The content of the process of formation of the organizational structure is universal. It includes the formulation of goals and objectives, the determination of the composition and location of units, their resource support (including the number of workers), the development official duties regulating procedures, documents, provisions that fix and regulate the forms, methods and processes that are carried out in the organizational management system. This process includes three main stages:

1) formation of a block diagram;

2) development of the composition of the main organizational units and relationships between them;

3) regulation of the organizational structure and evaluation of the effectiveness of the management apparatus.

Formation of the block diagram is of fundamental importance, since it determines the main characteristics of the organization, as well as the directions in which more detailed design of both the organizational structure and other critical aspects of the system should be carried out. The principal characteristics of the organizational structure, which are determined at this stage, include the goals of the production and economic system and the problems to be solved; a general specification of functional and program-target subsystems that ensure their achievement; number of levels in the control system; the degree of centralization and decentralization of powers and responsibilities at different levels of management; the main forms of the relationship of this organization with the external environment; requirements for the economic mechanism, forms of information processing, staffing of the organizational system.

The main feature of the second stage of the process of designing the organizational structure of management - the development of the composition of the main divisions and the links between them - is that it provides for the implementation of organizational decisions not only in general for large linear-functional and program-targeted blocks, but also for independent (basic) departments of the management apparatus, the distribution of specific tasks between them and the construction of intra-organizational relations. Under the basic divisions are understood in this case independent structural units (departments, departments, bureaus, sectors, laboratories), into which linear-functional and program-targeted subsystems are organizationally divided. Base units may have their own internal structure.

The third stage is the regulation of the organizational structure- provides for the development of quantitative characteristics of the management apparatus and procedures for management activities. It includes determining the composition of the internal elements of the basic units (bureaus, groups and positions); determination of the design number of units, the labor intensity of the main types of work and the qualifications of performers; distribution of tasks and work between specific performers; establishing responsibility for their implementation; development of procedures for performing managerial work in departments (including on the basis of automated information processing); development of the procedure for interaction between departments in the performance of interrelated work packages; calculations of management costs and performance indicators of the management apparatus in the conditions of the projected organizational structure.

A place is given to a role statement that describes the place given to a person in fulfilling the requirements of his job, roles prescribe what behavior is required to perform a certain task or several tasks that make up a given job - they show in what situation people work, being team members and what tasks they will have to perform.

When forming the structures of program-target management, along with organigrams or instead of them, it is advisable to develop maps (matrices) for the distribution of rights and responsibilities between the bodies of linear-functional and program-target structures.

In these documents, in more detail and clearly than in the organigrams, the general decision-making rights, the division of responsibility of several bodies for different aspects of one result, the role of collegiate and advisory decision-making bodies are fixed. A set of documents developed at all stages of design, together with explanatory note draws up a project of the organizational structure of management.

Methodical approaches to design organizational structures controls, depending on the combinations of methods used in them, can be conditionally combined into four complementary groups:

1) analogies;

2) expert;

3) structuring goals;

4) organizational modeling.

The method of analogies suggests using the experience of designing management structures in similar organizations. The use of the method of analogies is based on the typification of the most fundamental decisions about the nature and relationships of the links of the management apparatus and individual positions in clearly defined operating conditions of organizations of this type. Typification is a means of increasing the overall level of organization of production management, aimed at standardization organizational forms management. Typical organizational decisions should be, firstly, variant, and not unambiguous, secondly, reviewed and adjusted at regular intervals, and finally, allowing deviations in cases where the operating conditions of the organization differ from clearly formulated conditions for which an appropriate type form organizational structure of management.

The expert method consists in the survey and analytical study of the organization, conducted by qualified specialists in order to identify specific features, problems, "bottlenecks" in the work of the management apparatus, as well as to develop rational recommendations for its formation or restructuring, based on quantitative assessments of the effectiveness of the organizational structure, rational principles management, expert opinions, as well as generalization and analysis of the most advanced trends in the field of management organization.

Expert methods should also include the development and application of scientific principles for the formation of organizational management structures. They are understood as guidelines based on best management practices and scientific generalizations, the implementation of which guides the activities of specialists in developing recommendations for rational design and improvement of organizational management systems.

Goal Structuring Method provides for the development of a system of goals for the organization (including their quantitative and qualitative formulations) and the subsequent analysis of organizational structures in terms of their compliance with the system of goals. When using it, the following steps are followed:

1) development of a system ("tree") of goals, which is a structural basis for linking all types of organizational activities, based on the final results (regardless of the distribution of these activities among organizational units and program-target subsystems in the organization);

2) expert analysis of the proposed options for the organizational structure in terms of organizational security for achieving each of the goals, observing the principle of homogeneity of goals set for each unit, determining the relationship of leadership, subordination, cooperation of units, based on the relationship of their goals, etc.;

3) drawing up maps of rights and responsibilities for achieving goals both for individual departments and for complex cross-functional activities, which regulates the scope of responsibility (products, resources, work force, production and management processes, information); concrete results for the achievement of which responsibility is established; the rights that the unit is given to achieve results (approval and submission for approval, approval, confirmation, control).

Organizational Modeling Method is the development of formalized mathematical, graphical, machine and other representations of the distribution of powers and responsibilities in an organization, which are the basis for building, analyzing and evaluating various options for organizational structures by the relationship of their variables. There are several main types of organizational models:

- Mathematical and cybernetic models of hierarchical management structures that describe organizational connections and relationships in the form of systems of mathematical equations and inequalities or with the help of machine simulation languages ​​(an example is multi-stage optimization models, models of systemic, industrial dynamics, etc.);

- graph-analytical models of organizational systems, which are network, matrix and other tabular and graphical representations of the distribution of functions, powers, responsibilities of organizational relationships. They make it possible to analyze their orientation, nature, causes of occurrence, evaluate various options for grouping interrelated activities into homogeneous units, “lose” options for distributing rights and responsibilities between different levels of management, etc.;

- full-scale models of organizational structures and processes, which consist in assessing their functioning in real organizational conditions. These include organizational experiments - pre-planned and controlled restructuring of structures and processes in real organizations; laboratory experiments - artificially created situations of decision-making and organizational behavior similar to real organizational conditions; management games - actions of practical workers (game participants) based on pre-established rules with an assessment of their current and long-term consequences (including with the help of a computer);

- Mathematical and statistical models of dependencies between the initial factors of organizational systems and the characteristics of organizational structures. They are based on the collection, analysis and processing of empirical data on organizations operating in comparable conditions. Examples are regression models of the dependence of the number of engineers and employees on the production and technological characteristics of the organization; dependence of indicators of specialization, centralization, standardization of managerial work on the type of organizational tasks and other characteristics, etc.

When designing the organizational structure of management, one should not forget about the requirements for organizational structures:

1. Optimality. Between the links and levels of management at all levels, rational connections should be established with the smallest number of levels of management.

2. Efficiency. It is necessary that during the period of time between the adoption of a decision and its execution, irreversible negative changes do not occur in the controlled system, making it unnecessary to implement the decisions made.

3. Reliability. The structure of the control apparatus should ensure uninterrupted communication in the control system, guarantee the reliability of information transfer and prevent distortion of control commands.

4. Profitability. The effect of management should be achieved when minimal cost to the administrative apparatus.

5. Flexibility. The structure must be able to change in accordance with changes in the external environment.

6. Sustainability. The control structure under various external influences must retain the invariance of its basic properties.

The perfection of the organizational structure of management largely depends on how much the design principles were observed in its design:

1) an expedient number of management links and the maximum reduction in the time it takes for information to pass from the top manager to the direct executor;

2) a clear separation of the constituent parts of the organizational structure (the composition of its divisions, information flows, etc.);

3) ensuring the ability to quickly respond to changes in the managed system;

4) granting authority to resolve issues to the unit that has the most information on this issue;

5) adaptation of individual divisions of the management apparatus to the entire management system of the organization as a whole and to the external environment, in particular.

Until recently, the methods of building an organizational structure were characterized by an excessively normative nature and insufficient diversity, which led to a mechanical transfer of organizational forms used in the past to new conditions. From a scientific point of view, the initial factors for the formation of structures themselves were interpreted too narrowly: the number of personnel was used, and not the goals of organizations; a constant set of organs, and not a change in their composition and combination under different conditions.

The main purpose of the majority production organizations, from the point of view of society, is determined by the satisfaction of market needs for goods and services produced. At the same time, the correspondence between the system of goals and the organizational structure cannot be unambiguous. IN unified system various methods of forming organizational structures should also be considered. These methods are of a different nature, each of them individually does not allow solving all practically important problems and must be used in organic combination with others.

There is a fairly extensive set of organizational design methods, each of which has its own advantages, but is not without its drawbacks. Therefore, the most effective is the use of these methods as complementary. Let's consider the main ones.

analogy method. The method of analogies includes the development of typical organizational structures of industrial and economic organizations and the definition of the boundaries and conditions for the application of these structures.

The use of the analogy method is based, in particular, on two complementary approaches. The first of these is to identify for each type of production and economic organizations (certain industries) the values ​​and trends in the main organizational characteristics and their corresponding organizational forms and management mechanisms. The second approach is the typing of the most general characteristics and the relationship of links and elements of the management apparatus in clearly defined conditions for the work of organizations of this type in specific industries, as well as the development of individual regulatory characteristics of the management apparatus for these organizations or industries.

Thus, the analogy method is based on three principles: typification, standardization and unification.

Typing called revealing typical features for all organizations belonging to a certain type (for example, small enterprises), a certain industry (for example, food) or a certain area (for example, a manufacturing enterprise).

Standardization involves the reduction of specific functions and operations carried out at a particular enterprise to standard ones. For example, the function "tracking financial flows" is reduced to "accounting", "innovative planning" - to "business planning", etc.

Unification assumes that the individual, specific features of the enterprise are leveled and removed from the analysis.

The analogy method is often used in practice, since it is very simple and does not require much time.

A significant drawback of this method is that it does not sufficiently take into account the specifics of the enterprise. When using it, the basic principles of creating a structure, discussed in Lecture 5, may be violated.

Expert-analytical method. This method consists in the examination and analytical study of the organization by qualified specialists with the involvement of its managers and other employees in order to identify specific features and problems in the work of the organization, as well as to develop rational recommendations for the formation or restructuring of the organizational structure.

At the same time, the expert group proceeds from quantitative estimates of the effect

the effectiveness of the organizational structure, conducted research and surveys, and also summarizes and analyzes domestic and foreign experience and advanced trends. The use of the expert-analytical method involves a certain number of actions:

- diagnostics of the enterprise and identification of a list of problematic situations and shortcomings of the existing organizational structure;

- analysis of alternative or typical structures and the limits of their applicability for a given enterprise, identification of potential problem situations associated with the use of alternative structures;

– conducting expert surveys and analyzing statistical data using mathematical methods, such as the rank correlation method;

- the formation of principles for building an organizational structure for a given enterprise, taking into account the conducted research and the development of a system of criteria for assessing the effectiveness of the organizational structure;

– formation of a specific organizational structure.

A special place among expert methods is occupied by the development of graphical and tabular descriptions of organizational structures and management processes, reflecting recommendations for their best organization. This is preceded by the development of options for organizational solutions aimed at eliminating the identified organizational problems that meet the scientific principles and best practices of management organization, as well as the required level of quantitative and qualitative criteria for assessing the effectiveness of organizational structures.

positive side of this method is that it allows you to create an original, most effective structure for a given enterprise. The downside of this method is that it is expensive and time consuming.

Goal structuring method. The method provides for the development of a system of organization goals, including their quantitative and qualitative formulations. When using it, a tree of organization goals is developed and an expert analysis of various options for the organizational structure is carried out:

– to ensure the achievement of each of the goals;

- to comply with the principle of homogeneity of the goals set for each unit;

- to determine the relationship of leadership, subordination and coordination of units based on the relationship of their goals, etc.

The positive side of this method is the linking of the organizational structure with the system of goals of the enterprise. At the same time, this method, as a rule, involves the development of a structure on the principle of "one goal - one unit", which can lead to an increase in the bureaucratic characteristics of the organization, and also requires rather complex calculations of the complexity of the goals implementation. The need to calculate the complexity brings this method closer to the functional method of developing a structure.

Functional method. When using this method, a list of functions that should be performed in the enterprise is developed. For each function, labor intensity is calculated (in this case, each specific function appears as a set of four general functions, including planning, coordination, activation and control).

If the complexity of the function is large, then the function is divided into a number of narrow operations. For example, the "sales" function on large enterprise, where this function has a high complexity, can be divided into a number of narrower functions: marketing research, pricing, distribution in the wholesale network, distribution in the retail network, advertising, etc. On the contrary, if the complexity of the functions is low, then several functions are combined into one. So, in a small enterprise, the "sales" function can be combined with another function: "financial management", "production" or "supply". Labor intensity is calculated in man-days or man-hours. The disadvantage of the functional method is that the very definition of labor intensity and its boundaries, necessary for the division (combination) of a function, is a rather complicated process. The labor intensity of newly emerging functions in an enterprise (for example, when an enterprise enters a new market) is virtually impossible to determine; in addition, the labor intensity of functions can vary or be very uneven (for example, the "sales" function for enterprises that produce seasonal products).

organizational experiment. This method involves the implementation of real planned changes in the organizational structure or their artificial imitation (for example, using business games) and tracking the results. Using this method is effective for small organizational changes in the existing structure.

Method of organizational modeling. The method is the development of formalized mathematical, graphical, computer and other displays of the main characteristics of the organization, which are the basis for the construction, analysis and evaluation of various options for organizational structures. There are several main types of organizational models:

- mathematical models that describe organizational connections and relationships in the form of systems of mathematical equations and inequalities;

- graphic-analytical models of organizational systems, which are network, matrix and other tabular and graphical representations of organizational structures and relationships;

- full-scale models of organizational structures and processes, which consist in assessing their functioning in real organizational conditions;

- Mathematical and statistical models of dependencies between the initial factors of organizational systems and the characteristics of organizational structures. They are based on the collection, analysis and processing of empirical data on organizations operating in comparable conditions;

- logical models that describe the organization through a system of rules of logical inference (logical-linguistic rules).

Organizational modeling is of particular importance, as it can be used not only to form an organizational structure, but also to carry out basic management functions. The principles of its implementation, the positive and negative aspects of its use will be discussed in more detail in the next section.

Organizational modeling is the most versatile of the above methods, but, as already indicated, the most effective for the formation of a complete organizational structure is the successful combination of several organizational design methods, since different blocks of the overall organizational structure can be developed using different methods. It should also take into account the specifics of a particular organization, the amount of resources available to it and the differences in time and financial costs for the use of individual methods of organizational design, for example, the costs of forming a typical structure and implementing a real organizational experiment, no doubt, are not comparable.

The development of market relations requires a significant change in Russian management, improving the clarity and strengthening the coordination of the activities of all elements of the organization, which, in turn, requires a clear and effective construction of the organizational structure. Non-permanent adjustment and permanent change existing structures, caused by an often unconscious desire to find additional resources to improve the company's activities, and the conscious and high-quality implementation of organizational design will allow the organization to find the necessary reserve to increase its competitiveness and win in tougher competition.

Organizational design is the process of developing or improving management systems for an organization. In the course of this process, the design of organizational structures is carried out, associated with the distribution of managerial functions among departments. The result of the design of work in the organization should be a system that is stable in time and has the potential for self-renewal, which involves the passage of four main stages:

• stage of analysis of the existing organizational structure of the company,
• actual design,
• implementation of developments,
• stage of the final assessment of effectiveness.

Since the organization is a complex mechanism with intertwined personal and group interests, a system of incentives and restrictions, a combination of discipline and creativity, with unique cultural and contextual characteristics, each of these stages should work to create an organizational structure that is ideal for a particular company.

Tasks and principles of organizational design as an element of a social system

who interact and maintain regular information links. Their goal is the joint implementation of management activities. The very design of work in the organization is aimed at building

stable interaction between the divisions of the company, as well as the distribution of rights and responsibilities between them.

Goals and objectives of the organizational structure

Well-coordinated structural interaction is necessary not only to create an effective management system at the moment, but also to maintain it in working condition for a long time. In addition, such a system should contain reorganization potential, which will manifest itself in the event of a significant metamorphosis in the paradigm of the functioning of the organization.

To solve this problem, you need:

• create a management structure for the organization,
• develop (for an organization being created) or rework (for an existing organization) documents regulating its activities.
• select staff and normalize their work activities,
• bring the workflow and the functioning of the work team to the system level,
• evaluate the effectiveness of implementation.

All proposed changes can be carried out as in the whole organization, and in its separate divisions or structures. The task of design is to take into account the scale of changes. For this, work is being carried out in the following areas:

1. Building a composition. Here, a general structural scheme is being developed that would take into account technological, social, informational and other relationships between individual employees within the unit and the units themselves. Here, the requirements for the mechanism of interaction and functioning should be formed, a hierarchy of subordination, principles for the selection of personnel and their promotion through material and non-material incentives should be established.
2. Structurization. In this process, based on the correlation of common goals and applied tasks, the composition and internal structure of units is determined.
3. Regulation. Within the framework of this direction, rules, instructions, procedures and standards are developed, which employees are guided by in their daily work. There are a number of documents for this: the charter and regulations of the organization, job descriptions, work schedules and schedules for receiving visitors, staffing, etc. Next, the scope of duties of each employee is determined. Information management becomes a separate object of the regulation process - the format of provision, the frequency of receipt, content, etc. The overall goal of regulatory actions is the creation of a uniform and repetitive management process, independent of the specifics of specific performers.
4. Orientation. The procedures are reduced to creating the conditions necessary to streamline the movement and position of the subjects of the labor process (employees) and material objects related to the scope of the organization. Orientation can be carried out through various information systems:
   • numbering (example - archival ciphers),
   • verbal (example - plates with the position of an employee),
   • graphic (example - fire evacuation scheme),
   • symbolic system, as well as through a combination of these and other systems.

In general, the task comes down to choosing (or compiling) a structure that best meets the goals of the organization, taking into account the internal and external factors affecting it. That is, the structure should be based on the strategic plans of the organization, since they more accurately describe the achievement of the tasks set by the organization over time. According to the principle of Alfred Chandler, the strategy of the organization determines its structure. classical theory organization suggests that the structure must be developed from the top down.

Principles of building organizational structures

An effective distribution of management functions must meet a number of mandatory requirements:

1. The range of the same (typologically identical or similar) issues and their solution cannot be the responsibility of different departments.
2. All management functions must be included in the terms of reference of the management units.
3. The unit should not be entrusted with the solution of those problems that are more efficient and more appropriate to solve in another unit.

The management structure itself is a system of optimal distribution of rights, responsibilities, duties, forms and procedures for interaction between the elements of the structure - the management bodies that are part of the organization, and its employees. Accordingly, such relationships can have a horizontal and vertical direction, that is, they can be either single-level or hierarchical with subordination relationships.

The requirements for the management structure are reflected in the following principles:

• The organizational structure is subject to the needs of the organization (production).
• In organizational design, an optimal and expedient division of labor is provided, which would ensure a normal, regulated by specialization, load and creative nature of work.
• The formation of the structure necessarily correlates with the powers of each element, its responsibility, with its place in the system of vertical and horizontal connections.
• A balance must be maintained on the one hand - functions and duties, on the other hand - the powers and responsibilities of the subjects of the system.
• The structure should be adequate to the cultural and social environment of the organization, since such an environment always has a significant impact on all issues related to the level of detail and centralization, the degree of independence-controllability, the distribution of powers and / or responsibility, etc.

The final format of the chosen management structure will depend on the size of the organization, the type of activity (product type), technological features and other specific factors.

Stages of the design process

Depending on the adherence to one or another theoretical tradition, there are either three or four main stages in the process of designing the organizational structure of management (in the first case, two stages are combined into one). But in general, any design of the structure of an organization goes through the same stages in content, differing only in the features of the company-object of reorganization.

1. Pre-project stage of the analysis of the structure of the organization - diagnostics. At this stage, the fact of the need to design a new (or reorganization of the old) structure is established, and a range of problems and actions to eliminate them are outlined. This stage consists of the following processes:
   • Analysis of the structure of the company-object of management (or, in the case of a newly created organization, its analogues). In the course of the analysis, it is necessary to answer the question: can the object, with the existing configuration of organizational management structures, perform the tasks set.
   • Analysis of information components.
   • Analysis of the qualifications and experience of managerial personnel.
     At the end of the stage, based on its results, a project assignment is drawn up - a TOR with a feasibility study of the tasks. In the total time of the project, this stage takes about 20%
2. Design stage. This stage often includes planning and designing organizations at the same time. In the case of separation, the planning stage (indicating the requirements for the future organizational system, personnel) and the design stage of the organizational management structure are considered separately. The purpose of the stage is to develop a working functional project of the control system and determine the implementation mechanism. The stage consists of the following processes:
   • Design of organizational management systems.
   • Compilation of a list of requirements for the system.
   • Drawing up a list of requirements for personnel.
   • Evaluation of efficiency based on comparison of the project with the design task. (The result (design effect) is considered positive, in which the design solution makes it possible to implement the plan).
   • Preparation of documentation.
     Expert review and approval of the working draft.
     The time allotted for this stage is about 30% of the total project time.
3. Implementation stage (implementation). During this period, a business plan for transformations related to organizational activities is prepared, a team is formed that undergoes appropriate training to implement the project idea. Among the processes that become relevant at this moment:
   • Approval of the business plan for transformations.
   • Technical and material preparation for the implementation of the project.
   • Determination of the project motivational component.
   • Team formation.
   • Training employees to work in a team.
   • Organizational actions aimed at adapting to anticipated changes.
     This stage takes 50% of the total project time. (The fourth analytical stage is usually taken out of the brackets in the process of accounting for the time spent).
4. Performance analysis. The stage is necessary to determine the degree of usefulness of the implemented changes. And this, in turn, is necessary to be able to meaningfully adjust the organizational process and improve results. In order for the analysis to be performed correctly:
   • select a measurement system,
   • form a system of target values ​​and indicators,
   • build a format for regular monitoring of indicators,
   • create a mechanism to regularly improve performance.

The successive passage of all design stages leads to the creation of an individual organizational structure, which, nevertheless, can be typed according to one or another formal feature.

Types (kinds) of control structures

The design of the organizational structure of management becomes a formatted result of division labor functions. Any position and any unit is created to perform a certain set of work or management functions. And the block diagram reflects the static nature of the connections between them.

There are several types of links. Linear links reflect administrative subordination, functional links reflect interaction within the scope of activity, and interfunctional links reflect interaction between units of the same level. Structural predominance of one or another type of connections makes it possible to determine the main types of schematization of organizational structures.

Linear (one-line) structure

The nature of the connections implies the leading role of each leader in the management of lower units in all activities. The structure is based on the principle of unity of management and distribution of tasks (orders). The right to dispose is given exclusively to a higher authority.

Such a structure forms a hierarchical ladder with several subordinates for one leader and one leader for several employees. In this scheme, two managers cannot contact each other directly. They can resolve work issues through a higher (one step) authority. The line structure is suitable for small companies or organizations that carry out simple production.

Within the framework of this structure, the connection between administrative and functional management is carried out. Divisions are created to perform certain tasks at all management levels: from research and production to sales and marketing.

Within the framework of this structure, it is permissible to connect lower links in the management hierarchy with links higher in this hierarchy. This is done through directive leadership, and the type of transfer of instructions depends on the characteristics of the task.

Linear-functional structure

It is a hierarchical multi-level structure, where line managers concentrate unity of command in their hands, and functional bodies play a supporting role, giving orders on special issues.

This structure is based on the “mine” principle (with the formation of a hierarchy of services that pervades the organization through and through, which are called “mines”), as well as the specialization of personnel in solving the problems of functional subsystems.

Matrix (lattice) structure

In this structure, an executive officer can have more than one manager. One head of the unit represents a linear structure, another is responsible for a narrow program, a third for a dedicated broad area of ​​work, etc. The formation of separate working groups with their own leadership is usually temporary.

Divisional (branch) structure

Structural units here are formed according to the principle of geographical location (territorial organization) or by area of ​​activity with an additional division into product specialization (by type of goods or services) and consumer specialization (by orientation towards a group of consumers). The role of the key management figure is transferred here from the heads of functional subsystems to the manager of the production department.

Since this approach creates closer links with a changing market, which leads to a vibrant organization response to external changes, in large organizations it often becomes dominant. At the same time, this structure is based on a linear-functional model of relations with the strengthening of the management vertical. The upper echelons of management focus on strategic management, while tactical issues are transferred to the lower echelons.

In addition, organizational structures are classified according to the number of steps and interlevel connections and according to the principles of production organization.

Methods for determining the optimal structure

Among the features of the design of organizational structures is the impossibility of an adequate presentation of the problem in the form of a formal choice of a single variant of the structure according to a mathematically clear and unambiguous criterion of optimality. The choice is always algorithmically variable and is carried out using several complementary methods.

1. analogy method. Within the framework of the method, organizational forms and management mechanisms are applied to the organization being designed. As a result, typical control structures are developed with their own boundaries and conditions of application. The implementation of the method occurs by applying to different types of organizations the corresponding values ​​and organizational management mechanisms. This approach is complemented by the typification of fundamental decisions on the choice of relationships between links administrative apparatus and working conditions in a particular industry.
2. Expert-analytical method. As part of this method, experts are involved who produce an analytical study of the specifics of the work of the management apparatus in order to develop rational recommendations for reorganization. Any employees of the company (including management) are involved in the assessment. The quantitative data of the organization's activities, the effectiveness of previous management principles, generalized advanced trends, etc. are taken into account. An analytical opinion is made not only on the basis of subjective assessments of experts, but also on the basis of the results of statistical and mathematical processing.
3. Structurization method. Here, a system of organization goals is developed, which involves the development of a “goal tree” and expert analysis of various options for the organizational structure in terms of target orientation and the possibility of achieving goals. Within the framework of the method, the principle of homogeneity of goals for each unit and cooperation of elements based on the relationship of goals is observed. Compiled maps of rights and responsibilities (exciting, including cross-functional activities) are also produced with a focus on target factors.
4. Method of organizational modeling. The method is reduced to the formalization of graphical, mathematical and other representations of the distribution of responsibility and authority in the organization. Based on the relationship of variables, options for organizational structures are analyzed and evaluated.

The procedure for designing an organizational structure most often involves a combination of several methods, and their choice depends on the organization's ability to conduct a particular study.

Bringing the structure of the organization in line with changing conditions is one of the most important tasks of management. In most cases, decisions to adjust structures are made by senior management as part of their core responsibilities. Experience shows that most large successful organizations make small organizational changes every year, and significant organizational changes are made every five years.

Allocate the main complementary methods of building and changing organizational structures:

The analogy method consists in the application of organizational forms and management mechanisms that have proven themselves in organizations of a similar type.

Expert-analytical method includes diagnostic analysis existing system management and development of recommendations for improving the organizational structures for managing the forces of qualified specialists with the involvement of its leaders and other employees. This includes conducting expert surveys of managers and members of the organization to identify and analyze individual characteristics of the construction and functioning of the management apparatus, processing the obtained expert assessments by statistical and mathematical methods. The method allows to generalize and implement the most advanced trends in the field of management organization.

The goal structuring method is based on a chain of successive steps from definition and formulation main goal enterprise to its decomposition into component parts or subgoals, then - from goals to functions. As a result of the repeated decomposition procedure, a hierarchy of goals is formed, called the tree of goals. Activities to ensure the achievement of each goal becomes the functional responsibility of the structural unit. Each subsequent level of sub-goals is a means of realizing the higher-lying goal. When improving management structures, the method provides not only the development of a system of organization goals, but also an analysis of organizational structures in terms of their compliance with the system of goals.

The method of organizational modeling is the development of formalized mathematical, graphical, machine and other representations of the distribution of powers and responsibilities in an organization, which are the basis for building, analyzing and evaluating various options for organizational structures by the relationship of their variables.

Program-target method, on the basis of which structures are formed, focused on the accelerated implementation of programs and projects. They are created, as a rule, on a temporary basis, i.e. for the period of implementation of the project, program, problem solving.

In practice, analogy methods are mainly used and much less expert assessments. The program-target method has become widespread, and only in Lately developers of organizational structures are increasingly turning to the methods of structuring goals and organizational modeling, considering the system of goals of the organization as the basis for structuring.

The process of designing an effective organizational management structure should be based on the joint use of the methods described above. The choice of a method for solving a particular organizational problem depends on its nature, as well as on the possibilities for conducting an appropriate study.

From the considered methods of building organizations, real examples successful and unsuccessful attempts to build organizational structures, one definite conclusion can be drawn - there is no permanent effective method building effective organizations which can be applied in all cases. Each company is a unique organism that develops according to its own laws and standards. It is far from always possible to stop at a ready-made solution, you need to look for a structure suitable for a particular organization, applying the practices and methods given to find a solution, combining the most modern types of organizational structures.

This graduation project proposes the following sequence of actions to improve the organizational structure:

• 1. Implementation of the analysis:
• 1.1. Analysis of organizational structures of competitors;
• 1.2. Analysis of the performance of functions:
  • o identification of duplication of functions,
  • o identification of functions not performed by anyone,
  • o identification of employees who do not have specific functions;
• 1.3. Analysis of the quality of job descriptions;
• 1.4. Analysis of the problems of management organization based on a survey of employees;
• 2. Based on the analysis, the formulation of proposals:
• 2.1. According to the composition of departments;
• 2.2. On the distribution of functions between departments;
• 2.3. According to organizational documentation;
• 3. Development of a plan for the implementation of proposals;
• 4. Implementation of the plan.

Thus, the work will use the method of analogies (analysis of organizational structures of competitors), as well as the expert method (analysis of management organization problems based on a survey of employees).

Analysis of organizational structures of competitors

An analysis of the organizational structures of the main competitors made it possible to identify the following functional units in most companies:

• o departments responsible for logistics:
  • § transport divisions,
  • § management of warehouses,
• o business divisions:
• § purchasing departments,
• § (sales departments),
• o marketing divisions:
  • § advertising departments (promotion, PR),
  • § analytical departments,
  • § (sales departments),
• o accounting, (planning and economic departments),
• o property management,
• o personnel departments,
• o legal divisions,
• o security units.

A well-designed organizational structure makes it possible to optimize the number of personnel and the number of departments, simplify the interaction of departments, evenly distribute the workload on staff, avoid duplication of functions and their “sagging”, eliminate double and triple subordination, delineate the scope of activities of managers, determine their powers and responsibilities, increase labor productivity. The organizational structure is the basis for building effective system management.

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Ministry of Education and Science Russian Federation

State Educational Institution of Higher Professional Education "St. Petersburg State University of Economics"

Department of Organization Management

COURSE WORK

in the direction of "Management Theory"

Types of organizational structures and methods for their construction

Completed by: Pavlova Anna Alekseevna

Checked by: Stepanenko Daria Alexandrovna

• Introduction
• Chapter 1. The concept of the organizational structure of management
• Definition of organizational structure
• Linear organizational structure
• Line-headquarters organizational structure
• Project management structure
• Divisional control systems
• Separation method according to the performed functionality
• Conclusion
• List of sources used

Introduction

The well-known French theorist and practitioner of management, Henri Fayol, among the main functions of management, singled out, among other things, the construction of the organizational structure of a managed object.

The market mechanism of management poses a number of new tasks and questions for entrepreneurs and researchers related to organizational and socio-economic reforms, the search for new ideas for improving and increasing the efficiency of enterprises, where management, its types, types and mechanisms play an important role.

The main task of leaders of all orders is the organization of office work in subordinate structures. Not the last role in the efficiency of both small and large structures is the distribution of lines of subordination and management, which are formally determined by the document established in the organization - the organizational structure of the enterprise.

Improving the organization is impossible without understanding it. production activities, the flow of work processes and the distribution of responsibilities among the participants - this information can only be obtained through an in-depth analysis of the management systems and internal corporate communications of the organization. Being in constant observation, study and study of the flow of the organization's work, the manager or outside researcher opens up the opportunity to manage the efficiency of an existing enterprise, influencing the distribution of lines of subordination.

The managerial experience of mankind accumulated over millennia opens up endless spaces for the researcher to form ideas for studying control systems. Back in 470-399. BC e. the ancient Greek philosopher Socrates began to analyze the forms and types of management, proclaiming the well-known principle of the universality of management.

The study of management systems, and at the same time the existing types of organizational structures, is an integral part of effective management, it allows you to improve and develop existing management relationships in accordance with the needs of the enterprise and dynamic market changes.

The purpose of this course work is to consider the concept of organizational structures from various angles, to determine the role of the organizational structure in the conduct of business of the enterprise, to highlight the main types, types and methods of building organizational structures, their features, advantages and disadvantages.

In the first chapter of this course work will be considered theoretical aspects introduction of the definition of organizational structure, expressed by different authors of works on management.

The second chapter will be devoted to the types (models) of organizational management structures, determined on the basis of the distribution of responsibility between structural units, their features and characteristics.

The third chapter will describe the basic methods of building organizational structures.

In preparing the term paper, various sources were used, which are mainly educational literature for university students.

G Chapter 1. The concept of the organizational structure of management

Definition of organizational structure

To introduce a precise definition of the concept of "Organizational structure", it is necessary to consider it from the points of view of various authors who participated in the formation of the scientific knowledge base in the field of management.

In the textbook for students Martynova A. Yu., the concept of organizational structure is given in a rather concise and easy-to-understand form: “The organizational structure of the management apparatus is a form of division of labor in production management.” In my opinion, this definition, although it conveys the main meaning of the concept under consideration, however, does not take into account the fact that the very concept of structure (lat. structаra - “structure”) is defined as a certain set of connections between the parts of an object, and not just the form of which -or.

On the other hand, in the textbook on management by Vikhansky O.S. this definition is considered from this point of view and sounds as follows: "The structure of an organization is defined as a set of stable connections (relations) in an organization." . True, however, in my opinion, and this definition cannot be called sufficient, since it does not affect another important aspect of the application of the organizational structure - the functional one, that is, the factor of distribution of the mentioned connections and division of labor in the organization.

Of all the sources I analyzed in the process of preparing the course work, the most complete and meaningful definition of the concept of "organizational structure" was presented in the following form: "The organizational structure of management is an ordered set of interrelated elements that are in stable relations with each other, ensuring their development and functioning as a whole." This definition contains a number of supporting elements that allow us to talk about its completeness and sufficiency. Let's take them in order:

An orderly structure - one way or another, orderliness is an important condition for the correct functioning of something, the orderliness of the management structure guarantees the transparency of the distribution of duties, which excludes the possibility of attributing rights or obligations to the employee that do not correspond to his place in the organization.

Interrelated elements - since the organizational structure is graphically represented as a diagram of relationships between objects, as mentioned above, the fact of the interconnectedness of all its elements should not be overlooked.

Stable relationships - the stability of the relationship of elements of the organizational structure implies predetermined rights and obligations of each participant, depending on his position in the organizational chart.

Ensuring the unity of functioning and development is, of course, the method and type of building an organizational structure that is correctly applied to a specific situation and ensures the organization's productive functioning and development. Taking into account the way of management existing in the organization, the manager has the opportunity to model possible ways of development of the organization and plan changes within it.

What is missing from this definition of organizational structure? Perhaps it is worth supplementing it with information on the basis of which the organizational structure is formed, more specifically identifying the scope of its application and type.

Based on the information obtained from the sources I studied in preparing this work, as well as my own student experience, the most complete and accurate definition of the concept of organizational structure, in my opinion, will be the following:

Organizational structure - a formalized document that schematically displays the relationship of the subjects of relations in the hierarchy and composition of the organization, established in accordance with the goals of the activity and the business units necessary to achieve these goals, determining the distribution of powers and responsibilities within the organization.

Perhaps this definition will seem somewhat cumbersome and oversaturated with information, however, in my opinion, it is this form that allows one sentence to answer most of the questions regarding the definition of the concept of organizational structure.

Chapter 2. Classification and typology of organizational management structures

As of January 1, 2013, 3,859,000 commercial http://spark-interfax.livejournal.com/45971.html and 226,500 non-profit organizations http://tass.ru/info/671635 are officially registered and operating in the Russian Federation. Of course, each of the enterprises has its own characteristics related to the field of activity, the specifics of the production process, the organizational and legal form, the development strategy, the external environment of operation, etc. All this makes it impossible to have a single generally accepted and generally applicable algorithm for building organizational structures.

but general concepts organizational structures are the same for each of them. These include: elements of the structure, relationships, levels, powers (responsibility).

Elements should be understood as individual workers, and other functional units of the enterprise - groups, divisions, departments, etc., united by a single functional responsibilities and powers.

The interaction of elements is determined by links-relationships, that is, nothing more than vertical or horizontal lines that determine the position of elements, implying either control-subordination relations (in hierarchical structures) or parallel performance of duties. Relations within the organization are divided mainly into two main types: linear relations, that is, those that determine the interaction of the leader-subordinate, functional relations - relations of an employee authorized to perform a particular function with other members of society.

If there are vertical links in the structure, we can talk about the levels of the organizational structure, each of which has a certain number of production powers, responsibilities and duties.

Authorizations, that is, the rights to manage and distribute organizational resources, are determined by the position of the element in the structure of the enterprise.

On the basis of the above concepts, an organizational structure diagram is formed, determined by the specific conditions for the functioning of the enterprise, its tasks, goals, headcount, etc.

Since a huge number of companies implies the presence of countless conditions for their existence, there are many criteria for the formation of typologies and types of organizational structures that determine their further formation in accordance with the existing requirements.

The most popular criterion is the way in which responsibility is distributed within the organization.

According to this criterion, organizational structures are divided into the following types:

· Hierarchical;

o Linear;

o Linear staff;

o Functional;

· Matrix;

o Simplified;

o Balanced;

o Reinforced;

· Design;

· Process;

divisional.

Let's consider each type in detail.

Hierarchical management structures

A hierarchical management structure should be understood as a structure with a pronounced vertical of management (power), often a pyramidal or tree-like scheme. Structures of a hierarchical type are characterized by the control of higher levels over the lower ones and a clear order of subordination. Due to the transparency of subordination and simplicity, organizations are the most commonly used in existing enterprises.

Linear organizational structure

Rice. 1 Schematic representation of a linear organizational structure

The linear type of organizational structure is the simplest, if not “primitive”, type, since it is determined by direct subordination, in which the control action passes according to the “top-down” principle, and reporting and reporting relations according to the “bottom-up” principle. Schematically, a linear organizational structure can be reflected as follows (Fig. 1)

The vertical of management creates in such a structure the conditions for concentrating all the functions of management and influence in the hands of the chief leader, who, in turn, delegates and instructs the lower level of management to ensure the execution of his decisions.

The effectiveness of a low-level linear structure (Fig. 2) is maximum in small organizations, when the main manager has a direct opportunity to distribute responsibilities among employees according to the vertical of power, interacting directly with the performers. For example, a small barbershop with three masters and one owner, part-time administrator, is an example of direct reporting with 1 level of interaction. Such a primitive control-execution scheme guarantees the coherence of the team's work, thanks to the centralization of control.

Rice. 2 Low-level "primitive" linear control structure

organizational structure management

An increase in the quantitative composition of the organization, the volume of work performed or the expansion of the territorial sphere of influence makes it necessary to create additional levels of management in the organizational structure, since direct contact between the head and the contractor seems impossible within a larger company. For example, in a network of hairdressing salons, each salon will have its own administrator who directly manages the staff and reports to the higher management - the owner of the network.

The linear management structure is characterized by unity of command, in which each of its elements is subordinate only to its immediate supervisor, to whom it provides all reporting forms, and manages only directly subordinate elements, depending on the level occupied. The linear management structure is most appropriate for the expression "career ladder", since for each of the lower levels, the level above is represented by a step, the number of elements on which is less than on the one occupied by the element (except for the top one).

The advantages of the linear management structure include, first of all, its ease of understanding and visibility, in which each element of the system is aware of being at a certain level prescribed to it, which ensures the correct functioning of the organization in terms of the implementation of management functions and delegation of authority between levels. The unity of command of the linear management system ensures that each of the elements is responsible for the results of its work and the work of its subordinate elements to the immediate supervisor, which ensures the necessary level of production discipline and transparency of the administrative process.

The disadvantages of linear structures include, first of all, the lack of horizontal interconnection, that is, elements of the same level are sometimes not provided with additional connections with each other, which can lead to fragmentation of the goals set for the departments, thereby leading the production process to a dead end. Another disadvantage of linear management structures can be considered a significant number of management staff, prevailing over the number of performers. While the direct implementers occupy the "lower level" of the scheme, the managerial staff extends several rungs up to the chief executive.

A measure aimed at combating the shortcomings of the linear management structure is the abolition of some horizontal levels, which has been successfully carried out by many large companies over the past decades.

Linear staff organizational structure

This type of organizational structure differs little from the one described above - linear. The main difference, as the name implies, is the existence of a certain headquarters working under the head on some issues, for example, coordinating the activities of the organization, over strategic planning and processing of analytical data. Schematically, the line-staff organizational structure has the form shown in fig. 3.

Rice. 3 Schematic representation of the linear-headquarters organizational structure

The headquarters can be both temporary, convened, and permanent. The temporary headquarters can be convened to relieve the burden on the head of an urgent issue or to solve an existing problem or task; the permanent headquarters is convened to work on regularly arising issues - reporting, advisory functions, etc. Since some of the issues in this type of structure are transferred to the area of ​​responsibility of the headquarters, main task management becomes, for example, coordination of the work of subordinates, control and management of current production activities, which significantly increases their productivity in work on these issues.

The advantage of using a linear-staff management structure is the ability to quickly solve emerging problems by delegating their solution to a convened headquarters, which guarantees the efficient use of production capabilities.

The disadvantages of this type of structure include a partial violation of the principle of unity of command, which is the advantage of a linear structure, the possibility of problems in coordinating and coordinating the activities of the headquarters.

The line-headquarters management structure is used in small and medium-sized organizations, since it does not imply a deep division of responsibilities between elements, but allows the direct manager to interact with subordinate links.

Functional organizational structure

The meaning of the functional organizational structure is the division of responsibilities between performers according to the principle of the type of work performed, their functions in the production process. Functional subordination is due to the unification of specialists of the same profile into one organizational business unit, which allows them to qualitatively and skillfully perform functions related to a particular field of activity.

A schematic representation of the functional organizational structure is shown in Figure 4.

Rice. 4 Schematic representation of the functional organizational structure

Like any other type of structure, functional has some advantages and disadvantages. The advantages include ensuring high competence in solving issues related to the professional sphere of each functional unit, since each of the managers becomes responsible for his own narrow area in which he is a specialist. In organizations with a functional organizational structure, there is no need to hire generalists.

The disadvantages of this type of organizational structure include, first of all, the difficult interaction of parallel services in terms of information exchange, which can adversely affect the organization's work on a large project, which includes the simultaneous application of the knowledge of several functional units at once. The same shortcoming leads to another negative consequence - the duration of the adoption of any decisions, in which several parallel divisions must take part.

Project management structure

As the name of this type of organizational structures suggests, their formation is based on the concept of working on a project. A project can be understood as the work of an enterprise aimed at achieving specific goals. The goal of the project may be the development of new business processes, the introduction of new technologies, etc. - that is, some change in the organization, aimed at its development or reformation. For work on a specific project, the organization forms a separate resource base aimed at ensuring the functioning of the project team for its implementation. After the project is completed, the created group most often disbands or starts working on a new project. The structure of the project team is not defined, as it depends entirely on the project on which this group has to work. The project team can be included in any other type of organizational structure, complementing it.

The advantage of the project management structure is the ability of the organization to quickly and efficiently fulfill the tasks assigned to it without prejudice to current production.

The disadvantages include the need to plan and allocate resources (labor, financial, industrial, etc.) between project teams, which imposes additional restrictions on the organization. High qualification requirements for the head of the project team can also be attributed to disadvantages, since the project most often represents the need to perform work at a high level and in a short time, which is possible only under the guidance of a true professional in their field. If all the projects performed by the organization are divided between certain project units, it will be extremely difficult to establish their relationship, which is also a disadvantage of the project management system.

The project organizational structure is successfully used in enterprises whose activities involve the implementation of a small number of projects at the same time, since in such conditions it is not difficult to control the quality of the work performed.

Matrix control structures

Matrix organizational structures are used mainly in large organizations, since within its framework a model is built not only of direct subordination "project manager - executor", but also in the functional division into divisions. Thus, the matrix structure is the result of a symbiosis of the two types of structures discussed above: design and functional.

The application of the matrix organizational structure in practice involves the interaction of project managers and heads of functional units, which makes this type of structure difficult to understand, but effective in application.

The matrix organizational structure can rarely be applied to the entire organization, most often it is used to ensure the interaction of a separate part of the enterprise working in a similar direction. To effectively manage the matrix structure, the manager must have high competence in terms of working with personnel, since the emerging principle of dual subordination can become an obstacle to the productive work of performers.

The basis of the matrix management system is the development of relationships between the business units of the enterprise, aimed at a comprehensive study of the tasks set, which involves collective work on them.

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Rice. 5 Schematic representation of the matrix organizational structure

The advantages of the matrix management system are, first of all, the increased degree of involvement of employees in the process of implementing projects and current tasks, as compared with the project system, as well as a more thoughtful system of spending organizational resources.

To the disadvantages of this type management system one can attribute the principle of dual subordination, which, although it is a distinctive feature of the matrix system, can, however, become an obstacle to organizational decision-making. And, as in project system, matrix implies a fairly high level of competence of the management team, which can also be attributed to the disadvantages.

Subtypes of the matrix structure are determined by which of the types - design or functional - is closer to a certain system.

A simplified matrix organizational structure is more like a functional one, a balanced one is defined as an intermediate value between them, and a strengthened one is more project-oriented, that is, to a project management system.

Process management structure

The process model of the organizational structure is built on the basis of several basic principles described in the concept of reengineering by Henri Fayol. These principles include the following.

The principle of combining procedures, which consists in integrating units that perform similar functions, thereby compressing the organizational structure horizontally.

The principle of inextricable sequence speaks of the need to perform work step by step, without changing technology, in a natural order.

The principle of the owner of the process, that is, the principle of unity of command, ensured by the presence of a manager responsible for the entire production process.

The principle of independence of choice, which determines the responsibility of the performers for their decisions.

The principle of horizontal control.

The principle of consistency and integrity of management.

The advantages of process structures are focus on results, unity of command, certainty of mutual relations within the organization.

The disadvantages include high requirements for the qualifications of managers and often the need to supplement existing procedures.

Divisional control systems

Divisional organizational structures are also called departmental. Divisional structures are characterized by the comprehensive responsibility of direct managers for the results of the work of their subordinate units, thus, the responsibility lies not with the highest level of management, but with the direct supervisor of the performers.

There are several principles by which a company is structured by departments: division according to the principle of product, according to the principle of customer orientation and the principle of the region. This division allows us to distinguish three types of divisional structures: divisional-product, consumer-oriented, divisional-regional structures.

The divisional product structure is determined by the centralization of responsibility for the sale of a product in the hands of the head of a specific functional service. The advantage of this system is the ability of the organization to quickly respond to changes in the state of the market for products of various categories. The disadvantage is the possibly increased cost of maintaining duplicate control functions for different products.

Consumer-oriented organizational structures are characterized by the division of elements into units responsible for a specific group of consumers, which allows satisfying the needs of various groups, maintaining a high demand for the company's products.

A regional divisional structure should be understood as divided according to the principle of bearing responsibility for a separate geographical region, which is ideal for companies whose activities extend beyond the boundaries of one region.

The considered list of types of organizational structures is not complete, but can be applied to the vast majority of existing organizations.

Chapter 3

The purpose of the organizational structure, as mentioned above, is to create optimal conditions for the organization to achieve its goals and objectives. The correct approach to the formation of the organizational structure of a future or existing enterprise determines its continued existence.

There are several typologies that share the methods of building organizational structures of an enterprise, in my term paper I would like to reveal the content of the following typology:

1. Separation method according to the performed functionality;

2. Separation method according to the product produced;

3. The method of separation by consumer orientation;

4. The method of separation by stages of the production process;

5. The method of separation by shift work;

6. The method of separation on a territorial basis;

7. Combined separation method.

Separation method according to the performed functionality

The formation of a management unit, according to this method, is carried out according to the principle of belonging to any performed function of the enterprise. From this it follows that for each function existing in the enterprise there are their own organizational units. All units naturally perform their functions throughout the organization, including both distant branches and central divisions. However, it is worth noting that different organizations have different names for the main functions. However, it can be summarized: if we take into account the characteristics of each organization, then the departments and management services can be divided into the following six groups: auxiliary, commercial, administrative, technical, and social development management functions of the production team.

The advantages of choosing this method for the formation of the organizational structure of the enterprise include, firstly, the importance of each unit in the production process, and secondly, the division of personnel according to the functional principle makes it possible to optimally use the available labor resources, and thirdly, the existing relationship between units ensures the effectiveness of control and prompt resolution of emerging problems.

The disadvantages of the division by function method include a large number of organizational units, which makes it difficult to coordinate actions between groups, possible difficulties in the work of companies with branches and offices in other regions, and high qualification requirements for candidates for the role of head of a functional department.

Now let's look at the disadvantages of this method:

However, it can be seen that these problems are not intractable. Therefore, despite them, the method is quite effective in choosing the type of organizational structure for the enterprise.

Summarizing the above, it is possible to combine all the structural divisions of the governing body into a chain of main groups-blocks:

The first group is the structural departments that manage the objects of management. Strict care must be taken not to exceed the scale of manageability, and not to create small inefficient units.

The second is the main functional management units.

The third is a group of departments that manage intersectoral households. functions such as supply, marketing, scientific and technological progress, labor and personnel, and so on.

Fourth - auxiliary organizational units, such as the office, archive, etc.

Fifth - the head (management), deputies, or leading units.

This method of building organizational structures is excellent for the formation of the personnel of small and medium-sized industries located entirely in the same geographical region.

Separation method by product

This method is aimed at the distribution of responsibilities according to the nomenclature of the product produced, when each organizational unit is assigned responsibility for a certain group of goods or services produced by the enterprise. This method is used in enterprises that produce several types of products using various technological or other processes. A well-coordinated, coordinated, high-quality production is ensured due to the highly qualified attitude of the contractor to a narrowly defined group of goods that are in his area of ​​​​responsibility.

The disadvantage of this separation is the duplication of personnel functions, which leads to high costs, and also complicates the relationship between organizational units.

The method of separation by orientation to the category of consumers

The description of these methods largely corresponds to the subtypes of divisional organizational structures. This method is also characterized by the division of structure elements into units responsible for a specific group of consumers. Used in organizations that interact with various categories clients, for which special departments are organized. As with the product division method, the consumer orientation method has the disadvantage of making it difficult to coordinate the work of units.

Separation method according to the stages of the production process

This method is reminiscent of the well-known principle of "division of labor". It is used in the construction of organizational structures of enterprises, the production process of which is a chain of related actions, each of which is delegated to a separate organizational unit. This method allows you to most fully realize the labor potential of workers in the production process through the participation a large number organizational units in a single long-term process. The advantage of this method is the quality control of the work at each new stage, which eliminates the possibility of surplus stock at the final stage. The disadvantages include difficulties in management activities caused by the interdependence of each element from the previous one in the chain.

Shift work division method

This method is applicable to manufacturing enterprises where processes cannot be suspended, due to the existing need for round-the-clock work. The formation of an organizational structure for an enterprise with shift work should take into account the need for a shift supervisor or other management team to be in the workplace to coordinate work at any time of the day. Most often, only the first from the end of the management links and performers participate in shift work; senior management at such enterprises works on a daily basis.

Territorial separation method

In accordance with this method, the organizational structure of the enterprise should include the management of each individual branch or office located outside the main territorial region. At the same time, the principle of subordination and one-man command should be preserved, despite the impossibility of direct control by the chief leaders of their deputies or first-level managers, who, logically, should be located at the top of the territorial branches.

Each element of management outside the main unit should be carried out on the basis of some principles and rules common to the entire organization, but adjusted according to the territorial position.

The advantages of this method of division of responsibility include some independence of operating branches, which gives their managers the right to make decisions in accordance with their own ideas about the correct development of the organization, as well as taking into account the local conditions for the existence of a branch of the company.

There are almost no disadvantages for companies that are not in a single center. In any case, they are leveled by their merits, since without division of responsibility on a territorial basis, it is extremely problematic for such organizations to find another way for the coordinated work of all branches.

Combined separation method

Of course, as the company develops, the number of employees, the volume of work performed and the tasks and goals set for the company increase. Since no company exists according to well-defined rules of behavior in the market, the use of only one method of building an organizational structure is insufficient. Modern companies, at the stage of forming their own organizational structures, rely on the existing shortcomings of each of the methods, leveling them by adding some features of other methods, isolating the most effective and optimally applicable characteristics of each method, thereby creating an organizational structure model that is exactly suitable for a particular company.

Conclusion

Having studied the educational literature on the topic Organizational structures of enterprise management, having considered various typologies of org. structures and methods of their construction, I conclude that the distribution of responsibilities between the participants in the production process is an integral part of the effective functioning of the enterprise. The organizational structure, as a formalized document, allows each production unit to be clearly aware of its professional position and perform its prescribed duties in accordance with predetermined requirements, which makes its functioning correct, efficient and productive.

Thus, the construction of a flexible organizational structure that meets the conditions and requirements of the present time and the goals, tasks and type of activity of the enterprise guarantees the coordinated work of all departments, thereby indirectly ensuring the development of the company and the growth of its performance indicators.

List of sources used

1. V. V. Abakumov, A. A. Golubev, V. P. Kustarev, V. I. Podlesnykh, Yu. Edited by Podlesnykh V.I. Electronic textbook on discipline: "Management"

2. Vikhansky O.S., Naumov A.I. Management: Textbook. -- 3rd ed. - M.: Economist, 2003.-- 528 s: and

3. Martynova A. Yu. Introduction to management: textbook / A. Yu. Martynova. - Ulyanovsk: UlGTU, 2010. - 172 p.

4. Olyanich D. V. Theory of organization: textbook / D. V. Olyanich [et al.]. -- Rostov n/a: Phoenix, 2008. -- 408 p.: ill. -- (Higher education).

5. Orlov A.I. Management: Textbook. - M.: "Emerald", 2003

6. Shegda A. V. Management: Textbook / Shegda A. V. - Kyiv: Knowledge, 2002. - 583 p.

7. Chernyshev M. A., Korotkov E. M., Soldatova I. Yu., prof. I. Yu. Soldatova., Chernysheva M. A., Ed. prof. I. Yu. Soldatova., Soldatova I., Chernyshov M.A. - editor-compiler, Publisher: ITK "Dashkov and K", SCIENCE / INTERPERIODICS MAIK, Nauka-Press 2006

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