Types of organizational management structures and their a brief description of- concept and types. Classification, essence and features.

08/07/2008 / term paper The concept of organization. Personnel management as part of the organization. Organizational relations in the management structure. The concept of organizational structure and its types. Bureaucratic management structures. Linear organizational structure of management. 01/10/2008 / term paper Types and types of organizational management structures and conditions for their application. Advantages and disadvantages of different types of organizational structures. Analysis of the features of the organizational structures of Western countries. Prospects for the development of organizational structures. 1.10.2006 / term paper Theoretical aspects of organizational design. The concept and types of organizational structures of management. Designing the organizational structure of the management of the created enterprise - photo salon "Rada". Documentation in the organization. 11/25/2008 / term paper The concept and essence of the organization on the example of LLC "KVIK". Management approaches, external and internal environment of the organization. Types of organizational structures of management. Analysis, improvement of the organizational structure of management. Assessment of the financial condition.