Linear functional linearly functional divisional. Types of organizational structures: linear-functional, divisional, matrix. What tasks does the functional control system solve

Divisional structures are based on the allocation of large production and business units with the provision of operational and production independence and the transfer to this level of responsibility for making a profit.

Structures are characterized full responsibility heads of departments for the results of the activities of their departments. In this regard, the most important place in the management of companies with a divisional structure is occupied not by the heads of functional departments, but by the heads of departments.

The structuring of the company by departments (divisions) is usually carried out according to one of three principles:

• divisionally productive structures;
• organizational structures consumer-oriented;
• divisional-regional structures.

The divisional management structure is shown in figure 6.4:

Rice. 6.4.

Benefits of a divisional management structure:

1. Rapid response to changes in external conditions of activity.
2. The convergence of the one who makes the decision with the one who implements it.
3. Good conditions for the growth of managers.
4. High degree of coordination management activities within one division.
5. Closer relationship between producers and consumers.
6. "Responsibility centers" work more effectively on issues of increasing profits.

Disadvantages of a divisional structure:

1. The presence of internal competition for resources and personnel.
2. Difficulty separating overheads and calculating costs.
3. Difficulty in reconciling the interests of different divisions.
4. Red tape and congestion due to the large number of vertical connections.
5. Duplication of functions at different levels of management.
6. The departments maintain a linear management structure.
7. The remoteness of the central office from specific areas of the organization's activities, and, consequently, this leads to an increase in the number of staff and other problems associated with official abuse.

Matrix organizational structure

The basis of the matrix structure is formed by a linear functional structure, supplemented with structures program control. In addition to the head of the organization, a program manager is determined, whose rank is higher than the rank of the head of the organization.

The matrix structures are very diverse: project management, temporary task forces and permanent integrated teams. Temporary target groups are actively used by small businesses based on venture business.

Elements of matrix organization, and in some cases matrix departmentation as a whole, have been applied in the electronics industry and other areas of so-called high technology.

To implement a specific project, an autonomous structure is created, which is similar to one of the elements of a divisional structure

The matrix structure is shown in figure 6.5:

The advantages of the matrix structure are:

1. Integration various kinds activities of the company within the framework of ongoing projects and programs.
2. Obtaining high-quality results for a large number of projects, programs, products.
3. Significant activation of the activities of managers and employees of the administrative apparatus.
4. Involvement of managers of all levels and specialists in the sphere of active creative activity.
5. Reducing the burden on senior management by transferring decision-making authority to the middle level.
6. Strengthening the personal responsibility of a particular leader.
7. Achieving greater flexibility and coordination of work.
8. Overcoming intra-organizational barriers without interfering with the development of functional specialization.

The disadvantages of the matrix control system are:

1. The complexity of the matrix structure for practical implementation.
2. The structure is complex, cumbersome and expensive to implement and operate.
3. It is a difficult form of organization;
4. In connection with the system of dual subordination, the principle of unity of command is undermined.
5. There is a tendency towards anarchy, in the conditions of its operation, the rights and responsibilities between the elements are not clearly distributed.
6. This structure is characterized by a struggle for power.
7. Excessive overheads due to the maintenance of more managers.
8. Difficulties arise with the prospective use of specialists in this company;
9. Partial duplication of functions is observed;
10. Untimely accepted management decisions; usually characterized by group decision-making.

Forms and methods of implementing the principles of formation of organizational structures make it possible to distinguish several types of them. So, according to the level (degree) of differentiation and integration of management functions, two classes of structures are distinguished:

• mechanistic, or bureaucratic, pyramidal, based on the centralist type of integration;
• organic, or adaptive, multidimensional, based on a combination of centralist and free types of integration.

Mechanistic (bureaucratic) pyramidal structures

Sustainability and rationalism were the priority parameters for the formation of bureaucratic structures for managing organizations already at the beginning of the 20th century. The concept of bureaucracy, then formulated by the German sociologist Max Weber, contains the following characteristics of a rational structure:

• a clear division of labor, which leads to the emergence of highly qualified specialists in each position;
• hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it;
• the presence of an interconnected system of generalized formal rules and standards, ensuring the uniformity of the performance by employees of their duties and coordination various tasks;
• formal impersonality of execution by officials official duties;
• recruitment in strict accordance with qualification requirements; protection of employees from arbitrary layoffs.

Pyramid bureaucratic structures include: linear, functional, linear-functional, linear-staff, divisional organizational structures.

Linear organizational structure of management

The linear structure implements the principle of unity of command and centralism, provides for the performance by one head of all management functions, subordination to him on the rights of unity of command of all lower units (Fig. 11.1).

This is one of the simplest organizational management structures. Hierarchy is clearly manifested in linear structures: at the head of each structural unit there is a head endowed with all powers, who exercises sole management of subordinate employees and concentrates all management functions in his hands.

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

Since in a linear management structure decisions are passed down the chain from top to bottom, and the head of the lower level of management is subordinate to the head of a higher level above him, a kind of hierarchy of heads of this particular organization is formed (for example, section head, department head, store director, site foreman, engineer , head of the shop, director of the enterprise). In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. In a linear management structure, each subordinate has his own boss, and each boss has several subordinates. Such a structure functions in small organizations, and in large ones - at the lowest level of management (section, brigade, etc.).

The linear organizational structure of management has its advantages and disadvantages (Table 11.1).

Table 11.1

Advantages and disadvantages linear structure management

Advantages

Flaws

Unity and clarity of command. Consistency of actions of performers. Ease of management (one communication channel). Clearly defined responsibility. Efficiency in decision making. Personal responsibility of the head for the final results of the activities of his unit.

High demands on the leader, who must be prepared comprehensively in order to ensure effective leadership for all management functions. Lack of links for planning and preparing decisions. Information overload of medium levels due to many contacts with subordinate and higher organizations. Difficult communication between units of the same level. The concentration of power at the top level of management.

In the functional structures, functional units are created, endowed with authority and responsibility for the results of their activities. Linear links differ from functional ones by the integration of object management functions, a set of powers and responsibilities. The bottom line is that the performance of certain functions on specific issues is assigned to specialists, i.e. each governing body (or executor) is specialized in the implementation certain types management activities. In an organization, as a rule, specialists of the same profile are combined into specialized structural units (departments), for example, a planning department, accounting, etc. Thus, the overall task of managing the organization is divided, starting from the middle level, according to the functional criterion. Hence the name - functional management structure (Fig. 11.2). Instead of universal managers who must understand and perform all management functions, there is a staff of specialists with high competence in their field and responsible for a certain area (for example, planning and forecasting).

Functional structure implements the principle of separation and consolidation of management functions between structural units, provides for the subordination of each linear subdivision of the lower level to several higher-level managers who implement management functions. The advantages and disadvantages of this structure are presented in Table. 11.2.

Table 11.2

Advantages and disadvantages of the functional management structure

Advantages

Flaws

High competence of specialists responsible for the implementation of functions (increasing professionalism). Exemption of line managers from solving some special issues. Standardization, formalization and programming of management processes and operations. Elimination of duplication and parallelism in the performance of managerial functions. Reducing the need for generalists. Centralization strategic decisions and decentralization of operations.

Excessive interest in the implementation of the goals and objectives of their units. Difficulties in maintaining constant relationships between different functional units. Emergence of tendencies of excessive centralization. Duration of decision-making procedures. Relatively frozen organizational form, with difficulty responding to changes. The complexity of the division of power (multiplicity of subordination).

Experts point to a close relationship between the size of the firm and the organizational structure of management. The expansion of the size of the enterprise, the complication of internal relationships create conditions, and also necessitate the adoption integrated solutions aimed at restructuring the organization of intra-company management, an increase in the size of the firm leads to a deepening of structural differentiation (branches, management levels, organizational units).

In turn, this leads to an increase in administrative and management costs, as well as costs associated with coordination, but does not reduce the advantage of homogeneity of large firms, which is due to the fact that these firms are managed from a single center. However, the structural differentiation inherent in large firms requires the use of indirect (economic) methods of management and coordination of the activities of various organizational units.

Types of committees

There is no doubt about the advantage of using committees in such work, where coordination of actions of management units, consultation in decision-making, determination of powers and responsibilities, and development of a work schedule are required.

New types of organizational structures

Currently, such types of structures are developing as network and virtual organizations, organizations with "internal" markets, multidimensional organizations, market-oriented organizations, entrepreneurial organizations, participatory, adhocracy, intellectual, learning organizations, circular corporations, etc.

A network structure means that an organization disaggregates its core functions (manufacturing, sales, finance, research and development) between individual contracting companies brokered by a small parent organization. The organizational chart of a hypothetical network organization is shown in fig. 11.10.

Network organizations differ from other types of organizations in a number of ways. First, network organizations rely more on market mechanisms than on administrative forms of resource management. Second, many of the networks that have recently been developed involve a more active and motivated role for participants. Thirdly, in an increasing number of industries, networks are an association of organizations based on cooperation and mutual ownership of shares by group members - manufacturers, suppliers, trading and financial companies.

The so-called virtual organization or structure is closely related to the network structure. Unlike traditional mergers and acquisitions, partners in virtual organizations share costs, use each other's production experience and access to international markets.

The hallmarks of networked virtual organizations of the future can be summarized as follows:

1. usage information technologies to establish strong contacts;
2. joining forces to realize new opportunities;
3. lack of traditional boundaries - with close cooperation between manufacturers, suppliers, customers, it is difficult to determine where one company begins and another ends;
4. the main advantages and disadvantages of such organizations are given in Table. 11.7;
5. trust - partners share a sense of "common destiny", realizing that the fate of each of them depends on the other;
6. excellence - since each partner brings to the union its "core competence", it is possible to create an organization that is modern in every respect.

Table 11.7

The main advantages and disadvantages of the network structure of the organization

Advantages	Flaws
Competitiveness at the global level. Flexible use of labor force. High adaptability to market requirements. Reducing the number of hierarchy levels (up to 2-3 levels) and, accordingly, the need for managerial personnel.	Lack of direct control over the activities of the company. Possibility of unwanted loss of group members (if the subcontractor retires and his company goes bankrupt). Low employee loyalty.

Multidimensional organization. This term was first used in 1974 by W. Goggin when describing the structure of Dow Corning Corporation. Multidimensional organizations are an alternative to the traditional type of organizational structures. As we know, in traditional organizational structures, the allocation of organizational units occurs, as a rule, according to one of the following criteria:

• functional (finance, production, marketing);
• grocery (for example, factories or production units that produce various goods and services);
• market (say, by regional principle or by type of consumer).

Depending on the specifics of the activity, one or another criterion prevails in the construction of the organizational structure. Over time, under the influence of external changes and changes in the company itself (its size, scale of activities, other internal factors), the very organizational structure of the company, and the prevailing principle of separating divisions can change. For example, with access to regional markets, the traditional linear-functional structure can be transformed into a regional divisional one. At the same time, reorganization is a rather lengthy and complicated process.

In the context of dynamism external environment the company must be able to respond instantly to change, so a structure is required that would not need to be rebuilt. Such a structure is a multidimensional organization.

Multidimensional organizations are organizations in which structural units simultaneously perform several functions (as if in several dimensions) (Fig. 11.11), for example:

• provide their production activities the necessary resources;
• produce a specific type of product or service for a specific consumer or market;
• ensure the sale (distribution) of their products and serve a specific consumer.

The basis of a multidimensional organization is an autonomous working group (subdivision) that implements all three functions: supply, production, distribution.

Such a group may be a "profit center". Sometimes these can be independent companies.

Units are easily included in the organizational structure and can leave it, their viability depends on the ability to produce goods and services that are in demand. Product or service-oriented divisions pay internal and external suppliers on a contractual basis. Functional divisions (production, warehouse, personnel, accounting) provide services mainly to other divisions of the company, being their suppliers. Thus, there is an internal market within the organization. Divisions respond flexibly to changing needs of internal and external customers. Consumers automatically control their suppliers. At the same time, the performance of the unit does not depend on the performance of another unit, which facilitates the control and evaluation of the unit's performance.

Features of multidimensional organizations are as follows:

• departmental budgets are developed by the departments themselves, the company invests in them or gives loans;
• in multidimensional organizations there is no dual subordination, as in a two-dimensional matrix model, the leadership of the group is one;
• many divisions within a multidimensional organization can also be multidimensional. Departments can also be multidimensional, even if the organization as a whole is not multidimensional (for example, regional office large corporation may have a multidimensional structure, while the corporation as a whole is a divisional structure);
• there is no need to carry out any reorganization of the organizational structure as a whole and the relationship of autonomous groups, units can simply be created, eliminated or modified;
• each division of the organization can be completely autonomous, dealing with both recruitment and sales finished products etc.;
• the main indicator of the effectiveness of the work of autonomous groups is the profit received; this simplifies the analysis and control over the activities of groups, reduces bureaucratization, and the management system works more efficiently.

The main advantages and disadvantages of multidimensional organizations are given in Table. 11.8.

Table 11.8

Key Advantages and Disadvantages of Multidimensional Organization

Advantages	Flaws
Flexibility and adaptability to changes in the external environment. Reduction of bureaucracy and simplification of the management system. Focus on ends, not means. The combination of broad autonomy of departments using the synergy effect at the organization level.	In itself, the multidimensionality of the structure does not ensure the efficiency of the work of departments. tendency towards anarchy. Competition for resources within the organization. Lack of direct control over units. Difficulties in the implementation of strategic projects.

circular organization. The basic principle of the circular organization is the democratic hierarchy. Leaders are not commanders, but act more like leaders. Unlike the hierarchical structure of traditional organizations, the circular organization has such features as the lack of undivided authority of leaders, the possibility of participation of each member of the organization in management, collective decision-making by the management of each member of the organization. These principles are implemented through the features of the structure of the circular organization, the main of which is that a council is formed around each leader (Fig. 11.12).

Each council, in addition to the head of the unit, includes his subordinates, as well as third-party representatives - heads of other structural divisions, external clients and consumers, public representatives. Participation in the council is mandatory for managers, but is voluntary for subordinates.

virtual organization. The emergence of the concept of a virtual organization is associated with the publication in 1992 of the monograph "Virtual Corporation" by W. Davidow and M. Malone.

A virtual organization is a network that includes the union of human, financial, material, organizational, technological and other resources of various enterprises and their integration using computer networks. This allows you to create a flexible and dynamic organizational system, the most adapted to the rapid creation of a new product and its introduction to the market. A virtual organization does not have a geographic center; the functioning of its divisions is coordinated with the help of modern information technologies and telecommunications.

The development of information technology has made it possible to make the physical presence of managers in the workplace unnecessary. Virtual associations are grouped according to the design principle, i.e. on a temporary basis.

as the need arises to create a certain product, implement a project, make a profit. The concept of a virtual organization creates fundamentally new business opportunities and is widely used in the 21st century.

An organization with a "domestic market". The evolution of organizational structures is gradually evolving from hierarchical bureaucratic structures to matrix and project structures, and in recent decades to decentralized networks and business units.

Concept " domestic markets” is in stark contrast to the hierarchical structure. On the one hand, it allows you to use the potential of entrepreneurship within the organization, on the other hand, it has the disadvantages of market relations.

The basic principle of such organizations is the broad autonomy of departments (both linear and functional). The divisions are treated as autonomous " domestic enterprises who buy and sell goods and services, participate in intra-company and inter-company relationships.

We list the principles of formation and functioning of organizations with "internal markets":

1. Transformation of the hierarchy into internal business units. All divisions are transformed into autonomous "internal enterprises", becoming responsible for the results of activities.

2. Creation of economic infrastructure, including general systems reporting, communications and incentives.

3. Purposeful stimulation of synergy.

4. All departments are accountable for results, creative entrepreneurship is encouraged. Each division is treated like a small, separate company that independently manages its activities and manages resources. Divisions are given the freedom to conduct business operations within and outside the organization.

5. Auxiliary functional divisions are commercial centers that sell their services to both other divisions of the firm and external customers.

So, considering the trends in the development of organizations and organizational structures, it can be noted that modern organization- this is:

• market oriented organization. They are organic, rapidly adaptable, divisional or matrix organizations in which all of their parts (R&D, manufacturing, human resources, marketing, sourcing, sales, finance, service) are clustered around a market or markets. These are organizations "driven by the market";
• entrepreneurial organization, i.e. an organization more focused on growth and on available opportunities and achievements than on controlled resources;
• participatory organization - an organization that maximizes the participation of employees in management;
• adhocracy organization - an organization that uses a high degree of freedom in the actions of employees, their competence and ability to independently solve emerging problems. This is an organic structure of a matrix, project, network type, with a predominance of informal horizontal connections. Often the structure of the organization is completely absent, the hierarchical structure is constantly changing, vertical and horizontal connections are predominantly informal;

An analysis of the experience of building organizational structures shows that the formation of management units is significantly influenced by external and internal environment organizations. This is the main reason for the impossibility of applying a single model of the management structure for all organizations. In addition, this impossibility is due to the specific features of a particular organization. The creation of a modern effective management structure should be based on scientific methods and principles of building organizational structures.

The main characteristic feature of the new systems of intra-company management should be: orientation to the long term; conducting fundamental research; diversification of operations; innovative activity; maximum use of the creative activity of the staff. Decentralization, reduction of levels in the administrative apparatus, promotion of employees and their payment depending on real results will become the main directions of changes in the administrative apparatus.

The process of modification of organizational management structures is developing in a number of specific areas. The main ones are the following.

1. Implementation of decentralization of production and marketing operations. For this purpose, semi-autonomous or autonomous branches have already been created or are being created within the largest companies, fully responsible for profit and loss. These departments are entrusted with full responsibility for the organization of production and marketing activities. Each department fully finances its activities, enters into commercial basis in partnership with any organization.

2. Innovative expansion, search for new markets and diversification of operations. This direction is implemented through the creation of innovative companies within the framework of large companies focused on the production and independent promotion of new products and technologies on the markets and operating on the principles of "risk financing". The widespread practice of large companies is the creation of small enterprises in the most promising areas, aimed at gaining a strong position in the market in the shortest possible time.

3. Debureaucratization, constant increase in the creative production efficiency of the personnel. To this end, a wide variety of measures are being taken, including the distribution of shares among the staff and the formation of enterprises collectively owned by their employees.

AT modern conditions requires not only fundamentally new forms of organization for our country, not only radically different methods of management, but also transitional modes of activity, a gradual transformation of one structure into another. In order to comprehensively take into account both the internal characteristics of organizations and dynamically changing external circumstances, as well as emerging progressive trends, it is necessary to use systems approach to the formation and reorganization of enterprises.

The systematic approach to the formation of the organizational structure is manifested in the following:

• do not lose sight of any of the management tasks, without which the implementation of the goals will be incomplete;
• to identify and interconnect, in relation to these tasks, a system of functions, rights and responsibilities along the vertical of management;
• explore and institutionalize all connections and relationships along the horizontal of management, i.e. to coordinate the activities of different links and management bodies in the performance of common current tasks and the implementation of promising cross-functional programs;
• provide an organic combination of vertical and horizontal management, meaning finding the optimal ratio of centralization and decentralization in management for the given conditions.

All this requires a carefully developed step-by-step procedure for designing structures, a detailed analysis and definition of a system of goals, a thoughtful selection of organizational units and forms of their coordination, and the development of relevant documents.

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

Fig.1. Linear organizational structure of enterprise management

Advantages of a linear management structure:

a clear system of mutual relations of functions and divisions;

a clear system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;

clear responsibility;

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

coordination of actions of performers;

Efficiency in decision-making;

simplicity organizational forms and clarity of relationships;

Minimum production costs and minimum cost of products;

Disadvantages of a linear structure:

Lack of links dealing with issues strategic planning; in the work of managers at almost all levels, operational problems ("churn") dominates over strategic ones;

a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;

Lack of flexibility and adaptability to changing situations;

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

The tendency to formalize the evaluation of the efficiency and quality of work of departments usually leads to the emergence of an atmosphere of fear and disunity;

· a large number of "management floors" between workers producing products and the decision maker;

overload of top-level managers;

Increased dependence of the results of the organization on qualifications, personal and business qualities top managers.

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

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

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

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

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

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

Rice. 8.2. Functional structure diagram. The circles indicate the performers

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

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

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

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

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

1. Pros:

• removal of most of the load from the highest level of management;
• stimulating the development of informal ties at the level of structural blocks;
• reducing the need for generalists;
• as a consequence of the previous plus - improving the quality of products;
• it becomes possible to create headquarters substructures.

Minuses:

• significant complication of communications within the enterprise;
• the emergence of a large number of new information channels;
• the emergence of the possibility of transferring responsibility for failures to employees of other departments;
• difficulty in coordinating the activities of the organization;
• a trend towards over-centralization.

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

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

Rice. 8.3. Diagram of the divisional structure

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

key figures in the management of organizations with a divisional structure, it is no longer the heads of functional divisions, but managers who head production departments (divisions). Structuring by divisions, as a rule, is carried out according to one of the criteria: by manufactured products (products or services) - product specialization; in orientation to certain groups consumers - consumer specialization; by service areas - regional specialization.

Advantages of a divisional structure:

· it provides management of diversified enterprises with a total number of employees of the order of hundreds of thousands and territorially remote subdivisions;

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

· with the expansion of the boundaries of the independence of the departments, they become "profit centers", actively working to improve the efficiency and quality of production;

Closer relationship between production and consumers.

Disadvantages of a 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 management of the company - 5 or more;

disunity of headquarters structures of departments from the headquarters of the company;

The main connections are vertical, therefore, there are shortcomings common to hierarchical structures - red tape, overload of managers, poor interaction in resolving issues related to departments, etc.;

· duplication of functions on different "floors" and as a result - very high costs for the maintenance of the management structure;

· in departments, as a rule, a linear or linear - staff structure with all their shortcomings is preserved.

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

Introduction 2

Types of organizational structures 3

Linear organizational structure 3

Functional organizational structure 4

Functional-linear structure 6

Line-headquarters organizational structure 7

Divisional management structure 9

Matrix organizational structure 10

Conclusion. 12

References 13

Introduction

Structure - a set of elements that make up the system and stable relationships between them. An enterprise is a complex system, within which several interacting structures can be distinguished - sections, workshops, and other divisions.

All production shops and sections of the enterprise, the divisions that manage the enterprise, as well as the employees involved in its maintenance, form the general structure of the enterprise.

The composition of the production links of the enterprise (shops and sections) interacting in the process of manufacturing products, the size of the production links and their ratio in terms of the number of employees, the cost of funds, the occupied area, their spatial distribution represent the production structure, which is part of the overall structure of the enterprise.

The totality of interrelations and relationships between business units that arise in the management process forms organizational structure. The main function of the organizational structure is to ensure control and coordination of the activities of all departments of the enterprise. The organizational structure of the enterprise reflects the level of authority of various functional and linear divisions of the enterprise.

The organizational structure can be formed both in accordance with the functions of the enterprise (planning, accounting, finance, personnel, marketing, production, etc.), and with the features of its activities - the range and range of products, the specifics of the market, etc.

Types of organizational structures

In the organizational structure, each element occupies a specific place. It is characterized by links through which their interaction (direct and reverse) occurs in the process of management. Relationships of elements within the organizational structure can be linear, functional and cross-functional.

Linear connections arise between departments and heads of different levels of management and appear where one head is administratively subordinate to another (director - shop manager - foreman).

Functional connections are typical in the interaction between departments and managers related to certain activities on different levels management. At the same time, there is no administrative blueing between them (for example, the formation of the production program of the workshop: the head of the workshop - the production and dispatch department).

Cross-functional links arise between units of the same level of management (between the heads of different workshops or functional units of the enterprise).

The nature of these links determines the type of organizational structure of management.

Linear organizational structure

Linear organizational structure(Fig. 1) - is based on the principle of unity of distribution of orders, according to which only a higher authority has the right to issue orders. Compliance with this principle should ensure the unity of management. Such an organizational structure is formed as a result of building a management apparatus from mutually subordinate bodies in the form of a hierarchical ladder, i.e. each subordinate has one leader, and the leader has several subordinates. Two leaders cannot directly contact each other, they must do this through the nearest higher authority. Such a structure is often referred to as a single-line structure.

The advantages of such a structure are:

Simple construction

Unambiguous limitation of tasks, competence, responsibility

Rigid leadership of the governing bodies

Efficiency and accuracy of management decisions

Flaws:

Difficult communications between instances

The concentration of power at the top

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

Functional organizational structure

Functional organizational structure(Fig. 2) - is based on the creation of units to perform certain functions at all levels of management. These functions include research, production, sales, marketing, etc. Here, with the help of directive guidance, hierarchically lower levels of management can be connected to various higher levels of management. The transfer of instructions, instructions and messages is carried out depending on the type of task.

For example, a worker in a workshop receives instructions not from one person (foreman), but from several staff units, i.e. The principle of multiple subordination applies. Therefore, such an organizational structure is called multilinear.

The functional structure of production management is aimed at performing constantly recurring routine tasks that do not require prompt decision-making. Functional services usually include highly qualified specialists who perform specific activities depending on the tasks assigned to them.

The advantages of such a structure include:

Reduction of coordination links

Reducing duplication of work

Strengthening vertical links and strengthening control over the activities of lower levels

High competence of specialists responsible for the performance of specific functions

To the disadvantages:

Ambiguous distribution of responsibility

Difficult communication

Lengthy decision-making process

The emergence of conflicts due to disagreement with directives, as each functional leader puts his questions first

Functional-linear structure

Functional-linear structure(Fig. 3) is based on the "mine" principle of construction, specialization of the management process by functional subsystems.

Features of this structure:

for each subsystem, a hierarchy of services (“mine”) is formed, penetrating the entire organization from top to bottom;

each element has a clearly defined task and responsibilities;

it is expedient to use at enterprises producing a limited range of products, operating in stable conditions and requiring the solution of standard management tasks.

Advantages:

a clear system of mutual relations of functions and divisions;

a clear system of unity of command;

clear responsibility;

quick reaction of executive departments to direct instructions from higher-level ones;

reducing duplication of effort.

Flaws:

lack of links involved in strategic planning;

a tendency to shift responsibility when solving problems that require the participation of several departments;

low flexibility and adaptability to changing situations;

a large number of "management floors" between workers producing products and the decision maker;

overload of top-level managers;

Line-headquarters organizational structure

Line-headquarters organizational structure(Fig. 4) is based on a linear organization of management.

Peculiarities:

along with line managers, the management apparatus includes headquarters units;

the main task of headquarters units is to assist line managers;

headquarters units do not have the right to make decisions and lead subordinate units;

headquarters units include controlling, marketing, groups network planning, legal services, etc.

a good intermediate step when moving from a linear structure to more efficient ones.

Advantages:

more meaningful and competent preparation of managerial decisions;

release of line managers from solving specific tasks;

opportunity to attract highly qualified specialists.

Flaws:

insufficiently clear responsibility, tk. preparing decisions is not involved in their implementation;

tendency to over-centralization;

increasing demands on the top decision makers.

Divisional management structure

In industrialized countries, there is a departure from the linear-functional structure (its classical type has been preserved in medium and small enterprises in traditional business areas). The majority of large companies divisional type of organizational structure(Fig. 5).

The divisional organizational structure is characterized by decentralization of management functions - production units are given autonomous structures that implement the main management functions (accounting, planning, financial management, marketing, etc.). this allows the production departments to independently solve the problems associated with the development, production and marketing of their own products. At the same time, the top management of the enterprise can focus on setting and solving strategic problems.

The transition to this type of organizational structure was determined by:

growing diversification of business activities;

management specialization;

international division of labor;

growth of awareness, self-esteem and expectations of middle managers.

The divisional structure differs from the linear-functional structure in greater flexibility, which ensures the speed of decision-making and is its advantage in a rapidly changing market environment and technological innovations.

The main advantages of the divisional structure:

Flexibility (most effective in a dynamic environment);

Efficiency of decision-making;

Interdisciplinary approach;

Quick solution of complex cross-functional problems;

Focus on new technologies and markets;

Focus on non-price competition.

The disadvantages of the structure include conflicts of interest individual divisions and the enterprise as a whole, duplication of management functions (growth of the administrative apparatus and low efficiency). With the growth of the enterprise, this can lead to a loss of control.

Matrix organizational structure

Matrix organizational structure arises in conditions of diversified production, when an enterprise develops and produces heterogeneous types of products, implements several investment projects, etc. such a structure is a synthesis of linear-functional and divisional structures.

General instructions are given to performers by line managers, and specific instructions are given by managers of individual projects. The latter are endowed with special powers, make decisions, combine and interpret information coming from functional units, monitor the progress of projects. Orders of line managers are agreed in writing with the managers of individual projects in cases where they relate to work on this particular project.

The main advantages of the matrix structure are flexibility, dynamism, guarantees for the preservation and expansion of technological capital and innovative activity. The personal interest of the project manager in its success, due to the desire for professional growth and identification of individual and collective goals, stimulates team cohesion and ensures the growth of labor productivity. Therefore, such a structure is often used in the implementation of projects that are limited in time.

The disadvantages of the matrix structure include the fact that its implementation is not accompanied by the observance of the principle of one-dimensionality in management, as a result of which each subordinate has not one, but several leaders, whose orders can often be contradictory.

Conclusion.

An analysis of the essence, advantages and weaknesses of a particular organizational structure provides serious grounds for justifying the choice of its specific type for a really functioning or emerging enterprise. However, this factor cannot be limited when making adequate management decisions. The following must also be taken into account:

First of all, the choice of organizational structure is influenced by the size of the enterprise - the size of capital, fixed assets, the number of employed personnel.

A very rigid determinant condition for the organizational structure of an enterprise is the technology used by it.

The territorial size of the market served by one company also predetermines the features of its organizational structure.

The most important factor in the structural dynamics of the enterprise is the nature of the external environment - the degree of its uncertainty, predictability and the rate of change.

Finally, one of the reasons for choosing the type of structural organization of an organization is the personal characteristics and experience of managers, including, and above all, top management.

Bibliography

Avrashkov L.Ya., Adamchuk V.V., Antonova O.V., etc. Enterprise Economics.- M., UNITI, 2001

William J. Stevenson Production Management. - M., CJSC "Publishing House BINOM", 2000

Gruzinov V.P., Gribov V.D. Enterprise economy. Textbook.-M.: IEP, 2004

Kalacheva A.P. Organization of the work of the enterprise.-M .: PRIOR, 2000

Semenov V.M., Baev I.A., Terekhova S.A. Enterprise Economics: Textbook - M .: Center for Economics and Marketing, 2000

Sergeev I.V. Enterprise Economics: Proc. allowance. - 2nd ed., revised. and additional - M.: Finance and statistics, 2004

Office Organizational structure types organizational structures controls: - linear; - functional; - linear-functional...

1. Types organizational structures controls (4)

   Abstract >> Management

   Types organizational structures management Organizational structure management apparatus - a form of division of labor ... the nature of the connections, several main ones are distinguished types organizational structures controls: - linear; - functional; - linear-...

2. Types organizational structures management Basic principles of construction organizational structures

   Abstract >> Management

   Is type of organizational structures, which matches type enterprises and includes certain types organizational structures. 3. Methodical approach to the formation organizational structures ...

3. Types organizational structures controls (2)

   Abstract >> Management

   The nature of the connections are distinguished by several main types organizational structures controls: linear; functional; linear- ... develop and implement new, more flexible types organizational structures, which, in comparison with the bureaucratic ones, were ...

The management of the organization is carried out in accordance with a certain structure. It is developed in the company taking into account the specifics of its activities. Let us further consider what a linear-functional control structure is.

General information

Production sites

The functional structure assumes the presence of heads of departments directly involved in the production of products (rendering services). In most cases, they are referred to as site foremen. They not only provide leadership, but also:

Loading and unloading divisions

Their managers organize the accounting of containers in accordance with the rules, analyze the results of its processing. They also develop measures to eliminate downtime. Chief responsibilities include:

• Ensuring the fulfillment of shipping plans.
• Reception and transmission of notifications about the upcoming supply of containers, their readiness for cleaning, etc.

Chief Engineer

He leads the technical divisions of the company. Its tasks include ensuring the proper condition of the equipment, organizing a system of scheduled preventive repairs. In the direct subordination of a specialist may be:

• OT Engineer.
• Chief Power Engineer.
• Warehouse Manager.
• Mechanic.

Accounting

Any functional structure of the company assumes the presence of this department. Management is carried out by the chief accountant. He, in turn, reports to the director of the company. The duties of the chief accountant are as follows:

Economic department

The tasks of this division include drawing up long-term plans (quarterly and annual) for financial and economic activities, developing projects in terms of the scope of work and wages according to production sites. The head of the department is a senior economist. His responsibilities include:

• Analysis of the old and establishment of new prices for the receipt, storage, shipment of raw materials and products.
• Timekeeping, development of local production and time standards, familiarization of employees with them.
• Monitoring compliance with established targets, etc.

HR department

This division keeps records of the personnel of the company, its divisions, and approved documentation. The Department is headed by a Human Resources Inspector. He is obliged:

• Make out the reception, transfer, dismissal of employees in accordance with the Labor Code, instructions, regulations and orders of the director of the company.
• Study the movement and causes of personnel turnover, participate in the development of measures to stabilize the state.
• Control execution labor discipline and compliance with the internal regulations of the company, etc.

System Analysis

The functional structure cannot remain unchanged with constant economic transformation. In this regard, the system requires some adjustments. Hierarchical organization management is effective in large companies where it is necessary to ensure a clear and well-coordinated work of a large staff of employees carrying out activities to achieve the common goal of the enterprise. Such a system allows mobilizing the energy of people and cooperating their labor to implement complex projects in large-scale and mass production. The functional structure provides ease of administration, consistency of actions.