Scheme of the org structure. Organizational structure. Types of organizational structures of enterprise management

Speaking of organizational structure, we mean the conceptual scheme around which a group of people is organized, the basis on which all functions are supported. The organizational chart of an enterprise is essentially a user manual that explains how an organization is built and how it works. More specifically, the organizational structure describes how decisions are made in a company and who is its leader.

Why is it necessary to develop the organizational structure of the enterprise?

• The organizational structure gives a clear understanding of the direction in which the company is moving. A clear structure is a tool with which to maintain order in decision-making and overcome various disagreements.
• The organizational structure binds the participants. Thanks to her, people who join the group have distinctive features. At the same time, the group itself has certain characteristics.
• The organizational structure is formed inevitably. Any organization, by definition, implies some kind of structure.

Elements of the organizational structure

The organizational structure of any organization will depend on who its members are, what tasks it solves and how far the organization has come in its development.

No matter which organizational structure you choose, three elements will always be present in it.

• Control

A specific person or group of people who make decisions in an organization.

• The rules by which the organization operates

Many of these rules may be explicitly stated, while others may be implicit but no less binding.

• Distribution of labor

The division of labor may be formal or informal, temporary or permanent, but in every organization there will inevitably be some type of division of labor.

Traditional organizational structures

These structures are based on functional unit and departments. They are characterized by the fact that the powers of strategic and operational tasks are concentrated at the top level.

There are several types of traditional structures.

• Linear organizational structure

The simplest structure ever. It is characterized by the presence of a certain chain of command. Decisions go down from top to bottom. This kind of structure is suitable for small organizations such as small accounting firms and law firms. The linear structure makes it easy to make decisions.

Advantages:

• The simplest type of organizational structure.
• As a result of tough management, tough discipline is formed.
• Quick decisions lead to quick and effective action.
• There is clarity in the structures of power and responsibility.
• Since control lies with one boss, in some cases he can be flexible.
• There are good career prospects for people who do quality work.

Disadvantages:

• There are opportunities to influence the head of the department.
• A constant problem is the lack of specialization.
• The department head may be overworked.
• Communication is carried out only from top to bottom.
• A boss with power may misuse it for his own benefit.
• Decisions are made by one person.

Line staff organization

Such a structure is characterized by the presence of line managers and departments that, in fact, do not have the right to make decisions. Their main task is to assist the line manager in performing individual management functions. The decision-making process in such a structure is slower.

Advantages:

• Allows employees to complete tasks quickly.
• Helps employees take on responsible roles and specialize in specific roles.
• Helps line managers to focus on specific tasks.
• With organizational change, the risk of resistance is minimal.
• Employees feel that their contribution is appreciated.

Disadvantages:

• There can be confusion among employees.
• Employees do not have enough knowledge to focus on the result.
• Too many levels of hierarchy.
• Employees may disagree, which slows down work.
• More costly structure than a simple line organization due to the presence of department heads.
• Decisions can take too long.

Functional structure

This kind of organizational structure classifies people according to the function they perform in professional life.

Advantages:

• High degree of specialization.
• Clear chain of command.
• Clear understanding of responsibility.
• High efficiency and speed.
• No need for duplication of work.
• All functions are equally important.

Disadvantages:

• Communication faces several barriers.
• The focus is on the people, not the organization.
• Decisions made by a single person may not always benefit the organization.
• As a company grows, it becomes more difficult to exercise control over the activities within it.
• Lack of teamwork between different departments or units.
• Since all functions are separated, employees may not know what is happening with colleagues.

Divisional structure

This includes the kinds of structures that are based on the different divisions in the organization. They group employees based on products, markets, and geographic locations.

• Product (commodity) structure

This structure is based on organizing employees and working around different products. If a company produces three different products, then it will have three different divisions for those products. This type of structure is best suited for retail stores with many products.

Advantages:

• Structural units that do not work can be easily closed.
• Each unit can be managed as a separate structural unit.
• Fast and easy decision making.
• Greater independence for decision makers.
• Individual products receive individual attention depending on the problems that arise.
• The organization is characterized by high productivity and efficiency.

Disadvantages:

• Since each structural unit works independently, organizational goals cannot be achieved.
• Unhealthy competition among internal divisions.
• A large number of organizational levels hinders business development.
• All units cannot be equal.
• Marketing individual products can vary greatly in cost.

Market Structure

Employees are grouped based on the market in which the company operates. A company can have five different markets, according to this structure, each of them will be a separate division.

Advantages:

• Employees can communicate with customers in the local language.
• They are available to clients.
• Problems in a particular market can be solved in isolation.
• Since people are responsible for a specific market, tasks are completed on time.
• Employees specialize in working in a particular market.
• New products for specialized markets may be introduced.

Disadvantages:

• There may be intense competition among employees.
• Decision making can lead to conflict.
• It is difficult to define productivity and efficiency.
• All markets may not be considered equal.
• There may be a lack of communication between superiors and employees.
• Employees may misuse their authority.
• Geographic structure

Large organizations have offices in various locations. The organizational structure in this case follows the zonal structure.

Advantages:

• Good communication among employees in the same location.
• Local workers are more familiar with the local business environment and can adapt to geographic and cultural conditions.
• Clients feel better connected with local managers who can speak their language.
• Reports on the work of individual markets.
• Decisions are made carefully.
• New products or product modifications may be introduced to meet the needs of a particular area.

Disadvantages:

• There may be unhealthy competition among different geographical areas.
• Company ethics and principles may differ from region to region.
• Tracking the performance and profits of each area can be time consuming.
• There may be poor communication among employees in different regions.
• Interaction between employees of different regions may not work out.

Matrix structure

It is a combination of product and functional structures. It combines the benefits of both structures for greater efficiency. This structure is the most complex of the existing ones. A distinctive feature of the matrix structure is the subordination of employees to two or more managers of the same level.

There is a functional matrix. In this type of matrix structure, project managers keep track of the functional aspects of the project. However, they have very limited power, the head of the functional unit actually manages the resources and the project.

Advantages:

• Employees do not work in temporary jobs.
• The head of the functional unit manages the project.
• The head of the functional unit is responsible in case something goes wrong.
• The more the project manager communicates with employees, the better the results.
• The project manager can really make a difference without being in control.
• Decision making is concentrated in the hands of the head of the functional unit.

Disadvantages:

• The project manager may face apathy from employees.
• The project manager does not have full authority.
• Being out of control, employees may show less performance for the entire department.
• The project manager has weak power, which does not allow him to control employees.
• The project manager has no control over workload management and task prioritization.
• The project manager cannot give a report on the work.

There is also a project matrix, when the project manager is primarily responsible for the work, while the head of the functional unit can give methodological advice and allocate resources.

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

The organizational process consists of the following steps:

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

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

Responsibility- the obligation to perform the existing tasks and be responsible for their satisfactory resolution. Responsibility cannot be delegated. The amount of responsibility is the reason for the high salaries of managers.

Powers- 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 restrictions.

is the real ability to act. If power is something that can really do, then authority is the right to do.

Line and staff powers

Linear authority is transferred directly from the boss to the subordinate and then to another subordinate. A hierarchy of management levels is created, forming its stepped character, i.e. scalar chain.

Headquarters powers are advisory, personal apparatus (presidential administration, secretariat). There is no descending subordination in the headquarters. Great power, powers are concentrated in the headquarters.

Building Organizations

The leader transfers his rights and powers. Structure development is usually done from the top down.

Stages of organizational design:

• divide the organization horizontally into broad blocks;
• set the ratio of powers for positions;
• define job responsibilities.

An example of building a management structure is the bureaucratic model of an 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 links 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);
• the scale of the enterprise (production volume, number of employees);
• markets to which the enterprise enters in the course of economic activity;
• technologies used;
• information flows inside and outside the firm;
• the degree of relative endowment with resources, etc.

Considering the organizational structure of enterprise management, the levels of interaction are also taken into account:

• organizations with ;
• departments 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

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

The organizational structure regulates:

• division of tasks by departments and subdivisions;
• their competence in solving certain problems;
• the general interaction of these elements.

Thus, the firm is created as a hierarchical structure.

Basic laws of rational organization:

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

Linear structure

Consider a linear organizational structure. It is characterized by a vertical: top manager - line manager (subdivisions) - performers. There are only vertical connections. In simple organizations, there are no separate functional units. This structure is built without feature highlighting.

Linear control structure

Advantages: simplicity, specificity 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 simple technology and minimal specialization.

Line-headquarters organizational structure

As you grow enterprises, as a rule, a linear structure converted to linear staff. It is similar to the previous one, but management is concentrated in headquarters. A group of employees appears who do not directly give orders to the executors, but perform consulting work and prepare management decisions.

Line-staff management structure

Functional organizational structure

With 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 occurs by function.

With a functional structure, the organization is divided into elements, each of which has a specific function, task. It is typical for organizations with a small nomenclature, stability of external conditions. There is a vertical here: the head - functional managers (production, marketing, finance) - performers. There are vertical and interlevel connections. The disadvantage is that the functions of the leader are blurred.

Functional management structure

Advantages: deepening specialization, improving the quality of management decisions; the ability to manage multi-purpose and multi-profile 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 connections are linear, complementary - 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. Responsibilities are distributed not by functions, but by products or regions. In turn, divisional departments create their own supply, production, marketing, etc. subdivisions. This creates prerequisites for unloading higher-level managers by freeing them from solving current tasks. The decentralized management system ensures high efficiency within individual departments.
disadvantages: growth of expenses for managerial personnel; complexity of information links.

The divisional management structure is based on the allocation of divisions, 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 unmanageability. It is also created in large corporations.

Divisional management structure Divisions can be distinguished according to several criteria, forming structures of the same name, namely:

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

Matrix organizational structure

In connection with the need to accelerate the pace of product renewal, program-target management structures arose, which were called matrix. The essence of matrix structures is that temporary working groups are created in the existing structures, while the 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 that implement targeted projects and programs. These groups are in double subordination, are created temporarily. This achieves flexibility in the distribution of personnel, effective implementation of projects. Disadvantages - the complexity of the structure, the occurrence of conflicts. An example is an aerospace enterprise, telecommunications companies that carry out large projects for customers.

Matrix control structure

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

Corporate or is considered as a special system of interconnection 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, authoritarian leadership, who oppose themselves to other social communities based on their narrow corporate interests. Thanks to the pooling of resources, primarily human resources, a corporation as a form of organizing the joint activity of people represents and provides an opportunity for the very existence and reproduction of a particular social group. However, people are united in corporations through their division according to social, professional, caste and other criteria.

The structure of the organization is a way of building the relationship between the levels of management and functional areas, which ensures that the goal of the organization is optimally achieved under the given conditions.

A functional area is a list of work performed by a specific department of an organization. This concept is related to the category "management function", but is not identical to it. For example, in the performance of such a function as planning, both the planning department and other divisions of the organization, in particular, line managers of production divisions, take part.

The main factors influencing the structure of the organization are its scale, the nature of the work (narrow specialization or conglomerate), market position (leader or outsider), manufactured products (high-tech, traditional, etc.). Taking into account these factors, departmentalization is carried out, i.e. allocation in the structure of the main parts, departments and blocks, departments and divisions, services, bureaus.

Functional organizational structure:

Traditionally, the functions of direct production, circulation (supply of resources and sale of finished products, services), financial and investment spheres are distinguished here. This approach was also acceptable for the structure of territorial governments.

Depending on the scale of the organization, further allocation of elements is carried out. A large factory, university, hospital has a large number of specialized units. In relatively small organizations of the same profile, the number of departments is less, and the functions they perform are more complex.

The advantages of the functional structure are: the specificity of the responsibility of the units; stimulation of business activity and professional growth of performers; reduction of duplication, and consequently - rational use of resources, improvement of coordination.

The advantages of a functional structure are clearly manifested with a limited number of functions. With the expansion of their spectrum, the chain of commands lengthens, and the likelihood of conflicts increases. With the growth of the concentration of production, its inversification and internationalization, the need for other bases for building a structure increases.

The functional structure involves the specialization of units for individual management functions at all levels. Such an organization significantly improves the quality of management due to the specialization of managers; instead of universal managers, there are specialists who are competent in their fields.

The activity of the enterprise can be considered as a combination in various functional areas. The activity of these areas is reflected in the functional processes. Table 1 presents the functional areas of the enterprise, identified by functional feature and the processes that take place in them.

Table 1: Functional areas of management and processes occurring in them

	Functional control area	Processes occurring in the functional area
	Operation management	1.1. Development of strategic plans. 1.2. Connections with the external environment. 1.3. Making managerial decisions. 1.4. Formation of orders and orders.
	Production preparation management	2.1. Calculation of standards. 2.2. Work quality management. 2.3. Technology control. 2.4. Production capacity planning.
	Manufacturing control	3.1. Service quality management. 3.2. Boiler equipment management. 3.3. Drawing up reports and schedules of work performed.
	Planning and economic planning management	4.1. Production capacity planning. 4.2. Drawing up a workforce distribution plan. 4.3. Determining the mode of operation of the enterprise. 4.4. Analysis of reserves of economic activity. 4.5. Financial planning. 4.6. Capital investment management. 4.7. Enterprise fund management.
	Personnel management	5.1. Planning the number of employees. 5.2. Staffing. 5.3. Vacation planning. 5.4. Drawing up a staffing table. 5.5. Preparing orders. 5.6. Accounting for the movement of personnel.
	Accounting	6.1. Crediting, debiting. 6.2. Cash flow. 6.3. Production accounting. 6.4. Profit analysis. 6.5. The movement of material and commodity values. 6.6. Executive budget reports. 6.7. Payroll. 6.8. Preparation of reports for the tax service.
	Raw material management	7.1. Determining the needs for materials, resources and components. 7.2. Control over the storage and quality of materials. 7.3. Preparation of reports and documentation. 7.4. Purchasing activity. 7.5. Accounting for the movement of materials and equipment. 7.6. Communication with suppliers. 7.7. Conclusion of contracts.
	Automation of management tasks	8.1. Setting goals. 8.2. Development of tasks. 8.3. problem solving.

Introduction 2

Types of organizational structures 3

Linear organizational structure 3

Functional organizational structure 4

Functional-linear structure 6

Line-headquarters organizational structure 7

Divisional management structure 9

Matrix organizational structure 10

Conclusion. 12

References 13

Introduction

Structure - a set of elements that make up the system and stable relationships between them. An enterprise is a complex system, within which several interacting structures can be distinguished - sections, workshops, and other divisions.

All production shops and sections of the enterprise, the divisions that manage the enterprise, as well as the employees involved in its maintenance, form the general structure of the enterprise.

The composition of the production links of the enterprise (shops and sections) interacting in the process of manufacturing products, the size of the production links and their ratio in terms of the number of employees, the cost of funds, the occupied area, their spatial distribution represent the production structure, which is part of the overall structure of the enterprise.

The totality of interrelations and relationships between business units that arise in the management process forms organizational structure. The main function of the organizational structure is to ensure control and coordination of the activities of all departments of the enterprise. The organizational structure of the enterprise reflects the level of authority of various functional and linear divisions of the enterprise.

The organizational structure can be formed both in accordance with the functions of the enterprise (planning, accounting, finance, personnel, marketing, production, etc.), and with the features of its activities - the range and range of products, the specifics of the market, etc.

Types of organizational structures

In the organizational structure, each element occupies a specific place. It is characterized by links through which their interaction (direct and reverse) occurs in the process of management. Relationships of elements within the organizational structure can be linear, functional and cross-functional.

Linear connections arise between departments and heads of different levels of management and appear where one head is administratively subordinate to another (director - shop manager - foreman).

Functional connections are characteristic of the interaction between departments and managers related to certain activities at different levels of management. At the same time, there is no administrative blueing between them (for example, the formation of the production program of the workshop: the head of the workshop - the production and dispatch department).

Cross-functional links arise between departments of the same level of management (between the heads of different departments or functional departments of the enterprise).

The nature of the listed links determines the type of organizational structure of management.

Linear organizational structure

Linear organizational structure(Fig. 1) - is based on the principle of unity of distribution of orders, according to which only a higher authority has the right to give orders. Compliance with this principle should ensure the unity of management. Such an organizational structure is formed as a result of building a management apparatus from mutually subordinate bodies in the form of a hierarchical ladder, i.e. each subordinate has one leader, and the leader has several subordinates. Two leaders cannot communicate directly with each other, they must do this through the nearest higher authority. Such a structure is often referred to as a single-line structure.

The advantages of such a structure are:

Simple construction

Unambiguous limitation of tasks, competence, responsibility

Rigid leadership of the governing bodies

Efficiency and accuracy of management decisions

Disadvantages:

Difficult communications between instances

The concentration of power at the top

The linear management structure is used by small and medium-sized firms that carry out simple production, in the absence of broad cooperative ties between enterprises.

Functional organizational structure

Functional organizational structure(Fig. 2) - based on the creation of units to perform certain functions at all levels of management. These functions include research, production, sales, marketing, etc. Here, with the help of directive guidance, hierarchically lower levels of management can be connected to various higher levels of management. The transfer of instructions, instructions and messages is carried out depending on the type of task.

For example, a worker in a workshop receives instructions not from one person (foreman), but from several staff units, i.e. The principle of multiple subordination applies. Therefore, such an organizational structure is called multilinear.

The functional structure of production management is aimed at performing constantly recurring routine tasks that do not require prompt decision-making. Functional services usually include highly qualified specialists who perform specific activities depending on the tasks assigned to them.

The advantages of such a structure include:

Reduction of coordination links

Reducing duplication of work

Strengthening vertical links and strengthening control over the activities of lower levels

High competence of specialists responsible for the performance of specific functions

To the disadvantages:

Ambiguous distribution of responsibility

Difficult communication

Lengthy decision-making process

The emergence of conflicts due to disagreement with directives, as each functional leader puts his questions first

Functional-linear structure

Functional-linear structure(Fig. 3) is based on the "mine" principle of construction, specialization of the management process by functional subsystems.

Features of this structure:

for each subsystem, a hierarchy of services (“mine”) is formed, penetrating the entire organization from top to bottom;

each element has a clearly defined task and responsibilities;

it is expedient to use at enterprises producing a limited range of products, operating in stable conditions and requiring the solution of standard management tasks.

Advantages:

a clear system of mutual relations of functions and divisions;

clear system of unity of command;

clear responsibility;

quick reaction of executive departments to direct instructions from higher-level ones;

reducing duplication of effort.

Disadvantages:

lack of links involved in strategic planning;

a tendency to shift responsibility when solving problems that require the participation of several departments;

low flexibility and adaptability to changing situations;

a large number of "management floors" between workers producing products and the decision maker;

overload of top-level managers;

Line-headquarters organizational structure

Line-headquarters organizational structure(Fig. 4) is based on a linear organization of management.

Peculiarities:

along with line managers, the management apparatus includes headquarters units;

the main task of headquarters units is to assist line managers;

headquarters units do not have the right to make decisions and lead subordinate units;

headquarters units include controlling, marketing, network planning groups, legal services, etc.

a good intermediate step when moving from a linear structure to more efficient ones.

Advantages:

more meaningful and competent preparation of managerial decisions;

release of line managers from solving specific tasks;

opportunity to attract highly qualified specialists.

Disadvantages:

insufficiently clear responsibility, tk. preparing decisions is not involved in their implementation;

tendency to over-centralization;

increasing demands on the top decision-making level of management.

Divisional management structure

In industrialized countries, there is a departure from the linear-functional structure (its classical type has been preserved in medium and small enterprises in traditional business areas). The majority of large companies divisional type of organizational structure(Fig. 5).

The divisional organizational structure is characterized by decentralization of management functions - production units are given autonomous structures that implement the main management functions (accounting, planning, financial management, marketing, etc.). this allows the production departments to independently solve the problems associated with the development, production and marketing of their own products. At the same time, the top management of the enterprise can focus on setting and solving strategic problems.

The transition to this type of organizational structure was determined by:

growing diversification of business activities;

management specialization;

international division of labor;

increase in awareness, self-esteem and expectations of middle managers.

The divisional structure differs from the linear-functional structure in greater flexibility, which ensures the speed of decision-making and is its advantage in a rapidly changing market environment and technological innovations.

The main advantages of the divisional structure:

Flexibility (most effective in a dynamic environment);

Efficiency of decision-making;

Interdisciplinary approach;

Quick solution of complex cross-functional problems;

Focus on new technologies and markets;

Focus on non-price competition.

The disadvantages of the structure include contradictions in the interests of individual departments and the enterprise as a whole, duplication of management functions (growth of the administrative apparatus and low efficiency). With the growth of the enterprise, this can lead to loss of control.

Matrix organizational structure

Matrix organizational structure arises in conditions of diversified production, when an enterprise develops and produces heterogeneous types of products, implements several investment projects, etc. such a structure is a synthesis of linear-functional and divisional structures.

General instructions are given to performers by line managers, and specific instructions are given by managers of individual projects. The latter are endowed with special powers, make decisions, combine and interpret information coming from functional units, monitor the progress of projects. Orders of line managers are agreed in writing with the managers of individual projects in cases where they relate to work on this particular project.

The main advantages of the matrix structure are flexibility, dynamism, guarantees for the preservation and expansion of technological capital and innovative activity. The personal interest of the project manager in his success, due to the desire for professional growth and the identification of individual and collective goals, stimulates team cohesion and ensures the growth of labor productivity. Therefore, such a structure is often used in the implementation of projects that are limited in time.

The disadvantages of the matrix structure include the fact that its implementation is not accompanied by the observance of the principle of one-dimensionality in management, as a result of which each subordinate has not one, but several leaders, whose orders can often be contradictory.

Conclusion.

An analysis of the essence, advantages and weaknesses of a particular organizational structure provides serious grounds for justifying the choice of its specific type for a really functioning or emerging enterprise. However, this factor cannot be limited when making adequate management decisions. The following must also be taken into account:

First of all, the choice of organizational structure is influenced by the size of the enterprise - the size of capital, fixed assets, the number of employed personnel.

A very rigid determinant condition for the organizational structure of an enterprise is the technology used by it.

The territorial size of the market served by one company also predetermines the features of its organizational structure.

The most important factor in the structural dynamics of the enterprise is the nature of the external environment - the degree of its uncertainty, predictability and the rate of change.

Finally, one of the reasons for choosing the type of structural organization of an organization is the personal characteristics and experience of managers, including, and above all, top management.

Bibliography

Avrashkov L.Ya., Adamchuk V.V., Antonova O.V., etc. Enterprise Economics.- M., UNITI, 2001

William J. Stevenson Production Management. - M., CJSC "Publishing House BINOM", 2000

Gruzinov V.P., Gribov V.D. Enterprise economy. Textbook.-M.: IEP, 2004

Kalacheva A.P. Organization of the work of the enterprise.-M .: PRIOR, 2000

Semenov V.M., Baev I.A., Terekhova S.A. Enterprise Economics: Textbook - M .: Center for Economics and Marketing, 2000

Sergeev I.V. Enterprise Economics: Proc. allowance. - 2nd ed., revised. and additional - M.: Finance and statistics, 2004

structure types organizational structures controls: - linear; - functional; - linear-functional...

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   Types organizational structures management Organizational structure management apparatus - a form of division of labor ... the nature of the connections, several main ones are distinguished types organizational structures controls: - linear; - functional; - linear-...

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   Is an type organizational structures, which matches type enterprises and includes certain types organizational structures. 3. Methodical approach to the formation organizational structures ...

3. Types organizational structures controls (2)

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   The nature of the connections are distinguished by several main types organizational structures controls: linear; functional; linear- ... develop and implement new, more flexible types organizational structures, which, in comparison with the bureaucratic ones, were ...

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

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

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

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

In modern conditions main types of organizational structures controls are:

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

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

Figure 5.1 - Linear control structure

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

The main advantages of the linear organizational structure of management:

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

The main disadvantages of the linear organizational structure of management:

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

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

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

Figure 5.2 - Line-staff management structure

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

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

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

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

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

Figure 5.3 - Functional management structure

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

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

The main advantages of the functional organizational structure of management:

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

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

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

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

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

Figure 5.4 - Linear-functional control structure

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

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

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

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

The division is created according to one of the criteria:

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

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

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

The main advantages of the divisional organizational structure of management:

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

Figure 5.5 - Divisional (product) organizational structure of management

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

The main disadvantages of the divisional organizational

management structures:

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

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

Figure 5.6 - Matrix (project) organizational structure

management

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

The main advantages of the matrix organizational structure of management:

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

The main disadvantages of the matrix organizational structure of management:

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

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

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

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

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

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

The organizational structure of management must meet the following requirements:

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

The development of new types of products in the face of increasing competition, the intensive introduction of modern equipment and technologies, the development of new methods of organizing production require constant improvement of organizational management structures.

test questions

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