Linear organizational structure management is shown in Figure 3.2. This is one of the simplest organizational management structures. It is characterized by the fact that at the head of each structural unit there is a one-man leader, endowed with all powers and exercising sole leadership of subordinate employees and concentrating all management functions in his hands.

Figure 3.2. Scheme of a linear control structure according to the principle "result - a triangle"

With linear management, each link and each subordinate has one leader, through whom all control commands pass through one single channel. In this case, management links are responsible for the results of all activities of managed objects. We are talking about the object-wise allocation of managers, each of whom performs all types of work, develops and makes decisions related to the management of this object. Evaluation of performance in a linear management structure has the form of a triangle (see Fig. 3.2).

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, head of section, head of department, store manager; or site foreman, engineer, shop manager, enterprise director). In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any executors, bypassing their immediate superior, since that other one is the boss of "my" boss. Schematically, the linear control structure can be represented in the form of fig. 3.3.

Figure 3.3. Scheme of the linear organizational structure of management

As can be seen from fig. 3.3, in a linear management structure, each subordinate has a boss, and each boss has several subordinates. Such a structure functions in small organizations at the lowest level of management (section, brigade, etc.).

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

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

The linear organizational structure of management has its advantages and disadvantages (Table 3.1).

Table 3.1

Serious shortcomings of the linear structure can be eliminated to a certain extent

Consider the main types of organizational structures.

Linear organizational structure. The simplest organizational structure is linear. 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. Line structure diagram

Such a structure is simple and economical, provides ultimate responsibility, makes it possible to maintain a balance of power and responsibility. All responsibilities and powers are clearly distributed here, and therefore conditions are created for an operational decision-making process and maintaining the necessary discipline.

However, the linear structure has a major drawback: no manager can be a universal specialist and cover all aspects of the enterprise.

Such a structure is focused only on the implementation of current tasks, it is characterized by a lack of flexibility, a tendency to bureaucracy, the possibility of distorting information when transferring from one level of management to another.

Functional structure. At functional structure heads of functional departments specialize in a particular area

activities 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, in-depth development and justification of decisions made. The main disadvantage is the complexity and inefficiency (many divisions, and consequently, control channels).

Rice. 2. Scheme of the functional structure.

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.

Linear-staff organizational structure. The growth of the complexity and scale of production, the differentiation of management functions led to the emergence of a linear-staff organizational structure.

Under the leaders, "headquarters" are created, that is, management units made up of specialists who perform certain functions (accounting, control, etc.) and are not directly responsible for decision-making and production results.

The line-staff structure makes it possible to solve management problems more skillfully, but creates the danger of substitution of line managers in the decision-making process.

The diversification of production and the specialization of management led to the emergence of combined structures, the most common of which was the linear-functional one. It combines the main advantages of both a linear and a functional system, ensures the development

specializations management activities while maintaining the authority of line managers responsible for production results.

Due to its advantages, the linear-functional management structure has become widespread, being practically the only option for organizing enterprises in our country. It fully corresponded to the command-administrative principles and management methods. Its advantages are realized in conditions of stable technology, mass and large-scale production.

In conditions of macroeconomic instability, rapidly changing preferences and values ​​of consumers, competition, with the predominance of economic methods of management, the advantages of a linear functional structure are not so obvious, and the disadvantages become more tangible. These include: the slow movement of information and, accordingly, decision-making; conflict of interests of line and functional managers, which affects not only the speed, but also the quality of decisions made; narrow specialization of middle managers, limiting their horizons and rejecting innovations; the desire of managers to reduce risk and not take on more responsibility when making management decisions.

The functional structure is not suitable for enterprises with a wide or frequently changing product range, as well as for enterprises operating on a large international scale, simultaneously in several markets in countries with different socio-economic systems and legislation.

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. The factors that led to the transition to this type of organizational structure include: the growth of business diversification, the specialization of management, the international division of labor, the growth of awareness, self-esteem and expectations of middle managers, etc.

Rice. 3. Scheme 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 units to solve independent tasks related to the development, production and marketing of their own products.

At the same time, the top management of the enterprise can focus on setting and solving strategic problems.

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

1. Stability (most effective in a stable environment) 2. Savings on management costs 3. Specialization and competence 4. Quick resolution of simple problems that are within the competence of one functional service 5. Focus on stable technology and an established market 6. Focus on price competition1. Flexibility (most effective in a dynamic environment) 2. Efficiency in decision-making 3. Interdisciplinary approach 4. Quick resolution of complex cross-functional problems 5. Orientation to new markets and technologies 6. Orientation to non-price competition

The structuring of the organization by departments is usually carried out according to one of three criteria: by products or services provided (product specialization); by consumer orientation (consumer specialization); by serviced territories (regional specialization).

Organization of divisions by product principle (Fig. 4) is one of the main forms of divisional structure, and at present most of the largest manufacturers of consumer goods with diversified products use the product structure of the organization.

Rice. 4. Scheme of the product management structure

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

Some businesses produce a wide range of products or services that meet the needs of several large consumer groups or markets. Each group or market has well-defined specific needs. If two or more of these elements become particularly important to an enterprise, it may use a customer-oriented organizational structure in which all departments are grouped around certain customer groups.

Rice. 5. Diagram of the organizational structure focused on the consumer

This type of organizational structure finds application in rather specific areas, for example, in the field of education, where in recent times along with traditional general education programs, special departments for adult education, advanced training, etc. have emerged. Commercial banks are an example of the active use of a consumer-oriented organizational structure.

The main groups of consumers using their services are individual clients (individuals), pension funds, trust firms, international financial institutions. Customer-oriented organizational structures are equally characteristic of wholesalers and retailers.

If the activity of an enterprise covers large geographical areas, especially on an international scale, then it may be appropriate to build an organizational structure according to the territorial principle, i.e., at the location of its divisions (Fig. 6). The regional structure facilitates the solution of problems related to local legislation, customs and consumer needs. This approach simplifies both the communication of the enterprise with customers and the communication between the company's divisions.

Rice. 6. Diagram of the regional organizational structure

A well-known example of regional organizational structures is the sales divisions of large enterprises. Among them, one can often find divisions whose activities cover very large geographical areas. In turn, they are divided into smaller units, and those into even smaller blocks.

The divisional structure also has very significant drawbacks. Among them are the contradictions of interests of individual departments and the entire enterprise, duplication of management functions and, consequently, the growth of the administrative apparatus and the uneconomical structure. With the growth of the enterprise, these shortcomings can lead to loss of control.

Matrix organizational structure. matrix organizational

the structure arises in conditions of diversified production, when an enterprise develops and produces several heterogeneous types of products, implements several investment or innovative projects, etc. It is a synthesis of linear functional and divisional structures.

Rice. 7. Matrix diagram of the organizational structure of the enterprise

General instructions to performers are given by line managers, and specific instructions are given by project managers. The latter are decision makers, endowed with special powers, accumulate and interpret information received from functional units, exercise control over the progress of the project. Orders of line managers concerning the work on this project are coordinated with them in writing. The advantages of such a structure are flexibility, dynamism, guarantees for the preservation and expansion of technological capital and innovative activity.

The personal interest of the project manager in his success, due to such motives as the desire for professional growth and the identification of goals, stimulates interactivity, i.e. team cohesion.

Principles of intrapreneurship (internal venture). A kind of flexible organizational structure arises on the principles of intrapreneurship. The essence of intrapreneurship is that a group of people who are confident in the future success of a promising project receives relative autonomy in working on it. Inside the enterprise, conditions are created that imitate entrepreneurial activity in small business: independence in organizing work, in selecting a group of project participants and entering the market. It also means the transfer of ownership (or disposal) of certain resources, the creation of prerequisites for a high level of remuneration in case of project success, the possibility of using employees' own funds in the labor process, complete exemption from formal organizational and bureaucratic procedures for a predetermined period of time.

Depending on the risk intrapreneurs take on, the following reward schemes can be used.

The intrapreneur continues to receive a salary plus bonus bonuses for developing the idea.

The salary of the intrapreneur is frozen at the level that existed before the organization of the internal venture, until the project begins to make a profit. Then, in addition to wages, the intrapreneur begins to receive bonus bonuses (in practice, up to 150% of wages).

The intrapreneur participates in the investment in his enterprise through deductions from his own salary or other sources, and subsequently receives a large share of the profits from the project if it is successful.

In addition to the funds of the enterprise, internal ventures can also attract external sources of financing, issue "securities" that are circulated within the enterprise (the so-called "imaginary" shares).

Intrapreneurship as a form of organization of the enterprise is attractive because it allows you to apply the principles of risky financing to increase the innovative activity of the company.

The obvious disadvantage of such a structure is its uneconomical nature: internal ventures require significant resources and significant risk. In addition, the number of semi-autonomous operations allowed within the enterprise is limited - otherwise there is a threat of loss of control - as well as the number of employees capable of becoming venture leaders is limited.

COURSE WORK

By discipline: "Organization Theory"
on the topic:
"Linear structure of management"

Done: student
FU, 2 courses, group
UP 3-09
Kachanova Julia

supervisor
Petrova Elena Vyacheslavovna

Cheboksary 2011

content
Introduction………………………………………………………… ………….…..3
Chapter 1 Theoretical foundations of the linear management structure
1.1 The concept and essence of the linear structure…………………………………5
1.2 Features, advantages and disadvantages of the linear structure…………9
Chapter 2 Characteristics of the enterprise "Makhaon" LLC
2.1 Characteristics of the enterprise activity………………………………….11
2.2 Characteristics of the personnel of Makhon LLC……………………………..14
2.3 Financial characteristics of the enterprise ………………………………………17
2.4 Analysis of performance indicators of the enterprise…………………….……19
2.5 Enterprise management structure…………………………………...… 22
Chapter 3. The main directions of improving the management structure at the enterprise Makhaon LLC
3.1 Identification of shortcomings at the enterprise Makhaon LLC …………….…27
3.2 Development of a new organizational management structure…………….…30
Conclusion………………………………………………………………………….37
Applications………………………………………………………………..…….39
List of used literature………………………………………..... ..43

Introduction
The organizational structure is a logically built relationship between management levels and functional units. The management structure of an organization is understood as an ordered set of interrelated elements that are in stable relations with each other, ensuring their development and functioning as a whole.
Within the framework of the structure, a management process takes place, among the participants of which the functions and tasks of management are distributed. From this position, the organizational structure is a form of division and cooperation of management activities, within which the management process takes place, aimed at achieving the goals of the organization. Hence, the management structure includes all the goals distributed among the various links, the links between which provide coordination for their implementation. The management structure has a huge impact on all aspects of management, as it is related to key concepts management - goals, functions, process, mechanism of functioning, powers of people. Therefore, managers of all levels pay great attention to the principles and methods of forming structures, choosing the type or combinations of types of structures, studying the trends in their construction, assessing their compliance with the goals and objectives being solved.
The decision on the organizational structure is made at the institutional level, and the process itself is called departmentalization.
The elements of the management structure are:
1. Link - position or division.
2. Connections. The management structure is characterized by the presence of links between its elements. Horizontal links are in the nature of coordination and are, as a rule, single-level. Vertical communications - communications of subordination, arise in the presence of several levels of management. Vertical links can be linear and functional. Linear connections mean subordination to line managers, i.e. on all matters of management. Functional take place when subordinating a certain group of problems to a functional manager.
3. Levels of management. The variety of functional connections and possible ways their distribution between departments and employees determines the variety of possible types of organizational structures for production management. All these types are reduced mainly to four types of organizational structures: linear, functional, divisional and adaptive.
This term paper is to consider the management structure in the organization, as well as identifying shortcomings and ways to improve it. To achieve this goal, the following tasks were set:
- to study the theoretical aspects of the linear organizational structure.
- highlight the features of this structure.
- describe the company
-develop measures to improve the management structure at the enterprise Makhaon LLC

Chapter 1. Theoretical foundations of the linear control structure

The concept and essence of a linear structure

Fig.1 Scheme "Linear organizational structure of management"

With linear management, each link and each subordinate has one leader, through whom all control commands pass through one single channel. In this case, management links are responsible for the results of all activities of managed objects. We are talking about the allocation of managers per object, each of which performs all types of work, develops and makes decisions related to the management of this object.
Since in a linear management structure decisions are passed down the chain "from top to bottom", and the head of the lower level of management is subordinate to the head of a higher level above him, a kind of hierarchy of leaders of this particular organization is formed. In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader.
A higher management body does not have the right to give orders to any performers, bypassing their immediate superior. 2

1.2 Features, advantages and disadvantages of a linear structure
The features of linear control structures are:

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;
Lack of links dealing with strategic planning; in the work of managers at almost all levels, operational problems "churn" dominates over strategic ones;
A large number of "management floors" between workers producing products and the decision maker;
Clearly expressed responsibility;
Quick response of executive departments to direct instructions from superiors;
A tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;
The criteria for the efficiency and quality of the work of departments and the organization as a whole are different;
Overload of top-level managers;
Increased dependence of the results of the organization on qualifications, personal and business qualities top managers;

highly profitable production of confectionery and

bakery products,

leader in the production of cake products,
reliable partner,
highly qualified team of like-minded people.

2.3 Financial characteristics of the enterprise
Profit is the income of the enterprise expressed in cash on invested capital, which characterizes its remuneration for the implementation economic activity, representing the difference between the total income and total costs in the process of carrying out this activity. Profit is not only a generalizing cost indicator that characterizes the results of the financial and economic activities of an enterprise, but also a real source of cash savings. It creates certain guarantees for the continued existence of the enterprise, since it is the accumulation of profits that helps to overcome the consequences of the risk associated with the sale of goods on the market. 3
The structure of income and results (profit) of the enterprise can be analyzed on the basis of the income statement data. The purpose of the analysis is to determine the share of individual components of the balance sheet profit in its occurrence. For a comprehensive assessment financial results the enterprise has a system of indicators given in table 2.
Table 13 shows that the balance sheet profit in 2005 amounted to 58480 thousand rubles, which is 25277 thousand rubles. more than 2004 book profit

2.4 Analysis of the performance of the enterprise

2.5 Management structure at the enterprise Makhaon LLC
When analyzing and designing organizations, one should consider the relationship of their elements, the structure, as well as the mechanism of interaction of these elements within the framework of certain goals and a given structure of the organization. The organizational structure and the organizational mechanism in all the variety of their manifestations form organizational forms management.
Next, consider the organization of management at the enterprise Makhaon LLC.
Of great importance for economic management is the establishment of a rational production structure of the enterprise. The organizational structure of the production of Makhaon LLC is shown in fig. 2.
The organizational structure of enterprise management reflects the composition and subordination of linear and functional levels of management; at Makhaon LLC, the management structure has a linear-functional form (Fig. 3). With this type of organizational structure of the enterprise (linear-functional), the line manager, who reports directly to the director, is assisted in the development of specific issues and the preparation of appropriate decisions, programs and plans by a special management apparatus, consisting of functional units (departments, groups). Such divisions carry out their decisions either through the top manager, or directly bring them to specialized services or individual performers at a lower level. Functional divisions do not have the right to independently give orders to production divisions.
The management of the enterprise is carried out by the director on the basis of unity of command. The control structure has a linear-functional form. All subordinate managers are subordinate to the director. A single vertical line of leadership and a direct path of active influence on subordinates have been created. The advantage of such a control structure is simplicity, reliability and economy. The head in this case should cover all aspects of the enterprise.
Functional divisions carry out all the technical preparation of production, prepare options for solving issues related to the management of production processes, relieve line managers from planning financial calculations, logistics of production and other issues.

Makhaon LLC
bakery shop

Bagel shop
gingerbread shop
sugar shop
cake shop
Confectionary shop
Mechanized bakery №1
Mechanized bakery №2
Mechanized bakery №3

Figure 2 Organizational structure of the production of Makhaon LLC

General Director of Makhaon LLC
Chief Engineer
Head economist
Deputy Director for HR and Sales
etc.................

The functional organizational structure of management is such a scheme of work of the governing bodies, in which each of them is prescribed to perform a certain range of technological, production, design, financial or information functions. Subordinate production units functional body must comply with all his instructions.

The most common type of structure of management bodies is linear-functional. This management scheme includes linear divisions that perform the main work in the organization, as well as functional service divisions. Linear links are engaged in decision-making at their level, while subdivisions help the manager make and develop decisions, and also inform him.

Linear-functional organizational structure: description

This management scheme is based on the mine construction method, in which specialization is carried out by functional subsystems (production, marketing, finance, development and research, personnel, etc.). Each subsystem forms its own hierarchy, which permeates the entire organization from top to bottom. Evaluation of the activities of each service is carried out by means of indicators that characterize the performance of its tasks. The whole system of rewarding and motivating employees is built accordingly. The end result (the quality and efficiency of the enterprise as a whole) is relegated to a secondary plan, since it is believed that all departments are working to achieve it.

disadvantages and advantages

The positive aspects are the clarity of the system of interaction between departments, unity of command (the head takes control of general management), delineation of responsibility (everyone knows what he is responsible for), the possibility of a quick response of the executive departments to instructions received from above.

The disadvantage of the structure is the absence of links that develop a common work strategy. Leaders of almost all levels primarily solve operational problems, not strategic issues. There are prerequisites for the shifting of responsibility and red tape in solving problems that require the interaction of several departments. Enterprise management has little flexibility and does not adapt well to change. The organization and departments have different efficiency and quality of work. The current trend towards formality of indicators usually leads to an atmosphere of disunity and fear.

The disadvantages of management in this structure are in large numbers intermediate links that are between employees and the manager who makes decisions. Top-level managers are prone to overload. The relationship between performance and qualifications, business and personal qualities senior management staff.

Thus, it can be concluded that in modern conditions a linear-functional organizational structure has more disadvantages than advantages. With this system of organization, it is difficult to achieve quality work enterprises.

The shortcomings of the linear scheme are designed to eliminate the linear-staff organizational structure. It allows you to eliminate the main drawback, which is associated with the lack of links intended for. This structure provides for a reduction in the burden of top managers, it is possible to attract external experts and consultants. However, the division of responsibility remains unclear.

Linear structure It is a system of management with unity of command at all levels.

Peculiarities:

· It is formed as a result of the construction of the administrative apparatus only from mutually subordinate bodies in the form of a hierarchical ladder;

· At the head of each subdivision is a leader, endowed with all powers and exercising sole leadership of subordinate employees, concentrating all management functions in his hands. The head himself is directly subordinate to the head of the highest level;

· In a linear structure, the division of the control system into its component parts is carried out according to production characteristics, taking into account the degree of concentration of production, technological features, the breadth of the product range, etc.;

· With such a construction, the principle of unity of command is observed to the greatest extent: one person concentrates in his hands the management of the entire set of operations, subordinates carry out the orders of only one leader. The higher management body does not have the right to give orders to any performers, bypassing their immediate supervisor;

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

Unity and clarity of command;

· Consistency of actions of performers;

· A clear system of mutual relations between the manager and the subordinate;

Responsiveness to direct instructions;

· Obtaining by executors of interconnected orders and tasks provided with resources;

· Personal responsibility of the head for the final results of the activities of his unit.

Disadvantages of a linear structure:

· High demands on the leader, who must have extensive versatile knowledge and experience in all management functions and areas of activity carried out by subordinates, which limits the manager's ability to effectively manage;

· Overload of top-level managers, a huge amount of information, a flow of paperwork, multiple contacts with subordinates and managers;

· Tendency to red tape when dealing with issues related to several departments;

· Lack of links for planning and preparation of management decisions.

The classical scheme of the linear organization of the management structure is shown in fig. 12.

Rice. 12. Scheme of the linear organizational structure of management.

Functional structure based on subordination in areas of management activity. In fact, a particular unit has several senior managers. For example, the head of a shop with such a structure will have the heads of the departments of supply, sales, planning, remuneration ... But each of these leaders has the right to influence only in his field of activity. With a functional structure, divisions are allocated for specific duties and tasks. If the size of the organization is significant, then the functional units are divided in turn into smaller structures, the so-called secondary units.

Peculiarities:

Each governing body is specialized in performing individual functions at all levels of management;

Fulfillment of the instructions of each functional body within its competencies mandatory for production units;

Solutions for general issues taken collectively;

The functional specialization of the management apparatus significantly increases its efficiency, since instead of universal managers who must understand the performance of all functions, a headquarters of highly qualified specialists appears;

The structure is aimed at performing constantly recurring routine tasks that do not require prompt decision-making;

They are used in the management of organizations with a mass or large-scale type of production, as well as with an economic mechanism of a costly type, when production is the least susceptible to scientific and technical progress.

Advantages:

· High competence of specialists responsible for the implementation of specific functions;

Releasing line managers from dealing with many special issues and expanding their ability to operational management production;

· The basis for the use of experienced specialists in the work of consultations is being created, the need for generalists is reduced.

disadvantages:

· Difficulties in maintaining constant relationships between various functional services;

· Lengthy decision-making process;

Lack of mutual understanding and unity of action between functional services;

· Reducing the responsibility of performers for the work as a result of the fact that each performer receives instructions from several managers;

· Duplication and inconsistency of instructions and orders received by employees, since each functional head and specialized unit puts its issues in the first place.

The classical scheme of the functional organizational structure of management is shown in fig. thirteen.

performers

Rice. 13. Scheme of the functional organizational structure of management.

Linear-functional management structure is the most common type of hierarchical structure. It is based on the principle of building and specializing the management process according to the functional subsystems of the organization (production, marketing, finance, personnel, etc.). For each of them, a vertical of power is created, penetrating the entire organization from top to bottom.

Peculiarities:

· Provides such a division of managerial labor, in which the linear management links are called upon to command, and the functional ones - to advise, help in the development of specific issues and the preparation of appropriate decisions, programs, plans;

· Heads of functional departments (marketing, finance, R&D, personnel) exercise influence on production departments formally. As a rule, they do not have the right to give them orders on their own;

· The role of functional services depends on the scale of economic activity and the management structure of the company as a whole;

· Functional services carry out all the technical preparation of production, prepare options for solving issues related to the management of the production process.

Advantages:

· Exemption of line managers from solving many issues related to the planning of financial calculations, logistics, etc.;

· Building relationships "manager-subordinate" on the hierarchical ladder, in which each employee is subordinate to only one leader.

disadvantages:

Each link is interested in achieving its narrow goal, and not the overall goal of the company;

· Lack of close relationships and interaction at the horizontal level between production units;

· Excessively advanced system vertical interactions;

· Accumulation at the top level of authority to solve, along with strategic, a set of operational tasks (as a result of vertical connections "leader-subordinate").

The scheme of the linear-functional organizational structure of the organization is shown in fig. fourteen.

	LEGAL SERVICE				SECTOR OF SOCIOLOGICAL RESEARCH

SERVICES

DIVISIONS

Rice. 14. Scheme of a linear functional organizational structure.

Divisional structure- this is the division of the organization into elements and blocks according to the types of goods or services, customer groups or geographic regions. The enterprise actually functions as a combination of several sub-enterprises. Each of them carries out the workflow, based on own resources and own staff.

Peculiarities:

· The need to use a divisional structure arose in connection with a sharp increase in the size of enterprises, the diversification of their activities, the complication technological processes;

· The key figures in the management of organizations with this structure are not the heads of functional units, but managers who head production units;

· The structuring of the organization by departments is carried out, as a rule, according to one of the criteria: by manufactured products (product specialization), by consumer orientation, by regions served;

· 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 in all factories of the department, coordinating their activities horizontally.

Advantages:

Closer connection of production with consumers, accelerated reaction to changes in external environment;

· Improving the coordination of work in departments due to subordination to one person;

The emergence of divisions competitive advantage small firms.

disadvantages:

· Growth of hierarchy, vertical of management;

· Duplication of management functions at different levels leads to an increase in the cost of maintaining the administrative apparatus;

· Duplication of work for different departments.

The classical scheme of the divisional structure is shown in fig. 15. The global divisional structure is shown in fig. sixteen .

A, B, C, D - product, region, consumer group

Rice. 15. The classical scheme of the divisional structure.

a) global product structure: A1, B1, C1 - product

A1, B2, V2 - region

b) global regional structure: A1, B1, C1 - region

A2, B2, B2 - product

Rice. 16. Global divisional structure.

Distinctive features of a linear-functional management structure from a divisional one:

Line-staff structure. For the first time the concept of headquarters was applied in the army Alexander the Great. The main idea was to divide the officers into two groups: those who planned the battle and those who controlled the soldiers. The first group of officers were assistants to senior officers. The second group consisted of combat officers. The line-headquarters structure is a linear structure, supplemented by specific units for the preparation of management decisions. These divisions do not have lower levels of management, they do not make decisions. Their task is to analyze the options and consequences of decisions for a particular leader to whom this "headquarters" unit is attached.

Examples of such units may be a computer bureau, a legal service, a research group. The staff apparatus is classified into three groups: advisory, service and personal. Advisory apparatus consists of professionals in areas of activity (law, technology, economics ...). Service apparatus provides the activities of the head in auxiliary areas. This could be a PR support group, analysis of correspondence flows, documentation review… Personal device- This is a type of service device. It includes a secretary, an assistant, an assistant... The personal apparatus usually has no formal authority, but it has great power. By filtering information, employees of the personal apparatus can control access to the manager.

Organization by department quite well implements the basic principles common policy business, has a greater ability to adapt than a linear-functional management structure. However, departments sometimes become large and have the disadvantages of overgrown structures.

The structure of a single strategic business provides for concentration in production structures only linear (production) management units necessary to ensure the current production activities. All supporting functions are concentrated in common divisions at the level of management structures under the general director. Such a structure allows organizing management with a focus on common goals activities. However, its implementation is most convenient for large-scale mass production based on an in-line production process.

Matrix structure- this is an attempt to use the advantages of the two previous options for management structures (divisional and a single strategic business). There are two managers for each management unit. One for the production profile, the second - for the functional one. Each production facility has a complete set of management units, but each of them is simultaneously included in a single corresponding management department. It turns out, for example, that the supply is provided by employees of a single department, the head of which is subordinate to CEO. For all employees of the department, a single methodological orientation is observed.

However, the department consists of groups of employees, each of which is assigned to one of the production facilities and at the same time reports to its leader, who is subordinate to the general director. Other management functions are organized in a similar way. The advantages of the matrix structure are flexible use of limited resources, efficiency in adapting to external conditions, high level of managerial skills. The main disadvantage of the matrix structure- its complexity. Problems arise due to the imposition of vertical and horizontal powers, the emergence of tendencies towards anarchy of ordinary employees. Dual reporting managers may receive conflicting instructions and must find compromise solutions. The effectiveness of the functioning of the matrix management structure is determined by the clarity of the goals set and their understanding at all levels.

Program target structure- this is a temporary structure of subordination of departments and individual employees, focused on solving a specific problem. In such a structure, the implementation timeframe and the scope of activities, the goals set, and resource provision are regulated. Program-target management is used by the enterprise in the event of situations that have no analogues in the past and fall out of the traditional mode of operation. These can be emergencies, development of new types of products, overcoming the crisis, entering new markets. Program-target management is implemented within the framework of the main management system. At the same time, a special set of measures is singled out that make up a single target complex, a special temporary subordination of departments and individual employees is built.

When designing organizational management structures, it must be taken into account that any structure is based on the pillars shown in Fig. 16. In the theory of organization, there are the following stages in the design of organizational structures (Fig. 17). There are requirements for the organizational structure (Fig. 18) and principles for creating an effective organizational structure for management (Fig. 19).

Rice. 16. Pillars of an effective organizational structure.

Rice. 17. Stages of designing organizational structures.

Rice. 18. Requirements for the organizational structure.

Rice. 19. Principles for creating an effective organizational management structure.