Organizational process is the process of creating organizational structure enterprises.

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.

A 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.

• 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 company's ability to adapt to change external environment influences 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.

• 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.

• 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 kinds management structures. However, there are usually 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 separate subdivisions, the so-called departmentalization. Then the created structure will be divisional. However, it must be remembered that the choice of governance structure depends on strategic plans organizations.

• 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.

• ordering tasks according to key points 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.

Advantages: simplicity, specificity of tasks and performers.
Flaws: high requirements for the qualifications of managers and high workload of the manager. The linear structure is applied and effective in small enterprises with simple technology and minimum specialization.

Line-headquarters organizational structure

As you grow businesses are usually 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 carry out consulting work and prepare management decisions.

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.

Advantages: deepening specialization, improving the quality of management decisions; the ability to manage multi-purpose and multi-profile activities.
Flaws: lack of flexibility; poor coordination of activities of functional units; low speed of making managerial decisions; lack of responsibility functional leaders for the end result of the enterprise.

Linear-functional organizational structure

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

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 control system ensures high efficiency within individual departments.
Flaws: 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 in activities big company in 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.

• 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.

Advantages: flexibility, acceleration of innovations, personal responsibility of the project manager for the results of work.
Flaws: 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.

MINISTRY OF EDUCATION OF THE RUSSIAN FEDERATION

KEMEROVSK TECHNOLOGICAL INSTITUTE

FOOD INDUSTRY

Test

Management

Performed:

gr. EC nz -

Methodical complex in the discipline "Management" for students of the correspondence faculty of the specialty 060800 "Economics and management at the enterprise"

Year of publication: 2002

Option 5

5. The main structural divisions of the organization

Structural subdivision is an officially allocated management body for a certain area of ​​the organization's activities (production, service, etc.) with independent tasks, functions and responsibility for their implementation. A subdivision can be either isolated (branch, representative office) or not possessing the full characteristics of an organization (internal).

There are several types of enterprise structures:

Organizational

Production

The production units that manage the enterprise and service its employees, the number of such units, their size and the ratio between them in terms of the size of the occupied areas, the number of employees and other characteristics, represent the general structure of the enterprise.

The totality of interrelations and relationships arising in the management process between the divisions of enterprises, including the relationship of the rights and responsibilities of employees for the performance of specific activities in the management process, is the organizational structure of the enterprise. It, in turn, has five types:

1. Linear structure - at the head of the organization and each unit is a leader, endowed with all powers and concentrating all management functions in his hands. Its decisions, passed along the chain from top to bottom, are binding on all lower links. On this basis, a hierarchy of managers of this management system is created (for example, the director of the organization, the head of the shop, the foreman). The advantages of this management structure are the unity and clarity of orders; increased responsibility of the head for the results of the activity of the headed unit; efficiency in decision-making; receipt by the performers of mutually agreed orders. The disadvantages are high requirements for the manager, who must have extensive knowledge and experience in all managerial functions and activities of the enterprise. This structure is usually used in small and medium-sized organizations.

2. Functional structure - a structure in which management actions are divided into linear and functional, and each of these actions is mandatory for execution. Leaders don't interfere in each other's affairs. The general head only coordinates the actions of the heads of departments and performs a limited list of his functions. Advantages of this structure: attraction to the leadership of specialists competent in a particular field; efficiency in solving non-standard situations; fast growth leadership professionalism. Disadvantages: violation of the principle of unity of command; depersonalization of responsibility; Difficulty in coordinating the activities of departments.

3. Linear-functional structure - it includes linear and functional organizations, which creates a double subordination for performers. The advantages are the high competence of specialists responsible for specific functions. The disadvantages include the lack of unity of action; the impossibility of maintaining the constancy of the relationship between functional services; lengthy decision-making process; reducing the responsibility of performers for the work, since each of them receives instructions from several managers.

4. Divisional structure - it is based on the final result. This structure combines the centralization of a number of functions at the highest level and the decentralization of the activities of production units. With this structure, the organization can rationally manage different activities in different markets. The heads of production departments, depending on the products they manufacture, the services provided and the territory assigned to them, coordinate activities not only by “levels”, but also “by functions”. As a result, the decision-making process is accelerated and the quality of implementation is improved. In divisional organizations, interdepartmental careers are also difficult.

Varieties of the divisional structure are regional, product and consumer structures, according to which the organization is divided into elements and blocks according to the types of goods or services, customer groups or geographic regions.

5. Matrix structure is a modern effective type of organizational management structure, which is created by combining two structures: linear and program-targeted. With this structure, the project manager works with specialists who are also subordinate to line managers. It determines what and when should be done for a particular program. The line manager decides who and how will perform this or that work. The advantages of the matrix system are: revitalization of the activities of management employees through the formation of program units that interact with functional units; involvement of managers at all levels and specialists in active creative work to improve production; reducing the burden on managers top level as a result of the transfer of decision-making powers to the middle level. At the same time, coordination and control over the implementation of key decisions remain at the highest level.

With matrix structures, it is often possible to carry out restructuring associated with the introduction of new technological processes and more productive equipment.

With the transition to matrix structures, the greatest economic effect is achieved in large organizations that produce complex products.

Matrix structures are characterized by an increased level of conflict.

6. Combined structure - a set of linear, functional, linear-functional and other management structures, determined by the peculiarities of the work of units within the same organization. In this case, the organization takes the form that is best suited for this particular situation. So, in one department of the company, a product structure can be used, in another - functional, and in the third - matrix. As a rule, the highest level of management is built on a linear-functional structure, the middle level can have the whole variety of management structures. The lower level of management is usually built on a linear management structure. At the same time, the flexibility of the organization's management structures is assessed only by the average level of management. The structures of the higher and lower levels of management in the organization should be more conservative to changes.

In this organization, senior corporate management is responsible for long-term planning, strategic policy development, and the coordination and control of activities throughout the organization. The divisions, which are usually independent economic units, make operational decisions. They report to the parent company mainly in financial matters.

Types of structural divisions

When assigning a name to a structural unit, first of all, it is necessary to decide what type of unit is being created. The most common is the structuring of the organization into the following divisions: 1) control. These are subdivisions formed according to industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. Usually they are created in large companies, bodies state power and local self-government and combine smaller functional units (for example, departments, departments); 2) branches. Treatment-and-prophylactic, medical institutions and organizations are most often structured into departments. These are usually sectoral or functional divisions, as well as departments that combine smaller functional divisions. Public authorities are also structured into departments (for example, departments are created in regional customs departments). As for banks and other credit institutions, as a rule, branches in them are created on a territorial basis and are separate structural units registered as branches; 3) departments. They are also subdivisions structured according to industry and functional characteristics, which, as well as departments, ensure the implementation of certain areas of the organization's activities. Usually, such units are created in state authorities and local governments; they unite in their composition smaller structural units (most often - departments). Departments are also created in representative offices of foreign companies and in companies in which management is organized according to Western models; 4) departments. Departments are understood as functional structural units responsible for a specific area of ​​the organization's activities or for organizational and technical support for the implementation of one or more areas of the organization's activities; 5) service. "Service" is most often called a group of functionally united structural units that have related goals, tasks and functions. At the same time, the management or leadership of this group is carried out centrally by one official. For example, the service of the Deputy Director for Personnel may unite the personnel department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Human Resources and is created to implement a unified personnel policy in the organization. The service can also be created as a separate structural unit, formed on a functional basis and designed to ensure the activities of all structural units of the organization within the framework of the implementation of one direction. Thus, the security service is a structural unit that ensures the physical, technical and information security of all structural units of the organization. The labor protection service is also most often created as an independent structural unit and for the implementation of a very specific task - to coordinate labor protection activities in all structural divisions of the organization; 6) bureau. This structural unit is created either as part of a larger unit (for example, a department), or as an independent unit. As an independent structural unit, the bureau is created to conduct executive activities and service the activities of other structural divisions of the organization. Basically, "bureau" is traditionally called the structural units associated with "paper" (from the French bureau - a desk) and reference work. In addition to the above, production units are created as independent structural units (for example, workshops) or units serving production (for example, workshops, laboratories). The justification for the creation of one or another independent structural unit, as a rule, is linked to the traditions of the organization (recognized or informal), methods and goals of management. Indirectly, the choice of the type of unit is affected by the number of personnel. So, for example, in organizations with an average number of employees over 700 people, labor protection bureaus are created with a regular number of employees of 3-5 units (including the head). If the staff of the structural unit responsible for ensuring labor protection includes 6 units, then it is called the labor protection department. If we turn to the organizational structure of the federal executive authorities, we can find the following dependence: the staffing of the department is at least 15–20 units, a department within the department is at least 5 units, and an independent department is at least 10 units. The rules and principles of structuring a commercial organization, the staffing standards of a particular unit, its management determines independently. However, one should take into account the fact that the fragmentation of the organizational structure into independent units, consisting of 2 - 3 units, whose leaders do not have the right to make managerial decisions, leads to a "blurring" of responsibility and a loss of control over the activities of all structural units. As already noted, independent units, in turn, can be divided into smaller structural units. These include:

a) sectors. Sectors (from lat. seco - cut, divide) are created as a result of temporary or permanent division of a larger structural unit. Temporary structuring occurs when two or more specialists are allocated as part of a department to solve a specific problem or carry out a specific project, headed by a chief or leading specialist; after the task is completed, the sector is disbanded. The main functions of the permanent sector is the implementation of a specific area of ​​activity of the main unit or the solution of a certain range of issues. For example, in the financial department, a sector for financing operating expenses, a sector for methodology and taxation, a sector for financing investments and lending, a sector for securities and analysis bureaus can be created as permanent ones; as a temporary sector, a sector for the implementation of a specific investment project can be created; b) plots. These structural units are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each section is responsible for a specific area of ​​work. Usually, the division of a structural unit into sections is conditional and is not fixed in the staffing table (or in the structure of the organization); c) groups. Groups are structural units created according to the same principles as sectors, sections - they bring together specialists to perform a specific task or implement a specific project. Most often, groups are temporary, and their creation is not reflected in the overall structure of the organization. Typically, the group operates in isolation from other specialists of the structural unit in which it was created. The specific name of the subdivision indicates the main activity of the selected structural unit. There are several approaches to establishing unit names. First of all, these are the names, which in their composition contain an indication of the type of unit and its main functional specialization, for example: “financial department”, “economic management”, “X-ray diagnostic department”. The name may be derived from the titles of the positions of the chief specialists who head these divisions or supervise the activities of these divisions, for example, “chief engineer service”, “chief technologist department”. The name may not contain an indication of the type of unit. For example, “office, “accounting”, “archive”, “warehouse”. Names are assigned to production units most often by the type of products produced or by the nature of production. In this case, the name of the manufactured product (for example, “sausage shop”, “foundry shop”) or the main production operation (for example, “car body assembly shop”, “repair and restoration shop”) is attached to the designation of the type of subdivision.

A structural unit is a structural part of an enterprise that performs the relevant functional or production tasks within the framework of the charter or job description of the employee.

The main functions of managing a structural unit cannot be considered separately from the organization, since they are not endowed with legal and economic independence. According to the legislation, there are several features of structural divisions:

1. No need to inform the registration authorities that the management of the organization decides to create a new structural unit,
2. No requirements for registration with tax authorities, pension and insurance fund,
3. There is no need to maintain separate accounting documents of the structural unit, since their activities are reflected in the general balance sheet of the enterprise,
4. The structural unit is not endowed with a separate statistical code,
5. Prevention of opening a separate bank account for each structural unit.

Regulations on divisions

The activities of structural divisions are carried out on the basis of a special regulation, which reflects the main functions of managing a structural division and is developed by the company's management in strict accordance with the norms established by law.

The regulation on subdivisions includes several main sections: general provisions(description of the organization itself, intentions to create a specific structural unit), number and composition of personnel (for the organization as a whole and for each unit); the main functions of managing the structural unit, the goals of the activity, the appointment of the management of the units and the terms of their powers, etc.

The main functions of managing a structural unit

At the enterprise, each structural unit is created to perform certain functions, which are reflected in the relevant provisions. The main functions of managing a structural unit depend on the scope and type of activity of the unit.

When developing the main functions of managing a structural unit, management should rely on some requirements, among which one can name the fact that the formulation of functions implies the simultaneous definition of tasks for their achievement. The designation of the main functions of managing a structural unit in the document is carried out in descending order (from main to secondary). At the same time, the functions of various structural units do not intersect with each other and cannot be repeated.

If a structural unit has certain connections with other structural units, their functions must be coordinated in order to avoid contradictions. All the main functions of managing a structural unit must have a clear numerical or temporary expression to ensure the ability to assess the quality of work.

Management of structural divisions

The main functions of managing a structural unit during their development should not go beyond the powers or rights of managers.

The organization as a whole and all its links need effective management, the direct responsibility for the implementation of which should be borne by the head of the structural unit. In this case, the methodology and management models can be chosen by the local authorities on their own or be delegated from above.

In accordance with the scope of the unit, including the scope of responsibility of the head, management can delegate some of the authority to their subordinates. In this case, a strict system of reporting and control must be observed, and all activities must be organized so that at the beginning of the period the manager carries out planning, continuous monitoring of the results of work, and at the end of the reporting period, the compliance of the resulting indicators with planned indicators is checked.

Examples of problem solving

EXAMPLE 1

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

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

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

Structural controls can be linked through:

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

Relations within the organization are divided into:

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

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

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

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

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

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

Basic requirements for the organizational structure of enterprise management

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

The main types of enterprise management structures

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

1. Linear

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

The advantages include:

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

Flaws:

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

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

2. Line-staff organizational structure

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

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3. Functional

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

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

The advantages of such a structure are:

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

Flaws:

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

4. Linear-functional

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

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

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

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

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

5. Divisional

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

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

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

6. Matrix

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

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

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

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

7. Multidimensional

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

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

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

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

Factors on which the organizational structure of enterprise management depends

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

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

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

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

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

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

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

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

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

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

Expert opinion

Three principles for building an organizational structure

Andrey Sooliatte,

CEO, BPM Consulting Group, Moscow

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

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

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

Principle 3. The composition and number of units should be consistent with the goals of the company for a specific time period and take into account the amount of resources. The organizational structure and staffing of firms practically do not depend on their strategic goals and objectives. If the market situation suddenly changes, the existing organizational structure and staffing become ballast for the company. At the same time, tough management decisions in terms of staff reduction reduce the degree of employee loyalty. Therefore, as soon as the goals and objectives for a specific period are determined, the composition and number of departments should be changed, as well as redistributing valuable employees to important positions.

What are the stages of developing an enterprise management structure

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

Stage 1. Preliminary

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

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

Stage 2. Formation of responsibility centers

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

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

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

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

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

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

Criterion 1. Optimal quantity subordinate employees

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

Criterion 2. Homogeneity of the organizational structure

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

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

Criterion 3. Transfer of duties

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

Criterion 4. Superfluous management staff

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

How is the effectiveness of the enterprise management structure assessed

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

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

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

1. Indicators that characterize the effectiveness of the management system, expressed in the final results of the company's results and management costs. When evaluating efficiency on the basis of indicators characterizing the final results of the organization's activities, as an effect due to the functioning or development of the management system, an increase in the volume of products and profits, a decrease in cost, savings on capital investments, product quality, the timing of the introduction of new technology, etc. .
2. Indicators characterizing the content and organization of management processes, including the immediate results and costs of managerial work. Management costs are taken into account current expenses for the maintenance of the device, operation technical means, maintenance of buildings and premises, training and retraining of personnel, as well as one-time expenses for research and design work in the field of creation and improvement of management systems, for the acquisition computer science and other technical means used in the management, construction costs.

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

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

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

How is it possible to improve the structure of enterprise management

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

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

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

Information about the expert

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

Structural divisions of the organization are the basis on which various formations are based. They should be as relevant as possible to the activities carried out and be most effective in the performance of their direct duties.

general information

In small organizations, a common situation is when the performance of one function is assigned to a specific employee or he performs several tasks. As they grow, several employees are already doing the same. At this stage of development, it becomes necessary to unite these persons into certain units, called departments, groups, sections, sections, links, workshops. This is done in order to optimize handling. Functions performed are used as a unifying factor. This is how the structural units of the organization are formed.

Specificity

The creation of units is based on data on the type of activity, the number of personnel, location and other characteristics. Consider this example: a firm manufactures concrete blocks, the advertising department is engaged in sales, and accounting lies with the accounting department. However, there is a significant difference between the various subjects. So, the structural divisions of the construction organization differ significantly from what is in the composition of banking institutions. The specifics of coordination of actions of various departments are also taken into account. The larger the organization, the more important the issue of governance becomes.

Ideally, care should be taken that all units are connected by a single goal and have all the necessary information support. As you grow, this state of affairs becomes more difficult to maintain, which affects the interaction and network of communications. In this case, it is very important to follow a clear division of responsibilities. Otherwise, you can expect an internal conflict. To avoid uncertainty, clear criteria should be followed. And then it does not matter what is the object of influence - the structural divisions of a credit institution, a bank, an IT company, a plant or an agricultural entity - their efficiency will be at their best.

Types of divisions

The classification was taken as the basis, within which 61 departments are distinguished. They will be more or less structured according to the similarity of their duties. It should also be noted that in practice their names may have a slightly different form, but the essence of this does not change. It will help to get acquainted with this in more detail. internal position. Structural units educational organization and commercial enterprises differ due to different goals. So when studying specific subjects, this must be taken into account. After all, different goals are pursued, and the structural divisions of the organization are working to achieve them. The types are as follows.

Administrative, financial and accounting and support services

The work of the foundations and the balancing of the work of the organization depend on them. These include:

1. Office.
2. Secretariat.
3. Office work service.
4. labor.
5. Personnel management service.
6. Department of labor organization.
7. Accounting.
8. Operational management service.
9. Financial division.
10. Department of foreign economic relations.
11. Warehouses for finished products and materials.
12. Planning and Economic Department.
13. Standardization Service.
14. Legal service.
15. Human Resources Department.
16. Security Service.
17. Computing center.
18. VOHR - paramilitary guards.

It is also often possible to meet structural divisions of an educational organization. Often they operate in higher educational institutions, large engineering, scientific, agricultural, industrial and other companies where advanced products are being developed. Among them are research-technical and production departments.

Research and technical divisions

The following departments work in this area:

• Research Department.
• Service of feasibility studies.
• Department of technical control.
• Laboratory of measuring equipment.
• Design department.
• Technical service.
• Experimental production.
• Test shop.
• Department of automation (mechanization).
• Service
• Experienced shop.
• Department
• Staff training service.
• Tool department.
• Design and technical service.
• Department of the chief mechanic.
• Training Bureau.
• Experimental shop.
• Bureau of Marketing Research.
• Research laboratory.
• Bureau of Nature Conservation.
• Department of Invention and Patenting.

Production divisions

These are departments, workshops and services that directly mass-produce goods for their sale to end consumers. These include:

1. Logistics department.
2. Acquisition and external cooperation service.
3. Production and dispatching department.
4. Capital Construction Division.
5. Auxiliary production shops.
6. Energy department.
7. Department of the chief power engineer.
8. Department of the chief designer.
9. Production shops (assembly, machining and the like).
10. Special Design Office.
11. Repair and construction shop.
12. Energy shop.
13. Repair and mechanical shop.

These are the structural divisions of the organization. There are also different types of implementation: departments, laboratories, services and bureaus. Each approach has its own advantages, because of which it is chosen. And now let's look at a small example of functioning in which the structural units of an educational organization will operate. How do they function? What is the basis of the communication system within the organization itself when transferring data between different structural units?

An example in the educational field

Let's take a large university as a subject of research. This organization is suitable due to its size, numerous divisions and a very wide range of activities. So, first let's highlight the administrative divisions. Each university has management components (rector's office, dean's office), personnel department, accounting department, system administrator service. There can also be separate research institutes and centers.

Further division already goes to the level of departments. Each of them leads 4-6 groups. And if there is distance learning, then 8-12. Thus, student groups are the smallest numerical units in large universities. These educational institutions have built a literally perfect (on paper) interaction. So, the administration receives information from the Ministry of Education in general terms. Then he passes it on to the dean's offices in the planning departments, which are all desired material break into required amount hours, take care of the provision of audiences and the absence of conflicts. This information is subsequently sent to the department, which can make suggestions.

Conclusion

As you can see, the structural units implement the principle, which ultimately allows them to obtain higher efficiency from their activities. To bring this indicator to the highest possible level, care should be taken that each person has a clearly defined workplace instruction, which indicates the responsibilities and capabilities of each. For effective cooperation and interaction, care must be taken to ensure that information is transmitted quickly and without delay.