Methodology for developing regulations on structural divisions. Three principles of building an organizational structure. Linear-functional organizational structure

Structural divisions of the organization are the basis on which they are based various formations. 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, the state of affairs is common 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 company 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. How bigger size organization, the more important the issue of management 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 enterprise differ due to different purposes. 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 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.
• The 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. end users. 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 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 you to receive more high efficiency from 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.

Any modern enterprise that manufactures products, trades or provides services - a complex system, which includes fixed assets, raw materials, materials, financial and labor resources. These components of the production system must be used with maximum efficiency. The control apparatus ensures its effective functioning.

The relevance of this topic lies in the fact that leaders are necessary for organizations, because organizations and their divisions achieve success not on their own, but under the control of managers. Every manager must make his choice today: either to take a place at the forefront of the revolution and make his organization different from others, or to give preference to the "wagon train". They play different roles: a role in interpersonal relationships, the role of a carrier of information and the role of a decision maker. At the level interpersonal relationships Managers perform the function of a figurehead, are leaders and build relationships, both within the organization itself and outside it.

As a carrier of information, leaders control and disseminate information, sometimes acting as representatives of the organization. For the role of decision maker, the manager must have the entrepreneurial spirit to the extent necessary to initiate change, the ability to make and execute decisions regarding production problems, resource allocation and negotiation within the organization and beyond. The head of a division is usually classified as a middle manager. His position is at the intermediate levels of the power pyramid, since he is responsible for the activities of the most important business units, divisions and departments of the organization.

Middle management is sometimes referred to as the "golden mean" of the organization, since it is responsible for the implementation of the tasks adopted by top management. This obliges the middle manager to maintain good relationship with colleagues equal in position, promote the development of teamwork and resolve conflicts, restructure the unit. In other words, the unit manager is required to use a combination of conceptual, human and technical skills.

Target term paper: a study of management in a structural unit at the enterprise CJSC "STROYDEPO".

To achieve this goal, you must perform the following tasks:

Describe the activities of the enterprise;

To study and describe the organizational structure of the unit;

To study the internal and external environment of the enterprise and make a SWOT analysis .;

Determine management styles of leaders;

Consider the mission of the enterprise

Conduct an analysis and evaluation of the work of performers;

Evaluate decision making in the unit;

To make a plan successful solution tasks of the management of this enterprise;

Describe the list required documents for maintenance and analysis economic indicators activities of a department of the organization.

Describe the procedure for issuing a time sheet and the methodology for calculating wages.

The regulation on the structural unit is a local regulatory act of the organization, which determines the procedure for creating a unit, the legal and administrative position subdivisions in the structure of the organization, the tasks and functions of the subdivision, its rights and relations with other subdivisions of the organization, the responsibility of the subdivision as a whole and its head.
Since the requirements for provisions on structural divisions and the rules for their development are not established by law, each enterprise independently decides which issues of organizing the activities of a particular division should be regulated in these local regulations.
Let's start with what is meant by a structural unit and for what type of unit the following recommendations are developed.
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 separate (branch, representative office) or not having full signs organization (internal). It is for the second type of units, that is, internal ones, that these recommendations have been prepared.
As follows from the Qualification Directory for the positions of managers, specialists and other employees, approved by the Decree of the Ministry of Labor of Russia dated August 21, 1998 No. 37 (as amended on November 12, 2003), the department of organization and remuneration of labor should develop provisions on structural divisions. Since such a unit is not created in every organization, usually this work is entrusted either to the personnel service, which is most often the initiator of the introduction of provisions, or personnel service(HR department). To joint work the legal or legal department may also be involved.
In some organizations, it is accepted that each structural unit independently develops a position for itself. It is unlikely that such a practice can be called correct, especially if the company has not developed uniform rules and requirements for these local regulations.
The general management of work on the preparation of regulations on structural divisions, as a rule, is carried out by the deputy head of the organization (for personnel, for administrative and other issues).

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, public authorities and local governments and combine smaller functional units (for example, departments, departments);
2) branches . The departments are most often structured treatment-and-prophylactic, medical institutions and organizations. These are usually industry 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 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 combine 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, the “bureau” is traditionally called the structural units associated with the “paper” (from the French bureau - 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.
Looking at the organizational structure federal bodies executive branch, the following dependence can be found: the staffing of the department is at least 15 - 20 units, the department within the department - at least 5 units, the independent department - 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 divisions 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 subdivision into sections is conditional and is not fixed in staffing(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 names that in their composition contain an indication of the type of unit and its main functional specialization, for example: “financial department”, “ economic management”, “X-ray 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.
In the event that a structural unit is assigned tasks corresponding to the tasks of two or more units, then this is reflected in the name - for example, “financial and economic department”, “marketing and sales department”, etc.
The legislation does not contain rules for establishing the names of structural units - as a rule, organizations assign them independently, taking into account the above rules. Previously state enterprises were guided by the officially approved staffing standards for the number of structural units, the Unified nomenclature of positions of employees (Decree of the USSR State Labor Committee of 09.09.1967 No. 443) and the Nomenclature of positions of managerial personnel of enterprises, institutions and organizations (Decree of the USSR State Labor Committee, the USSR State Statistics Committee and the USSR Ministry of Finance of 06.03.1988).
At present, to determine the name of the structural unit, it is advisable to use the already mentioned Qualification guide positions of managers, employees and other specialists, containing the names of heads of departments common to all sectors of the economy (heads of departments, heads of laboratories, etc.). In addition, when resolving this issue, one should also be guided by the All-Russian Classifier of Occupations of Workers, Positions of Employees and tariff categories(OKPDTR).

The composition of the details of the Regulation

The main requisites of the position<*>about the structural unit as a document are:

The draft Regulations on the structural unit are subject to approval:

In order to avoid inaccuracies in the wording of the relationship of the unit with other structural units, duplication of functions in the regulations on different structural units, it is desirable that the draft Regulations be agreed with the heads of those structural units with which the unit interacts. If the number of units with which the draft Regulations must be agreed upon is more than three, then it is advisable to issue an approval visa in the form separate sheet approvals.
Such requisites as the date of publication may not be affixed, since the date of the Regulation will actually be considered the date of its approval. Also, the number may not be indicated, since a separate Regulation is developed for each structural unit.
The text of the Regulation can be structured into sections and subsections. The simplest is structuring into sections:
one. " General provisions».
2. "Goals and objectives".
3. "Functions".
4. "Rights".
More complex is the structure, in which sections are added to the above sections:
"Structure and staffing";
"Leadership (management)";
"Interaction";
"Responsibility".
Even more complex is the structure, which includes special sections on the working conditions of the unit (working mode), issues of control and verification of the activities of the structural unit, assessing the quality of the performance of the unit's functions, property of the structural unit.
In order to show how the provisions on structural divisions are designed, let's take such a division as the personnel department. A sample Regulation on the simplest, but sufficient for the technocratic organization of the activities of this unit, is given in the "PAPERS" section (p. 91). To develop provisions along this model, it is enough to use the recommendations below for the first four sections. As for more complex models regulations on structural subdivisions, then one of them, prepared taking into account the recommendations for all sections, will be published in one of the following issues of the journal.

Section 1. "General Provisions"

This section of the Regulations reflects the following issues:
1.1. The place of the unit in the structure of the organization
If the organization has such a document as the "Structure of the organization", then the place of the unit is determined on its basis. If there is no such document, then the Regulation indicates the place of the unit in the organization's management system, and also describes what this structural unit is - an independent unit or a unit that is part of a larger structural unit. In the event that the name of the unit does not allow you to determine the type of unit (for example, archive, accounting), then it is desirable to indicate in the Regulation on what rights it was created (on the rights of a department, department, etc.).
1.2. The procedure for the creation and liquidation of a division
As a rule, a structural subdivision in a commercial organization is created by order of the head of the organization by his sole decision or in pursuance of a decision taken by the founders (participants) of a legal entity or a body authorized by them. The details of the document on the basis of which the division was created are indicated when stating the fact of the creation of a structural division.
The same paragraph defines the procedure for the liquidation of the unit: by whom such a decision is made and by what document it is drawn up. If the employer establishes in his organization special rules liquidation of the subdivision, it is also advisable to describe the liquidation procedure here (provide a list of liquidation measures, the timing of their implementation, the procedure for paying compensation to employees). If the organization applies general rules reduction of the staff of the organization’s employees, then in this paragraph of the Regulation it is sufficient to confine ourselves to referring to the relevant articles Labor Code RF.
It is highly undesirable to use the concept of “abolition of a structural unit”, since abolition is understood as the termination of the activities of a structural unit not only as a result of the liquidation of the unit, but also as a result of its transformation into something else. However, since it is still desirable to resolve this issue, the Regulations must provide for the procedure for changing the status of a structural unit (its merger with another unit, transformation into a different type of unit, separation of new structural units from its composition, joining the unit to another unit).
1.3. Subordination of the structural unit
This paragraph indicates to whom the structural unit is subordinate, that is, which official exercises the functional management of the unit's activities. As a rule, technical departments report to technical director(chief engineer); production - to the deputy director for production issues; planning and economic, marketing, sales divisions - to the Deputy Director for Commercial Affairs. With such a distribution of responsibility between executives, the office, legal department, public relations department and other administrative divisions may report directly to the head of the organization.
If a structural unit is part of a larger unit (for example, a department within a department), then the Regulations indicate to whom (position title) this unit is functionally subordinate.
1.4. Fundamental documents that guide the unit in its activities
In addition to the decisions of the head of the organization and general local regulations of the organization, the Regulation lists special local regulations(for example, for the office - Instructions on office work in the organization, for the personnel department - Regulations on the protection of personal data of employees), as well as industry-wide and industry-wide legislative acts(for example, for accounting - the Federal Law "On Accounting", for the information protection department - the Federal Law "On Information, Informatization and Information Protection").
The structure of this paragraph of the Regulation may be as follows:

“1.4. The department carries out its activities on the basis of: _____________________________"
(name of documents)
or
“1.4. In its activities, the department is guided by:
1.4.1. ______________________________________________________________________.
1.4.2. ________________________________________________________________________"
or
“1.4. In solving its tasks and performing its functions, the department is guided by:
1.4.1. ________________________________________________________________________.
1.4.2. ___________________________________________________________________________"

1.5. Other
The Regulations on the structural unit may provide other information that determines the status of the unit. So, for example, the location of the structural unit can be indicated here.
The same section of the Regulations may contain a list of basic terms and their definitions. It is advisable to do this in the regulations on structural units that perform specific functions, and the staff of which includes specialists who perform duties that are not related to the main tasks of the unit (for example, in the Regulation on the Department for Information Protection, it is desirable to clarify what is meant by "information leakage" , "object of information", "opposition", etc.).
In addition, other issues can be included in the "General Provisions" section, which will be discussed further as part of other sections of the Regulations on the structural unit.

Also on this topic.

The functions of managing the activities of the enterprise are implemented by departments of the management apparatus and individual workers which at the same time enter into economic, organizational, social, psychological and other relations with each other. Organizational relations that develop between departments and employees of the enterprise management apparatus determine its organizational structure

The management structure of an organization is understood as the composition (list) of departments, services and divisions in the management apparatus, their systematic organization, the nature of subordination and accountability to each other and to the supreme management body of the company, as well as a set of coordination and information links, the procedure for distributing management functions at various levels and divisions of the management hierarchy.

The basis for building the organizational structure of enterprise management is organizational structure production.

The variety of functional connections and possible ways their distribution between departments and employees determines the diversity possible types organizational structures of production management. All these types are reduced mainly to four types of organizational structures: linear, functional, divisional and adaptive.

Linear organizational structure (Appendix A). The linear structure is characterized by the fact that each department is headed by a leader who has concentrated all management functions in his hands and exercises sole leadership of his subordinate employees. Its decisions, passed along the chain "from top to bottom", are obligatory for implementation by lower links. He, in turn, is subordinate to a higher manager.

On this basis, a hierarchy of managers of this management system is created (for example, a site foreman, a shop manager, an enterprise director), i.e. the principle of unity of command is implemented, which assumes that subordinates carry out the orders of one leader. The higher management body does not have the right to give orders to any performers, bypassing their immediate superior.

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

Benefits of a Linear Structure

• 1. a clear system of mutual relations of functions and divisions;
• 2. a clear system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;
• 3. clearly expressed responsibility;
• 4. quick response of the executive departments to direct instructions from higher-level ones.

Disadvantages of a linear structure:

• 1. lack of links dealing with strategic planning;
• 2. a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;
• 3. low flexibility and adaptability to changing situations;
• 4. The criteria for the efficiency and quality of work of departments and the enterprise as a whole are different;
• 5. the tendency to formalize the assessment of the efficiency and quality of the work of departments usually leads to the emergence of an atmosphere of fear and disunity;
• 6. big number management levels between workers producing products and the decision maker;
• 7. overload of top-level managers;
• 8. increased dependence of the results of the organization's work on the qualifications, personal and business qualities of top managers.

Conclusion: in modern conditions, the disadvantages of the structure outweigh its advantages. Such a structure is poorly compatible with the modern quality strategy.

The functional structure is based on the creation of units to perform certain functions at all levels of management (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. 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:

• 1. reduction of coordination links
• 2. reduction of duplication of work;
• 3. strengthening vertical links and strengthening control over the activities of lower levels;
• 4. high competence of specialists responsible for the performance of specific functions.

To the disadvantages:

• 1. ambiguous distribution of responsibility;
• 2. difficult communication;
• 3. long decision-making procedure;
• 4. the emergence of conflicts due to disagreement with the directives, since each functional leader puts his questions in the first place.

In this structure, the principle of unity of command is violated and the transfer of information is difficult.

Linear-functional structure (Appendix B) - step hierarchical.

Under it, line managers are single bosses, and they are assisted by functional bodies. The line managers of the lower levels are not administratively subordinate to the functional heads of the higher levels of management. The basis of the linear-functional structure is the "mine" principle of construction and specialization of managerial personnel according to the functional subsystems of the organization.

For each subsystem, a "hierarchy" of services ("mine") is formed, penetrating the entire organization from top to bottom. The results of the work of any service of the administrative apparatus are evaluated by indicators that characterize the implementation of their goals and objectives.

Many years of experience in the use of linear-functional management structures have shown that they are most effective where the management apparatus has to perform many routine, often repetitive procedures and operations with a comparative stability of management tasks and functions: through a rigid system of connections, a clear operation of each subsystem and the organization as a whole is ensured . At the same time, significant shortcomings were revealed, among which the following are primarily noted:

• 1. immunity to changes, especially under the influence of scientific, technical and technological progress;
• 2. the rigidity of the system of relations between the links and employees of the administrative apparatus, who are obliged to strictly follow the rules and procedures;
• 3. slow transmission and processing of information due to many agreements (both vertically and horizontally);
• 4. slowdown in the progress of managerial decisions.

Sometimes such a system is called a headquarters system, since the functional managers of the appropriate level make up the headquarters of the line manager.

The divisional structure (Appendix B) is the most common form of management organization for a modern industrial firm. Its meaning is that independent divisions are almost completely responsible for the development, production and marketing of homogeneous products (divisional-product management structure) or independent departments are fully responsible for economic results in certain regional markets (divisional-regional management structure).

Each branch office is an independent

production - business unit, consisting of departments and factories. Such an independent division is more focused on maximizing profits and gaining market position than with functional system management.

Experience shows that where the factor of engineering and technology is important, the divisional-product form of management has unconditional advantages.

The disadvantages of this structure include:

• 1. a large number of"floors" of the management vertical;
• 2. disunity of the headquarters structures of the departments from the headquarters of the company;
• 3. the main connections are vertical, therefore, there are shortcomings common to hierarchical structures - red tape, overload of managers, poor interaction in resolving issues, related departments, etc.
• 4. duplication of functions on different "floors" and as a result - very high costs on the content of the management structure.

In departments, as a rule, a linear or linear-headquarters structure with all their shortcomings is preserved.

Linear, linear-functional and divisional management structures belong to the category of bureaucratic and are relatively stable over time.

Organic or adaptive management structures began to develop around the end of the 70s, when, on the one hand, the creation of an international market for goods and services sharply intensified competition among enterprises and life demanded high efficiency and quality of work from enterprises and fast response market changes, and on the other hand, the inability of structures of a hierarchical type to meet these conditions became obvious. The main property of organic type structures is their ability to change their shape, adapting to changing conditions.

Team (cross-functional) structure (Appendix D, Appendix D).

The basis of this structure is the organization of work in working groups (teams), in many respects directly opposite to the hierarchical type of structures. The main principles of such a management organization are:

• 1. offline work working groups (teams);
• 2. independent decision-making by working groups and horizontal coordination of activities;
• 3. replacement of rigid managerial ties of a bureaucratic type with flexible ties;
• 4. involvement of employees from different departments to develop and solve problems.

These principles destroy the rigid distribution of employees by production, engineering, economic and managerial services inherent in hierarchical structures, which form isolated systems with their own goals and interests.

Project structure.

The basic principle of building a project structure is the concept of a project, which is understood as any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. The activity of the enterprise is considered as a set of ongoing projects, each of which has a fixed beginning and end. For each project, labor, financial, industrial, etc. are allocated. resources managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure falls apart, its components, including employees, go into new project or quit (if they worked on a contract basis).

Matrix (program - target) structure (Appendix E).

Such a structure is a network structure built on the principle of dual subordination of executors: on the one hand, to the direct head of the functional service, which provides personnel and technical assistance to the project manager, on the other hand, to the project or target program manager, who is endowed with the necessary authority to carry out the management process. With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of subdivisions, departments, and services is maintained. For activities that have a clearly defined beginning and end, projects are formed, for ongoing activities - targeted programs. In an organization, both projects and targeted programs can coexist.

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.

• 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.

• 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 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 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.
disadvantages: 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 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.

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 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.
disadvantages: 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 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 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 control structure, project teams(temporary), implementing 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.
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 implementation joint activities. Corporations as a social type of organization are closed groups of people with limited access, maximum centralization, authoritarian leadership, opposing themselves to other social communities on the basis of their narrow corporate interests. Thanks to the pooling of resources and, first of all, 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 one or another social group. However, people are united in corporations through their division according to social, professional, caste and other criteria.