Organizational structures in management. Organizational structures of management

The concept of organizational structure

Organization as a process is a function that is directly related to the systematic coordination of many tasks and the formation of the relationship of people performing.
Organization is the process of creating the structure of an enterprise that enables people to work effectively together to achieve the purpose of the enterprise.

The organizational structure of an enterprise is its organization from separate divisions with their interconnection, which are determined by the goals set for enterprises and its divisions, as well as with the distribution of functions between them. The organizational structure provides for the distribution of tasks and decision-making powers between the executives of the enterprise responsible for the activities of its structural divisions.
The decision on the choice of the structure of the enterprise is mainly made by senior management.

The task of the manager is to choose the structure that best suits the goals and objectives of the enterprise, as well as the internal and external factors affecting it. The structure of the organization should be developed from the top down, i.e. leaders must first divide the organization into broad areas, and then set specific goals and create specific products.

The sequence of building an organizational structure:

• The division of the organization horizontally into broad blocks corresponding to the most important areas of activity for the implementation of strategic plans;
• Establishment of ratio of powers of various positions;
• Definition of long-term responsibilities as a set of specific tasks and functions of specific individuals.

The organizational structure is not a fixed form. Under the influence of factors of the internal and external environment, changes in the organizational structure, called reorganization, are possible. According to the situational approach, the more organizational structure corresponds to the factors affecting it, the more suitable it is for automation.

The problem of improving the organizational structure of management involves clarifying the functions of departments, determining the rights and obligations of each manager and employee, eliminating multi-stage, duplicating functions and information flows.

Types of organizations can be determined by the nature of interaction at each of its levels:

• Organization-external environment;
• Division-division;
• individual-organization.

Types of organizations for interaction with the external environment

Interaction at the level organization-external environment can be carried out using mechanistic or organic approaches.

The mechanistic type of organization is characterized by a wide use of formal rules and procedures, centralized decision-making, narrow responsibility in work, and a rigid hierarchy of power in the organization. The condition for the effective operation of such an organization is a routine technology and a simple, not dynamic environment. The advantages of this type of organization: versatility, predictability, productivity.
Disadvantages: strictly defined operating conditions.

The organic type of organization is characterized by weak or moderate use of formal rules and procedures, decentralization and participation in decision-making by all levels of management, as well as broadly defined responsibility for work, flexibility in the power structure and a small number of levels of hierarchy. Organic organizations respond better to new situations, adapt faster to change, and are generally more agile.

Most modern organizations have to carry out very diverse work. This creates certain management difficulties. To take into account and reflect all these differences in tasks in the strategic and operational plans of the organization and to solve the problem associated with the coordination of specialized managers, various types of departmentalization are used.

departmentalization- this is the division of organizations into blocks, associated with the organizational allocation and separation of groups of complex work. These blocks are called departments, sectors, departments. Level Interactions division-division are built in the organization on the basis of the use different options departmentalization, ranging from simple linear to complex matrix. Different types of departmentalization differ in their predominant focus on grouping work around either resources or results.

Linear departmentalization characterized by simplicity, homogeneity of connections (only vertical connections) and the possibility of self-government (relative autonomy). Linear division along the vertical can be carried out by number, by time, by territory.
Linear departmentalization is effective if the organization performs the same type of work without differentiation of specialists. It is applicable in grassroots production links, family and small businesses and in educational institutions.
An example of the division of a production division (workshop) according to the number is shown in the figure.

With the development of specialization, work began to take shape around the acquisition and distribution of resources. There was a functional departmentalization in the organization.

Functional departmentalization- this is the division of the organization into basic elements, each of which has its own clearly defined task and responsibility. With functional division into parts, specialized works are formed mainly around resources. Functional departmentalization is advisable to apply in organizations that produce a relatively limited range of products and operate in stable external conditions.

To ensure its functioning, the organization requires standard management tasks.
Varieties of functional departmentalization: grouping of works by processes, by technology (grouping of works).
Benefits: Stimulates business and professional specialization, reduces duplication of efforts and consumption of material resources in functional areas, improves coordination in functional areas.
Disadvantages: the priority of the goals and objectives of functional units over the overall goals of the organization and, as a result, the emergence of conflicts; the chain of commands from the head to the direct executor increases.

Product departmentalization occurs when blocks associated with the production or sale of any product are allocated.
With departmentalization by consumer, the grouping of works occurs around the end consumer, for example: men's shoes, women's shoes, children's shoes.
Market departments are built around geographic and sectoral markets for production and sales.

Matrix departmentalization. Distinctive feature- the presence of employees at the same time two bosses with relatively equal rights. It is based on a combination of two approaches: functional, product. The functional (technical) part of the matrix is ​​responsible for providing work with technical management by highly qualified personnel and its development, and the product (administrative) part of the matrix is ​​responsible for planning work, managing and evaluating results, performing work operations and achieving goals.

Advantages of matrix departmentalization: high ability to adapt to changes in the external environment by changing the balance between resources and results, functions and products.
Disadvantages: system of dual subordination, which serves as a source of conflict in the organization; the matrix system is very difficult to implement.

Types of organizations for the interaction of departments

There are three types of organizations for interaction at the level division-division: traditional, divisional And matrix.

Traditional - based on a combination of linear and functional departmentalization. The basis of this structure is the linear divisions that carry out the main work in the organization and serve them with special functional divisions created on a resource basis (personnel, finance, raw materials, planning, etc.). The traditional organization combined the advantages and disadvantages of the two types of departmentalization.

Thus, vertical linear connections allow you to clearly establish relations between the boss and subordinates to coordinate and control work, and the allocation of units according to the functional principle ensures high-quality professional performance of specialized functions at the lowest cost. However, with the growth of organizations within the traditional structure, it is necessary to increase the scale of manageability, which can eventually lead to an unmanageable organization. The predominance of vertical links and the predominantly vertical growth of the organization limit the effective development of horizontal links.

Divisional - the basis of the construction is product departmentalization. For organizations of this type, a combination of central planning at the top and decentralized actions of production units is characteristic. This structure is widely used in conditions of multi-product production or in multinational companies with large territorial disunity. It is also possible to use it in the construction of the state apparatus and in public organizations.

This structure allows the organization to grow rapidly and effectively manage various activities. There are also disadvantages: the growth of the administrative apparatus increases the overhead costs of the organization and in the event of a shortage of resources during their centralization, inter-divisional conflicts are possible.

Matrix - the matrix scheme is not feasible within the framework of a mechanistic approach. Its use requires a transition to an organic approach that provides great opportunities in the design of horizontal informal and indirect connections, which are attributes of the matrix organization. Matrix organizational structures are complex but more flexible.

An important part of the matrix structure is the use of various semi-autonomous groups and collectives. These groups are created for the purpose or for the project to solve a specific problem and at the same time enjoy a certain freedom in organizing their work. group work realizes itself better when a subtask is formed in the group, located at the intersection of functional and linear leadership.
But there are also disadvantages: project-type groups are not stable formations, the intensive use of groups deprives employees of their place in the organization. People are constantly moving from group to group; in such organizations it is difficult to engage in staff development.

Matrix organizations are created when the chosen strategy emphasizes producing high-quality results from a large number of projects, usually in the field high technology, but the work itself seems complex and the disadvantages of using groups are outweighed by the advantages.

Types of organizations by individual-organization interaction

Organizations differ in the nature of interaction at the level individual-organization. Based on this, distinguish corporate And individualistic organization types.

Corporate type organizations- This special system connections between people in the process of their joint activities. Corporations, as a social type of organization, are closed groups of people with limited access, maximum centralization and leadership authority, opposing themselves to other social communities based on their narrow corporate interests.

Organizations of the individualistic type- the opposite of the corporate type of organization is a voluntary and open association of people for joint activities. Resources in such an organization are pooled around a person, and the organization itself is a collection of semi-autonomous entities.

The degree of development of the economy and the ability to quickly and flexibly respond to changes in other components of the external environment largely depend on what type of organization is common in the economy (corporate or individualistic).

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 a general director. 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 procurement 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 high costs for the maintenance of 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 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:

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 control);

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 decisions taken 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 corresponding 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 unique properties The matrix is ​​that it has double 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 workers. 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 to contractors of certain activities, such as production, has become another important sign 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 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 implementation control strategic decisions, since it is carried out by several higher 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, such an environment, which is most characteristic of 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 machines, 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.

Organizational managment structure - a form of system management that determines the composition, interaction and subordination of its elements using linear, functional and cross-functional relationships in the process of communication.

Linear connections arise between subdivisions and heads of different levels of management, where one head is subordinate to another.

Functional links characterize the interaction of managers who perform certain functions at different levels of management, and there is no administrative subordination between them.

Cross-functional links take place between subsections of the same level of control.

From the whole variety of organizational management structures, two large groups are very clearly distinguished. These are hierarchical and adaptive organizational structures (Figure 3.1).

Let's see what their difference is.

Hierarchical organizational structures (they are also called formal, mechanistic, bureaucratic, classical, traditional) are characterized by a firm hierarchy of power in the enterprise, formalization of the rules and procedures used, centralized decision-making, narrowly defined responsibility in activities.

Adaptive organizational structures (organic, flexible) are characterized by vagueness of the management hierarchy, a small number of management levels, flexibility of the power structure, weak or moderate use of formal rules and procedures, decentralization of decision-making, widely conditioned by responsibility in activities.

Hierarchical management structures have many varieties. They are formed in accordance with the principles that were formulated at the beginning of the 20th century. At the same time, the main attention was paid to the division of labor into separate functions.

Modern organizational structures of a hierarchical type are derived from elementary structures. Elementary organizational structure displays a two-level division that can only exist in small businesses. With such a structure in the organization, an upper level (manager) and a lower level (performer) are distinguished. The elementary structures are linear Andfunctional organizational structures of management. These types of structures as independent are not used by any large enterprise.

Linear control structure very simple in its essence: the main principle of its construction is a vertical hierarchy, that is, the subordination of management links from top to bottom. With a linear management structure, the principle of unity of command is very clearly implemented: at the head of each subsection is a head endowed with all powers, who exercises sole leadership of subordinate units, and also concentrates all management functions in his hands.

The heads of subdivisions of the lower levels are directly subordinate to only one head of the highest level of management, the highest management body does not have the right to give orders to any performers, passing through their immediate supervisor. This type of structures is characterized by one-dimensional connections: they develop only vertical connections.

TO advantages of a linear organizational structure management can include:

1) unity of command, simplicity and clarity of subordination;

2) the full responsibility of the head for the results of the activities of subsections subordinate to him;

3) efficiency in decision-making;

4) coordination of actions of performers;

5) receipt by subordinate units of orders and tasks agreed upon among themselves.

disadvantages This simplest kind of control structure can be called:

1) a large information overload of the head, a huge flow of documents, a plurality of contacts with subordinates, higher and adjacent levels;

2) high requirements for the manager, who must be a highly qualified specialist who has versatile knowledge and experience from all management functions and areas of activity that are carried out by employees subordinate to him;

3) the structure can only be adapted to the solution of operational and current tasks;

4) the structure is inflexible and does not make it possible to resolve tasks that depend on the operating conditions that are constantly changing.

The linear organizational structure of management is used, as a rule, only in the lower production units (in groups, brigades, etc.), as well as in small enterprises in the initial period of their formation.

For functional management structure characteristic creation, structural units, each of which has its own well-defined, specific tasks and responsibilities. Consequently, under the conditions of this structure, each governing body, as well as the performer, is specialized in the performance of certain types of management activities (functions). An apparatus of specialists is being created who are responsible only for a certain area of ​​work.

The functional structure of management is based on the principle of complete management: the implementation of the instructions of the functional body within its competence is mandatory for subsections.

Benefits of a functional management structure can be reduced to the following:

1) high competence of specialists who are responsible for performing specific functions;

2) specialization of subsections in the performance of a certain type of management activity, the elimination of duplication in the execution of tasks for the management of individual services.

disadvantages This type of organizational management structure can be called:

1) violation of the principle of full control, the principle of unity of command;

2) lengthy decision-making procedure;

3) difficulties in maintaining constant relationships between different functional services;

4) reducing the responsibility of performers for the work, since each performer receives instructions from several managers;

5) inconsistency and duplication of instructions and orders that the performers receive "from above";

6) each functional manager and functional subsection put their questions in the first place, not coordinating them with the need to achieve the goals set for the enterprise.

To some extent, contribute to the elimination of the shortcomings of the linear and functional organizational structures linear staff and linear functional management structures that provide for the functional division of managerial work into subsections of different levels and a combination of linear and functional management principles. In this case, the functional subdivisions can carry out their decisions either through line managers (under the conditions of a linear-headquarters structure), or, within the limits of special powers, directly bring them to specialized services or individual performers at a lower level (under conditions of a linear-functional management structure).

At the core line-staff management structure there is a linear structure, but with line managers special subsections (headquarters services) are created that specialize in performing certain managerial functions. These services do not have the right to make decisions, but only provide their specialists with a more qualified performance of their duties by the line manager. The activity of functional specialists in these conditions is reduced to the search for the most rational options for solving tasks. The final adoption of the solution and its transfer to subordinates for implementation is carried out by the line manager.

Under the conditions of this type of management structures, the principle of unity of command is preserved. At the same time, an important task for line managers is to coordinate the actions of functional services and direct them into the mainstream of the general interests of the enterprise.

In contrast to the line-staff, in linear functional structure, the most common structure of a hierarchical type, which is still widely used throughout the world, functional subsections can give the most watts of order to lower levels, but not from all, but from a limited range of issues that are due to their functional specialization.

The basis of linear-functional structures is, in addition to the linear principles of management, the specialization of management activities for the functional subsystems of the enterprise (marketing, research and development, production, finance and economics, etc.), as well as the "mine" principle of construction. This principle means that each functional subsystem forms a hierarchy of services ("mine") that permeates the entire enterprise from top to bottom.

Advantages of a linear-functional management structure:

1) stimulation of business and professional specialization in the conditions of this management structure;

2) high production response of the enterprise, because it is built on a narrow specialization of production and a narrow qualification of specialists;

3) reduction of duplication of efforts in functional areas;

4) improving the coordination of activities in functional areas.

Despite the greatest distribution of linear-functional management structures, they have a number of disadvantages:

1) "blurring" of the developed strategy for the development of the enterprise: subdivisions may be interested in the implementation of only their local goals and tasks to a greater extent than the entire enterprise as a whole, that is, setting their own goals higher than the goals of the entire enterprise;

2) lack of close relationships and interaction at the horizontal level between subsections;

3) a sharp increase in the volume of work of the head of the enterprise and his deputies through the need to coordinate the actions of different functional services;

4) an overdeveloped system of vertical interaction;

5) loss of flexibility in the relationship of employees of the administrative apparatus through the use of formal rules and procedures;

6) weak innovative and entrepreneurial response of the enterprise;

8) complicating and slowing down the transfer of information, which affects the speed and timeliness of making managerial decisions; the chain of commands from the leader to the performer becomes too long, which complicates communication.

Divisional structure - a structure based on the separation of large autonomous production and economic subdivisions (departments, divisions) and their corresponding levels of management, with the provision of these subsections with operational and production independence and with the transfer of responsibility for the final financial result to this level.

Operational level management, which focuses on the production of a specific product or on the implementation of activities in a certain territory, was finally separated from strategic, responsible for the development of the enterprise as a whole.

The supreme governing body of the enterprise reserves the right to control corporate-wide issues of development strategy, research and development, finance, investment, and the like. Consequently, divisional structures are characterized by a combination of centralized strategic planning in the upper echelons of management with decentralized activities of departments at the level of which operational management is carried out and who are responsible for making a profit. In connection with the transfer of responsibility for profit to the level of departments (divisions), they began to be regarded as "profit centers".

Divisional structures management is usually characterized as a combination of centralized coordination with decentralized management (decentralization while maintaining coordination and control).

Divisional Approach provides a closer connection between production and consumers, significantly speeding up its response to changes that occur in the external environment.

Divisional structures are characterized by the full responsibility of the heads of departments for the results of the activities of the subsections they head. In this regard, the most important place in the management of enterprises is occupied not by the heads of functional subdivisions, but by the heads who head the production departments.

The structuring of an enterprise by departments (divisions) is carried out, as a rule, according to one of three principles:

1) for grocery products - taking into account the characteristics of the products that are produced or the services that are provided;

2) by groups of consumers - depending on their specific needs;

3) by regional - depending on the territory that is served.

In this regard, distinguish three types of divisional structures: grocery, focused on consumer groups, regional.

Advantages this type of structures:

the use of divisional structures enables enterprises to pay as much attention to a specific product or consumer of a geographical region as a small specialized enterprise does, as a result of which it is possible to quickly respond to changes that occur in the external environment, adapt to changing conditions;

this type of management structure focuses on achieving the final results of the enterprise (production of specific types of products, meeting the needs of a specific consumer, saturation of a specific regional market with goods);

reducing the complexity of management that occurs in senior managers;

separation of operational management from strategic, as a result of which the top management of the enterprise concentrates on strategic planning and management;

shifting responsibility for profit to the level of divisions; decentralization of operational management decisions.

At the same time, there are flaws considered type of organizational structures:

1) divisional management structures led to an increase in hierarchy, that is, a management vertical, which led to the formation of intermediate levels of management to coordinate the work of departments, groups, etc.;

2) contrasting the goals of the departments with the general goals of the development of the enterprise, the disagreement of the interests of the "tops" and "bottoms" in a multi-level hierarchy;

3) the possibility of interdepartmental conflicts, in particular 1 time shortage of key resources that are distributed centrally;

4) low coordination of the activities of departments (divisions), headquarters services are separated, horizontal ties are weakened;

5) inefficient use of resources, the inability to use them fully due to the assignment of resources to a specific subsection;

6) an increase in the cost of maintaining the administrative apparatus as a result of duplication of the same functions in subdivisions and, accordingly, an increase in the number of personnel.

An analysis of the varieties of organizational structures of a hierarchical type testified to the transition to more flexible, adaptive management structures, adapted to dynamic changes and production requirements, was objectively necessary and natural.

For adaptive organizational structures a characteristic lack of bureaucratic regulation of the activities of management bodies, the absence of a detailed division of labor by type of work, blurring of management levels and a small number of them, flexibility in the management structure, decentralization of decision-making, individual responsibility of each employee for the overall performance results.

In addition, adaptive organizational structures are usually characterized by such features:

the ability to relatively easily change its shape;

focus on the accelerated implementation of complex projects and comprehensive programs;

limited action in time;

creation of temporary government bodies.

TO varieties of structures of adaptive type include: design; problem-targeted; structures based on a group approach (team, problem-group, brigade) and network organizational structures.

Design structures - these are management structures for complex activities that, due to their crucial importance, need to provide unceasing coordinating and integrating influence with severe restrictions on costs, timing and quality of work.

Traditionally, a department head in any large enterprise within a hierarchical organizational structure has many different responsibilities and is responsible for different aspects of several different programs, issues, projects, products and services. Of course, under these conditions, even a handsome leader will pay more attention to some types of activities, and less to others. Due to the fact that it is impossible to take into account all the features, all the details of projects, this can lead to the most serious consequences. Therefore, in order to manage projects, and primarily large-scale ones, special project management structures are used.

Project structures at enterprises, as a rule, are used when it becomes necessary to develop and implement an organizational project of a complex nature, which covers, on the one hand, the solution of a wide range of specialized technical, economic, social and other issues, on the other hand, the activities of various functional and linear subsections. TO organizational projects any processes of purposeful changes in the system can be attributed, for example, the reconstruction of production, the development and development of new types of products and technological processes, the construction of facilities, and the like.

Project management structure - this is a temporary structure, created to solve a specific complex task (project development and its implementation). The content of the project management structure is to bring together the most qualified employees of various professions into one team to implement a complex project on time with a given level of quality and within the material, financial and labor resources allocated for this purpose.

Main benefits These types of governance structures are:

integration of different types of enterprise activities in order to obtain high-quality results from a specific project;

an integrated approach to project implementation, problem solving;

concentration of all efforts on solving one task, on the implementation of one specific project;

greater flexibility of project structures;

revitalization of the activities of project managers and executors as a result of the formation of project teams;

strengthening the personal responsibility of a particular manager both for the project as a whole and for its elements.

TO shortcomings The project management structure includes the following:

1) in the presence of several organizational projects or programs, project structures lead to a fragmentation of resources and significantly complicate the support and development of the production and scientific and technical potential of the enterprise as a whole;

2) from the project manager it is necessary not only to manage all stages of the project life cycle, but also to take into account the place of the project in the network of projects of this enterprise;

3) when using the project structure, difficulties arise with the prospective use of specialists in this enterprise;

4) there is a partial duplication of functions.

One of the most complex adaptive-type control structures is recognized matrix structure . It arose as a response to the need for rapid technological change with the most efficient use of a highly skilled workforce.

Matrix structure displays the consolidation in the organizational structure of the enterprise of two directions of leadership, two organizational alternatives. Vertical direction - management of functional and linear structural divisions of the enterprise. Horizontal - management of individual projects and programs, for the implementation of which human and other resources of various subdivisions of the enterprise are involved.

With such a structure, a division of the rights of managers who manage subdivisions and managers who manage the implementation of the project is established. The most important task of the top management of the enterprise in these conditions is to maintain a balance between the two organizational alternatives.

Consequently, a distinctive feature of the organizational structure of matrix-type management is the presence of two managers at the same time, who have equal rights.

There is a system of dual subordination, which is based on a combination of two principles - functional and project (product).

Matrix control structures can be of two types. In the first case, the project manager interacts with two groups of subordinates: with permanent members of the project team and with other employees of functional subsections who report to him on a temporary basis for a limited range of issues. At the same time, the subordination of performers to the direct heads of subsections, departments, and services is maintained. In this case, only performers from the relevant functional subsections can temporarily report to the project manager.

Benefits matrix structure are:

1) integration of different types of activities of the enterprise within the framework of implemented projects, programs;

2) obtaining high-quality results from a large number of projects, programs, products;

3) a significant increase in the activity of employees of the management apparatus as a result of the formation of project (program) teams that actively interact with functional subsections, strengthening the relationship between them;

4) involvement of managers of all levels and specialists in the field of active creative activity from the implementation of organizational projects and, first of all, from the accelerated technical improvement of production;

5) reducing the burden on senior managers by delegating authority, making decisions to the middle level while maintaining the unity of coordination and control over key decisions at the highest level;

6) strengthening the personal responsibility of a particular leader both for the project (program) as a whole and for its elements.

But the development of matrix structures is very often regarded as an achievement in the development of management theory, which is very difficult to implement in practice.

TO shortcomings matrix structures include:

1) the complexity of the matrix structure. For practical implementation, for its implementation, the necessary long-term training of employees and the appropriate organizational culture;

2) in connection with the system of dual subordination, it explodes the principle of unity of command, which often leads to conflicts, within this structure, an ambiguity in the role of the performer and his leaders is generated, which creates tension in relations between members of the labor collective of the enterprise;

3) within the framework of the matrix structure, there is a tendency towards anarchy, since in its conditions rights and responsibilities are not clearly distributed among its elements;

4) the struggle for power, because within this structure there are no clearly defined powers of authority;

5) the presence of additional costs for the maintenance of a larger number of managers, as well as for resolving conflict situations;

6) ambiguity and loss of accountability hinder the achievement of high quality results;

7) there are difficulties with the prospective use of specialists in this enterprise;

8) there is a partial duplication of functions;

9) managerial decisions are made untimely, as a rule, their characteristic group adoption;

10) the traditional system of relationships between subsections is violated;

11) complicates full-fledged control by management levels. At the same time, it should be noted that the transition to matrix structures, as a rule, does not cover the entire enterprise, but only some part of it, and the scale of application of individual elements of the matrix approach in enterprises is quite significant.