Introduction

Enterprise management in a market economy is not a simple matter, it is a whole science called management.

Relations are established between employees and structural divisions of the enterprise, managing and managed groups, they are informational, technological, labor, financial, and managerial in nature. They form an organizational integrity, a kind of association of elements. How to regulate communication data, what are the requirements for them. On the one hand, for the stable operation of the system, it is necessary that the connections be stable and stable; on the other hand, the inclusion of new participants in production, new factors of production requires functional flexibility, mobility of connections. The set of elements and links of the management system and the permanent links established between them form the management structure. Production structure enterprises directly affect the composition of functional services and the number of employees in them, for example, the number of positions of livestock specialists is set depending on the availability of conditional heads of livestock, as well as zonal features of production.

The organizational structure of the enterprise is influenced by different factors such as: natural and climatic conditions, farm size, level of specialization and concentration, technical equipment of production, etc.

General characteristics of organizational management structures

The organizational structure is a set of ways in which the labor process is first divided into separate work tasks, and then coordination of actions to solve problems is achieved.

The organizational structure of management can be defined as a set of management bodies, between which there is a system of relationships that ensure the performance of the necessary management functions to achieve the goals of the enterprise (organization).

The initial data and prerequisites for the formation of the organizational structure of management are:

Goals and objectives of the organization;

Production and management functions of the organization;

Factors of the internal environment (internal variables);

Environmental factors.

In essence, the organizational structure determines the distribution of responsibilities and authorities within the organization.

The main elements of the organizational structure of the enterprise are its divisions (departments), management levels and links between them. All elements are interconnected. A distinction is made between horizontal and vertical links. Considering that divisions or departments represent functional areas (functional zones), the structure of an organization can be defined as a set of functional areas and levels of management, as well as links between them. A department (link) is an organizationally separate independent management body. The main principle of its formation is the performance by the department of certain (one or more) functions.

Relationships between departments are horizontal.

Horizontal links are in the nature of coordination and are usually single-level.

Vertical links are links of subordination, and the need for them arises when management is hierarchical.

Management level - a group of departments occupying a certain level in the management hierarchy.

The connections between the steps (levels) of management are vertical connections that have a pronounced character of sequential subordination.

During economic activity organizational structures of the enterprise unite its human and material resources. At the same time, structures have a common property: they are formed to achieve goals, which, in turn, always determine the structure of the organization.

Because of this, each management structure is individual and has its own specific features that significantly affect the behavior and performance of people in an organization. When a goal is changed or signs of a disruption in the functioning of an enterprise appear, it is the organizational structure of management that is the first to be reorganized.

The organizational structure includes such concepts as the division of work (by functional features and levels of management), the ratio of responsibility and authority, delegation of authority, centralization and decentralization of management, responsibility and control, norms of manageability and other concepts that determine its content side. In the general case, the content of the organizational structure is determined by the goals it serves and what management processes it is designed to provide in a particular organization.

At the same time, all types of organizational structures have common characteristics that determine their purpose and distinctive properties (features) in relation to other elements (categories, concepts) associated with the organization of effective enterprise management. The general characteristics of the organizational structure can be formulated as follows: 1. The structure of the organization ensures the coordination of all management functions in the implementation of any economic activity of the enterprise related to the achievement of its goals.

2. The structure of the organization determines the rights and responsibilities at all management levels through the definition (delegation) of authority and the establishment of responsibility for managers of all ranks.

3. The structure adopted in a particular organization determines the behavior of its employees (management style, organizational culture and employee performance).

4. The organizational structure determines the effectiveness of the enterprise, its survival and prosperity, defined as its success.

The above characteristics reflect the purpose and ability of organizational structures to influence the achievement of the expected results of the enterprise, determined by its goals. In addition, there are internal properties of the structure that determine the conditions for the rational use of specific types of structures, taking into account various situational factors (external and internal) that take place in a particular organization.

General characteristics of organizations

All complex organizations are not only groups that are purposeful in their activities and have a certain set of interrelated goals, they also have characteristics common to all complex organizations.

These commonalities, summarized below, help to understand why an organization must be managed in order to succeed.

Resources.

In general terms, the goals of any organization involve the transformation of resources to achieve results.

The main resources used by an organization are people (human resources), capital, materials, technology and information.

The resource conversion process is most easily seen in production organizations, but service organizations and non-profit organizations also use all these types of resources. Apple and IBM use shareholder and bank funds (capital) to buy parts (materials), to build assembly lines (technology), and to pay factory workers (humans) to make computers they can sell with profit (results). Information resources are used continuously to communicate and coordinate each phase of the transformation process. Market research information helps Apple and IBM executives decide what type of product is most likely to appeal to the public. Communicating with workers gives them the information they need to do the job well. The speed and volume of product sales allows management to decide how well the company is moving towards achieving the desired results.

The awareness of the importance of information as a resource is the main reason that information firms such as Apple and IBM have grown so rapidly.

horizontal division of labor.

Perhaps the most obvious characteristic of an organization is the division of labor. If at least two people are working together towards the same goal, they should share the work among themselves.

For example, a two-man organization with the goal of sailing a ship to a place 10 miles distant might divide the work so that one man handles the sails while the other is at the helm. The division of all work into its constituent components is commonly referred to as the horizontal division of labor. Dividing a large amount of work into numerous small, specialized tasks allows an organization to produce much more output than if the same number of people worked alone. By dividing the work of preparing and serving food to customers between 12 employees, as is usually done at McDonald's, you can serve hundreds of times more people per day than in traditional small restaurants with one chef and several waiters.

In very small organizations, the horizontal division of labor may not be clear enough. The owners, who are also managers of small restaurants, can alternate between preparing food and serving customers. But most complex organizations have this kind of horizontal division, so that their functions and goals can be clearly traced.

A classic example of the horizontal division of labor in a manufacturing enterprise, for example, is production, marketing, and finance. They represent the main activities that must be successfully completed in order for the firm to achieve its goals.

Subdivisions.

Complex organizations achieve a clear horizontal division through the formation of units that perform specific specific tasks and achieve specific specific goals. Such divisions are often referred to as departments or services, but numerous other names also exist. McDonald's Corporation has dedicated divisions for each major function of the organization - marketing, purchasing, real estate, and so on. These divisions at McDonald's have their own, smaller, more specific divisions. "McDonald's", for example, being such a large and widely branched company, forms divisions both geographically and by individual types of activity.

The real estate department is divided into sub-departments - the choice of location of new places of enterprises, the management of existing property, and in each of these sub-departments there are groups by geographical areas, such as a group East Coast, California group, group Western Europe, Eastern European group, etc.

Like the whole organization of which they are part, divisions are groups of people whose activities are consciously coordinated and directed towards a common goal. Thus, at their core, large and complex organizations consist of a few interconnected organizations specially created for specific purposes and numerous informal groups that arise spontaneously.

vertical division of labor.

Since work in an organization is divided into its component parts, someone must coordinate the work of the group in order for it to be successful.

Returning to our boat example, if one of the sailors does not take over the duties of captain, and does not ensure that the movements of the rudder are coordinated with the maneuvers of the sails so that the vessel keeps its course, the group sailing on the vessel will probably never reach port of destination: it will most likely end up where the wind and current will take it (i.e., the external environment).

So, in the organization there are two internal organic forms of division of labor. The first is the division of labor into components that make up parts of the overall activity, i.e. horizontal division of labor.

The second, called vertical, separates the work of coordinating actions from the actions themselves. The activity of coordinating the work of other people is the essence of management.

The need for control.

In order for the organization to achieve its goals, tasks must be coordinated through a vertical division of labor. Therefore, management is an essential activity for an organization. However, small organizations often do not have a clearly defined group of managers.

For example, in a small store managed by two partners, one of them may make purchasing decisions, thereby performing a managerial function for one week, and the second for another. Both of them coordinate the work schedules of their few subordinates in order to keep the store open during set hours. But both partners also perform non-management functions, serving customers and laying out goods on the shelves. Neither partner considers the other the owner or manager.

But, although management functions are not clearly defined, the main function - coordination - is performed.

Even in large organizations, most leaders often do work that does not involve coordinating the work of others. Senior executives at IBM, for example, sometimes call clients themselves or go to shopping room, in order to keep in touch with customers, to feel their needs. However, in all but the smallest organizations, management takes so much time that it becomes increasingly difficult to do it casually.

As an organization grows, it becomes more difficult for people to know from whom they should directly take instructions. At this level, for an organization to operate successfully, management work must be clearly separated from non-management work, i.e. organizations should appoint leaders and define their duties and responsibilities. In fact, the super-large organizations of modern society became possible only when the need to separate management from commercial or technical activities became clearly felt.

Enterprise management is carried out on the basis of a certain organizational structure. The structure of the enterprise and its divisions is determined by the enterprise independently. When developing the organizational structure of management, it is necessary to ensure the effective distribution of management functions among departments. It is important that the following conditions are met:

• the solution of the same issues should not be under the jurisdiction of different departments;
• all management functions should be the responsibility of the management units;
• this unit should not be entrusted with solving issues that are more effectively solved in another.

The management structure can change over time in accordance with the dynamics of the scope and content of management functions.

Between separate divisions there can be vertical and horizontal communications.

VERTICAL RELATIONS are connections of leadership and subordination, for example, the connection between the director of the enterprise and the head of the shop.

HORIZONTAL RELATIONS are links of cooperatives of equal elements, for example, links between shop managers.

So far, we have considered the organization from a functional point of view. However, an analysis of the relationship between various positions and positions shows that there is whole line types of organizational structures, among which the construction on the principle of departments (divisions) is the simplest. Now we will approach the question of organization from the point of view of the distribution of powers and production duties.

A certain system is put in the basis of the management structure. There are three main production management systems:

1. linear;
2. functional;
3. mixed.

LINEAR - is a scheme of direct subordination on all issues of lower units to higher ones. This system is quite simple and can be effective if the number of issues under consideration is not large and decisions can be made on them in the nearest subdivisions.

FUNCTIONAL - the system is a scheme of subordination of a lower subdivision to a number of functional subdivisions that solve individual management issues - technical, planning, financial, etc. In this case, the instructions are more qualified. However, subordinate units do not always know how to coordinate the received instructions, in what order to carry them out. In its pure form, this system is used very rarely.

The most common MIXED system, which combines linear and functional systems. In this case, the decisions prepared by the functional units are reviewed and approved by the line manager, who passes them on to subordinate units.

With a very large volume of various questions, such a scheme greatly complicates the work of a line manager. To simplify it, on certain issues, functional units can directly manage subordinate units. A rational management structure is determined by the type of enterprise, its scale and characteristics. Enterprises can use workshopless, workshop, corps or mixed management structures.

The simplest structure is a workshopless one, in which production is divided into sections headed by craftsmen. Masters can directly report to the head of the enterprise or a senior foreman who reports to the head of the enterprise. This structure may be appropriate in small and medium-sized industrial enterprises.

The main production link of a large industrial enterprise is the workshop. Under the shop management structure, the heads of shops are subordinate to the head of the enterprise. The heads of sections, either senior foremen or foremen, are subordinate to the head of the shop. Masters are subordinate to the senior master. The head of the section reports to the senior masters, who, in turn, report to the masters.

On a special large enterprises hull structure can be used. In this case, the enterprise is divided into buildings, the buildings are divided into workshops, and the workshops are divided into sections.

Enterprises can also use mixed management structures. For example, in enterprises with a structure, there may be separate workshops, and in enterprises with a workshop structure, sections subordinate directly to the management of the enterprise.

It has been established by experts that three options are possible quantitative composition employees reporting to one manager:

1. five - seven people, if subordinates perform various functions;
2. eight - twenty people, if subordinates perform similar functions;
3. twenty-one - fifty people, if subordinates perform the same functions.

Enterprise management in modern conditions should be carried out on the basis of the principle of the right of the owner to use his property.

The owner can exercise his rights to manage the enterprise directly or through a body authorized by him. Such a body, in accordance with the Charter of the enterprise, can be the board or the board of the enterprise.

The board of the company consists of equal number representatives appointed by the owner of the property of the enterprise. The number of the board of the enterprise and the term of its powers are determined by the charter of the enterprise. The meeting of the council is chaired by the chairman, who is elected from among the members of the board by open or secret ballot.

The board of the enterprise develops a general direction for the economic and social development of the enterprise, establishes the procedure for the distribution net profit, decides on the issue of securities, on the purchase of securities of other enterprises, decides on the creation and termination of the activities of branches, subsidiaries and other separate divisions.

At the general meeting of the enterprise, issues of entering and exiting associations and associations are resolved, the direction of foreign economic activity is established, conflict situations that arise between the administration and the workforce of the enterprise are considered and resolved, as well as other economic and economic issues provided for by the charter of the enterprise.

The board of the enterprise at its meetings considers and resolves issues within its competence, however, the activities of the board are not allowed in the operational and administrative activities of the administration. All issues of the operational activities of the enterprise are decided by the head of the enterprise and deputies appointed by him, heads of departments of the management apparatus, workshops, departments, sections, etc., as well as foremen.

The appointment of the head of the enterprise is the right of the owner of the property of the enterprise and is realized by him either directly or through the board of the enterprise. When a manager is appointed to a position, a contract is concluded with him, which defines the rights, duties and responsibilities of the manager, the conditions for his material support and possible dismissal subject to certain safeguards.

Decisions on socio-economic issues of the enterprise's activities are developed and adopted by the enterprise's management bodies.

The enterprise management apparatus should be built in such a way as to ensure the interconnected unity of all parts of the enterprise in technical, economic and organizational terms, the best way use labor and material resources.

Let us cite as an example the structure of the management apparatus of a large Zaporozhye metallurgical enterprise with a developed energy-intensive production - JSC Dneprospetsstal.

OJSC "Dneprospetsstal":

1. form of ownership - collective;
2. the supreme body is the general meeting of OAO Dneprospetsstal;
3. the executive body is the Board of JSC Dneprospetsstal;
4. Head of the Board's work – Chairman of the Board of OAO Dneprospetsstal.

The enterprise is headed by the chairman of the board, who organizes all the work of the enterprise and bears full responsibility for its condition and activities before the general meeting. The chairman of the board represents the enterprise in all institutions and organizations, manages the property of the enterprise, concludes contracts, issues orders for the enterprise, accepts and dismisses employees in accordance with labor legislation, applies incentives and imposes penalties on employees of the enterprise, opens bank accounts of the enterprise.

The chief engineer manages the work of the technical services of the enterprise, is responsible for the implementation of the plan, the production of high-quality products, the use latest technology and technology. The chief engineer heads the production and technical council of the enterprise, which is an advisory body. The following departments are subordinate to him:

1. technical;
2. chief mechanic;
3. chief power engineer;
4. production - dispatching;
5. technical control;
6. safety technology.

The tasks of the technical department include issues of improving products, developing new types of products, introducing them into production the latest achievements science and technology, mechanization and automation of production processes, compliance with established technology, etc.

The department of the chief mechanic, together with subdivisions subordinate to him, provides control over the work and adjustment of technological equipment, carries out all types of repair of technological equipment, as well as the installation of new and dismantling of obsolete equipment.

The department of the chief power engineer, together with his subordinate divisions, ensures the uninterrupted supply of the enterprise with electricity, heat, compressed air, water, oxygen and others. Carries out planning and repairs of power equipment, develops and implements measures for the reconstruction, technical re-equipment and prospective development of the energy economy of the enterprise, conducts regulation of the costs of electricity, heat, fuel, compressed air, etc., as well as measures to save them, use secondary energy resources, develops technical and organizational measures to improve the reliability and increase the service life of power equipment, carries out work to optimize the modes of use of power equipment in power and production shops, carries out work on the scientific organization of labor in power shops and improves accounting, calculation of needs and compilation of energy balances, analysis, accounting and reporting, instructs and trains personnel, maintains production relations with other divisions of the enterprise and regional energy supply organizations.

The production and dispatching department exercises operational control over the course of production, develops work schedules, eliminates the causes that violate the normal production regime, etc.

The technical control department controls the complexity and quality finished products, develops proposals for the prevention and reduction of defects, organizes control over the quality of raw materials, semi-finished products entering the enterprise, etc. The quality of products is decisive in the overall assessment of the results of the work of the workforce.

The Chief Economist, who is the Deputy Chairman of the Board for Economic Affairs, manages the planning and economic stimulus at the enterprise, increasing labor productivity, identifying and using production reserves, improving the organization of production, labor and wages, organizations of intra-plant cost accounting, etc. The planning and economic department, accounting, financial department, and economic service may be subordinate to it.

The planning and economic department develops annual, quarterly plans for the enterprise and individual workshops, monitors their implementation, determines ways to eliminate shortcomings, organizes and improves in-plant and intra-shop planning, develops standards for the formation of economic incentive funds, maintains operational statistical records, analyzes the performance of the main units, workshops and the plant, develops and submits for approval projects, prices for new products, studies and implements best practices in the organization of planning and economic work, etc.

Accounting carries out accounting of the enterprise's funds and business transactions with material and monetary resources, establishes the results of the financial and economic activities of the enterprise, etc.

Financial department - makes financial settlements with customers and suppliers related to the sale of finished products, the acquisition of the necessary raw materials, fuel, materials, etc. The tasks of this department also include obtaining loans from the bank, timely repayment of loans, and the relationship with the state budget.

The economic service conducts a comprehensive analysis of the results of the enterprise, develops measures to reduce the cost and increase the profitability of the enterprise, improve the use of production assets, identify and use reserves at the enterprise, provides methodological guidance on the scientific organization of labor, participates in the development of technical and economic standards and specific indicators for economic incentives, etc.

The Deputy Chairman of the Board for Economic Affairs manages the logistics and sales of products, the work of housing and communal services, etc.

The Deputy Chairman of the Board for Human Resources manages the Department of Organization of Labor and Wages and the Human Resources Department.

The department of organization of labor and wages develops a staffing table, draws up annual, quarterly, and monthly plans for labor and wages and monitors their implementation, develops measures to increase labor productivity, introduce progressive wage systems, develop a regulation on the formation and spending of the fund financial incentives, develops technically sound production standards and analyzes their implementation, organizes and participates in the development of issues of the scientific organization of labor, promotes the movement for a collective guarantee of labor and social discipline.

All organizations share some common characteristics, including the need for governance. It is not surprising, therefore, that managerial work also has many general characteristics. A manager is a leader, and although organizations, areas and responsibilities may differ, the work of a chairman of the board, a director, has much in common with the work of a foreman on an assembly line.

Let us consider alternative approaches to the formation of organizational structures in general, their advantages and disadvantages from the point of view of the effectiveness of the strategy implementation. There are five types of structures: a functional structure of management on a geographical basis (regional structure), decentralized business units, strategic business groups, matrix structure.

The functional structure involves the allocation in the organization individual divisions, each with well-defined tasks and responsibilities. Characteristics and features of the activities of each unit correspond to certain areas of the organization. The traditional areas of activity are marketing management. R & D, production, finance, personnel, etc. In cases where the size of the entire organization or in the creams of the division is large, then the functional departments are divided into smaller functional divisions. The essence of the functional approach in this case is to make the most of the advantages of specialization. An example of a functional structure is shown in Fig. 7Fig. 7.3.

This structure is most often used in enterprises with one type of activity, which allows

but clearly correlate strategy and structure. It is very convenient for the development of subject skills and experience in a particular field of activity. Functionally oriented structures are acceptable for an organization as long as the strategically important areas of activity are directly related to the functional distribution, and the need for coordination of the activities of departments is negligible. Strategic advantages:

Top management has the ability to focus on strategic issues and monitor strategic results;

The organization achieves high performance through specialization;

High quality management by reducing duplication and improving coordination across functional departments

Strategic Weaknesses:

Difficulty in cross-functional coordination;

Greater interest of departments in the implementation of the goals and objectives of their units than the overall goals of the organization, which can lead to cross-functional conflicts;

Responsibility for the activities of the organization rests with the top management;

Managers are formed as specialists and gain experience in one functional department, which hinders the development of their skills systems approach to problem solving and, accordingly, limits the training in the organization of managers who are able to solve the problems of strategic management at the organizational level.

The structure of management on a geographical basis (regional structure) is most often used in organizations operating in different geographical areas or territories (Figure 74) and are forced to adapt to the specifics of specific regions (local legislation, customs, consumer needs, etc.).

The territorial structure is especially effective for companies in different regions implement different strategies. With this structure, management authority is transferred to one manager (chief manager)), who is responsible for the production and marketing of a product / service and the profitability of his structure.

Sales divisions of large companies whose activities extend over large geographical areas can serve as examples of regional management structures. Among non-profit organizations, the comfort of territorial structures is used, it can be called the state tax service, the police, the postal service, etc.

Strategic advantages:

It creates the possibility of adapting the company's strategy to the specific conditions of each region;

Responsibility for making a profit is transferred to lower management levels;

High quality of management due to good coordination within the territorial divisions;

Managers, working in regional divisions, receive appropriate training, and can grow to top-level managers

Strategic Weaknesses:

There may be duplication of work, which leads to an increase in the costs of the organization;

Difficulty in maintaining a single corporate image in different regions, since the heads of regional divisions usually have more freedom in shaping the strategy

Decentralized business units (linear management structure). It was shown above that functional departments and regional divisions perform well in single-profile enterprises. But the picture changes dramatically in diversified companies, in which the main structural blocks are separate activities. In this case, the powers are transferred to the main managers of each individual business unit, who are responsible for the development and implementation of the strategy of their unit, for all operational issues and the final results of the activity. In fact, a separate business unit acts as an independent profit center (Figure 75. 7.5).

But along with the positive aspects, independent business units can create certain difficulties for the organization: different business units can perform the same work, but there is usually no mechanism for coordinating such work at the company level. Therefore, the company's management is forced to take additional measures to coordinate the implementation of the same type of work by various business units. These measures include the creation general department. R & D, special corporate sales service, dealer network, application processing service, product shipment service of various enterprises of the company. The most effective measure is the separation of manufacturers of the same type of products into independent business units.

Strategic advantages:

A rational scheme of decentralization and delegation of powers is being formed;

Each business unit has a large degree of freedom, which allows it to create its own value chains, key activities and form necessary requirements to functional departments;

The general (executive) director has the opportunity to devote more time to the company's strategy, and the responsibility for making a profit is transferred to the main managers of business units

Strategic Weaknesses:

There is a duplication of managerial work at the corporate level and the level of business units, which leads to an increase in costs;

Problems are created related to the differentiation of managerial types of work that are solved at the corporate level and the level of business units;

There may be conflicts between individual business units in the distribution of corporate resources;

Increasing dependence of corporate leadership on top business unit managers

The structure of strategic business groups is usually applied in widely diversified companies, in which the number of business units is especially large, which makes it difficult for top management to control them (Fig. 76). Therefore, in such cases, management usually follows the path of combining related business units into a business group, which is led by a vice president, and reports to higher management for work. In essence, there is another level of management between the top management and the general manager of the business group.

This structure was first used in the General Electric Corporation, in which 190 business units were combined into 43 strategic business groups. The merging takes place on the basis of the allocation of identical executions of tag elements that are characteristic of all business units included in a separate business group. Such elements can be: similar value chains, the presence of certain types of competitive advantage (low costs or differentiation), common key factors success, similar production technologies, the same set of competitors and iin.

Strategic advantages:

The most efficient structure for widely diversified-firing companies;

Maximize the benefits of strategic alignment between units within a single strategic business group;

Due to the clear distribution of powers, top-level managers pay more attention to the strategic development prospects of the organization

Strategic Weaknesses:

The creation of strategic business groups makes real strategic sense if the consolidation takes place on the basis of taking into account the strategic coordination of all business units, and not just improving the solution of administrative tasks

We need a clear distribution of official powers, as well as the development of procedures and rules;

A certain localization of the actions of strategic business groups can act as a limitation when choosing an effective solution strategy

Matrix structure. Since the 1960s, many Western firms * began to develop and implement so-called adaptive (organic) organizational structures. The main purpose of these structures is to better adapt the firm to rapid change in external environment and new science-intensive technologies. There are two main types of organic structures - these are project and matrix organizations. Let us dwell on the characteristic features of the matrix structure of the organization.

The greatest spread of functional structures has led to the emergence of many problems for large and medium-sized firms operating in dynamically developing ones. The use of project structures temporarily created to solve a specific problem (project) was an effective help in solving new problems. But in conditions when the number of simultaneously developed projects in a company was usually tens, a number of companies (first of all, General Electric) attempted to use the advantages of both functional and project structures by imposing a project structure on a functional structure that is permanent for a given organization. The scheme of such a structure (Fig. 77) resembles a lattice, which is reflected in the name of this new structure- matrix structure.

The main features of this structure include the following:

Members of each project team working on a particular project report simultaneously to both the project manager and the heads of those functional departments in which they work constantly;

The project manager must have project powers that allow him to both oversee all the details of the project being developed, and to carry out purely staff powers; it all depends on what rights the top management delegates to him

All material and financial resources are usually at the full disposal of the project manager;

The development of the project work schedule and control of their implementation is entirely entrusted to the project manager;

Some functions of the head of the functional department can be transferred to the project manager;

Heads of functional departments control the progress of work, decide how and where certain work should be done and who is specifically responsible for its implementation.

The application of the matrix structure leads to the creation of a new type of organizational climate, allows you to agree on strategic and current priorities and carry out a relatively clear distribution of powers and various types of resources within firms.

Strategic advantages:

Each direction of the company's strategic development receives sufficient attention from senior management;

Better orientation to project goals and demand;

More efficient day-to-day management, the ability to reduce costs and improve the efficiency of resource use;

More flexible use of the organization's specialists, as well as special knowledge and competencies;

Improving control over individual project tasks;

Ability to apply effective planning and management methods

Strategic Weaknesses:

The structure is difficult to manage" . Matrix structure- it is too complex, heavy and sometimes incomprehensible form of organization to constantly refer to it";

The need for constant monitoring of the "correlation" of forces between the tasks of project management and other tasks of functional departments;

There is an imposition of vertical and horizontal powers, which undermines the principle of unity of command;

Difficulty in establishing clear responsibility for the fulfillment of the tasks of the functional department and functions for solving project problems;

The possibility of violating the established rules and standards applied in functional departments through a long separation of employees involved in the implementation of the project from their departments;

Conflicts arise between heads of functional departments and project managers

Despite these shortcomings and difficulties, matrix structures are used in many organizations belonging to various industries. The main reason for this is that the matrix structure allows organizations to take advantage of the benefits inherent in both functional and divisional structures, in particular, to achieve higher performance in working on complex types of products requiring creativity.

The listed organizational structures do not provide full correspondence between the implemented strategy and the structure. Therefore, to effectively support the implementation of the chosen strategy, some organizations use two or more types of organizational structures at the same time. Other organizations, in addition to the existing management structure, create special coordination mechanisms necessary for an effective company strategy in the form of project teams, cross-functional task teams, venture teams, independent working groups, process implementation teams, and individual communication managers. communications with consumers.

Published with permission from Lanit

"The office reaches perfection just in time for the firm to decline."
12th Law of Parkinson

Under the 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 interrelated - the philosophy of quality sets the goal and direction of the organization, the philosophy of management determines the organizational means to achieve this goal. The foundations of the philosophy of management, as well as the philosophy of quality, were laid by F. W. Taylor.

Both the Deming 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 structure" immediately conjures up a two-dimensional tree diagram, consisting of rectangles and lines connecting them. These boxes show the work to be done and the scope of responsibilities and thus reflect the division of labor in the organization. The relative position of the boxes and the lines connecting them show the degree of subordination. The considered ratios are limited to two dimensions: up - down and across, since we operate with a limited assumption, according to which the organizational structure must be represented on a two-dimensional diagram drawn on a flat surface.

The organizational structure itself does not contain anything that would limit us in this respect. In addition, these constraints on organizational structure often have severe and costly consequences. Here are just four of them. First, between the individual parts of organizations of this kind, there is not cooperation, but competition. There is stronger competition within organizations than between organizations, and this internal competition takes on a much less ethical form. Secondly, the usual way representation of the structure of organizations makes it very difficult to define the tasks of individual units and measure the corresponding performance indicators due to the great interdependence of units united in this way. Thirdly, 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 at all. Fourth, the representation of the organizational structure in the form of a two-dimensional tree limits the number and nature of possible options for solving emerging problems. In the presence of such a limitation, solutions are impossible that ensure the development of the organization, taking into account technical and social changes, the pace of which is growing more and more. The current environment requires organizations to be not only ready for any changes, but also able to undergo them. In other words, dynamic balance is needed. Obviously, in order to achieve such a balance, the organization must have a sufficiently flexible structure. (While flexibility does not guarantee adaptability, it is nonetheless necessary to achieve adaptability.)

The construction of a flexible or otherwise meritorious organizational structure 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 main 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 the democratic principle of governance.

Hierarchical type of control structures

Management structures in many modern enterprises were built in accordance with the principles of management formulated in the early 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 principle of correspondence of powers and responsibilities of management employees to their place in the hierarchy, which follows from it;
• 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 the performance of their duties by employees and the coordination of various tasks;
• the principle of impersonal performance by employees of their functions arising from it;
• the principle of qualification selection, in accordance with which hiring and dismissal from work is carried out in strict accordance with qualification requirements.

The 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 management process by functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services ("mine") is formed, penetrating the entire organization from top to bottom (see Fig. 1). The results of the work of each service are evaluated by indicators characterizing the fulfillment by them of their goals and objectives. Accordingly, a system of motivation and encouragement of employees is being built. At the same time, the end result (the efficiency and quality of the work of the organization as a whole) becomes, as it were, secondary, since it is believed that all services in one way or another work to obtain it.

Fig.1. Linear control structure

Advantages of a linear structure:

• a clear system of mutual relations of 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 reaction of the executive departments to direct instructions from superiors.

Disadvantages of a linear structure:

• lack of links dealing with strategic planning; in the work of managers at almost all levels, operational problems ("churn") dominates 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 efficiency 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 the work of departments usually leads to the emergence of an atmosphere of fear and disunity;
• a large number of "management floors" between workers producing products and the decision maker;
• overload of top-level managers;
• 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 shortcomings of the structure outweigh its advantages. Such a structure is poorly compatible with the modern philosophy of quality.

Linear - headquarters organizational structure

This type of organizational structure is the development of a linear one and is designed to eliminate its most important drawback associated with the lack of links strategic planning. The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any subordinate units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one (Fig. 2).

Fig.2. Linear - headquarters management structure

Advantages of a linear - staff structure:

• deeper than in the linear, study of strategic issues;
• some unloading of top managers;
• the possibility of attracting external consultants and experts;
• in empowering headquarters units with functional leadership, such a structure is a good first step towards more effective organic management structures.

Disadvantages of a linear - 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 a linear structure, partially - in a weakened form.

Conclusion: a linear - staff structure can be a good intermediate step in the transition from a linear structure to a more efficient one. The structure allows, although to a limited extent, to embody ideas modern philosophy quality.

Divisional management structure

By the end of the 1920s, the need for new approaches to the organization of management became clear, associated with a sharp increase in the size of enterprises, the diversification of their activities (diversification), and the complication technological processes in a dynamically changing environment. In this regard, divisional management structures began to emerge, primarily in large corporations, which began to provide some independence to their production units, leaving the development strategy, research and development, financial and investment policy, etc. to the management of the corporation. In this type of structures an attempt was made to combine centralized coordination and control of activities with decentralized management. The peak of the introduction of divisional management structures occurred in the 60s - 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 who head 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 focusing on certain groups of consumers - consumer specialization; on served territories - 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 diversified enterprises with a total number of employees of the order of hundreds of thousands and territorially remote divisions;
• provides greater flexibility and faster response to changes in the enterprise environment in comparison with the linear and linear - staff;
• when expanding the boundaries of the independence of the departments, they become "profit centers", actively working to improve the efficiency and quality of production;
• closer relationship between production and consumers.

Disadvantages of the divisional structure:

• a large number of "floors" of the management vertical; between the workers and the production manager of the unit - 3 or more levels of management, between the workers and the company's management - 5 or more;
• disunity of headquarters structures of departments from company headquarters;
• the main connections are vertical, therefore, there are shortcomings common to hierarchical structures - red tape, congestion of managers, poor interaction in resolving issues related to departments, etc.;
• duplication of functions on different "floors" and as a result - very high costs for the maintenance of the management structure;

in departments, as a rule, a linear or linear-headquarters structure with all their shortcomings 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 dinosaurs. With this structure, it is possible to implement most ideas of modern philosophy of quality.

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 structures of a hierarchical type to meet these conditions became obvious. The main property of organic management structures is their ability to change their form, adapting to changing conditions. Structures of this type are design, matrix (program-targeted), brigade forms of structures . When introducing these structures, it is necessary to simultaneously change the relationship between the departments of the enterprise. If, however, the system of planning, control, distribution of resources, leadership style, methods of staff motivation are preserved, and the desire of employees for self-development is not supported, the results of the introduction of such structures may be negative.

Brigade (cross-functional) management structure

The basis of this management structure is the organization of work in working groups (teams). The form of the brigade organization of work is a fairly ancient organizational form, it is enough to recall the worker artels, but only from the 80s did its active use begin as an organization management structure, in many respects directly opposite to the hierarchical type of structures. The main principles of such a management organization are:

• autonomous work of working groups (teams);
• independent decision-making by working groups and horizontal coordination of activities;
• replacement of rigid managerial ties of a bureaucratic type with flexible ties;
• 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.

In an organization built according to these principles, functional units can be preserved (Fig. 4) or 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 the working group or team in which they are a member). This form of organization is called cross-functional , in many respects it is close to matrix . In the second case, there are no functional units as such, we will call it proper brigade . This form is widely used in organizations. project management .

Fig.4. Cross-functional organizational structure

Fig.5. The structure of the organization, consisting of working groups (brigade)

Benefits of a brigade (cross-functional) structure:

• reduction of the administrative apparatus, increase in management efficiency;
• flexible use of personnel, their knowledge and competence;
• work in groups creates conditions for self-improvement;
• the possibility of applying effective methods of planning and management;
• reducing the need for generalists.

Disadvantages of the brigade (cross-functional) structure:

• complication of interaction (especially for a cross-functional structure);
• difficulty in coordinating the work of individual teams;
• high qualification and responsibility of personnel;
• high communication requirements.

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

Project management 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 an enterprise is considered as a set of ongoing projects, each of which has a fixed start and end. 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 falls apart, its components, including employees, move to a new project or leave (if they worked on a contract basis). In form, 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 managerial personnel in comparison with hierarchical structures.

Disadvantages of the project management structure:

• very high qualification requirements, personal and business qualities of the project manager, who must not only manage all stages life cycle project, but also take into account the place of the project in the company's project network;
• fragmentation of resources between projects;
• the complexity of the interaction of 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 enterprises with a small number of concurrent projects. The possibilities of implementing the principles of modern philosophy of quality are determined by the form of project management.

Matrix (program - target) management structure

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. An example of a matrix program-target management structure (Toyota) 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.

Target programs are managed at Toyota through functional committees. For example, when creating a functional committee in the field of quality assurance, an authorized quality management representative is appointed as the chairman of the committee. From the practice of Toyota, 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. The main 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 obligations of all departments related to quality issues and establishes a system of their relationships. On a monthly basis, the quality committee analyzes the 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 framework of the vertical structure. The responsibility of the committee is to combine the vertical and horizontal structures to improve the performance of the entire organization.

Fig.6. Matrix management structure at Toyota

Advantages of the matrix structure:

• better orientation to project (or program) goals and demand;
• more efficient day-to-day management, the ability to reduce costs and increase the efficiency of resource use;
• more flexible and efficient use of the organization's personnel, special knowledge and competence of employees;
• the relative autonomy of project teams or program committees contributes to the development of decision-making skills, managerial culture, and professional skills among employees;
• improving control over individual tasks of the project or target program;
• any work is organizationally formalized, one person is appointed - the "master" of the process, serving as the center of concentration of all issues related to the project or target program;
• the response time to the needs of the project or program is reduced, since horizontal communications are created and single center decision making.

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 the functional units due to the isolation of employees participating in the project or program from their units.

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

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) the purposefulness of which is associated with the choice of goals, or desired outcomes, and means ( lines of conduct). One or another line of behavior involves the use of certain resources ( input quantities) to produce goods and provide services ( output quantities), which for the consumer should have great value than the resources used. Consumed resources include labor force, 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 represented by rectangles, the relative position of which shows authority level, and the lines connecting these rectangles are distribution of powers. However, such a representation of the organizational structure does not contain any information about at what cost and with the help of means the organization managed 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 on the basis of matrices like costs - 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 the organization are called programs and are denoted by P1, P2,. . . , Pr. The funds used by programs (or activities) can generally be subdivided 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 marketing of products.

Services are the activities necessary to support programs or carry out an operation. Typical services (S1, S2, . . . , Sn) are the work performed by departments such as accounting, data processing, maintenance, labor disputes, finance, human resources, legal services.

Activities, carried out within the framework of the program and within the framework of actions for its implementation, can be presented as in Fig. 7 and 8. The results of each individual activity can be used directly by the same activity, programs and other activities, as well as by the executive body and the external consumer.

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	R2	. . .	Rk
Operation Q1
Operation Q2
. . . .
Operation Qm
Service S1
Service S2
. . . .
Service Sm

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 of activities

Similarly, you can drill down the types of activities of activities. For example, the manufacturing operations of a product may include the production of parts, assemblies, and assembly, each of which may be broken down into smaller operations.

If the number of programs and main and ancillary activities (operations and services) is so large that the manager is not able to effectively coordinate, then there may be a need for coordinators within specific managerial functions(Fig. 9). Each line of action may require more than one coordinator or coordinating unit. In cases where the number of coordinators turns out to be too large, the use of higher coordinators or coordinating units ( in this context, "coordination" means precisely coordination but not management). To carry out coordination, a group consisting of the heads of coordinating departments and leaders is quite sufficient.

Fig.9. Structure of coordination in large organizations

Programs, as well as functional units, have certain requirements. Programs and functional units may be grouped by product, customer type, geographic area, etc. If there are too many and highly dispersed customers for a program unconventional the use of characteristics of geographical location as an additional dimension of the volumetric scheme of the organizational structure (Fig. 10). In this case, there is a need in regional representatives whose duty it is to protect the interests of those who consume the product or are affected by the activities of the organization as a whole. Regional representatives play the role of external intermediaries who can assess the programs and various activities of the organization in each particular 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 such information simultaneously from all regional representatives, the manager can get a complete picture of the effectiveness of his program throughout the service area and in each region. This allows him to more rationally distribute the 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, organizations providing various industries lubricants industry, it is advisable to have representatives not by region, but by industry (this can be automotive, aerospace, machine tool building and other industries). The public service organization may determine the responsibilities of its representatives based on the socio-economic characteristics of the users.

Fig.10. 3D organizational structure

Sharing of responsibility. The considered "multidimensional" organization has something in common with the so-called "matrix organizations". However, the latter are usually two-dimensional and lack many of the important features of the considered organizational structures, especially in terms of funding. In addition, all of them have one common drawback: employees of functional units are in double subordination, which, as a rule, leads to undesirable results. It is this most commonly noted deficiency in matrix organizations that is the cause of so-called "occupational schizophrenia".
A multidimensional organizational structure does not give rise to the difficulties inherent in a matrix organization. In a multidimensional organization, the functional unit personnel whose outputs are purchased by the program manager are treated as an external client and are accountable only to the functional unit manager. However, when evaluating the activities of his subordinates, the head of the functional unit, of course, should use the assessments of the quality of their work given by the program manager. The position of the person leading the functional unit team that does the work for the program is much like that 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 multidimensional organizational structure and program financing. Usually practiced (or traditional) program financing is only a way of preparing cost estimates for the functional departments and programs. It is not about providing resources and choice for program units, or requiring functional units to independently conquer markets within and outside the organization. In short, program funding generally does not take into account the specifics of the organizational structure and does not affect its flexibility. This way of distributing funds between functional units guarantees only the execution of programs, while providing a more efficient than usual costing for their implementation. The multidimensional organizational structure allows you to keep 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 changing internal and external conditions. This is achieved by dividing the organization into units whose viability depends on their ability to produce competitively priced goods that are in demand and provide services that consumers need. This structure creates a market within the organization, whether it is private or public, commercial or non-profit (non-profit), and enhances 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 divisions. Even the work of the executive body can be evaluated autonomously in all aspects of its activities.

A multidimensional structure discourages the development of bureaucracy by preventing functional units or programs from falling prey to service units, whose procedures 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 the internal providers of products and services; Suppliers never control consumers. Such an organization is oriented towards ends rather than means, while bureaucracy is characterized by the subordination of ends 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 the shortcomings completely. By itself, such a structural organization does not guarantee meaningful and interesting work at lower levels, but it facilitates the application of new ideas that contribute to its improvement.

The introduction of a multidimensional organizational structure in the enterprise is not the only way to increase the flexibility of the organization and its sensitivity to changes in conditions, but a serious study of this allows you 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.

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

Principles of formation of organizational structures:

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

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

The structure should reflect the characteristics of the external environment.

The structure should reflect the correspondence between functions and powers.

Types of firm management structures:

Linear.

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

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

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

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

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

The linear organizational structure of management has its positive aspects and disadvantages:

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

Functional.

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

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

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

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

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

Areas of application of the functional management structure:

Single-product enterprises;

Enterprises implementing complex and long-term innovative projects;

Large specialized enterprises;

Research and design organizations;

Highly specialized enterprises.

Specific tasks of management in the functional structure of management:

The complexity of communications;

Careful selection of specialist managers in functional divisions;

Leveling the load of units;

Ensuring coordination of functional units;

Development of special motivational mechanisms;

Prevention of separatist development of functional units;

Priority of specialists over line managers.

The functional management structure has its positive aspects and disadvantages:

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

Linear - functional.

Linear - functional (Multi-line organizational) management structure is characterized by the fact that functional management is carried out by a certain set of units specialized in performing specific types of work necessary for decision-making in the linear management system.

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

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

The linear-functional management structure has its positive aspects and disadvantages:

Advantages	disadvantages
High professional level of preparation of solutions;	The complexity of preparing and agreeing decisions;
Fast communication;	Lack of unified leadership;
Top management unloading;	Duplication of orders and communications;
Professional specialization of the head;	The difficulty of not having control;
Reducing the need for generalists	Relatively frozen organizational form, with difficulty responding to changes.

Line-staff structure.

With a linear-staff organizational structure of management, the line manager who heads a certain team assumes full power. The line manager in the development of specific issues and the preparation of appropriate decisions, programs, plans is assisted by a special apparatus, consisting of functional units (departments, departments, bureaus, etc.).

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

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

Project management structure

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

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

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

Thus, the scope of design structures are:

When creating a new enterprise;

When creating a new innovative product;

Institutions, subsidiaries or affiliates;

Carrying out large-scale R&D;

Temporary organization created to solve individual problems.

The specific tasks of management in the project management structure are:

Substantiation of criteria, selection of target projects;

Specific requirements for the selection of project managers;

Ensuring a unified innovation policy;

Prevention of conflicts due to milk subordination of employees;

Development of special innovative mechanisms regulating intra-company cooperation.

The project management structure has its advantages and disadvantages:

Advantages	disadvantages
High flexibility and adaptability of systems;	Complex coordination mechanisms;
Reducing the risk of erroneous decisions;	Possible conflicts due to double subordination;
Professional specialization of heads of functional divisions;	Blurring of responsibility for a separate project;
Ability to take into account the specific conditions of the region;	Difficulty in controlling the work on the project as a whole;
Separation of areas of responsibility;	The need to differentiate control by functions and projects.
Personnel autonomy of functional units;	Targeted project management based on unity of command.

Matrix structure .

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

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

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

Matrix structures are applied in the following areas:

Diversified enterprises with a significant amount of R&D;

holding companies.

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

The main tasks of management in the matrix management structure are:

Ensuring a unified innovation policy in all product groups;

Allocation of the composition of functional services and divisions;

Careful preparation of regulations on departments and job descriptions;

Development of special motivational mechanisms regulating intra-company cooperation;

Ensuring centralized management of objects.

As can be seen, special headquarters bodies are introduced into the established linear structure, which coordinate significant horizontal ties for the implementation of a specific program, while maintaining the vertical relations inherent in this structure. The main part of the workers involved in the implementation of the program is subordinate to at least two managers, but on different issues.

Program management is carried out by specially appointed managers who are responsible for coordinating all program communications and achieving its goals in a timely manner. At the same time, top-level managers are relieved of the need to make decisions on current issues. As a result, on average and lower levels the efficiency of management and responsibility for the quality of execution of specific operations and procedures are increasing, that is, the role of heads of specialized departments in organizing work according to a clearly defined program is noticeably increasing.

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

The matrix management structure has its advantages and disadvantages:

Advantages	disadvantages
A clear distinction between products (projects);	High requirements for line and functional managers;
High flexibility and adaptability of the main divisions;	High communication requirements;
Economic and administrative independence of divisions;	Difficulties and lengthy coordination in making a conceptual decision;
High professional qualification functional leaders;	Weakening of personal responsibility and motivation;
Favorable conditions for a collective leadership style;	Necessity and danger of compromise solutions;
Ease of development and implementation of a single policy.	The possibility of conflict between line and functional leaders due to the dual subordination of the former.

Requirements for building management structures:

Efficiency (i.e., the control action must reach the control object before the change occurs (it will be “late”)).

Reliability.

Optimality.

Profitability.

But the structure, first of all, must correspond to the goals, set principles and methods of managing the company. To form a structure means to assign specific functions to departments.

Structure formation technology:

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

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

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