Properties and characteristics of organizational structures. Weaknesses in the project management structure. Brief description of the organizational structure of the enterprise

20.09.2019

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. The production structure of the enterprise directly affects 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 livestock heads, as well as zonal production features.

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 organizational structures management

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 areas), the structure of an organization can be defined as a set of functional areas and management levels, 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.

In the process of economic activity, the organizational structures of an enterprise combine its human and material resources. At the same time, the structures have 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) related to 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.

AT in general terms The goals of any organization involve transforming 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 manufacturing 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 among 12 employees, as McDonald's usually does, you can serve hundreds of times more people a 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, Group of Eastern Europe etc.

Like the whole organization of which they are a part, divisions are groups of people whose activities are consciously coordinated and directed towards a common goal. Thus, at its core, large and complex organizations consist of several interconnected organizations specially created for specific purposes and numerous non- formal groups occurring 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 general activities, 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 essential important activity for the 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 the established business 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 - these are the 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 posts shows that there are a number of 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:

linear;
functional;
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.

In especially large enterprises, a 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 was established by expert way that there are three options for the quantitative composition of employees subordinate to one leader:

five - seven people, if subordinates perform various functions;
eight - twenty people, if subordinates perform similar functions;
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 enterprise consists of an equal number of 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 general direction economic and social development enterprises, establishes the procedure for distributing 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":

form of ownership - collective;
the supreme body is the general meeting of OAO Dneprospetsstal;
the executive body is the Board of JSC Dneprospetsstal;
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.

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 of the latest equipment 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:

technical;
chief mechanic;
chief power engineer;
production - dispatching;
technical control;
safety technology.

The tasks of the technical department include issues of improving products, developing new types of products, introducing the latest achievements of science and technology into production, 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 work on planning and economic incentives at the enterprise, increasing labor productivity, identifying and using production reserves for improving the organization of production, labor and wages, organizing internal cost accounting, etc. economic department, accounting, financial department, economic service.

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. Not surprisingly, therefore, managerial work also has many common 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.

HUMANITIES UNIVERSITY

Faculty: Business and Management

Course IV distance learning (6 years)

Specialty: finance and credit

Topic: Essence and characteristics of organizational management structures.

Subject: Management

Student: Batalov Evgeniy Fedorovich

Lecturer Mitsek E.B., Doctor of Economics

Yekaterinburg 2013

Introduction

.General characteristics of organizational structures

.Types and classification of organizational structures of management

.Mechanistic (bureaucratic) structures

1 Linear organizational structure

2 Functional organizational structure

3 Linear - headquarters organizational structure

4 Structure of limited functionalism

5 Linear-functional control structure

6Divisional management structure

.Organic (adaptive) governance structures

1 Project organizational structure

2 Matrix organizational structure

3 Brigade (cross-functional) management structure

Literature

Introduction

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

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

1. General characteristics of organizational management structures

Organizational structure - 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 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.

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.

In the process of economic activity, the organizational structures of an enterprise combine 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 efficiency of people in the 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.

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.

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.

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

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

2. Types and classification of organizational structures of management

Organizational structures have a wide variety of types and forms. The typology is based on the identification of six main structural elements of the organization:

ü - the operating core of the organization - carries out the main processes to create value for the end consumer;

ü - strategic peak - the management of the organization, carrying out the formation of the mission, strategic goals and strategy of the organization;

ü - middle line - intermediate between management and the operating core;

ü - technostructure - unites analysts and specialists who organize and support information flows, formally organize the interaction of departments and control over their activities;

ü - support staff - services that ensure the functioning of other elements of the organization;

ü - ideology - the atmosphere of the organization associated with its traditions.

Based on this, 6 types of superstructures are distinguished:

.simple structure - the main part is the strategic peak and the organization strives for centralization

.machine bureaucracy - at the head of management is a technostructure with a dominant desire for standardization

.professional bureaucracy - power belongs to the operational core, the most valuable quality is professionalism

.divisional form - leading role plays the middle line by increasing the role of the middle link

.adhocracy - the main part is the support staff, seeking to cooperate with external organizations

.missionary form - values and ideology are put at the head of the management of the organization.

The criterion of the most popular typology of organizational structures is the distribution of responsibility (a way of grouping responsibility). Division of organizational structures into mechanistic and organic structures. This division is based on the ratio of the internal components of the organizational structure, which determines the essence of its construction. The main internal components (properties) of organizational structures are: complexity, formalization and degree of centralization (decentralization) of enterprise and corporation management.

Mechanistic structures:

ülinear;

ü functional

ü line staff;

ü limited functionalism;

divisional

Organic structures:

ü simplified matrix;

ü balanced matrix;

ü reinforced matrix;

ü process;

The mechanistic structure is a rigid hierarchy (pyramid) of control. The organic structure, in contrast, is a flexible, adaptive form of management. It is characterized by a small number of management levels, rules and instructions, and greater independence in decision-making at the grassroots levels.

3. Mechanistic (bureaucratic)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):

ü the principle of hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it;

ü the principle of correspondence of powers and responsibilities of management employees to their place in the hierarchy, which follows from it;

ü the principle of division of labor into separate functions and specialization of workers according to the functions performed;

ü 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;

ü the principle of impersonal performance by employees of their functions arising from it;

ü the principle of qualification selection, according to which hiring and dismissal from work is carried out in strict accordance with qualification requirements.

The mechanistic structure reflects a rigid control hierarchy, also called the control pyramid. For a long time this model has been and remains dominant in management. To a greater or lesser extent, it combines a variety of linear and linear-staff forms of organizational structures. The main types of mechanistic structures of an organization (enterprises, corporations) are: functional structures, divisional structures and their combination (conglomerates). These structures represent the era of industrial development of the world community. In the literature, there is another name for such structures - bureaucratic structures. The concept of rational bureaucracy was formulated by Max Weber. Weber's theory did not contain descriptions of specific organizations. He defined bureaucracy as some kind of normative model representing the ideal to which organizations should aspire.

The bureaucratic organizational structure is characterized by a high degree of division of labor, a developed management hierarchy, a chain of commands, the presence of numerous rules for the conduct of personnel, as well as the selection of personnel according to their business and professional qualities.

.1 Linear organizational structure

The basis of linear structures is the so-called "mine" principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services ("mine") is formed, 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 work to some extent 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 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 disadvantages of the structure outweigh its advantages. Such a structure is poorly compatible with the modern philosophy of quality. The main disadvantage of linear management structures is the difficulty in implementing the requirements that this structure imposes on the manager. He must be a universal specialist, able to cover all management functions, which is achieved with great difficulty, therefore this structure in its pure form is rarely used only for simple management work in small enterprises or in separate divisions of large industries. The shortcomings of linear control are eliminated to a certain extent through functional control.

3.2 Functional organizational structure

The functional organizational structure is often referred to as traditional or classical, as it was the first structure studied and developed in management. The functional organizational structure is still rational and is widely used in medium-sized organizations.

The specific characteristics and features of the activities of a particular unit in this structure contribute to the most important areas of the organization's activities. The traditional functional areas (areas) of the organization's activities are the divisions of marketing, production and finance. Functional areas (zones) of activity are available in each organization for formulation in order to ensure the achievement of goals. If the size of the organization or a particular unit is large, then they can, in turn, be divided into smaller functional units.

The main idea of such an organizational structure is to maximize the benefits of specialization and not allow management to be overloaded.

Benefits of a functional organizational structure:

· stimulates business and professional specialization of activities in the organization;

· reduces duplication of effort and consumption of resources in functional areas;

· improves their coordination.

Disadvantages of a functional organizational structure:

· the introduction of a functional management structure leads to the emergence of a large amount of information (often contradictory). There are problems of priority selection and coordination of orders coming from higher levels to the executor;

· functional departments may be more interested in realizing the goals and objectives of the departments themselves than in the overall goals of the organization;

· the possibility of conflicts between functional areas increases;

· the chain of commands in a complex organization (from the head to the direct executor) becomes too long, which makes management in such a chain inoperative. Already at the beginning of the last century, the most astute corporate leaders faced problems when the traditional functional organizational structure no longer met their needs. In the context of the growth of the organization, the implementation of the policy of maintaining the functional structure leads to the problem of the growth of units. All this undermines the unity of actions of production personnel, negatively affects its organization, reduces responsibility and develops duplication in the management apparatus. Difficulties caused by the imperfection of the linear and functional management structures led to the emergence of derivative structures, one of the varieties of which is the linear-staff management structure.

organizational management empowerment employee

3.3 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 strategic planning links.

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. The decisions prepared by the headquarters are approved by the line manager, and then transferred to the direct executors. With this approach, the qualification level of linear management is significantly increased. Otherwise, this structure corresponds to a linear one.

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. However, with a large number of problems, the burden on the manager remains significant, as a result of which another combined management structure, limited functionalism, has become widespread.

3.4 Structure of limited functionalism

According to this structure, the headquarters units themselves can give orders to lower bodies but on a certain (limited) range of issues.

The main advantage of the structure of limited functionalism is the increase in the competence of management along with the preservation of the unity of management. However, this advantage is achieved by complicating the links in the control system. The links remain practically the same as in the line-staff structure, but the number of connections between them increases.

3.5 Linear-functional control structure

The advantages of linear and functional management organizations are most fully realized in the linear-functional management structure.

The essence of this structure is that at each level of line management, special units are created, which, unlike headquarters, have certain powers in relation to lower levels. Performers in this structure receive instructions not only from the line manager, but also through functional communication.

Line management is carried out mainly in coordinating the activities of functional services and developing management decisions for lower levels.

Linear divisions, as a rule, carry out the main production activities, functional divisions are created on a resource basis (personnel, finance, raw materials, etc.) and thus ensure the activities of the main divisions.

Linear-functional schemes of organizational structures historically arose within the framework of factory production and were an appropriate "organizational response" to the complication of production and the external environment. The complication of production has led to the need for deepening specialization managerial functions. Managers appeared who specialized either in general management functions (planning, control) or in functions reflecting the specifics of the horizontal division of labor (chief technologist, chief designer, etc.). Unlike line managers, who have concentrated all power in their hands and are responsible for the activities of the entire object (unit) they manage, functional managers coordinate, control and are responsible for the results of performing only one specific function, but within the enterprise or strategic business unit .

Advantages:

· high competence of functional managers;

· reduction of duplication of efforts and consumption of material resources in functional areas;

· improved coordination in functional areas;

· high efficiency with a small variety of products and markets;

· maximum adaptation to the diversification of production;

· formalization and standardization of processes;

· high level of capacity utilization.

Disadvantages:

· excessive interest in the results of the activities of "their" units; responsibility for the overall results only at the highest level;

· problems of interfunctional coordination;

· excessive centralization;

· increase in decision-making time due to the need for approvals;

· response to market changes is extremely slow;

· the scale of entrepreneurship and innovation is limited.

3.6 Divisional management structure

Already 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, diversification of their activities (diversification), 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 development strategy, research and development, financial and investment policy, etc. to the management of the corporation.

In this type of structure, an attempt is 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 and 70s.

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:

ü for manufactured products (products or services) - product specialization;

ü by focusing on certain groups of consumers - consumer specialization;

ü 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 total strength hundreds of thousands of employees and territorially remote subdivisions;

· 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, so they remain common to hierarchical structures disadvantages - 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 - staff structure with all their shortcomings is preserved;

· weak ties with the parent company, as a result of which the parent company often cannot control the activities of its divisional divisions.

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 modern philosophy quality.

. Organic (adaptive)governance structures

Beginning in the 1960s, the external environment of many companies began to change so rapidly, the projects became so complex, that the disadvantages of mechanistic structures began to outweigh their advantages. In order for organizations to be able to respond to environmental changes and implement new technologies, adaptive organizational structures were developed. These structures were better adapted to the rapid change in external conditions and the emergence of new science-intensive products.

New adaptive structures, also called organic ones, cannot be considered more efficient than mechanistic ones in any situation.

Organic and mechanistic structures represent two extremes on a continuum of such forms. The rational structures of real organizations lie between them, having the characteristics of both, in different proportions. It often happens that in large organizations, different departments have different (mechanistic and organic) structures.

The organic structure is simpler, has a wide information network, and is less formalized. Management of organic structures is decentralized. Organic structures are more flexible and adaptive forms of governance.

These structures are characterized by:

ü A large number of management levels;

ü Greater autonomy in decision-making at grassroots levels;

ü Forms and style of communication in organic management structures - partnership, deliberative.

Managers are characterized by high general education.

The organic management structure is focused on the accelerated implementation of complex programs and projects within the framework of large enterprises entire industries and regions.

As a rule, they are formed on a temporary basis, i.e. for the period of project or program implementation, problem solving or goal achievement.

The main adaptive structures are: project and matrix.

4.1 Project organizational structure

Project organizational structure. In a mechanistic organizational structure, the head of the structural unit has a lot of different responsibilities and is responsible for various aspects of several different projects. As a result, certain issues may remain without his attention and may not be fulfilled.

The lack of constant attention of the manager to the progress of the project can lead to serious consequences. Therefore, to manage large-scale projects (construction of platinum, launch of a spacecraft, development and production of new weapons, etc.), they began to use the project organization of work and the structure corresponding to it.

The design organization of work is inherently a temporary structure created to solve a specific problem (task). The essence of this work organization is to assemble a team of qualified employees of the organization to carry out complex project within the specified time and with the specified quality (without going beyond the established estimate and budget). The team works together until the completion of the project. The main advantage of such an organization (project structure) is that it concentrates the efforts of the entire team to solve one problem. The project manager (department, organization) in such a structure focuses on one specific project (as opposed to the manager in a mechanistic structure).

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 of the project life cycle, 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 simultaneously running projects. The possibilities of implementing the principles of modern philosophy of quality are determined by the form of project management.

4.2 Matrix organizational structure

In a matrix organization, project team members report to both the project manager and the head of the respective functional department.

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 preserved.

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.

Project managers in a matrix structure are generally responsible for integrating all activities and resources for a particular project. They are allocated all the necessary territorial and financial resources. The project manager has project authority. These powers can vary (be given) within a wide range, taking into account the specific organization of work in the company (from almost linear to almost staff powers).

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.

4.3 Team (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 rather ancient organizational form, it is enough to recall the worker artels, but only from the 80s did it begin active use as a management structure of an organization, in many respects directly opposite to the hierarchical type of structures.

The main principles of such a management organization are:

ü autonomous work of working groups (teams);

ü independent decision-making by working groups and horizontal coordination of activities;

ü replacement of rigid managerial ties of a bureaucratic type with flexible ties;

ü 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 may be preserved or absent.

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 ways it is close to the matrix.

In the second case, there are no functional units as such; we will call it the brigade proper. This form is widely used in the organization of project management.

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.

Literature

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Alekseev V.V., Agaev B.V., Sagdeev M.A. Agro-industrial management.- Proc. allowance.- M.: Publishing and Consulting Enterprise "DeKA", 2003.

Bolshov A.V. Management: theory and practice. -Kazan, 1997.

Abchuk V.A. Management: Textbook. - St. Petersburg: Soyuz Publishing House, 2002.

Vesnin V.R. Management: Textbook. - M .: "Prospect", 2004.

Goncharov V.I. Management: Textbook. - Minsk: "Misanta", 2003.

Gerchikova I.N. Management: Textbook 3rd ed. M.: "Unity", 2003.

Kabushkin N.I. Fundamentals of Management: Textbook. - Minsk: BSEU, 1996 (2003).

Korolev Yu.B., Korotnev V.D., Kochetova G.N., Nikiforova E.N. Management in the agro-industrial complex. - Textbook. - M .: Kolos, 2000.

Kravchenko A.I. History of management. - M .: Academic project, 2000.

Kuznetsov Yu.V., Podlesnykh V.I., Abakumov V.V. and others. Management: A textbook for universities. - St. Petersburg: Business Press, 2001.

Management: Textbook. - Ed. Tomilova V.V. - St. Petersburg "Yurait", 2003.

Loza G.M., Budylkin G.I., Popov G.I. and others. Management of agricultural production. - M .: Kolos, 1982.

Pilichev N.A. Management of agro-industrial production. - M .: Kolos, 2000.

The concept of traditional, or so-called hierarchical, organizational structures was formulated by Max Weber. According to this concept, structures are linear and functional.

AT linear structure the division of the control system into its constituent parts is carried out on a production basis, taking into account the degree of concentration of production, technological features, the breadth of the product range and other features.

The linear structure clearly functions in solving problems with the performance of repetitive operations, but it is difficult to adapt to new goals and objectives. The linear management structure is widely used by small and medium-sized firms that carry out simple production in the absence of broad cooperative ties between enterprises (Table 5.6).

Table 5.6

Linear organizational structure

Application area functional structure- These are single-product enterprises; enterprises implementing complex and long-term innovative projects; medium-sized highly specialized enterprises; research and design organizations; large specialized enterprises (Table 5.7).

Specific tasks of management when using the functional structure:

kvvad careful selection of specialists-heads of functional divisions;

kvvad unit load balancing;

kvvad ensuring the coordination of the activities of functional units;

kvvad development of special motivational mechanisms;

Table 5.7

Functional organizational structure

kvvad providing autonomous development of functional units;

kvvad priority of specialists over line managers.

The modern organizational structure is linear functional structure, which ensures the division of managerial labor. At the same time, the linear levels of management are called upon to command, and the functional ones are called upon to advise, assist in the development of specific issues and the preparation of appropriate decisions, programs, and plans. The heads of functional services exercise influence on production units formally, without, as a rule, having the right to independently give them orders (Table 5.8).

The linear-functional organizational structure provided a qualitatively new division of labor in management, but it becomes ineffective when solving problematic tasks.

The improvement of the linear-functional organizational structure led to the emergence divisional organizational structure management, when separate units with a certain independence enter into contractual relations with each other on the basis of self-financing. Strategic decision making is left to top management.

Table 5.8

Linear-functional organizational structure

The need to use a divisional structure arose in connection with a sharp increase in the size of enterprises, the diversification of their activities, and the complication of technological processes. The key figures in the management of organizations with this structure are not the heads of functional departments, but managers who head production departments.

The structuring of the organization by departments is carried out, as a rule, according to one of the criteria: by manufactured products, customer orientation, served regions. The heads of secondary functional services report to the manager of the production unit. Assistants to the head of the production department control the activities of functional services, coordinating their activities horizontally (Table 5.9).

Table 5.9

Divisional organizational structure

The scope is diversified enterprises; enterprises located in different regions; enterprises implementing complex innovative projects.

Specific management tasks when using a divisional organizational structure:

kvvad substantiation of criteria for selecting projects and product groups;

kvvad careful selection of department heads;

kvvad ensuring a unified innovation policy in all product groups;

kvvad prevention of intracompany competition between product groups;

kvvad prevention of autonomous development of product groups;

kvvad development of special motivational mechanisms regulating intercompany cooperation;

kvvad priority of line managers over specialists.

When looking for an effective management structure, the focus has always been on the right balance of centralization and decentralization in management. In practice, there are no fully centralized or decentralized structures. In organizations with highly decentralized structures, the most important decisions are often made only by employees in fairly high positions (not lower than the head of the department). This form of decentralization in large firms is called federal decentralization.

To determine the degree of centralization of an organization in comparison with others, the following characteristics are used:

kvvad the number of decisions made at lower levels of management: the greater the number of decisions made by lower managers, the lower the degree of centralization;

kvvad the importance of decisions taken at lower levels;

kvvad consequences of decisions made at lower levels. If middle managers can make decisions affecting more than one function, then the organization is poorly centralized;

kvvad control over the work of subordinates. In a loosely centralized organization, top management rarely reviews the day-to-day decisions of subordinate leaders. Evaluation of actions is done on the basis of the total results achieved.

The solution of the issue of centralization and decentralization in management led to the emergence of organic type structures. Such structures are characterized by the individual responsibility of each employee for the overall result. The main property of such structures, known in management practice as flexible and adaptive, is their inherent ability to relatively easily change their shape, adapt to new conditions, organically fit into the management system (Table 5.10).

Structures of the organic type are focused on the accelerated implementation of complex programs and projects within the framework of large enterprises and associations, entire industries and regions.

As a rule, organic governance structures are formed on a temporary basis, i.e. for the period of implementation of the project, program, problem solving or achievement of goals.

Table 5.10

Comparative characteristics of hierarchical and organic types of management

Varieties of organic type structures are program-target organizational structures. Such structures are formed when an organization develops projects, which are understood as any processes of purposeful changes in the system, for example, the modernization of production, the development of new products or technologies, the construction of facilities, etc.

In the context of managing multifunctional programs that require an increase in the number of project and functional managers, it becomes necessary to create a special coordinating staff at the middle level. Its tasks are: providing project managers with the necessary information, analysis of organizational and technical solutions, fixing the timing of program implementation, etc. Such a structure is called matrix-staff. It reflects all types of leadership: linear, functional, divisional, ensuring the coordination of activities between them.

One of the latest developments developing the idea flexible organizational structures is their construction in the form of an inverted pyramid, in which professional specialists are brought to the top level of the hierarchy, while the head of the organization is at the bottom of the diagram (Fig. 5.3).

Rice. 5.3. Flexible organizational structure

Such organizational structures can be used where professionals have the experience and knowledge that enable them to act independently and competently to meet the needs of clients, for example, in health and education organizations, where a large number of specialists work independently with the support of auxiliary or service personnel.

In market conditions, new forms of integration of enterprises of a diversified type appear (Table 5.11). The principle of creating such structures: the concentration of resources, capacities, industries of various profiles for the production of mass demand products, the ability to maneuver means, reduce production costs, create prerequisites for the introduction of scientific and technical innovations.

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Ministry of Education and Science Russian Federation
(Ministry of Education and Science of Russia) Federal State Autonomous Educational Institution of Higher Education

"St. Petersburg State Polytechnic University"

(FGAOU VO "SPbPU")

Institute of Engineering and Economics

Department of Strategic Management

COURSE PROJECT

Topic: "Organizational structure"

By discipline: "Organization Theory"

Completed: student gr.

s.33705/20 E. D. Tkhorzhenitskaya

Supervisor:

Associate Professor, Ph.D. Sinyavina M.P.

St. Petersburg - 2015

Introduction

Chapter 1. Organizational structure

1.1 Types of organizational structures

Chapter 2. Organizational structure of the Windsor Hotel

2.1 Principles of organizational structure

Conclusion

Introduction

Management activity is one of the most important factors in the functioning and development of industrial enterprises in a market economy. This activity is constantly being improved in accordance with the objective requirements of the production and sale of products, the complication of economic relations, the increasing role of the consumer in the formation of the technical, economic and other parameters of the enterprise. Change of conditions production activities, the need to adequately adapt the management system to it affects not only the improvement of its organization, but also the redistribution of management functions according to levels of responsibility and forms of their interactions. First of all, we are talking about such a management system (principles, functions, methods, organizational structure), which is generated by an objective necessity and the laws of a market economic system related to satisfying, first of all, individual needs, ensuring the interest of employees in the highest final results. All this requires industrial enterprises to adapt to new market conditions, to overcome emerging contradictions in economic, scientific and technical processes.

The task of the leader is to build a structure that would best meet the goals and objectives of the organization. The organizational structure of the enterprise refers to the composition and relationships of the production units included in it. The purpose of the organizational structure is to ensure the achievement of the objectives of the organization. Structure design should be based on strategic goals. The most effective structure is the one that best allows the organization to interact effectively with external environment, to distribute and direct the efforts of its employees in a productive and expedient way, and thus meet the needs of customers and achieve their goals with high efficiency.

The object of the course work is the hotel "Windsor".

The purpose of the work is to consider the best organizational structure for the Windsor company.

Glava 1. Organizational structure

The organizational structure is a behavioral system, these are people and their groups constantly entering into various relationships to solve common problems.

The organizational structure of management is the composition, interconnection and subordination of independent management units and individual positions that perform management functions.

The structure of an organization is the fixed relationships that exist between departments and employees of an organization. It can be understood as an established scheme for the interaction and coordination of technological elements and personnel. The diagram of any organization shows the composition of departments, sectors and other linear and functional units.

Organizational performance is affected by:

1) real relationships between people and their work, reflected in the schemes of organizational structures and job responsibilities;

2) management policy and methods that affect the behavior of personnel;

3) the powers and functions of employees of the organization at various levels of management (lower, middle and higher).

The rational structure of the organization involves a combination of these three factors, providing a high level of production efficiency.

The management structure is determined by its constituent links and hierarchical levels of management. The structure should ensure the unity of stable links between its components and the reliable functioning of the system as a whole.

The control link is a separate subdivision with strictly defined functions. A separate division that performs part of the management function, the entire management function or a set of management functions can act as a control link. The concept of "link" also includes managers.

The management level is a set of links located at a certain level of the management hierarchy.

Departmentalization (departmentalization) means the process of organizational separation of performance individual works, i.e., the process of dividing an organization into separate blocks (departments, sectors or departments) that have clearly defined specific tasks and responsibilities.

Horizontal links (links of cooperation and coordination of equal levels of management) are in the nature of coordination and are, as a rule, single-level. Their main purpose is to promote the most effective interaction between organizational units in solving problems that arise between them.

Vertical links (subordination, hierarchical links) are links of leadership and subordination, and the need for them arises when management is hierarchical, that is, when there are several levels of management. These connections serve as channels for the transmission of administrative and reporting information.

Linear connections, i.e., connections of subordination over the entire range of issues, are relationships in which the leader exercises his authority and exercises direct leadership over his subordinates.

Functional connections, i.e., connections of subordination within the limits of the implementation of a certain management function, are advisory, recommendatory in nature. They take place along the line of movement of information and management decisions on various management functions.

From the whole variety of organizational management structures, two large groups are very clearly distinguished.

These are hierarchical and adaptive organizational structures.

Hierarchical organizational structures (formal, mechanistic, bureaucratic, classical, traditional) are characterized by a rigid hierarchy of power in the organization, the formalization of the rules and procedures used, centralized decision-making, and narrowly defined responsibilities in activities.

Adaptive organizational structures (organic, flexible) are characterized by vagueness of the management hierarchy, flexibility of the power structure, weak or moderate use of formal rules and procedures, decentralized decision-making, broadly defined by responsibility in activities.

The choice of using these types of organizational structures depends on the conditions in which the organization operates and what it is, as well as on a number of criteria.

Large corporations, especially transnational ones, do not use one or another type of organizational structure in its pure form, but rather a combination of several types of management structures. As a rule, they are characterized by multiple structures, sometimes called organizational structures of conglomerate type management. (http://allendy.ru/).

1.1 Types of organizational structures

Linear control structure is most acceptable only for simple forms of organizations. A distinctive feature: a direct impact on all elements of the organization and the concentration in one hand of all management functions. The scheme works well in small organizations with high professionalism and authority of the leader.

Rice. 1. Linear control structure.

In small organizations with a clear distribution of functional responsibilities, structures in the form of a ring, a star and a wheel have also become widespread.

Rice. 2. Structure options: ring; star; wheel. R - leader; I-- performer.

The linear-functional management structure is based on the so-called "mine" principle of building and specializing the management process, depending on the duties assigned to the deputy heads - functional managers. These include: commercial director, deputy directors for personnel, production, heads of the information department, marketing department, etc. production organizational structure management

Rice. 3. Linear funkrational management structure

The line-staff management structure is a combined structure that combines the properties of linear and linear-functional structures. It provides for the creation of special units (headquarters) to help line managers to solve certain problems. These headquarters prepare draft decisions on relevant issues for the head. Headquarters are not endowed with executive power. The leader himself makes the decision and brings it to all departments. The staff scheme is most appropriate if it is necessary to carry out linear management (one-man management) for the key positions of the organization.

Rice. 4. Line-staff management structure.

Matrix control structure is a lattice organization built on the principle of dual subordination of executors: on the one hand, to the direct head of the functional service, which provides staff and technical assistance to the project manager, on the other hand, to the project (target program) manager, who is endowed with the necessary authority to implement the management process in accordance with the planned terms, resources and quality. The matrix scheme is used in complex, science-intensive production of goods, information, services, knowledge.

Rice. 5. Matrix control structure.

Program-target management structure provides for the creation of special management bodies for short-term and long-term programs. It is focused on ensuring the fullness of linear powers within the framework of ongoing programs.

Product management structure is one of the variants of the program-target structure. It provides for the assignment to the manager responsible for the program for the release of a particular product, all responsibility for the quality and timing of the work. This manager is endowed with all the rights of disposal in terms of production, marketing and ancillary activities related to the manufacture of a particular product or range of products.

Project management structure is formed when an organization develops projects, which are understood as any processes of purposeful changes in the management system or in the organization as a whole, for example, the modernization of production, the development of new technologies, the construction of facilities, etc. Project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. One of the forms of project management is the formation special unit-- a project team working on a temporary basis.

Functional-object structure of management provides for the allocation of the most qualified specialists in functional units, who, in addition to their functional duties, are appointed as managers of specific works or objects in this unit. Within the unit, these specialists are senior in the performance of the assigned work, not only within the framework of the functions permanently assigned to them, but also on all other issues.

A variety of the hierarchical type of management organization is a very complex and branched structure, called the divisional management structure (from the English word division - branch), the first developments of which date back to the 20s, and the peak of practical use - to the 60-70s XX century. The first to restructure the structure according to this model were the largest organizations, which, within the framework of their gigantic enterprises (corporations), began to create production departments, giving them a certain independence in carrying out operational activities. This type of structure is often characterized as a combination of centralized coordination with decentralized management (decentralization while maintaining coordination and control). The key figures in the management of organizations with a divisional structure are not the heads of functional departments, but managers who head production departments. The structuring of the organization by departments is carried out, as a rule, according to one of three criteria:

By products or services provided (product specialization);

By consumer orientation (consumer specialization);

By service areas (regional specialization).

As a result of expanding the boundaries of operational and economic independence, departments can be considered as “profit centers”, actively using the freedom granted to them to increase work efficiency.

At the same time, divisional management structures lead to an increase in hierarchy, i.e. vertical management associated with the need to form intermediate levels of management to coordinate the work of departments, groups, etc., in which management is based on a linear-functional principle. Duplication of control functions on different levels leads to an increase in the cost of maintaining the administrative apparatus.

In a market economy and acute competition Organic-type management structures are developing most intensively. The main advantage of such flexible structures is their ability to quickly adapt to changing external conditions and changing targets.

Flexible structures include project and matrix structures. They are characterized by independent work. individual divisions, which enables the heads of departments to make their own decisions and establish functional connections horizontally.

Despite the fact that hierarchical management structures are currently recognized throughout the world as the most effective, they have a number of significant drawbacks, namely:

They give rise to relationships of subordination, dependence of an economic and social nature between people;

They give a preferential right to some employees to make decisions regarding others, placing the latter in personal dependence on the former;

Allow the minority to make decisions for the majority;

They do not allow to fully regulate the activities of an employee of the managerial level;

The solution of a number of issues is given to the personal discretion of the head, which can be used by him for personal gain.

The presence of these shortcomings in any hierarchical system leads to the fact that over time, the influence of negative trends accumulates in the work of a business organization. Often they are called pathologies of the control system by analogy with the medical term that characterizes the presence of painful abnormalities in the human body. If timely measures are not taken to correct the operation of the organization's management system, then problem situations begin to arise, which, ultimately, can lead to the death of the entire organization.

The main difficulty in dealing with these shortcomings lies in the fact that they are objective in nature and inherent in any hierarchical management system. Nevertheless, it was possible to identify the main directions for overcoming the development of pathologies of organizational systems.

Among them, two main directions of a strategic nature can be distinguished. The first is related to the need to improve state control bodies, including the activities of the judiciary, and to strengthen their positive impact on the work of business organizations. This area includes the development of legislative acts regulating economic activity. The second - with the introduction into the hierarchical management system of business organizations of management methods characteristic of public organizations. Charter joint-stock company, which stipulates the rights of the general meeting in solving some key issues of managing the organization and provides for the election of the head. When eliminating the shortcomings of hierarchical structures, the development of methods for identifying deviations from the norm in the work of business organizations is of particular importance. initial stage their development and reorganization of the management system.

Chapter 2. Organizationon the structure of the Windsor Hotel

When developing an organizational structure, the number of levels in the enterprise hierarchy also plays an important role, when the command steps line up in a vertical row and a diagram of the relationship between managers and subordinates is built. According to this scheme, each member of the staff must know their place in the organizational structure, and for effective management, a clear definition of responsibilities is necessary. However, if possible, one should try to reduce the number of Hierarchical levels. Otherwise, it can negatively affect the system of relationships and have a negative moral impact.

If you try to reduce the number of hierarchical levels, then this can increase the number of direct reports. Therefore, when developing an organizational structure, it is necessary to find a middle ground between the number of direct subordination and the number of command levels.

In simple organizational structures with a small number of employees, coordination is not the main element, but its role grows as the enterprise grows and its complexity increases. After the distribution of responsibilities, it becomes necessary to coordinate the activities of each employee or group of employees, which in turn depends on the tasks and actions of these groups.

In enterprises, the solution of one problem often creates a new problem. For example, in a hotel, after a guest leaves, the accounting department begins to perform settlement operations with the accounts of this client. Therefore, a well-established system of interconnection between the accommodation service and accounting should be created in hotels.

Another example - the organization and holding of large events can be attributed to the strong interdependence of the activities of different departments of the hotel.

First, with the help of clear coordinated actions of the accommodation service (more precisely, the porter and maid service, the sales and accounting department), the reception of the participants of the event is carried out. Further, the meeting and accommodation of the participants is carried out through coordinated actions between the engineering service, food and beverage production, accounting and security services.

It should be noted that clear coordination is possible only through close relationships between the involved services and joint decision-making. And all problems can be solved with pre-prepared standard plans and procedures for solving certain problems.

2 . 1 Organizational Structure Principles

There are different principles that are used when developing an organizational structure. When applying the usual pyramid scheme of the organizational structure, the principle applies, according to which each employee in the organization has his own leader, to whom he is accountable. In hotels, for example, if the general manager wants to make changes in the accommodation service, he must discuss this with the director of the service, and each employee of this service should first of all contact the head of the service, and not personally contact the general director. But sometimes there are cases when the general manager, contrary to accepted principles, is forced to resolve individual issues for more low levels and some projects in the hotel to carry out under personal control.

Another principle of developing an organizational structure is the so-called principle of unity of the team, which shows that each employee is accountable to one and only one manager. However, there are times when different reasons an employee of the enterprise turns to the security officer for help or protection of his safety, and he, in turn, to his boss. But this should not confuse the organizational chart and such circumstances should be coordinated by the CEO.

There is also the principle of delegation of authority. According to this principle, delegation is carried out, starting from the direction of small tasks to subordinates to the transfer of full responsibility for the decision. But here it is important that leaders understand the importance of delegation of authority, and their subordinates agree with the responsibility assumed, the amount of power that accompanies the delegated task, and also the freedom of action. The amount of delegated authority, of course, depends on the level of trust the leader has in his subordinates. Thus, it can be argued that the job of managers in the hospitality industry is not to directly serve customers, but to make sure that customers receive decent service.

Rice. 6Organizational chart of the Windsor Hotel.

Organizational structure is usually depicted using an org chart that depicts block diagram enterprises. The diagram is used to analyze and verify the structure, to carry out certain changes. It reflects formal relationships, the process of division of labor, the extent of control, the number of command levels, channels of interconnection in this moment time.

In most cases, the organizational structure is depicted in the form of a vertical, but there is also a horizontal form, where the individual components are arranged in turn strictly from left to right, or with the top management concentrated in the center. Despite the positive aspects, such an organizational chart has its drawbacks, the main of which is static, and also the fact that it does not depict the differences in positions of the same level, the delegation of duties from the head to the subordinate, the relationship between line managers and functional personnel, third-party contacts, etc.

Conclusion

In this paper, many different organizational structures were considered. . In conclusion, it can be noted that the success of modern organizational structures increasingly depends on external, extremely rapidly changing conditions for their functioning. These conditions include intense competition, which is acquiring a global character, rapid technological development, tougher requirements for the intelligence and potential of managerial personnel, and the growth of their autonomy and responsibility.

Organizational structures for the most part are transformed without due regard to the requirements of a competitive market. Broken cooperative ties are to be restored. More managerial personnel with a creative way of thinking are needed, managers who are able to prevent and eliminate conflict situations in the enterprise are needed. Therefore, having selected the necessary and precise management structure, the manager will shape his activities in the right direction, which will help improve the workflow.

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Properties and characteristics of organizational structures. Weaknesses in the project management structure. Brief description of the organizational structure of the enterprise

Introduction

general characteristics organizational structures management

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Introduction

Conclusion

Introduction

If you try to reduce the number of hierarchical levels, then this can increase the number of direct reports. Therefore, when developing an organizational structure, it is necessary to find a middle ground between the number of direct subordination and the number of command levels.

Another example - the organization and holding of large events can be attributed to the strong interdependence of the activities of different departments of the hotel.

It should be noted that clear coordination is possible only through close relationships between the involved services and joint decision-making. And all problems can be solved with pre-prepared standard plans and procedures for solving certain problems.

Conclusion

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