Management of a structural unit of an organization. Typical organizational structures of enterprises

Published with permission from Lanit

"The office reaches perfection just at the time when the company declines."
Parkinson's 12th law

By management philosophy we will understand the most general principles, on the basis of which the organization’s management structure is built and management processes are carried out. Of course, the philosophy of quality and the philosophy of management are interconnected - the philosophy of quality sets the goal and direction of the organization's activities, the philosophy of management determines the organizational means to achieve this goal. The foundations of management philosophy, as well as quality philosophy, were laid by F.W. Taylor.

Both Deming's quality management program and the principles of Total Quality Management are actually aimed at changing the structure of the enterprise management system. Let's consider the main types of enterprise management structures from the point of view of their compliance with the ideas of modern quality management.

The term "organizational chart" immediately conjures up in our mind a two-dimensional tree diagram consisting of rectangles and lines connecting them. These rectangles show the work performed and the scope of responsibilities and thus reflect the division of labor in the organization. The relative position of the rectangles and the lines connecting them show the degree of subordination. The relationships discussed are limited to two dimensions: up - down and across, since we operate with the limited assumption that the organizational structure must be represented on a two-dimensional diagram drawn on a flat surface.

The organizational structure itself contains nothing that would limit us in this regard. Moreover, these restrictions on organizational structure often have serious and costly consequences. Here are just four of them. Firstly, between in separate parts In organizations of this kind, it is not cooperation that arises, but competition. There is stronger competition within organizations than between organizations, and this internal competition takes on much less ethical forms. Secondly, the usual way of representing the structure of organizations seriously complicates the definition of the tasks of individual units and the measurement of corresponding indicators of performance due to the great interdependence of units combined in this way. Third, it contributes to the creation of organizations that resist change, especially changes in their structure; therefore, they degenerate into bureaucratic structures that cannot be adapted. Most of these organizations learn extremely slowly, if they learn at all. Fourthly, representing the organizational structure in the form of a two-dimensional tree limits the number and nature of possible solutions to emerging problems. In the presence of such a limitation, solutions are impossible to ensure the development of the organization taking into account technical and social changes, the pace of which is increasing more and more. The current environment requires that organizations are not only prepared for any changes, but also capable of undergoing them. In other words, a dynamic balance is required. Obviously, to achieve such a balance, the organization must have a fairly flexible structure. (Although flexibility does not guarantee adaptability, it is nevertheless necessary to achieve the latter.)

Building an organizational structure that is flexible or has any other advantages is one of the tasks of the so-called “structural architecture”. Using the terminology adopted in architecture, we can say that this abstract sets out the basic ideas on the basis of which various options for solving the problem of organizational structure can be developed without the restrictions associated with its graphical representation.

The above disadvantages can and should be overcome by building a multidimensional organizational structure. The multidimensional structure implies a democratic principle of management.

Hierarchical type of management structures

Management structures at many modern enterprises were built in accordance with management principles formulated at the beginning of the twentieth century. The most complete formulation of these principles was given by the German sociologist Max Weber (the concept of rational bureaucracy):

the principle of hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it;
the resulting principle of the correspondence of the powers and responsibilities of management employees to their place in the hierarchy;
the principle of division of labor into separate functions and specialization of workers according to the functions performed; the principle of formalization and standardization of activities, ensuring the uniformity of employees’ performance of their duties and the coordination of various tasks;
the resulting principle of impersonality in the performance of their functions by employees;
the principle of qualification selection, in accordance with which hiring and dismissal from work is carried out in strict accordance with qualification requirements.

An organizational structure built in accordance with these principles is called a hierarchical or bureaucratic structure. The most common type of such structure is linear - functional (linear structure).

Linear organizational structure

The basis of linear structures is the so-called “mine” principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services (“mine”) is formed, permeating the entire organization from top to bottom (see Fig. 1). The results of the work of each service are assessed by indicators characterizing the fulfillment of their goals and objectives. The system of motivation and encouragement of employees is built accordingly. At the same time, the final result (the efficiency and quality of the organization as a whole) becomes, as it were, secondary, since it is believed that all services, to one degree or another, work to achieve it.

Fig.1. Linear management structure

Advantages of a linear structure:

clear system mutual relations functions and divisions;
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;
clear responsibility;
quick response of executive departments to direct instructions from superiors.

Disadvantages of a linear structure:

lack of links involved in strategic planning; in the work of managers at almost all levels, operational problems (“turnover”) dominate over strategic ones;
a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;
low flexibility and adaptability to changing situations;
criteria for the effectiveness and quality of work of departments and the organization as a whole are different;
the tendency to formalize the assessment of the effectiveness and quality of work of departments usually leads to the emergence of an atmosphere of fear and disunity;
a large number of “management levels” between workers producing products and the decision maker;
overload of top-level managers;
increased dependence of the organization’s performance on the qualifications, personal and business qualities of senior managers.

Conclusion: V modern conditions the disadvantages of the structure outweigh its advantages. This structure is poorly compatible with modern quality philosophy.

Line-staff organizational structure

This type of organizational structure is a development of the linear one and is intended to eliminate its most important drawback associated with the lack of strategic planning links. The line-staff structure includes specialized units (headquarters), which do not have the rights to make decisions and manage any lower-level units, but only assist the corresponding manager in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to linear (Fig. 2).

Fig.2. Linear staff management structure

Advantages of the linear staff structure:

deeper elaboration of strategic issues than in the linear one;
some relief for senior managers;
the ability to attract external consultants and experts;
When assigning functional leadership rights to headquarters units, such a structure is a good first step towards more effective organic management structures.

Disadvantages of the line-staff structure:

insufficiently clear distribution of responsibility, since the persons preparing the decision do not participate in its implementation;
tendencies towards excessive centralization of management;
similar to the linear structure, partially in a weakened form.

Conclusion: a line-staff structure can be a good intermediate step in the transition from a linear structure to a more efficient one. The structure allows, albeit within limited limits, to implement ideas modern philosophy quality.

Divisional management structure

Already by the end of the 20s, the need for new approaches to organizing management became clear, associated with a sharp increase in the size of enterprises, the diversification of their activities (versatility), and the complication of technological processes in a dynamically changing environment. In this regard, divisional management structures began to emerge, primarily in large corporations, which began to provide a certain independence to their production divisions, leaving the development strategy, research and development, financial and investment policies, etc. to the management of the corporation. In this type of structure an attempt was made to combine centralized coordination and control of activities with decentralized management. The peak of implementation of divisional management structures occurred in the 60s and 70s (Fig. 3).

Fig.3. Divisional management structure

The key figures in the management of organizations with a divisional structure are no longer the heads of functional departments, but managers heading production departments (divisions). Structuring by divisions, as a rule, is carried out according to one of the criteria: by manufactured products (products or services) - product specialization; by targeting certain consumer groups - consumer specialization; by territories served - regional specialization. In our country, similar management structures have been widely introduced since the 60s in the form of the creation of production associations.

Advantages of a divisional structure:

it provides management of multidisciplinary enterprises with a total number of employees of the order of hundreds of thousands and geographically remote divisions;
provides greater flexibility and faster response to changes in the environment of the enterprise compared to linear and line-staff;
when expanding the boundaries of independence of departments, they become “profit centers”, actively working to improve the efficiency and quality of production;
closer connection between production and consumers.

Disadvantages of the divisional structure:

a large number of “floors” of the management vertical; between workers and the production manager of a unit - 3 or more levels of management, between workers and company management - 5 or more;
disunity of headquarters structures of departments from company headquarters;
the main connections are vertical, so there remain shortcomings common to hierarchical structures - red tape, overworked managers, poor interaction when resolving issues related to departments, etc.;
duplication of functions on different “floors” and, as a result, very high costs of maintaining the management structure;

In departments, as a rule, a linear or line-staff structure with all its disadvantages is preserved.

Conclusion: the advantages of divisional structures outweigh their disadvantages only during periods of fairly stable existence; in an unstable environment, they risk repeating the fate of the dinosaurs. With this structure, it is possible to implement most of the ideas of modern quality philosophy.

Organic type of management structures

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 from enterprises high efficiency and quality of work and a quick response to market changes, and on the other hand, the inability of hierarchical structures to meet these conditions became obvious. The main property of organic type management structures is their ability to change their form, adapting to changing conditions. Varieties of structures of this type are design, matrix (program-targeted), brigade forms of structures . When introducing these structures, it is necessary to simultaneously change the relationships between the divisions of the enterprise. If you maintain the system of planning, control, distribution of resources, leadership style, methods of motivating staff, and do not support the desire of employees for self-development, the results of the implementation of such structures may be negative.

Brigade (cross-functional) management structure

The basis of this management structure is the organization of work into working groups (teams). The form of brigade organization of work is a fairly ancient organizational form, just remember workers’ artels, but only in the 80s did it begin active use as an organization management structure, in many ways directly opposite to the hierarchical type of structures. The main principles of this management organization are:

autonomous work of working groups (teams);
independent decision-making by working groups and horizontal coordination of activities;
replacing rigid bureaucratic management ties with flexible ties;
attracting employees from different departments to develop and solve problems.

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

In an organization built according to these principles, functional divisions may either remain (Fig. 4) or be absent (Fig. 4). In the first case, employees are under double subordination - administrative (to the head of the functional unit in which they work) and functional (to the head of working group or the team they belong to). This form of organization is called cross-functional , in many ways it is close to matrix . In the second case, there are no functional divisions as such; we will call it properly brigade . This form is widely used in organizations project management .

Fig.4. Cross - functional organizational structure

Fig.5. Structure of an organization consisting of working groups (team)

Advantages of a team (cross-functional) structure:

reduction of the administrative apparatus, increasing management efficiency;
flexible use of personnel, their knowledge and competence;
work in groups creates conditions for self-improvement;
possibility of application effective methods planning and management;
the need for general specialists is reduced.

Disadvantages of a team (cross-functional) structure:

increasing complexity of interaction (especially for a cross-functional structure);
difficulty in coordinating the work of individual teams;
highly qualified and responsible personnel;
high requirements to communications.

Conclusion: This form of organizational structure is most effective in organizations with a high level of qualified specialists and good technical equipment, especially in combination with project management. This is one of the types of organizational structures in which the ideas of modern quality philosophy are most effectively embodied.

Project management structure

The main principle of constructing 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 an enterprise is considered as a set of ongoing projects, each of which has a fixed beginning and ending. For each project, labor, financial, industrial, etc. resources are allocated, which are 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 disintegrates, its components, including employees, move to a new project or are fired (if they worked on a contract basis). The form of the project management structure can correspond to: brigade (cross-functional) structure and divisional structure , in which a certain division (department) does not exist permanently, but for the duration of the project.

Benefits of a project management structure:

high flexibility;
reduction in the number of management personnel compared to hierarchical structures.

Disadvantages of the project management structure:

very high requirements for the qualifications, personal and business qualities of the project manager, who must not only manage all stages life cycle project, but also take into account the project’s place in the company’s network of projects;
fragmentation of resources between projects;
the complexity of interaction between a large number of projects in the company;
complication of the process of development of the organization as a whole.

Conclusion: The advantages outweigh the disadvantages in businesses with a small number of simultaneous projects. The possibilities of implementing the principles of modern quality philosophy are determined by the form of project management.

Matrix (program-target) management structure

This structure is a network structure built on the principle of double subordination of performers: on the one hand, to the immediate head of the functional service, which provides personnel and technical assistance to the project manager, on the other, to the manager of the project or target program, who is vested with the necessary powers to carry out the management process. With this organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project team and with other employees functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the immediate heads of divisions, departments, and services remains. For activities that have a clearly defined beginning and end, projects are formed, for continuous activities - targeted programs. In an organization, both projects and targeted programs can coexist. An example of a matrix program-target management structure (Toyota company) is shown in Fig. 6. This structure was proposed by Kaori Ishikawa in the 70s and, with minor changes, still functions today not only at Toyota, but also at many other companies around the world.

Management of target programs is carried out at Toyota through functional committees. For example, when creating a functional committee in the field of quality assurance, a quality management representative is appointed as the chairman of the committee. From Toyota's practice, the number of committee members should not exceed five. The committee includes both employees of the quality assurance department and 1-2 employees of other departments. Each committee has a secretariat and appoints a secretary to conduct business. Major issues are considered by the committee at monthly meetings. The committee can also create groups working on individual projects. The Quality Committee determines the rights and responsibilities of all departments related to quality issues and establishes a system of their relationships. On a monthly basis, the quality committee analyzes quality assurance indicators and understands the reasons for complaints, if any. At the same time, the committee is not responsible for quality assurance. This task is solved directly by each department within the vertical structure. The responsibility of the committee is to connect the vertical and horizontal structure to improve the performance of the entire organization.

Fig.6. Matrix management structure at Toyota

Advantages of a matrix structure:

better orientation to project (or program) goals and demand;
more efficient day-to-day management, the ability to reduce costs and improve resource efficiency;
more flexible and efficient use of the organization’s personnel, special knowledge and competence of employees;
the relative autonomy of project groups or program committees contributes to the development of decision-making skills, management culture, and professional skills among employees;
improving control over individual tasks of a project or target program;
any work is formalized organizationally, one person is appointed - the “owner” of the process, who serves as the focal point for all issues related to the project or target program;
The response time to the needs of a project or program is reduced, since horizontal communications and a single decision-making center have been created.

Disadvantages of matrix structures:

the difficulty of establishing clear responsibility for work on the instructions of the unit and on the instructions of the project or program (a consequence of double subordination);
the need for constant monitoring of the ratio of resources allocated to departments and programs or projects;
high requirements for qualifications, personal and business qualities of employees working in groups, the need for their training;
frequent conflict situations between heads of departments and projects or programs;
the possibility of violating the rules and standards adopted in functional departments due to the isolation of employees participating in a project or program from their departments.

Conclusion: the introduction of a matrix structure gives good effect in organizations with a sufficiently high level of corporate culture and employee qualifications, otherwise disorganization of management is possible (at Toyota, the introduction of a matrix structure took about 10 years). The effectiveness of implementing the ideas of modern quality philosophy in such a structure has been proven by the practice of the Toyota company.

Multidimensional organizational structure

Any organization is a purposeful system. In such a system there is a functional division of labor between its individuals (or elements) whose purposefulness is associated with the choice of goals, or desired outcomes, and means ( lines of behavior). This or that line of behavior involves the use of certain resources ( input quantities) for the production of goods and provision of services ( output values), which should be of greater value to the consumer than the resources used. Resources consumed include labor, materials, energy, production capacity, and cash. This applies equally to public and private organizations.

Traditionally, the organizational structure covers two types of relationships:

responsibility(who is responsible for what) and subordination(who reports to whom). An organization with such a structure can be represented as a tree, while responsibilities are depicted by rectangles, the relative position of which shows level of authority, and the lines connecting these rectangles are distribution of powers. However, such a representation of the organizational structure does not contain any information regarding at what cost and with the help of the organization’s means it was possible to achieve certain results. At the same time, a more informative description of the organizational structure, which can be the basis for more flexible ways of structuring an organization, can be obtained based on matrices like inputs - output or type means - ends. Let's illustrate this with the example of a typical private corporation producing some product.

Information about manufactured products can be used to determine the goals of the organization. To do this, for example, you can classify products according to their types or quality characteristics. The elements of the structure responsible for ensuring the production of products or the provision of services by the consumer outside this organization are called programs and denote P1, P2,. . . , Pr. The funds used by programs (or activities) can usually be divided into operations And services.

Operation- this is a type of activity that directly affects the nature of the product or its availability. Typical operations (O1, O2,..., Om) are the purchase of raw materials, transportation, production, distribution and sales of products.

Services- these are the activities necessary to support programs or perform an operation. Typical services (S1, S2,..., Sn) are work performed by departments such as accounting, data processing, technical services, labor dispute resolution, finance, human resources, and legal services.

Activities, carried out within the framework of the program and as part of the actions for its implementation, can be presented as in Fig. 7 and 8. Results of each a separate type activities can be used directly by the same type of activity, programs and other types of activities, as well as by the executive body and external consumers.

General programs may be subdivided into private ones, for example, by type of consumer (industrial or individual), geographic area supplied or served, by type of product, etc. Private programs, in turn, can also be further subdivided.

Programs / Activities	P1	P2	. . .	RK
Operation Q1
Operation Q2
. . . .
Operation Qm
Service S1
Service S2
. . . .
Sm service

Fig.7. Scheme of interaction between activities and programs

Consumer divisions / consumer divisions	Operation Q1	Operation Q2	. . . .	Operation Qm	Service S1	S2	. . . .	Sn
Operation Q1
Operation Q2
Operation Qm
Service S1
Service S2
. . . .
Sn service

Rice. 8. Scheme of interaction between activities

In a similar way, you can detail the types of activities of the types of activities. For example, the operations for manufacturing a product may include the production of parts, assemblies, and assembly, and each of these operations may be broken down into smaller operations.

If the number of programs and core and support activities (operations and services) is so large that the manager is unable to coordinate effectively, then there may be a need for coordinators within specific management functions (Figure 9). Each activity may require more than one coordinator or coordination unit. In cases where the number of coordinators is too large, it is possible to use higher-level coordinators or coordination units ( in this context, "coordination" means precisely coordination, but not management). To carry out coordination, a group consisting of heads of coordinating departments and managers is quite sufficient.

Fig.9. Coordination structure in large organizations

Certain requirements are imposed on programs as well as on functional units. Programs and functional units can be grouped by product types, types of customers, geographic areas, etc. If there are too many customers for the program's products and they are widely dispersed, then it is possible unconventional using the characteristics of the geographical location as an additional dimension to the three-dimensional diagram of the organizational structure (Fig. 10). In this case there is a need in regional representatives, whose responsibility is to protect the interests of those who consume products or are affected by the activities of the organization as a whole. Regional representatives play the role of external intermediaries who can evaluate the programs and various activities of the organization in each specific region from the point of view of those whose interests they represent. In the future, this information can be used by the governing body, coordinators and heads of departments. By receiving this information simultaneously from all regional representatives, the manager can gain a complete picture of the effectiveness of his program throughout the service territory and in each region. This allows him to more rationally distribute available resources across regions.

However geographical position not the only criterion for organizing the activities of external intermediaries; Other criteria may be used. For example, for an organization that supplies various industries with lubricants, it is advisable to have representatives not by region, but by industry (this could be automotive, aerospace, machine tool and other industries). A utility organization may determine the responsibilities of its representatives based on the characteristics of the socioeconomic status of users.

Fig. 10. Three-dimensional organizational structure

Sharing of responsibilities. The considered “multidimensional” organization has something in common with the so-called “matrix organizations”. However, the latter are usually two-dimensional and do not share many of the important features of the organizational structures discussed, especially in matters of financing. In addition, they all have one common drawback: employees of functional departments are in double subordination, which, as a rule, leads to undesirable results. It is this most frequently noted shortcoming of matrix organizations that is the cause of the so-called “occupational schizophrenia.”
A multidimensional organizational structure does not create the difficulties inherent in a matrix organization. In a multidimensional organization, the personnel of the functional unit whose performance the program manager buys treats him as an external client and is accountable only to the head of the functional unit. However, when assessing the performance of his subordinates, the head of a functional unit, naturally, must use assessments of the quality of their work given by the program manager. The position of the person leading a functional unit group that performs work on behalf of a program is much like the position of a project manager in a construction and consulting firm; he has no uncertainty as to who the owner is, but he has to deal with him as a client.

M numbered organizational structure and program financing. Usually practiced (or traditional) program financing is only a way of preparing cost estimates for functional departments and programs. It is not about providing resources and choice to program units or requiring functional units to independently pursue markets within and outside the organization. In short, program funding generally does not take into account the specifics of organizational structure and does not affect its flexibility. This method of distributing funds between functional units ensures only the implementation of programs, while providing a more efficient than usual determination of the cost of their implementation. A multidimensional organizational structure allows you to retain all the advantages of the traditional method of financing and, in addition, has a number of others.

Benefits of a Multidimensional Organizational Structure

A multidimensional organizational structure allows you to increase the flexibility of the organization and its ability to respond to changes in internal and external conditions. This is achieved by dividing the organization into units whose viability depends on their ability to produce at competitive prices the goods in demand and provide the services that customers need. Such a structure creates a market within the organization, whether it is private or public, commercial or non-profit, and increases its ability to respond to the needs of both internal and external customers. Since the structural units of the "multidimensional" are relatively independent of each other, they can be expanded, reduced, eliminated or changed in any way. The performance indicator of each division does not depend on similar indicators of any other division, which makes it easier for the executive body to evaluate and control the activities of the divisions. Even the work of the executive body can be assessed autonomously in all aspects of its activities.

A multidimensional structure prevents the development of bureaucracy due to the fact that functional units or programs cannot become victims of service units, the procedures of which sometimes become an end in themselves and become an obstacle to achieving the goals set by the organization. Customers inside and outside the organization control internal suppliers of products and services; suppliers never control consumers. Such an organization is focused on goals, not means, while bureaucracy is characterized by the subordination of goals to means.

Disadvantages of a Multidimensional Organizational Structure

However, a multidimensional organizational structure, although devoid of some significant shortcomings inherent in conventional organizations, nevertheless cannot eliminate all shortcomings completely. In itself, such a structural organization does not guarantee meaningful and interesting work on lower levels, but it facilitates the application of new ideas that contribute to its improvement.

The introduction of a multidimensional organizational structure at an enterprise is not the only way to increase the flexibility of an organization and its sensitivity to changing conditions, but serious study of this allows one to “increase the flexibility” of people’s ideas about the capabilities of organizations. It is this circumstance that should contribute to the emergence of new, even more advanced organizational structures.

AUTONOMOUS NON-PROFIT ORGANIZATION OF HIGHER PROFESSIONAL EDUCATION OF THE CENTRAL UNION OF THE RUSSIAN FEDERATION

"RUSSIAN UNIVERSITY OF COOPERATION"

DEPARTMENT OF MANAGEMENT

REPORT

Discipline: SERVICE MANAGEMENT

On the topic of: ORGANIZATION OF MANAGEMENT STRUCTURE

Completed by a group student

SP1-Z/BS/Myt12

FZO: Orlov A.N.

Teacher:

Associate Professor Kovshova M.V.

Moscow 2013

1. The concept of the organization's management structure.

The functions of managing the activities of an enterprise are implemented by divisions of the management apparatus and individual employees, who at the same time enter into economic, organizational, social, psychological and other relationships with each other. The organizational relations that develop between departments and employees of the enterprise's 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 supreme body management of the company, as well as a set of coordination and information connections, the order of distribution of management functions across various levels and divisions of the management hierarchy.

2. Division of labor

Research into patterns of formal organizations shows that there is a level of vertical and horizontal division of labor. A top-level manager manages the activities of middle and lower-level managers, i.e. in a formal sense, has greater power and status. This is how management represents the vertical division of labor in a formal organization at the macro level.

Vertical differentiation is related to the organization's hierarchy in depth. The more steps there are between the top level and operational workers, the more complex the organization is. The vertical structure consists of levels of power arranged in a hierarchical order. Power is distributed among positions and the leaders who occupy these positions.

Horizontal differentiation reflects the degree of division of labor between individual units. The more in the organization various fields requiring specialized knowledge and skills, the more horizontally complex it is. Horizontal specialization is aimed at differentiating functions and covers: defining the job (combining different individual tasks) and defining the relationship between different types of work that can be performed by one or many different people.

The horizontal division of labor provides examples of approaches to spanning control and functionalization. The top-level manager (TLE) has direct control over three managers: RSU - middle-level manager (production), RSU - middle-level manager (accounting), RSU - middle-level manager (marketing). In turn, RSU have direct control over the corresponding RNU - lower-level managers, and those - directly over a certain number of performers. This can be considered as functionalization, as a result of which certain specialized units are formed.

Organizational management structures

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 this is big business) separation occurs separate divisions called departments. Then the created structure will be divisional. It must be remembered that the choice of management structure depends on the strategic plans of the organization.

Linear structure

It is characterized by a vertical: top manager - line manager (divisions) - performers. There are only vertical connections. In simple organizations there are no separate functional divisions. This structure is built without highlighting functions.

Figure 1. Linear management structure

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

Line-staff organizational structure

As an enterprise grows, as a rule, the linear structure is transformed into a linear-staff structure. It is similar to the previous one, but control is concentrated in headquarters. A group of workers appears who do not directly give orders to the performers, but carry out consulting work and prepare management decisions.

Figure 2. Line-staff management structure

Functional organizational structure

With the further complication of production, the need arises for the specialization of workers, sections, departments of workshops, etc., and a functional management structure is formed. Work is distributed according to functions.

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

Figure 3. Functional management structure

Advantages: deepening specialization, improving the quality of management decisions; ability to manage multi-purpose and multi-disciplinary activities. Disadvantages: lack of flexibility; poor coordination of the actions of functional departments; low speed of making management decisions; lack of responsibility of functional managers for the final result of the enterprise.

Linear-functional organizational structure

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

Figure 4. Linear-functional management structure

Divisional organizational structure

In large companies, to eliminate the shortcomings of functional management structures, the so-called divisional management structure is used. The distribution of responsibilities occurs not by function, but by product or region. In turn, divisional departments create their own units for supply, production, sales, etc. In this case, prerequisites arise for relieving senior managers by freeing them from solving current problems. The decentralized management system ensures high efficiency within individual departments. Flaws: increased costs for management personnel; complexity of information connections.

The divisional management structure is built on the basis of the allocation of divisions, or divisions. Currently used by most organizations, especially large corporations.

Divisions can be distinguished according to several characteristics, forming structures of the same name, namely:

Grocery. Departments are created by type of product. Characterized by polycentricity. Such structures have been created at General Motors, General Foods, and partly at Russian Aluminum. The authority for the production and marketing of this product is transferred to one manager. The disadvantage is duplication of functions. This structure is effective for developing 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 company has International activity. For example, Coca-Cola, Sberbank. Effective for geographical expansion of market areas;

Customer-focused organizational structure. Units are formed around certain groups consumers. For example, commercial banks, institutes (advanced training, second higher education). Effective in meeting demand.

Figure 5. Divisional management structure

Matrix organizational structure

In connection with the need to accelerate the pace of product renewal, program-targeted management structures, called matrix ones, arose. The essence of matrix structures is that temporary working groups are created in existing structures, while resources and employees of other departments are transferred to the group leader in double subordination.

With a matrix management structure, project teams(temporary) implementing targeted projects and programs. These groups find themselves in double subordination and are created temporarily. This achieves flexibility in the distribution of personnel and effective implementation of projects. Examples include aerospace enterprises and telecommunications companies carrying out large projects for customers.

Figure 6. Matrix management structure

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

A corporate organization or corporation is considered as a special system of relationships 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, opposing themselves to other social communities based on their narrow corporate interests.

Managment structure- a set of management links that are interconnected and subordinate and ensure the functioning and development of the organization as a single whole.

To achieve the goals and perform the corresponding tasks, the manager must create an organizational structure (organizational management system) of the enterprise. In the most general sense of the word, the structure of a system is a set of connections and relationships between its elements. In turn, the organizational management system is a set of units and positions connected by relationships and subordination. When creating a management structure, the manager must take into account, to the maximum possible extent, the specifics of the enterprise’s activities and the features of its interaction with the external environment. The process of creating an organizational management structure usually includes three main stages:

determination of the type of organizational structure (direct subordination, functional, matrix, etc.);
allocation of structural divisions (management apparatus, independent divisions, target programs, etc.);
delegation and transfer of authority and responsibility to lower levels (management-subordination relationships, centralization-decentralization relationships, organizational mechanisms of coordination and control, regulation of the activities of departments, development of regulations on structural divisions and positions).

The organization and management of the work of the enterprise is carried out by the management apparatus. The structure of the enterprise management apparatus determines the composition and interrelation of its divisions, as well as the nature of the functions assigned to them. Since the development of such a structure is associated with establishing a list of relevant departments and the staff of their employees, the manager determines the relationship between them, the content and volume of work they perform, the rights and responsibilities of each employee.

From the point of view of management quality and efficiency, the following main types of enterprise management structures are distinguished:

hierarchical type, which includes a linear organizational structure, a functional structure, a linear-functional management structure, a staff structure, a linear-staff organizational structure, a divisional management structure;
organic type, including a brigade, or cross-functional, management structure; project management structure; matrix management structure.

Let's look at them in more detail.

Hierarchical type of management structures. In modern enterprises, a hierarchical management structure is most common. Such management structures were built in accordance with the management principles formulated by F. Taylor at the beginning of the 20th century. The German sociologist M. Weber, having developed the concept of rational bureaucracy, gave the most complete formulation of six principles.

The principle of hierarchy of management levels, in which each lower level is controlled by a higher level and is subordinate to it.
Following from the previous principle, the powers and responsibilities of management employees correspond to their place in the hierarchy.
The principle of division of labor into separate functions and specialization of workers according to the functions performed.
The principle of formalization and standardization of activities, ensuring the uniformity of employees’ performance of their duties and the coordination of various tasks.
The principle follows from the previous one - the impersonality of employees performing their functions.
The principle of qualified selection, according to which hiring and dismissal are carried out in strict accordance with qualification requirements.

An organizational structure built in accordance with these principles is called a hierarchical or bureaucratic structure.

All employees can be differentiated into three main categories: managers, specialists, performers. Managers- persons performing the main function and exercising general management of the enterprise, its services and divisions. Specialists- persons performing the main function and engaged in analyzing information and preparing decisions on economics, finance, scientific, technical and engineering problems, etc. Performers- persons performing an auxiliary function, for example, work on the preparation and execution of documentation, economic activities. The management structure of various enterprises has much in common. This allows the manager, within certain limits, to use so-called standard structures.

Depending on the nature of the connections between different departments, the following are distinguished: types of organizational management structures:

linear
functional
divisional
matrix

Linear management structure

At the head of each division is a manager, vested with full powers, who is solely responsible for the work of subordinate units. Its decisions, transmitted along the chain from top to bottom, are mandatory for implementation by all lower levels. The manager himself, in turn, is subordinate to a superior manager.

The principle of unity of command assumes that subordinates carry out the orders of only one leader. A higher authority does not have the right to give orders to any executors, bypassing their immediate supervisor. The main feature of a linear operating system is the presence of exclusively linear connections, which determines all its pros and cons.

Pros:

a very clear system of relationships such as “boss - subordinate”;
explicit responsibility;
quick response to direct orders;
simplicity of building the structure itself;
high degree"transparency" of the activities of all structural units.

Minuses:

lack of support services;

lack of ability to quickly resolve issues arising between different structural divisions;

high dependence on personal qualities managers of any level.

The linear structure is used by small and medium-sized firms with simple production.

Functional management structure

If direct and reverse functional connections between various structural units are introduced into the linear management structure, then it will turn into a functional one. The presence of functional connections in this structure allows various departments monitor each other's work. Plus, it becomes possible to actively include various service services in the operating system.

For example, the Service for ensuring the operability of production equipment, the Technical Control Service, etc. Informal connections also appear at the level of structural blocks.

With a functional structure, general management is carried out by the line manager through the heads of functional bodies. At the same time, managers specialize in individual management functions. Functional units have the right to give instructions and orders to lower units. Compliance with the instructions of the functional body within its competence is mandatory for production units. This organizational structure has its advantages and disadvantages.

Pros:

removing most of the load from the highest level of management;
stimulating the development of informal connections at the level of structural blocks;
reducing the need for general specialists;
as a consequence of the previous plus - improvement in the quality of products;
it becomes possible to create headquarters substructures.

Minuses:

significant complication of connections within the enterprise;
appearance large quantity new information channels;
the emergence of the possibility of transferring responsibility for failures to employees of other departments;
difficulty coordinating the activities of the organization;
the emergence of a tendency towards excessive centralization.

Divisional management structure

Division- this is a large structural division of the enterprise, which has great independence due to the inclusion of all the necessary services.

It should be noted that sometimes divisions take the form of subsidiaries of the company, even legally registered as separate legal entities, in fact, being components of one whole. This organizational structure has the following pros and cons.

pros:

presence of trends towards decentralization;
high degree of independence of divisions;
unloading of managers of the basic management level;
high degree of survival in the modern market;
development of entrepreneurial skills among division managers.

Minuses:

the emergence of duplicating functions in divisions;
weakening of connections between employees of different divisions;
partial loss of control over the activities of divisions;
lack of a uniform approach to managing different divisions General Director enterprises.

Matrix management structure

In an enterprise with a matrix OSU, work is constantly carried out in several directions simultaneously. An example of a matrix organizational structure is project organization, which functions as follows: when a new program is launched, a Responsible Manager is appointed who leads it from start to finish. From the specialized units, the necessary employees are allocated for his work, who, upon completion of the tasks assigned to them, return back to their structural units.

The matrix organizational structure consists of the main basic structures of the "circle" type. Such structures are rarely permanent in nature, but are mainly formed within the enterprise for the rapid implementation of several innovations at the same time. They, just like all previous structures, have their pros and cons.

pros:

the ability to quickly focus on the needs of your clients;
reducing costs for the development and testing of innovations;
significant reduction in time for introducing various innovations;
a kind of forge of management personnel, since almost any employee of the enterprise can be appointed project manager.

Minuses:

undermining the principle of unity of command and, as a consequence, the need on the part of management to constantly monitor the balance in the management of an employee who simultaneously reports to both the project manager and his immediate superior from the structural unit from which he came;

In the theory of quality management, quality itself acts as the object of management.

Depending on the activities of the enterprise and for ease of defining its functions, there are various divisions. The most common is to structure the organization into the following divisions:

1) management. These are divisions formed according to industry and functional characteristics, and ensure the implementation of certain areas of the organization’s activities and manage the organization. They are usually created in large companies, state authorities and local governments and combine smaller functional units (for example, departments).
2) departments. Treatment and prevention, medical institutions and organizations are most often structured into departments. These are usually industry or functional divisions, as well as departments that combine smaller functional divisions.

Government bodies are also structured into branches (for example, branches 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 also represent divisions structured along industry and functional lines, which, like departments, ensure the implementation of individual areas of the organization’s activities. Typically, such units are created in state authorities and local governments; they combine smaller structural units (most often departments). Departments are also created in representative offices of foreign companies and in companies based on Western models.
4) departments. Departments are understood as functional structural units responsible for a specific area of activity of the organization or for organizational and technical support for the implementation of one or more areas of activity of the organization;
5) services. “Service” most often refers to a group of functionally united structural units that have related goals, objectives and functions. In this case, 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 human resources 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 Personnel 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 intended to support the activities of all structural units of the organization within the framework of the implementation of one direction. So, the security service is structural unit, which provides physical, technical and information security all structural divisions 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” traditionally refers to structural units associated with “paper” and reference work.

In addition to the above, production units (for example, workshops) or units serving production (for example, laboratories) are created as independent structural divisions.

The rationale for the creation of one or another independent structural unit, as a rule, is linked to the traditions of the organization (recognized or informal), management methods and goals. The choice of the type of unit is indirectly influenced by the number of personnel. For example, in organizations with an average number of employees over 700 people, labor protection bureaus are created at staffing level workers 3 - 5 units (including the boss). If the staff of a structural unit responsible for ensuring labor safety includes 6 units, then it is called the labor protection department. If we look at the organizational structure of federal executive authorities, we can find the following relationship: the staffing level of a department is at least 15-20 units, a department within a department is at least 5 units, an independent department is at least 10 units.

The rules and principles of structuring a commercial organization, staffing standards for a particular unit are determined by its management independently. However, it should be taken into account that the fragmentation of the organizational structure into independent units consisting of 2-3 units, whose managers do not have the right to make management decisions, leads to a “blurring” of responsibility and loss of control over the activities of all structural units.

As already noted, independent units can be divided into smaller structural units. These include:

a) sectors. Sectors 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 within a department to solve a specific task or carry out a specific project, headed by a chief or leading specialist; After completing the assigned task, the sector is disbanded. The main functions of the permanent sector are 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, and a sector for securities and analysis bureaus can be created as permanent ones.
b) plots. These structural units are created on the same principle as permanent sectors. Usually they are strictly limited by “zones” of responsibility - each section is responsible for a specific area of work. Typically, the division of a structural unit into sections is conditional and is not fixed in staffing table(or in the structure of the organization);
c) groups. Groups are structural units created according to the same principles as sectors and sections - they unite specialists to perform a specific task or implement a specific project. Most often, groups are temporary in nature, and their creation is not reflected in the overall structure of the organization. Typically, the group operates in isolation from other specialists in the structural unit.

The specific name of the division indicates the main activity of the allocated structural unit. There are several approaches to establishing the names of departments.

First of all, these are names that 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 division. For example, “office”, “accounting”, “archive”, “warehouse”.

Production divisions are most often named according to the type of product produced or the nature of production. In this case, the designation of the type of division is appended to the name of the product produced (for example, “sausage shop”, “foundry shop”) or the main production operation (for example, “car body assembly shop”, “repair and restoration shop”).

If a structural unit is assigned tasks that correspond to the tasks of two or more departments, this is reflected in the name - for example, “financial and economic department”, “marketing and sales department”, etc.

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

The organizational process consists of the following stages:

dividing the organization into divisions according to strategies;
relationships of powers.

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

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

Authority- limited right to use the organization's resources and direct the efforts of its employees to perform certain tasks. Authority is delegated to the position, not the individual. The limits of authority are limitations.

is the real ability to act. If power is what one can actually do, then authority is the right to do.

Line and staff powers

Linear authority is transferred directly from a superior to a subordinate and then to another subordinate. A hierarchy of management levels is created, forming its stepwise nature, i.e. scalar chain.

Staff powers are an advisory, personal apparatus (presidential administration, secretariat). There is no downward chain of command at headquarters. Great power and authority are concentrated in headquarters.

Building organizations

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

Stages of organizational design:

divide the organization horizontally into broad blocks;
establish the balance of powers for positions;
define job responsibilities.

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

Organizational structure of the enterprise

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

The choice of organizational structure depends on factors such as:

organizational and legal form of the enterprise;
field of activity (type of products, their range and range);
scale of the enterprise (production volume, number of personnel);
markets that the enterprise enters in the process of economic activity;
technologies used;
information flows inside and outside the company;
degree of relative resource endowment, etc.

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

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

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

Organizational management structures

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

The organizational structure regulates:

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

Thus, the company is created as a hierarchical structure.

Basic laws of rational organization:

organizing tasks according to the most important points in the process;
bringing management tasks into line with the principles of competence and responsibility, coordinating the “solution field” and available information, the ability of competent functional units to take on new tasks);
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 stability of cyclically repeated actions.

Linear structure

Let's consider a linear organizational structure. It is characterized by a vertical: top manager - line manager (divisions) - performers. There are only vertical connections. In simple organizations there are no separate functional divisions. This structure is built without highlighting functions.

Linear management structure

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

Line-staff organizational structure

As you grow enterprises, as a rule, have a linear structure converted to line-staff. It is similar to the previous one, but control is concentrated in headquarters. A group of workers appears who do not directly give orders to the performers, but carry out consulting work and prepare management decisions.

Line-staff management structure

Functional organizational structure

With the further complication of production, the need arises for the specialization of workers, sections, departments of workshops, etc., a functional management structure is being formed. Work is distributed according to functions.

Functional management structure

Advantages: deepening specialization, improving the quality of management decisions; ability to manage multi-purpose and multi-disciplinary activities.
Flaws: lack of flexibility; poor coordination of the actions of functional departments; low speed making management decisions; lack of responsibility of functional managers for the final result of the enterprise.

Linear-functional organizational structure

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

Linear-functional management structure

Divisional organizational structure

In large companies, to eliminate the shortcomings of functional management structures, the so-called divisional management structure is used. Responsibilities are distributed not by function, but by product or region. In turn, divisional departments create their own units for supply, production, sales, etc. In this case, prerequisites arise for relieving senior managers by freeing them from solving current problems. The decentralized management system ensures high efficiency within individual departments.
Flaws: increased costs for management personnel; complexity of information connections.

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

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

grocery.Departments are created by type of product. Characterized by polycentricity. Such structures have been created at General Motors, General Foods, and partly at Russian Aluminum. The authority for the production and marketing of this product is transferred to one manager. The disadvantage is duplication of functions. This structure is effective for developing 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 company has international activities. For example, Coca-Cola, Sberbank. Effective for geographical expansion of market areas;
customer-oriented organizational structure. Divisions are formed around specific consumer groups. For example, commercial banks, institutes (advanced training, second higher education). Effective in meeting demand.

Matrix organizational structure

With a matrix management structure, project groups (temporary) are formed to implement targeted projects and programs. These groups find themselves in double subordination and are created temporarily. This achieves flexibility in the distribution of personnel and effective implementation of projects. Disadvantages: complexity of the structure, occurrence of conflicts. Examples include aerospace enterprises and telecommunications companies carrying out large projects for customers.

Matrix management structure

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

Corporate or is considered as a special system of relationships 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, opposing themselves to other social communities based on their narrow corporate interests. Thanks to the pooling of resources and, first of all, human ones, a corporation as a form of organizing joint activities of people represents and provides the opportunity for the very existence and reproduction of one or another social group. However, the unification of people into corporations occurs through their division according to social, professional, caste and other criteria.