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The linear structure of the organization of the enterprise. Characteristics of the linear control structure

The simplest organizational structure is linear (Fig. 8.1). Its main principles are: all management functions are concentrated with the head of the enterprise, direct subordination of personnel to the head with a control range of 5-10 people (depending on the situation), hierarchy and unity of command, universalism of the line manager.

Fig.1. Linear organizational structure enterprise management

Advantages of a linear management 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;

· fast reaction of executive divisions to direct instructions of higher.

coordination of actions of performers;

Efficiency in decision-making;

simplicity of organizational forms and clarity of relationships;

Minimum production costs and minimum cost of products;

Disadvantages of a linear structure:

Lack of links dealing with issues 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;

Lack of flexibility and adaptability to changing situations;

The criteria for the efficiency and quality of the work of departments and the organization as a whole are different;

The tendency to formalize the evaluation of the efficiency and quality of 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 on the qualifications, personal and business qualities of senior managers.

Thus, the noted shortcomings do not lie in the plane of a specific linear organizational structure of management, but in the plane of the organization of the enterprise's work, and can be eliminated by replacing some of the bureaucratic elements with economic ones.

Conclusion: can be widely used in modern conditions, but requires the use of modern methods of organizing the work of the enterprise as a whole.

The linear control structure is simple and easy to understand. Clearly defined rights and obligations of all its participants create conditions for prompt decision-making.

As the company grows, the technology becomes more complex, and the range of manufactured products expands, it becomes necessary to create additional functional divisions in the structure of the enterprise that solve general and functional tasks.

The linear management structure is used by small and medium-sized firms that carry out simple production. Each production or management unit is headed by a manager who concentrates all management functions and decision-making powers in his hands. The principle of unity of command is clearly expressed; high degree centralization in management; the powers of functional specialists are insignificant, they are advisory in nature.

Functional structure. With a functional structure (Fig. 8.2), the heads of functional units specialize in a certain area of ​​activity and are responsible for the implementation of the relevant functions, directly give orders to production units on issues within their competence. The main advantages of the functional structure are the direct impact of specialists on production, a high level of management specialization, deep development and justification of decisions.

Rice. 8.2. Diagram of the functional structure. The circles indicate the performers

The main disadvantage is the complexity and inefficiency (many divisions, and consequently, control channels).

Experience shows that it is expedient to use the functional structure in those enterprises that produce a relatively limited range of products, operate in stable external conditions and require the solution of standard management tasks to ensure their functioning. Examples of this kind can serve as enterprises operating in the metallurgical, rubber industry, in industries that produce raw materials.

This system has two varieties: a shop management structure, characterized by the creation of functional units under the head of the shop for the most important production functions, and a shopless management structure, used in small enterprises and characterized by division not into shops, but into sections.

The main advantage of this structure is that, while maintaining the focus of the linear structure, it makes it possible to specialize the performance of individual functions and thereby increase the competence of management as a whole.

  1. Pros:
  • removal of most of the load from the highest level of management;
  • stimulating the development of informal ties at the level of structural blocks;
  • reducing the need for generalists;
  • as a consequence of the previous plus - improving the quality of products;
  • it becomes possible to create headquarters substructures.
  • Minuses:
    • significant complication of communications within the enterprise;
    • appearance a large number new information channels;
    • the emergence of the possibility of transferring responsibility for failures to employees of other departments;
    • difficulty in coordinating the activities of the organization;
    • a trend towards over-centralization.

    Divisional structure. Currently, in industrialized countries, there is a departure from a linear-functional structure (the classic type of this organization has been preserved only in small and medium-sized enterprises operating in traditional business areas).

    Among large companies, the divisional type of organizational structure prevails (Fig. 8.3). According to experts, 95% of the 500 largest American companies have a divisional management structure. The factors that led to the transition to this type of organizational structure include: increasing diversification entrepreneurial activity, specialization of management, international division of labor, the growth of awareness, self-esteem and expectations of middle managers, etc.

    Rice. 8.3. Diagram of the divisional structure

    The divisional organizational structure is characterized by decentralization managerial functions: production units have autonomous structures that perform the main management functions (accounting, planning, financial management, marketing, etc.). This allows production units to solve independent tasks related to the development, production and marketing of their own products. At the same time, the top management of the enterprise can focus on setting and solving strategic problems.

    The 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.

    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 subdivisions;

    · provides greater flexibility and faster response to changes in the environment of the enterprise in comparison with the linear and linear - staff;

    · with the expansion of 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 the headquarters of the company;

    The main connections are vertical, therefore, there are shortcomings common to hierarchical structures - red tape, overload 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.

    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.

    Advantages of the matrix structure:

    better orientation to project (or program) goals and demand;

    · more effective 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 "owner" of the process, serving as the center of concentration of all issues related to the project or target program;

    Reducing the response time to the needs of the project or program, because horizontal communications are created and single center decision making.

    Disadvantages of matrix structures:

    Difficulty in establishing clear responsibility for work on the instructions of the unit and on the instructions of the project or program (a consequence of dual subordination);

    · the need for constant monitoring of the ratio of resources allocated to departments and programs or projects;

    · high requirements for the 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 enough high level corporate culture and qualifications of employees, otherwise management can be disorganized (at Toyota, the introduction of the 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.

    Linear - headquarters organizational structure.

    With a further increase in the number of employees, in order to increase the efficiency of the enterprise, a qualitative structural restructuring of the enterprise is already necessary - the creation of a headquarters for the head (in the simplest case, an assistant) for more efficient management of the enterprise (linear-staff organizational structure). In principle, it is also possible at one level of the hierarchy.

    In a linear-staff organizational structure, the headquarters works only with the head, and does not work with subdivisions. With the expansion of the enterprise, the expansion of its functions, the increase in the issues solved by the head together with the headquarters, the overload of the head begins again. The horizontal connection between the head and the headquarters becomes the bottleneck of the enterprise, the economic efficiency of the enterprise begins to decline.

    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 staff 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 the 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 the ideas of the modern philosophy of quality.

    The way out is the creation of functional units that will work not only with the head, but directly with all structural units, so we are moving to a linear functional organizational structure.

    Linear - functional structure .

    With an increase in the size of an enterprise with a linear-staff organizational structure, the number of emerging issues that need to be addressed increases, the headquarters grows, and the workload of the Manager again becomes excessive.

    The way out is the creation of functional divisions. Emerging issues are considered not at the level of the Head, but at the level of structural units. At the same time, structural units, together with functional ones, consider emerging issues and prepare draft decisions, without first contacting the Head. He receives, at the same time, not questions, but only answers - prepared draft decisions.

    Along with line managers (directors, heads of branches and shops), there are heads of functional departments (planning, technical, financial departments, accounting), preparing draft plans, reports, which turn into official documents after signing by line managers.

    In this structure, indications of functional units are advisory in nature. They, together with line divisions, prepare only draft decisions. Ultimately, the final decision is made by the head of the enterprise, but all the routine preparation of these decisions is already done without him, at the lower structural levels.
    Compared to the linear and linear-staff organizational structures, overhead costs are still increasing, but the increase in the economic efficiency of the enterprise is achieved by further improving the quality of decisions made and reducing the time for their adoption.

    Functional services can be organized both on a design basis and on other grounds, while obtaining new organizational structures. Well, the structure can be not only two-dimensional, but also multidimensional.
    However, with a further increase in the size of the enterprise, the manager and functional units may no longer be able to cope with the increasing volume of work, with the increasing flow of decision projects, the economic efficiency of the enterprise will begin to decrease, and a transition to functional or, more broad sense, matrix organizational structures.

    The main scope of the linear-functional organizational structure is small and medium-sized general enterprises

    Product organizational structure.

    The product-based organization (Figure 11.4) is one of the first forms of divisional structure, and today most of the largest consumer goods manufacturers with diversified products use a product-based organization.

    When using a divisional - product management structure, departments are created for the main products. Managing the production and marketing of any product (service) is transferred to one person who is responsible for this type of product. Heads of auxiliary services report to him.

    Product (commodity) organizational structure characterized by the fact that the manager has the ability to coordinate and control all work on the product (group, family of goods), knowing well its market opportunities. Disadvantages: high possibility of conflicts with unclear separation of powers, product implementation by functional managers.

    Product structure allows you to easily handle the development of new products based on competition, technology improvement or customer satisfaction.

    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.

    The project structure (Fig. 3) is completely opposite to the matrix one in its organization. Here the project teams seem to form their own temporary divisions created for the duration of the project and led by project managers. With such an organization, functional units perform a service function in relation to projects, that is, they provide services to them, for example technical support or accounting services. Also, functional departments play the role of a pool of resources (for example, specialists) dynamically redistributed between projects. In the project structure, team members are focused only on achieving the goals of the project and report only to its leader.

    With such an organization, the project is actually a branch of the company, while the “laws” under which the employee operates within the framework of the project are completely determined by the project management. Such a structure is effective in large, significant projects for the company, as a rule, lasting more than two years.

    Benefits of a project management structure:

    · high flexibility;

    · Reducing 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 of the project life cycle, but also take into account the place of the project in the company's project network;

    splitting 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.

    Business Unit Management (BUM)

    The symbiosis of the matrix organizational structure and the divisional organizational structure is a network organizational structure, which is characterized by high autonomy of linear structural units (up to their registration by legal entities) with strict functional regulation in certain areas.

    An example of a network organizational structure is the Business Unit Management (BUM) technology and financial management structure. It is based on the introduction of full internal cost accounting - intra-company purchase and sale of intermediate results of labor and the formation of internal and external competition in the enterprise.

    Fig.6. Organizational and financial management structure Business Unit Management (BUM) (management using business units).

    The dotted lines from the head (or possible functional units) in this figure are not directive instructions, but "rules of the game" - long-term provisions and regulations. Horizontal dotted lines - contractual relations between structural divisions (domestic market), and between divisions and the external market.

    Each structural subdivision(business unit) is an independent structural unit that is on full cost accounting. Each business unit has a defined area of ​​activity and some "rules of the game", but otherwise it is independent. It buys the results of other business units and sells the results of its work to others, and not only in the internal "market" of the enterprise. If the conditions of the external market are more favorable for it, it can refuse the services of other business units and work in the external market.
    This structure forces all business units to work with a constant eye on the external market. As soon as it inflates its prices, it may immediately find itself without internal orders, go bankrupt, be disbanded. The motivation for the financial result of the business unit is very strong. But this motivation is mainly for a momentary result, you even have to look for ways (in the "rules of the game") how to correct this bias.
    strong financial motivation business units, for its part, increases the economic efficiency of the enterprise. But the manageability of the enterprise is practically lost - business units are independent. The enterprise actually ceases to work as a single company with its mission, strategy, plans to achieve strategic results. These questions are of little interest to business units.
    In Russia, this organizational management structure was used by some large enterprises and banks during the transition period from socialism to capitalism, but then almost all enterprises abandoned it. It does not correspond to the modern management philosophy focused on the mission, vision and strategic goals of the enterprise.

    Innovative - production structure management.

    Innovative - production management structure - a management structure that provides for the separation of:

    · - management of departments that carry out innovative functions: strategic planning, development and preparation of new products;

    · - day-to-day operational management of well-established production and marketing of mastered products.

    Innovative production enterprises (IPP) are understood as unified organizational and economic structures, consisting of scientific organizations, manufacturing enterprises, suppliers of raw materials, materials and components, consumers of finished products, as well as including systems of transport and storage facilities created with the aim of developing , production and sale of science-intensive, high-tech products.

    The innovation and production complex is a set of organizationally and financially interconnected innovative organizations and manufacturing enterprises, as well as subjects of the infrastructure of innovation activity, which are a single economic system that integrates scientific, technical, technological, industrial, financial, informational resources to achieve the goals of innovation and production activities and for joint effective development based on meeting the needs of the market for innovation.

    Innovation and production complexes are concentrated in a certain territory, as a rule, they operate within the framework of a regional innovation system or several administrative-territorial units. It is required to characterize in detail each aspect of the definition of the innovation-production-complex.

    Aspect 1. The name "innovative production" implies a combination of innovative and production characteristics complex. This is due to their equivalence, close interdependence, compliance with the process of development and production of innovations.

    Aspect 2. Relationships as an integral characteristic of the complex are divided into two types - organizational and financial. They allow you to link the participants of the innovation and production complex, determine their powers, responsibilities, nature of activities, functions performed.

    Organizational relationships are defined through direct and feedback management systems of the innovation and production complex, its structure, organizational and legal forms of its participants, organizational processes. Financial relationships are manifested through mutual financial interests, financial flows, financial results and the mechanism for their distribution. In addition to these relationships, participants in the innovation and production complex have a number of other connections - informational, marketing, resource, etc.

    Aspect 3. The composition of the innovation and production complex is determined by its participants.

    The participants of the innovation and production complex are:

    1) Innovative organizations are organizations and enterprises whose main goal is to develop and implement innovations in order to meet market needs and make a profit.

    2) Manufacturing enterprises conducting innovative activities or participating in the implementation of the innovation process.

    3) The subjects of the innovation infrastructure are a set of organizations and structures supporting innovation activities on the basis of regulatory, material, financial, organizational, methodological, information, educational and consulting services for innovation processes. These entities are not always directly involved in the creation of innovations, but are auxiliary organizations.

    Aspect 4. Unity economic system It manifests itself in the fact that the innovation and production complex has system characteristics and can be considered as a single economic system for managing the innovation and production activities of its subsystems - enterprises, innovative organizations, and subjects of support for innovative activities.

    Aspect5. The integration nature of the complex is determined by its essence, since it connects several business entities. By definition, integration [from Lat. integration - restoration, replenishment from integer - whole] - this is the union of any parts into a whole.

    Aspect6. The resources of the innovation and production complex should be considered in combination with each other.

    Aspect 7. The goals of innovation and production activities are considered in relation to each other, and not as separate innovation goals and production goals. This is important for achieving the unity of all types of activities of the complex, determining its strategy, directions of functioning and development, and highlighting a clear hierarchy of goals.

    The essence of the innovation and production complex is the spatio-temporal combination of many elements of innovation and production activities, their micro- and macro-environment for the development of innovative projects and programs and their implementation in production in order to achieve a cumulative innovation and production effect and a qualitative change in economic activity.

    To characterize the innovation and production complex, the author defines a number of approaches to describing its content:

    1) it is a set of interconnected subsystems, components and elements of an innovative production nature, and each of the subsystems has both production and innovative characteristics;

    2) this is the interaction of the subject and the object of management, which can be considered on various levels complex hierarchy;

    3) it is a part of a more complex economic system, interacting with other components and subordinate to its common goal; at the same time, each of the subsystems of the innovation and production complex is revealed as a complex system of a lower level;

    4) it is a complex of interconnected business processes of innovation and production activities that use available resources and conditions to achieve planned results;

    5) this is a single innovation and production cycle from the development of innovative ideas to the expanded production of innovations, provided with information, methodology, resources, regulatory materials;

    6) it is a flexible mechanism for the interaction of many elements of innovation and production activities, which works continuously, clearly and purposefully and suppresses emerging risks;

    7) it is a source of development of the economic system based on objects intellectual property, innovation and production potential, human capital, production resources.

    The essence of an efficiently operating innovation and production complex is to combine its production and innovation elements, coordinate their activities, maintain the innovation infrastructure and determine ways to continuously increase the efficiency of innovation and production activities. To do this, it is necessary to analyze and assess the current state of the complex, identify positive and negative aspects, and develop promising directions for its development.

    Modern types of organizational structures include: horizontal, multidimensional, network, shell, virtual, fractal structures. According to the construction features, one can also distinguish a ring structure, a “wheel”, a star, multi-connected, cellular, mixed structures.

    Companies of the future.

    network organizations. Network organizational structures

    The transition to modern management methods is inextricably linked with network companies, network organizational structures. Ahead is the era of network companies and networks of companies professing new management principles.

    By the beginning of the new century, the use of network principles for organizing companies is becoming Western countries leading direction in management. This is due to the following:

    Constant change external environment and the need for companies to adapt to these changes;

    Constant complication of production and commercial activities of companies;

    Increasing the importance of the time factor (increasing the efficiency of actions requires a new approach to production and management methods);

    Expansion of the company's space (if it wants to survive, it must very quickly expand its market to national and then to global scale);

    Low efficiency of generally accepted forms of cooperation in solving complex problems economic activity;

    Striving for autonomous forms of labor;

    The presence of interorganizational systems of information and communication.

    As we noted above, mankind has entered a new stage of its development - the “stage of building an information society”, and Information society can be characterized by the following features that create the necessary conditions for the emergence of network and virtual companies:

    Any person or group of persons can, anywhere and at any time, freely have access through automated communication systems to any information they need;

    Any person or group of persons can use modern information technology to solve the problems they face;

    Any person, group of persons or society as a whole has the necessary technical means, infrastructure and social base for the production and reproduction of the required information.

    Network systems reflect the links between elements of the internal and external environment of companies.

    The term " networking ” means the method of forming a network with its nodes and links in order to achieve goals in accordance with the needs and expectations of partners and business conditions.

    The network model is designed to simply change the world, it is equally applicable as a model of intra-organizational cooperation between potential resources, and between companies and groups of companies.

    While creating network companies for more flexible implementation of production programs, the enterprise is divided into economically and sometimes legally independent centers (economic units, departments, production segments, profit centers). Federal structures are replacing centralized ones.

    Networks from companies can be represented by two organizational models:

    A network forming around a large company . In this case, a large company, which is the core of the network, gathers smaller firms around itself, instructing them to perform certain types of activities. A large company dominates business operations as the main customer and the network becomes hierarchical. Small companies quickly become dependent on a more powerful partner.

    A network of companies of similar size. Most networked companies are legally independent, but in economic terms they support each other's stability, which is very important for everyone.

    Separate types networking activities can be transferred to other companies specializing, for example, in marketing research, providing raw materials and supplies, compiling financial statements, recruiting personnel and improving their qualifications, after-sales service products of one industry or group of companies. In general, a company can get rid of many activities and concentrate all resources on its priority areas of specialization, on its own unique processes. Areas that are unique to the company are those that may include competitive advantages of this company, and above all, they include scientific and technical developments and the production process.

    Therefore, the networkization strategy is comparable to the methods of narrowing down one's own production activities, when the company ceases to deal with certain areas on its own and transfers them to external performers. Sometimes the production of products itself is entrusted to external performers, in this case we are dealing with the so-called shell companies.

    Advantages are significant enough. Let's list them:

    Adaptability of companies to changing conditions, quick response to changing market conditions;

    Concentration of the company's activities on priority areas of specialization, on unique processes;

    Significant reduction of costs, their rational structure and increase in income;

    Low level of employment, elimination of duplication of the use of skilled labor;

    attraction to joint activities within the network of the best partners, the exclusion of the use of second-rate performers.

    The attractiveness of network structures is explained by very high economic indicators, which in turn are due to two factors - the competence and efficiency of the organizational network.

    Network structures are an ideal school for increasing the competence of company employees. After all, the best performers are involved in solving certain problems. Such an elitist principle of cooperation inherent in the network company excludes the use of second-rate performers, although the latter work in the same company.

    The efficiency of the companies in question is guaranteed low level and rational cost structure. Networks eliminate the duplication of labor and capacity in different areas. Thus, high total costs for the production of final products can be avoided.

    Network companies, network structures are characterized by an optimal cost structure. At the same time, the costs of preparatory and final work are easily amenable to minimization. Cost reduction is also achieved by the fact that network structures are less burdened by the so-called political organizational units, which include the company's supervisory board, production council, conciliation groups, etc. Unlike ordinary companies, they are focused primarily on targeted activities and to a much lesser extent on solving political issues.

    What is a functional management structure? What is it, what is connected with it, what scheme does it have? We will try to answer these questions and others in the course of this article.

    The functional management structure is a type of structure that is formed based on the main areas in which an organization operates. In this case, the units will be combined into special blocks.

    A lot of large and medium-sized enterprises and organizations use an approach called “functional” when forming departments. What does it mean? This means that the functional management structure implies the use of the functions of the direction in which the company operates. This may be the sale of products, their production and similar actions. The blocks will be formed according to the functions, that is, they will have the same root names that are characteristic of the direction of activity.

    The functional management structure has some features: the separation of units located within the boundaries of the blocks can be carried out only according to certain approaches. Let's give a simple example: the organization of workshops takes place with an eye on the products being manufactured. At the same time, the organization of sites will be dictated by the technologies that are used in the production of products.

    Structure blocks

    The functional structure of management assumes the presence of three blocks.

    The first is production. It includes those divisions that are in one way or another connected with the core products manufactured by the company. The connection can also be between services and their provision, and not only seen in the case of products. The production block also houses auxiliary divisions that provide all the services necessary for the functioning of the main divisions. Even in the production block there are those divisions that service both auxiliary and main processes. Well, the units of the experimental type complete this chain. They are responsible for the production of prototypes of a particular product. The role of departments can be very different. However, it will directly depend on the nature of the activities carried out by the organization. Prototypes After all, not every company creates them. And the funds that are used for auxiliary production are also not available in every company.

    The second block is management. The functional structure of management in this case indicates that the block will contain service, information, pre-production (that is, preparatory), administrative and advisory divisions and commissions. Let's look at this issue a little more specifically. Information departments include various kinds of archives and libraries. The service divisions will carry out their activities dealing with issues related to marketing research. Administrative commissions are nothing but legal departments and accounting departments, planning services. But advisory commissions can be represented as committees working in the field of improving technology and the organization as a whole.

    The third block that uses the functional management structure is the units related to social sphere. Examples include certain children's institutions and health centers, various clubs and recreation centers, and so on.

    Where is the functional organizational structure of management applied?

    The question of the scope to date has already been studied far and wide. There are 5 main areas where the functional organizational structure of management is applied. The first area is single-product enterprises. The second is enterprises that implement quite complex in various senses and long-term projects. They can also be innovative. The third area in which the functional structure of enterprise management is applied is large companies and firms that are concentrated on production. a certain kind products, that is, which have their own specialization. The fourth area of ​​application of this management structure is the organization of design and research profile. Well, this list is completed by enterprises with a very narrow specialization.

    What tasks does the functional management system solve?

    In the course of using this structure, some problems arise that management faces. Let's try to list them:

    1) The complexity of providing communications.

    2) Leveling the load, which falls on the share of a particular unit.

    3) Careful selection of personnel, specialists who will be allowed to work in functional units.

    4) Assistance in coordinating units.

    5) Prioritization, selection of specialists.

    6) Development and implementation of motivational, special mechanisms.

    7) Prevention of separatist processes within units.

    What are the benefits of a functional management structure?

    1) Specialists are competent enough in the implementation of certain specific functions.

    2) Line managers are practically not involved in the decision special issues. It is also possible to expand the opportunities that line managers will have at the same time as reducing their workload. Managers will be able to take over the operational management of production processes by redirecting questions to other relevant persons.

    3) Experienced specialists participate in the role of consultants, if necessary. As a result, there is no need (well, or noticeably reduced) to involve specialists with a broader work profile.

    4) There will be no risk of wrong decisions zero, but he will certainly be reduced to it.

    5) When performing managerial functions, duplication will be excluded.

    What are the disadvantages of a functional management structure?

    1) It is quite difficult to maintain permanent mutual relations established between services.

    2) Decision making requires a lot of time, it is a lengthy procedure.

    3) Functional services often lack mutual understanding among themselves. Actions are uncoordinated, there is no unity in them. At the same time, the responsibility of the performers, which they must bear for the work performed, is reduced. All this is due to the fact that different performers receive instructions not just from different leaders - they receive them from several leaders at the same time.

    4) In the implementation of tasks and goals, there is an excessive interest of certain departments.

    5) Personal responsibility is reduced. No one wants to take responsibility for the final result.

    6) The control required to monitor the process and its progress is quite complex. And this applies to individual projects, and the entire region as a whole.

    7) The organizational form reacts to changes with great difficulty, it has already frozen and does not develop.

    Varieties of the functional control system

    One of the varieties is a linear-functional management structure. Its scheme is shown in the figures below.

    The linear-functional structure is used for the division of managerial labor. At the same time, the functional units should advise and provide assistance on the development of certain issues, as well as prepare plans and programs, decisions. The entire load associated with command and control is shifted to the linear links.

    The linear-functional control structure, the scheme of which was shown earlier, has its advantages and disadvantages. Actually, they will become the subject of further analysis of the topic.

    Heads related to departments functional type, have some influence on the divisions of production, but only in a formal sense. On their own, in most cases, they cannot do anything, that is, they are not able to give orders without the confirmation of the relevant representatives. In general, the role of functional services has a direct relationship with the scale in which the activity is carried out. They are also associated with the governance structures of an organization or enterprise. All technical training falls to the functional services. They should work out the questions in advance and leave options for their solutions. In this case, questions may relate to the management of the production process.

    What are the advantages of a linear-functional structure?

    1) Decisions and plans are prepared more carefully and deeply. Hence, they are more efficient. At the same time, plans can also be associated with the specialization of individual employees.

    2) Line managers are released from resolving a number of issues, which, in turn, reduces the workload. These are issues related to logistics, financial calculations and their planning, as well as other issues.

    3) The presence of a certain connection and a clear hierarchical ladder. The employee is not subject to several leaders, but only to one.

    What are the disadvantages of a linear-functional structure?

    1) Each individual link does not want to work for the common good of the company, to take on other people's tasks. The link in most cases works only on its own goals, performing a narrow range of functions.

    2) There are no close relationships between departments. There is practically no interaction between these components. It's about the horizontal.

    3) But vertically, the interaction, on the contrary, is very strongly developed. Even much more than necessary.

    Scheme

    The functional control structure, an example of which was given almost at the very beginning of this article, has a diagram below.

    It is characterized by the creation of certain divisions. In addition, each of them will have certain tasks that must be performed.

    An example of a linear-functional management structure can be demonstrated by the federal migration service. Another diagram of this control structure is presented below.

    Conclusion

    The advantages and disadvantages of the functional management structure were considered in the course of the article. The definition of the concept was also given, the blocks that are part of the functional structure of management are described.

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

    The organizational process consists of the following steps:

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

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

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

    Powers- limited right to use the resources of the organization and direct the efforts of its employees to perform certain tasks. Powers are delegated to positions, not individuals. Limits of authority are restrictions.

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

    Line and staff powers

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

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

    Building Organizations

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

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

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

    Organizational structure of the enterprise

    The ability of an enterprise to adapt to changes in the external environment is influenced by how the enterprise is organized, how the management structure is built. The organizational structure of an enterprise is a set of links (structural divisions) and links between them.

    The choice of organizational structure depends on factors such as:
    • organizational and legal form of the enterprise;
    • field of activity (type of products, its nomenclature and assortment);
    • the scale of the enterprise (production volume, number of employees);
    • markets to which the enterprise enters in the course of economic activity;
    • technologies used;
    • information flows inside and outside the firm;
    • the degree of relative endowment with resources, etc.
    Considering the organizational structure of enterprise management, the levels of interaction are also taken into account:
    • organizations with ;
    • departments of the organization;
    • organizations with people.

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

    Organization management structures

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

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

    Thus, the firm is created as a hierarchical structure.

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

    Linear structure

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

    Linear control structure

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

    Line-headquarters organizational structure

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

    Line-staff management structure

    Functional organizational structure

    With further complication of production, it becomes necessary to specialize workers, sections, departments of workshops, etc., a functional management structure is being formed. The distribution of work occurs by function.

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

    Functional management structure

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

    Linear-functional organizational structure

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

    Linear-functional management structure

    Divisional organizational structure

    In large firms, to eliminate the shortcomings of functional management structures, the so-called divisional management structure is used. Responsibilities are distributed not by functions, but by products or regions. In turn, divisional departments create their own supply, production, marketing, etc. subdivisions. This creates prerequisites for unloading higher-level managers by freeing them from solving current tasks. The decentralized management system ensures high efficiency within individual departments.
    disadvantages: growth of expenses for managerial personnel; complexity of information links.

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

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

    Matrix organizational structure

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

    With a matrix management structure, project teams (temporary) are formed that implement targeted projects and programs. These groups are in double subordination, are created temporarily. This achieves flexibility in the distribution of personnel, effective implementation of projects. Disadvantages - the complexity of the structure, the occurrence of conflicts. An example is an aerospace enterprise, telecommunications companies that carry out large projects for customers.

    Matrix control structure

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

    Corporate or is considered as a special system of interconnection between people in the process of their joint activities. Corporations as a social type of organization are closed groups of people with limited access, maximum centralization, authoritarian leadership, who oppose themselves to other social communities based on their narrow corporate interests. Thanks to the pooling of resources and, first of all, human resources, a corporation as a form of organizing the joint activity of people represents and provides an opportunity for the very existence and reproduction of one or another social group. However, people are united in corporations through their division according to social, professional, caste and other criteria.

    The linear control structure is the simplest. Its essence lies in the fact that only one person can exert control actions on an object - a manager who receives official information only from directly subordinate persons. He makes decisions on all issues related to the part of the object he manages, and bears responsibility. 4, p.257. In other words, all management and subordination functions are concentrated at the head, a vertical line of control and a direct path of influence on subordinates are created 2, 54. This management structure is shown in Figure 1.

    Rice. 1 Linear control structure

    This type of organizational management structure is used in the conditions of functioning of small enterprises with urgent production in the absence of extensive cooperative ties with suppliers, consumers, etc. This structure is used in the management system of production sites, individual small workshops, firms of one or simple technology.

    The advantage of a linear structure is ease of use. All duties and powers are clearly distributed, in connection with which all the necessary conditions are created for the operational decision-making process, to maintain the necessary discipline in the team 4, p.258. In addition, there is an increase in the responsibility of the head for the results of the activities of the unit headed by him, the receipt by the executors of interconnected orders and tasks provided with resources and personal responsibility for the final results of the activities of their unit.

    Among the shortcomings noted rigidity, inflexibility, inability to further growth and development of the enterprise. The linear structure is focused on a large amount of information transmitted from one level of management to another, limiting the initiative of workers at lower levels of management 4, p.258.

    The structure makes very high demands on the manager, who must have extensive versatile knowledge and experience in all management functions and areas of activity carried out by subordinate employees, which limits the scale of the headed unit and the manager's ability to manage it more effectively.

    1.4 Functional management structure

    The functional structure has developed as an inevitable result of the complexity of the management process. A feature of the functional structure is that, while maintaining unity of command for individual management functions, special units are formed, the development of which has knowledge and skills in this area of ​​management (Fig. 2).

    Rice. 2 Functional management structure

    The creation of a functional structure is reduced to the grouping of personnel according to the broad tasks that they perform. Specific characteristics and features of the activities of a particular unit corresponds to the most important activities of the entire enterprise.

    Functional structuring is the most widespread form of organization of activities and takes place in almost all enterprises at one level or another of the organizational structure. This is the process of dividing an organization into separate elements, each of which has its own well-defined, specific task and responsibilities. Creating a functional structure comes down to grouping personnel according to the broad tasks that they perform (production, marketing, finance, etc.). Specific characteristics and features of the activities of a particular unit correspond to the most important activities of the entire organization.

    In cases where the functional structure is only partially used, one of the functions (for example, financing) is either above or on the same level as units structured by product, by customer, or by territory.

    The value of the marketing, production and financial functions of the enterprise is so widely recognized that they are often taken as the basis of the entire structure of the organization. They are located at a level above which is only the head of the enterprise. This provision is true regardless of the basis on which the grouping of activities within the enterprise is carried out and how important the functions of a particular unit are.

    The chain of command comes from the president (CEO) and flows from top to bottom.

    Sales management, financial matters, data processing and other functions that are specific to a particular enterprise are carried out by vice presidents. Managers report to them. And so on, down the hierarchical ladder, tasks are subject to further functional fragmentation in accordance with the processes.

    Functional organization aims to stimulate quality and creativity, as well as the pursuit of economies of scale in the production of goods or services.

    However, maintaining interaction between different functions is a complex and often problematic task. The implementation of different functions involves different time frames, goals and principles, which makes it difficult to coordinate activities and scheduling. In addition, functional orientation is associated with a preference for standard tasks, the promotion of narrowly limited perspectives, and performance reporting.

    The functional structure is not suitable for organizations with a wide range of products, operating in an environment with rapidly changing consumer and technological needs, as well as for organizations operating on a wide international scale, in several markets at the same time in countries with different laws. The logic of this form is centrally coordinated specialization. It is difficult to trace the contribution of each element of resources along the value chain to the final result and the overall profitability of the organization. In fact, the current trend towards disintegration (i.e. buying rather than manufacturing components, etc.) reflects the realization by many firms that the necessary coordination of costs and resources used is reflected in performance. A functional organization can fail due to misapplication because the logic of this organization is one of central control that does not readily adapt to product diversification.

    In its pure form, the functional structure is practically not used. It is used in close, organic combination with a linear structure that operates along the management hierarchy from top to bottom and is based on the strict subordination of the lowest level of management to the highest. With this construction, the performance of highly specialized functions is intertwined with a system of subordination and responsibility for the direct execution of tasks for designing, manufacturing products and supplying them to consumers.

    The main advantages of the structure include: the high competence of specialists responsible for the implementation of specific functions and the expansion of the capabilities of line managers in the operational management of production as a result of their release from the preparation of information on functional activities 2, C.56.

    At the same time, the specialization of functional departments is often an obstacle to the successful operation of an enterprise, since it makes it difficult to coordinate managerial influences. Functional departments may be more interested in achieving the goals and objectives of their departments than the overall goals of the entire organization, which increases the conflict between departments. In addition, in a large enterprise, the chain of commands from the manager to the performer becomes too long.

    Also, the disadvantages include:

      difficulties in maintaining constant relationships between various functional services;

      a lengthy decision-making procedure and a hierarchy in the relationship structure;

      reducing the responsibility of performers for work as a result of depersonalization in the performance of their duties, tk. each performer receives instructions from several leaders;

      duplication and inconsistency of instructions and orders received by employees and violation of the principles of unity of command and unity of command.

    With the increase in size and the development of the concentration of production, it was necessary to find more acceptable forms of management that corresponded to the nature of the new requirements of production. As a result, combined structures have been created that combine the advantages of linear and functional structures. The simplest of them are linear-functional and linear-staff structures.

    The modern market puts forward new conditions for the formation of enterprises. In organizations, the most common use of such management systems as:

    • linear organizational structure;
    • line staff;
    • linear functional.

    Linear organizational structure It is characterized by a vertical control system, when one person has the main powers, who passes instructions to his deputy, the latter to his. In such enterprises there are several which are headed by middle managers and who report to the director.

    Linear has the following advantages:

    • clarity and unity of orders;
    • consistency in the actions of performers;
    • clear responsibility;
    • ease of management, since there is one;
    • efficiency in making and executing decisions;
    • the presence of personal responsibility of managers for the final result of the activities of a particular unit.

    Linear is logically slender and defined, but it is not very flexible. Each leader has power, but little ability to resolve difficult situations.

    Scientists highlight such shortcomings that a linear organizational structure has:

    • the presence of high requirements for the leader, who must have special competence;
    • lack of links for the development and preparation of management decisions;
    • overload with large amounts of information, many contacts with employees;
    • the concentration of all power in the hands of the top manager.

    More modern and optimal is line-staff organizational structure. It includes the presence of specialized departments that do not have decision-making rights and the ability to lead any departments, but they must help a specific leader in performing a number of functions. It's about about the functions of strategic analysis and planning. The rest of the system has the same features as the previous structure.

    Advantages of the headquarters system:

    • the presence of a deeper study of strategic objectives;
    • top managers have more free time, as they are not distracted by solving current problems;
    • there is an opportunity to involve external experts and consultants.

    The line-staff structure has the following disadvantages:

    • the presence of an insufficiently clear distribution of responsibility, since those who prepare the decision will not participate in its execution;
    • tendency to over

    Linear-functional organizational structure implemented through a set of units that specialize in the performance of a number of specific duties. They are necessary in the control system for optimal decision making.

    In such a structure, a number of functions are assigned to employees. Specialists of a single profile should be united in a structural unit. Thanks to this, a sales, marketing, and placement department is being formed.

    System advantages:

    • the presence of high competence of specialists who are responsible for specific functions;
    • the release of top managers from solving special problems;
    • formalization, standardization and programming of processes and phenomena.

    Disadvantages of a functional structure:

    • the presence of excessive interest in the implementation of "their" tasks by units;
    • there are difficulties in maintaining continuous relationships between functional departments;
    • difficulty in making decisions.
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