Organizational structure of the organization. Organizational structure of the enterprise. Hierarchical type of management structures

Introduction

The organizational structure of management is the internal structure of any production and economic system, that is, a way of organizing elements into a system, a set of stable connections and relationships between them. The management structure is a form within which changes take place, preconditions appear for the transition of the system as a whole into a new quality.

Management structures are constantly being supplemented with all the new varieties, allowing any enterprise to choose the most effective structure or their combination.

The problem of the choice and application of management structures is especially urgent for the Republic of Belarus. There are several reasons for this. First, the majority of domestic enterprises need significant restructuring or, at least, rehabilitation and improvement of management.

Secondly, the Belarusian economy has long been isolated from Western experience in management, and now it is difficult for companies to switch to new management standards, to introduce new-type management structures due to their unpreparedness and lack of access to modern information and communication technologies.

Thirdly, a serious problem for Belarus is the lack of qualified managers who are able to best manage the enterprise and maximize the efficiency of management structures.

The purpose of this test is to study the functional structures of management activities, to determine the principles of their formation. To achieve this goal, the following tasks will be solved:

Determine the importance of functional management structures in the system of organizational structure;

Study the features of functional structures;

Identify the disadvantages and advantages of functional structures;

Determine the scope of functional structures;

Outline the principles of the formation of functional structures.

The set goals and objectives determined the structure of the test, which consists of an introduction, three sections and a conclusion. The list of used sources is completed.

To write the test, such methods of scientific research were used as dialectical, systems analysis, synthesis and historical method, the method of polling, document analysis, comparative analysis.

To fully disclose the topic of the work, textbooks, general and special literature on management and economics, as well as periodicals were used. It should be noted that the topic of the control work is disclosed in the literature in sufficient volume.

1. Functional organizational structures of management activities

The organizational structure of management is the internal structure of any production and economic system, that is, a way of organizing elements into a system, a set of stable connections and relationships between them.

Hierarchical (bureaucratic) management structures are the first systematically developed models of organizational structures and are still the main and dominant forms. The bureaucratic organizational structure is characterized by a high degree of division of labor, a developed hierarchy of management, a chain of teams, the presence of numerous rules and norms of personnel behavior, and the selection of personnel based on their business and professional qualities. Bureaucracy is often referred to as a classical or traditional organizational structure. Most modern organizations are variants of hierarchical structures. The reason for such a long and widespread use of the bureaucratic structure is that its characteristics are still reasonably well suited for most industrial firms, service organizations and all types of government agencies. The objectivity of the decisions made allows an effectively managed bureaucracy to adapt to the ongoing changes. Competency-based employee promotion allows for a constant flow of highly skilled and talented technicians and administrators to such an organization.

Hierarchical management structures come in many varieties. In their formation, the main attention was paid to the division of labor into separate functions. Hierarchical includes linear and functional organizational structures of management.

Let's take a closer look at the functional structures.

The functional management structure is characterized by the creation of structural units, each of which has its own clearly defined, specific task and responsibilities. Consequently, in the conditions of this structure, each governing body, as well as the performer, is specialized in performing 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 divisions. Functional management is carried out by a set of subdivisions specialized in performing specific types of work necessary for making decisions in the linear control system.

The idea of ​​functional structures is that the implementation of individual functions on specific issues is assigned to specialists, i.e. each governing body (or performer) is specialized in the performance of certain types of activities.

In an organization, as a rule, specialists of the same profile are united into specialized structural units (departments), for example, a marketing department, a planning department, accounting, etc. Thus, the overall task of managing the organization is divided, starting from the middle level, according to the functional criterion. Hence the name - the functional management structure.

Functional management exists alongside linear management, which creates double subordination for performers.

As seen from Fig. 1.1., Instead of universal managers (with a linear management structure), who must understand and perform all management functions, a staff of specialists appears who have high competence in their field and are responsible for a certain direction (for example, planning and forecasting). This functional specialization of the management apparatus significantly increases the effectiveness of the organization.

Organizational process Is the process of creating the organizational structure of an enterprise.

The organizational process consists of the following stages:

• division of the organization into divisions according to strategies;
• relationship of authority.

Delegation- this is the transfer of tasks and powers of a person who assumes responsibility for their implementation. If the manager has not delegated the task, then he must complete it himself (M.P. Follet). If the company grows, the entrepreneur may not be able to cope with delegation.

A responsibility- a commitment to fulfill the tasks at hand and to be responsible for their satisfactory resolution. Responsibility cannot be delegated. The scope of responsibility is the reason for the high salaries of managers.

Credentials- limited right to use the resources of the organization and direct the efforts of its employees to perform certain tasks. Powers are delegated to positions, not individuals. Limits of authority are limitations.

Is a real ability to act. If power is what can really do, then authority is the right to do.

Line and staff powers

Linear powers are transferred directly from the boss to the subordinate and then to another subordinate. A hierarchy of management levels is created, forming its stepwise nature, i.e. scalar chain.

Staff powers are an advisory, personal apparatus (presidential administration, secretariat). There is no descending line of command in the headquarters. Great power, powers are concentrated in the headquarters.

Building organizations

The manager transfers his rights and powers. The design of the structure is usually done from top to bottom.

Organizational design stages:

• Divide the organization horizontally into wide blocks;
• establish the balance of powers for positions;
• define your job responsibilities.

An example of building a management structure is the bureaucratic model of organization according to M. Weber.

Organizational structure of the enterprise

The ability of an enterprise to adapt to changes in the external environment is influenced by how the enterprise is organized, how the management structure is built. The organizational structure of an enterprise is a set of links (structural divisions) and connections between them.

The choice of organizational structure depends on factors such as:

• organizational and legal form of the enterprise;
• field of activity (type of products, its nomenclature and assortment);
• scale of the enterprise (production volume, number of personnel);
• markets to which the company enters in the course of economic activity;
• technologies used;
• information flows inside and outside the company;
• the degree of relative endowment with resources, etc.

Considering the organizational structure of enterprise management, they also take into account the levels of interaction:

• organizations with;
• divisions of the organization;
• organizations with people.

An important role here is played by the structure of the organization, through which and through which this interaction is carried out. Firm structure- this is the composition and ratio of its internal links, departments.

Organization management structures

Various organizations are characterized by different types of governance structures... However, several universal types of organizational management structures are usually distinguished, such as linear, linear-staff, functional, linear-functional, matrix. Sometimes within a single company (as a rule, this is a large business), there is a separation of separate divisions, the so-called departmentization. Then the created structure will be divisional. It should be remembered that the choice of the management structure depends on the strategic plans of the organization.

The organizational structure regulates:

• division of tasks into departments and divisions;
• their competence in solving specific problems;
• general interaction of these elements.

Thus, the firm is created as a hierarchical structure.

The basic laws of a rational organization:

• ordering tasks in accordance with the most important points in the process;
• bringing management tasks in line with the principles of competence and responsibility, agreeing on the “solution field” and available information, the ability of competent functional units to accept new tasks to solve);
• mandatory distribution of responsibility (not for the sphere, but for the "process");
• short management paths;
• balance of stability and flexibility;
• the ability for goal-oriented self-organization and activity;
• the desirability of stability of cyclically repeated actions.

Linear structure

Consider a linear organizational structure. It is characterized by a vertical structure: top manager - line manager (divisions) - performers. There are only vertical links. In simple organizations, there are no separate functional units. This structure is built by a meringue of highlighting functions.

Linear management structure

Advantages: simplicity, concreteness of tasks and performers.
disadvantages: high requirements for the qualifications of managers and high workload of the manager. The linear structure is used and effective in small enterprises with uncomplicated technology and minimal specialization.

Line-staff organizational structure

As you grow enterprises are usually linear converted to line-of-staff... It is similar to the previous one, but management is concentrated in headquarters. A group of workers appears who do not directly give orders to performers, but perform consulting work and prepare management decisions.

Linear staff management structure

Functional organizational structure

With the further complication of production, it becomes necessary to specialize workers, sections, departments of workshops, etc., a functional management structure is being formed... The distribution of work is done by function.

With a functional structure, the organization is divided into elements, each of which has a specific function, tasks. It is typical for organizations with a small nomenclature and stable external conditions. Here there is a vertical: the manager - functional managers (production, marketing, finance) - performers. There are vertical and inter-level links. The disadvantage is that the functions of the leader are blurred.

Functional management structure

Advantages: deepening of specialization, improving the quality of management decisions; the ability to manage multipurpose and multidisciplinary activities.
disadvantages: 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.

Linear-functional organizational structure

With a linear-functional management structure, the main links are linear, complementary ones are functional.

Linear-functional management structure

Divisional organizational structure

In large firms, to eliminate the shortcomings of functional management structures, the so-called divisional management structure is used. The distribution of responsibilities is not by function, but by product or by region... In turn, divisional divisions create their own subdivisions for supply, production, sales, etc. This creates prerequisites for unloading higher managers by freeing them from solving current problems. The decentralized management system ensures high efficiency within individual departments.
disadvantages: growth in expenses for management personnel; the complexity of information links.

The divisional management structure is based on the allocation of subdivisions or divisions. This type is currently used by most organizations, especially large corporations, since it is impossible to squeeze the activities of a large company into 3-4 main departments, as in a functional structure. However, a long chain of commands can lead to uncontrollability. It is also created in large corporations.

Divisional management structure Divisions can be distinguished on several grounds, forming structures of the same name, namely:

• grocery.Departments are created by product type. Polycentricity is characteristic. Such structures have been created in General Motors, General Foods, and partly in Russian Aluminum. The responsibility for the production and marketing of this product is delegated to one manager. The disadvantage is duplication of functions. This structure is effective for the development of new types of products. There are vertical and horizontal links;
• regional structure... Departments are created at the location of the divisions of the companies. In particular, if the firm has international activities. For example, Coca-Cola, Sberbank. Effective for geographic expansion of market areas;
• customer-oriented organizational structure... Divisions are formed around specific customer groups. For example, commercial banks, institutions (advanced training, second higher education). Effective to meet demand.

Matrix organizational structure

In connection with the need to accelerate the pace of product renewal, target-oriented management structures have emerged, which have received the names matrix. The essence of the matrix structures is that temporary working groups are created in the existing structures, while resources and employees of other departments are transferred to the head of the group in double subordination.

With a matrix management structure, project teams (temporary) are formed to implement targeted projects and programs. These groups are in double subordination, they are created temporarily. This achieves flexibility in the distribution of personnel, effective implementation of projects. Disadvantages - the complexity of the structure, the emergence of conflicts. Examples include the aerospace company, telecommunications companies doing large projects for customers.

Matrix management structure

Advantages: flexibility, acceleration of innovation, personal responsibility of the project manager for the results of work.
disadvantages: the presence of double subordination, conflicts due to double subordination, the complexity of information links.

Corporate or is considered as a special system of interconnection between people in the process of carrying out joint activities. Corporations as a social type of organization are closed groups of people with limited access, maximum centralization, authoritarian leadership, opposing themselves to other social communities on the basis of their narrowly corporate interests. Thanks to the pooling of resources and, first of all, human resources, the corporation as a form of organizing joint activities of people presents and provides an opportunity for the very existence and reproduction of a particular social group. However, the unification of people in corporations occurs through their separation according to social, professional, caste and other criteria.

The structure is the logical relationship between the management functions and the functioning of the areas, built in such a form that allows you to most effectively achieve the goals of the organization. The structure of production is understood as the number, composition of departments, levels of management in an interconnected unified system.

Principles for the formation of organizational structures:

The structure should reflect the goals and objectives of the firm (i.e., be subordinate to production and change with it).

The structure should reflect the functions of the division of labor and the scope of authority (policy of procedure, rules, job descriptions).

The structure should reflect the characteristics of the external environment.

The structure should reflect the correspondence between functions and powers.

Types of company management structures:

Linear.

The linear organizational structure of management is characterized by the fact that at the head of each structural unit there is a single manager, endowed with all powers and exercising sole leadership of the employees subordinate to him and concentrating all management functions in his hands.

In linear management, each link and each subordinate has one leader, through which all management commands pass through one single channel. In this case, management links are responsible for the results of all activities of the managed objects. It is about the object-by-object allocation of managers, each of whom performs all types of work, develops and makes decisions related to the management of this object.

Since in the linear management structure decisions are passed along a chain "from top to bottom", and the manager of the lower management level is subordinate to the manager of a higher level above him, a kind of hierarchy of leaders of this particular organization is formed. In this case, the principle of one-man management operates, the essence of which is that subordinates carry out the orders of only one leader. The superior management body does not have the right to give orders to any executors, bypassing their immediate superior.

In a linear structure, the organization's management system is arranged according to the production principle, taking into account the degree of concentration of production, technological features, the range of products, etc.

The linear management structure is logically more harmonious and formally defined, but at the same time less flexible. Each of the leaders has all the power, but relatively little ability to solve functional problems that require narrow, specialized knowledge.

The linear organizational structure of management has its advantages and disadvantages:

Advantages	disadvantages
Clear delineation of responsibility and competence	High professional requirements for the manager;
Simple control;	Complex communications between performers;
Fast and economical forms of decision making;	Low level of specialization of managers;
Simple hierarchical communications;
Personalized responsibility.

Functional.

A functional management structure is a structure formed in accordance with the main directions of the organization's activities, where divisions are combined into blocks. For most medium and large enterprises or organizations, the main approach to the formation of divisions is functional. In this case, functions are understood as the main areas of activity, for example, production, finance, sales, etc. In accordance with the functions, blocks of subdivisions are formed - production, management, social.

The separation of individual subdivisions within the blocks is carried out in accordance with one of the approaches discussed above or several at the same time. For example, workshops can be organized taking into account the manufactured products, and sections - based on the technologies used in them.

The production block includes the main divisions associated with the release of specialized products or the provision of services; auxiliary, providing the necessary conditions for the normal functioning of the main divisions; subdivisions serving the main and auxiliary processes; experimental divisions where prototypes of products are made. It is clear that depending on the nature of the organization's activities, the role of certain divisions of the production structure is different - prototypes are not created everywhere, auxiliary production facilities are not everywhere, etc.

The management block includes pre-production units (R&D, etc.); informational (library, archive); service, dealing with marketing research, sales, warranty service; administrative (directorate, accounting, planning service, legal department); advisory (committees and commissions working to improve the organization and technology of production and management).

The third block of the functional structure of the organization is made up of subdivisions of the social sphere - health centers, clubs, children's institutions, recreation centers.

Fields of application of the functional management structure:

Single-product enterprises;

Enterprises implementing complex and long-term innovative projects;

Large specialized enterprises;

Research and development organizations;

Highly specialized enterprises.

Specific management tasks with a functional management structure:

Complexity of communications;

Careful selection of specialist managers in functional departments;

Alignment of the load of subdivisions;

Ensuring the coordination of functional units;

Development of special motivational mechanisms;

Prevention of separatist development of functional units;

Priority of specialists over line managers.

The functional management structure has its advantages and disadvantages:

Advantages	disadvantages
Professional specialization of department heads;	Lack of a unified technical manual for products, projects;
Reducing the risk of erroneous phenomena;	Reducing personal responsibility for the end result;
	The complexity of monitoring the progress of the process as a whole and for individual projects;
High coordination capabilities;	Blurring of responsibility and boundaries of competence.
Ease of formation and implementation of a unified innovation policy.

Linearly functional.

Linear - functional (multilinear organizational) management structure is characterized by the fact that functional management is carried out by a set of subdivisions specialized in performing specific types of work necessary for making decisions in the linear control system.

The idea of ​​this management structure is that the implementation of certain functions on specific issues is entrusted to specialists, that is, each management body (or performer) is specialized in performing certain types of activities. In an organization, as a rule, specialists of the same profile are united into specialized structural units (departments), for example, a marketing department, a planning department, accounting, logistics, etc. Thus, the overall task of managing the organization is divided, starting from the middle level according to the functional criterion. Functional and linear management coexist, creating double subordination for performers.

As you can see in the diagram, instead of universal managers who must understand and perform all management functions, a staff of specialists appears who have high competence in their field and are responsible for a certain direction. This functional specialization of the management apparatus significantly increases the effectiveness of the organization.

The linear-functional management structure has its advantages and disadvantages:

Advantages	disadvantages
High professional level of preparation of solutions;	Complexity of preparation and approval of decisions;
Fast communication;	Lack of unified leadership;
Unloading senior management;	Duplication of orders and communications;
Professional specialization of the head;	Complexity of lack of control;
Reducing the need for generalists	A relatively frozen organizational form that has difficulty responding to changes.

Linear staff structure.

With a line-staff organizational structure of management, the line leader, who heads a specific team, takes full power. The line manager, when developing specific issues and preparing appropriate decisions, programs, plans, is assisted by a special apparatus consisting of functional units (departments, departments, bureaus, etc.).

In this case, the functional structures of departments are subordinate to the chief line manager. They enforce their decisions either through the chief executive or (within the limits of their authority) directly through the respective heads of the executing services. The line-staff structure includes special functional units (headquarters) with line managers who help them to fulfill the tasks of the organization

The line-staff organizational structure of management has its advantages and disadvantages:

Project management structure

In management, a project is, in addition, a temporary subdivision that is liquidated after the completion of the work. As a rule, these works consist in conducting scientific and practical experiments, mastering a new type of product, technology, management methods, which is always associated with the risk of failure and financial losses. An organization consisting of such subdivisions is called a project organization.

Project management structures are mobile and focused on a specific type of activity. This allows you to achieve high quality work performance. At the same time, due to the narrow specialization, the resources used in the project, upon completion of the work, cannot always find themselves further use, which increases costs. Therefore, the use of project structures is not affordable for all organizations, despite the fact that such a principle of organizing work is very fruitful.

One of the forms of project management is the creation of a special unit - a project team (group), working on a temporary basis, that is, during the time required for the implementation of project tasks. The team usually includes a variety of specialists, including work management. The project manager is endowed with the so-called project powers, covering responsibility for planning, scheduling and progress of work, spending allocated funds, as well as material incentives for employees. In this regard, the ability of the leader to develop a project management concept, to distribute tasks among team members, to clearly outline priorities and to constructively approach conflict resolution is of great importance. Upon completion of the project, the structure falls apart, and employees move to a new project team or return to their permanent position. In contract work, they are fired in accordance with the terms of the agreement.

Thus, the scope of design structures are:

When creating a new enterprise;

When creating a new innovative product;

Institutions, subsidiaries or affiliates;

Carrying out large-scale research and development;

A temporary organization created to solve specific problems.

Specific management objectives in a project management structure are:

Justification of criteria, selection of target projects;

Specific requirements for the selection of project managers;

Providing a unified innovation policy;

Prevention of conflicts due to the daily subordination of employees;

Development of special innovative mechanisms regulating intra-firm cooperation.

The project management structure has its advantages and disadvantages:

Advantages	disadvantages
High flexibility and adaptability of systems;	Complex coordination mechanisms;
Reducing the risk of erroneous decisions;	Possible conflicts due to double subordination;
Professional specialization of heads of functional departments;	The vagueness of responsibility for a separate project;
The ability to take into account the specific conditions of the region;	The complexity of control of work on the project as a whole;
Delimitation of areas of responsibility;	The need to differentiate control by function and project.
Personnel autonomy of functional units;	Targeted project management based on one-man management.

Matrix structure .

The matrix structure of management is created by combining structures of two types: linear and program-targeted. During the functioning of the program-target structure, the control action is aimed at fulfilling a specific target task, in the solution of which all parts of the organization are involved.

The entire set of works on the implementation of a given final goal is not considered from the standpoint of achieving the goal provided by the program. At the same time, the main attention is focused not so much on improving individual units as on integrating all types of activities, creating conditions conducive to the effective implementation of the target program. At the same time, program managers are responsible both for its implementation as a whole, and for coordination and high-quality performance of management functions.

In accordance with the linear structure (vertical), management is built for individual areas of the organization's activities: R&D, production, sales, supply, etc. Within the framework of the program-target structure (horizontally), the management of programs (projects, themes) is organized. The creation of a matrix organizational structure for managing an organization is considered appropriate if there is a need to master a number of new complex products in a short time, introduce technological innovations and quickly respond to market fluctuations.

Matrix structures are applied in the following areas:

Diversified enterprises with a significant volume of R&D;

Holding enterprises.

Matrix management structures have opened a qualitatively new direction in the development of the most flexible and active program-targeted management structures. They are aimed at raising the creative initiative of managers and specialists and identifying opportunities for a significant increase in production efficiency.

The main tasks of management with a matrix management structure are:

Ensuring a unified innovation policy in all product groups;

Allocation of the composition of functional services and departments;

Thorough preparation of regulations on departments and job descriptions;

Development of special motivational mechanisms governing intra-firm cooperation;

Providing centralized management of facilities.

As you can see, special staff bodies are being introduced into the established linear structure, which coordinate significant horizontal ties for the implementation of a specific program, while maintaining the vertical relations inherent in this structure. Most of the workers involved in the implementation of the program are subordinate to at least two managers, but on different issues.

Program management is carried out by designated managers who are responsible for coordinating all program communications and achieving program objectives in a timely manner. At the same time, top-level managers are freed from the need to make decisions on current issues. As a result, at the middle and lower levels, the efficiency of management and responsibility for the quality of execution of specific operations and procedures increase, that is, the role of the heads of specialized departments in organizing work according to a clearly defined program increases significantly.

With a matrix management structure, the program (project) manager does not work with specialists who are subordinate not directly to him, but to line managers, and basically determines what and when should be done for a specific program. Line managers, on the other hand, decide who and how will do this or that work.

The matrix management structure has its advantages and disadvantages:

Advantages	disadvantages
Clear differentiation by product (project);	High requirements for line and functional managers;
High flexibility and adaptability of the main divisions;	High communication requirements;
Economic and administrative independence of the subdivisions;	Difficulties and long-term agreement when making a conceptual decision;
High professional qualifications of functional managers;	Weakening of personal responsibility and motivation;
Favorable conditions for a collective leadership style;	The need and danger of compromise solutions;
Ease of development and implementation of a unified policy.	The possibility of conflict between line and functional leaders due to the double subordination of the former.

Requirements for building management structures:

Efficiency (that is, the control action must reach the control object before the change occurs (it will be "late")).

Reliability.

Optimality.

Profitability.

But the structure must first of all correspond to the goals set by the principles and methods of company management. Forming a structure means assigning specific functions to departments.

Structure formation technology:

To carry out the division of the organization horizontally into broad groups (blocks) by areas of activity, by the implementation of strategies. Decisions are made as to which activities should be performed by linear and which by functional structures.

Establish the balance of powers of various positions (i.e. establish a chain of command; if necessary, then make further division).

Determine the job responsibilities of each unit (define tasks, functions) and entrust their implementation to specific individuals.

What's this? A diagram of squares with the names of organizational units, arranged in a specific order?

It is generally accepted by the average person that the organizational structure is a kind of theoretical concept that has a very mediocre relationship to a really operating organization. Moreover, within some existing enterprises, too little importance is attached to the organizational structure when they carry out economic activities. As a result, there are vague functions and responsibilities among the heads of departments, the chaotic system of subordination, the lack of coordination of work and the implementation of tasks to achieve the common goal of any business - making a profit.

The analysis of the financial condition of the organization begins precisely with the study of its organizational structure. Who needs it? Representatives of the external environment of the company - creditors, investors, suppliers, buyers and customers, they all need to clearly understand the logic of the partner company. Representatives of the internal environment - directly to the employees of the enterprise, who also need to know how they interact with colleagues, to whom they report, and to whom part of the responsibilities can be delegated. The set of groups of all employees makes up the organizational structure of the organization's personnel.

What is organizational structure

So what is this concept? - a set of all its divisions, between which functions and tasks are distributed, as well as the relationship between them.

Organizational structure of enterprise management

Organizational is a department that defines the authority and responsibility, accountability and relationship between the heads of departments, as well as establishing a list of staff duties.

Among the main types of organizational structures, there are linear, functional, linear-functional, divisional, matrix and combined.

Linear structure

The linear type of organizational structure is characterized by the fact that each department of the organization is controlled by one leader, who is subordinate to a superior leader, etc. This type has outlived its usefulness, since it is not flexible, does not contribute to adaptability to economic changes and the growth of the company in modern conditions. The leader must be able to navigate in different areas, be a truly broad-based specialist in order to give orders to each service in the organization. Although from the main advantages of the linear type, one can single out its simplicity, the clarity of the interrelationships of the enterprise divisions and their functions.

Linear structure of the organization on the example of the army

The most striking example for the characterization of the linear form of the organizational structure is the army, where, as you know, a clear scheme of organization of subordination of the junior in rank to the senior is in charge.

A diagram of the organizational structure of the army officer corps is presented above.

Functional structure

The functional organizational structure assumes the presence of separate services in the organization (for example, the sales department, human resources, accounting, production and technical department, etc.), the personnel of each of which can interact with each other, and not only with the main manager. This removes most of the load from the chief executive officer, removes the problem of finding wide-profile specialists, which are the advantages of this structure. The presence in the departments of specialists in their particular field contributes to the improvement of the quality of the products. Nevertheless, the use of a functional organizational structure complicates intra-firm communications and contributes to the development of a tendency to shift the responsibility of employees of some services to employees of others.

The functional form of the organizational structure of management on the example of an organization for the production of dairy products

Let's consider this type of organizational structure using the example of a food industry enterprise.

The functional type diagram of the organizational structure shows the relationship between the divisions of the enterprise. So, for example, interacts in the process of carrying out its duties with the departments of the financial service: with the accounting department according to the rates of consumption of fuels and lubricants and write-off of spare parts, with the sales department for issuing shipping documents and agreeing on the route, with the warehouse of raw materials and the main production for transporting materials between them for shop needs, etc. That is, the subdivisions are functionally interconnected, but not subordinate to each other.

Linear functional structure

Linear and functional forms of organizational structures of management are rarely used in their pure form. The linear-functional management structure is capable of solving the shortcomings of these types of organizational structures. From the linear, it generalizes the presence from the functional, it borrowed the presence of functional services that help the first, but are not administratively accountable to them.

Among the advantages of this structure, it should be noted a reasonable ratio between one-man management and narrow-profile specialization of the heads of functional services; the ability to delegate authority to lower levels of line links of functional services. But the disadvantages include the low degree of interaction between the personnel of functional departments, since the relationship is often debugged only among their leaders. The principle of one-man management, when it is strengthened, can adversely affect the quality of manufactured and sold products.

Linear-functional structure on the example of a home appliances and digital electronics store

To illustrate clearly what this type is, let's imagine in the form of a diagram the organizational structure of a store of household appliances and digital electronics.

In the diagram, solid lines show linear connections, and dashed lines show functional ones. So, for example, the cash desk is directly (linearly) accountable to the accounting department, but in the process of performing its functions it interacts with the sales for collection of funds, with the store sales department, with the personnel department for issuing funds, reporting, with the purchasing department for organizing payments to suppliers and contractors in cash ... The sales departments of the store are directly subordinate to the sales department, but in the process of activity they are functionally interconnected with the purchasing department, and with the accounting department, and with the personnel department.

Divisional structure

The divisional structure differs in that the divisions are grouped according to some criterion: by types of products, by regions, by consumer groups. The positive aspects of using this model are a high level of responsiveness and adaptability to changes in the external environment of the firm's existence, the release of a product of higher quality and competitiveness due to the orientation of all participants in the production process in one division. Among the minuses of the structure, it is necessary to note such negative phenomena as the duplication of the functions of divisions and management, the growth of conflicts due to the duality of subordination, the complexity of managing divisions as a whole.

Divisional structure on the example of a food processing plant

The organizational structure of a food production plant is presented as an example. The company is engaged in the manufacture of several types of products. One of the directions is the production of carbonated soft drinks and kvass, and the other is the production of gingerbread and cookies.

As can be seen from the diagram of the divisional organizational structure of the enterprise, it took the types of products produced as the basis for divisional division. Each includes a team of workers, a service of laboratory assistants, a group of sales managers and the composition of the accounting department for calculating wages, calculating the cost of a product, etc.

Matrix type of organizational structure

A matrix structure is a type of structure with dual accountability. This type of organizational structure realizes itself in design work. For example, an organization receives an order to perform some type of work. For this, a project manager is appointed and a number of performers from different functional services are assigned to him. However, they do not leave the subordination of their immediate supervisors, and upon completion of the work they return back to their unit. Among the advantages of this type of organizational structure: high speed of response and susceptibility of the enterprise to changes in the external environment, a high level of adaptability, optimal distribution of powers, responsibility, accountability between functional and line departments. The disadvantages include confusion in the prioritization of tasks between working on a temporary project and in a permanent unit, and hence the threat of brewing conflicts between project managers and the leadership of functional units. The very principle of dual accountability greatly complicates the entire management system.

To more clearly imagine this form of organizational structure, let us turn to the diagram of the enterprise, which took it as a basis.

The company has 5 types of activities: emergency dispatch service, which provides services to several companies in the elimination of emergencies; provision of services for the current sanitary and technical repair of residential buildings; services for the installation of intercoms; wholesale and retail trade in electrical equipment. But the company also takes part in electronic tenders and undertakes the implementation of temporary projects. For each individual project, a leader is appointed, and a number of employees from each functional unit are released to his subordination: an accountant, a personnel officer, a procurement officer and a work brigade. After the completion of work on the project, the production staff is disbanded to the places of performance of direct duties.

Combined structure

The main characteristic of the combined organizational structure of the organization is the combination in it of several of the above types. It contains features of line management, functional relationships, division of services according to selected criteria, as well as the principle of duality of subordination. The combined organizational structure makes it possible to increase the flexibility of the enterprise and its susceptibility to changes in the internal and external environment. The advantages and disadvantages of the combined structure are the same as those of the structures underlying it.

Combined management structure on the example of an enterprise for the extraction and processing of apatite-nepheline ore

Consider this form of organizational structure using the example of an organization that has branches in different regions of the country, as well as engaged in several types of activities. Below is a diagram of the combined organizational structure.

Governance is exercised by the general meeting of shareholders, which stands above the board of directors. The Board of Directors appoints the General Director and the composition of the collegial body of the Management Board, whose responsibilities include managing the strategic development of the enterprise. The Management Board and the General Director are linearly subordinate to Finance, Human Resources, Main Production, Logistics and Material Flows. Functional subdivisions of the Complex are enterprises engaged in the extraction, processing, processing, transportation of ore, as well as a research group. The organizational structure of the organization's divisions operating in different regions is also made up of linear and functional services.

Regardless of the form, the organizational structure should perform the functions of dividing tasks between the services of the organization, determining the competence of each of them in achieving the final result of the activity, and also controlling the inviolability of relationships between departments.

Achieving high performance results is what all companies strive for, without exception. However, without a well-established organizational structure, an enterprise risks failing.

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

Features of the choice of the organizational structure of the enterprise

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

In simple terms, the organizational structure of an enterprise is a set of departments, as well as managers, headed by the general director. Her choice depends on many factors:

• the age of the organization (the younger the company, the simpler its organizational structure);
• organizational and legal form (JSC, LLC, individual entrepreneur, ...);
• field of activity;
• the scale of the company (number of employees, departments, etc.);
• technologies used in the work of the company;
• communication inside and outside the firm.

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

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 varieties of enterprise management structures. At the head is the director, then the heads of departments, then ordinary workers. Those. everyone in the organization is vertically connected. Typically, such organizational structures can be found in small organizations in which the so-called functional units are not distinguished.

This type is simple, and tasks in the organization are usually completed quickly and professionally. If, for some reason, the task is not completed, then the manager always knows that you need to ask the head of the department about the completion of the task, and the head of the department, in turn, knows who in the department to ask about the progress of 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.

Line-staff

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

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

Functional

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

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

These 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 in a functional organizational structure everything is a little blurry.

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

The advantages are that the company can be multidisciplinary and can handle it perfectly. Moreover, due to functional separation, a firm can have multiple goals.

Linear-functional

This organizational structure only applies to large organizations. Thus, 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 type of product, or according to the regional affiliation of the division.

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

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

Matrix

Applicable to those enterprises that operate in the market, where products must be constantly improved and updated. For 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 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 company's flexibility to the external environment. The downside is double reporting, which often leads to conflicts in workgroups.

conclusions

So, the organizational structure of an enterprise is a company management system and the ease of performing tasks, the company's flexibility to the external environment, as well as the burden that falls on the shoulders of managers depend 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 acquires an increasingly complex form, becoming a matrix or divisional one.

The video is an example of the organizational structure of a company: