Control production processes in the organization is carried out by a team of employees included in the management apparatus. The most important characteristic of the administrative apparatus is its structure. The management structure is organizational form building the management apparatus, which characterizes the composition and subordination of management units and officials, formed on the basis of the goals of the enterprise.

The management function is understood as a specific purposeful type management activities, due to the division of labor in the management apparatus. Sometimes, due to the large amount of work, the management function is implemented not by one, but by several structural units.

The structure and size of the management apparatus for each given enterprise depends on many factors that can be grouped as follows: technical (scale of production, complexity of products, technological processes and equipment, level of automation of production and management); organizational and economic (the degree of centralization of functions, the nature of the links between the various stages and links control system, between the object and the subject of management); external relations and conditions (level of cooperation, supply and marketing system, climatic and natural conditions); organizational and legal relations (general partnership, company with limited liability, joint-stock company).

Therefore, there is not and cannot be a single plant management structure for enterprises even in the same industry.

Organizational relations that develop between departments and employees of the management apparatus determine its organizational structure.

The organizational structure of the management of an organization is understood as the composition (list) of departments, services and divisions in the management apparatus, their systemic organization, the nature of subordination and accountability to each other and to the supreme management body of the company, as well as a set of coordination and information links, the procedure for distributing management functions at various levels and divisions of the management hierarchy.

The basis for building the organizational structure of management is the organizational structure of production.

The structure must be functional and meet the requirements of the enterprise, since its tasks are to speed up the timing of decision-making, increase the degree of control and, as a result, reduce the number of errors in the work.

The variety of functional links and possible ways of 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.

1. Linear control structure

The essence of the linear (hierarchical) management structure is that the control actions on the object can be transferred only by one dominant person - the manager, who receives official information only from his directly subordinate persons, makes decisions on all issues related to the part of the object he manages , and is responsible for its work to a higher manager.

This type of organizational management structure is used in the conditions of functioning of small enterprises with simple production in the absence of extensive cooperative ties with suppliers, consumers, scientific and design organizations, etc. Currently, such a structure is used in the control system production sites, separate small workshops, as well as small firms homogeneous and uncomplicated technology.

2. Functional management structure

The functional structure has developed as an inevitable result of the management process. The peculiarity of the functional structure lies in the fact that although unity of command is preserved, special units are formed for individual management functions, whose employees have knowledge and skills in this area of ​​management.

The traditional functional blocks of an enterprise are the departments of production, marketing, and finance. These are broad areas of activity, or functions, that are available in each enterprise to ensure the achievement of its goals.

If the size of the entire organization or a given department is large, then the main functional departments can, in turn, be subdivided into smaller ones. functional divisions. They are called secondary or derivative. The main idea here is to maximize the benefits of specialization and not allow leadership to be overloaded.

The advantages of a functional structure include the fact that it stimulates business and professional specialization, reduces duplication of efforts and consumption of material resources in functional areas, and improves coordination of activities.

It is advisable 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.

3. Divisional management structure

The need for new approaches to the organization of management was caused by a sharp increase in the size of the organization, the diversification of their activities and the complication of technological processes in a dynamically changing external environment. The first to restructure the structure according to this model began largest organizations which, within the framework of their gigantic enterprises (corporations), began to create production departments, giving them a certain independence in the implementation of operational activities. At the same time, the administration reserved the right to tight control over corporate-wide issues of development strategy, research and development, investment, etc., therefore this type of structure is often characterized as a combination of centralized coordination with decentralized management(decentralization while maintaining coordination and control).

The key figures in the management of organizations with a divisional structure are not the heads of functional units, but the managers (managers) who head the production departments.

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 territories served (regional specialization).

Some businesses produce a wide range of products and services that meet the needs of several large consumer groups or markets. Each group or market has well-defined or 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 of its divisions are grouped around certain customer groups.

An example of the active use of a consumer-oriented organizational structure is commercial banks. 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 wholesale and retail trade forms.

The divisional structure significantly accelerates the organization's response to changes in the external environment. As a result of expanding the boundaries of operational and economic independence, departments are considered as profit centers, actively using the freedom granted to them to increase work efficiency.

4. Adaptive control structures

Adaptive, or organic, management structures provide a quick response of the enterprise to changes in the external environment, contribute to the introduction of new production technologies. These structures are focused on the accelerated implementation of complex programs and projects; they can be used at enterprises, in associations, at the level of industries and markets. Usually, two types of adaptive structures are distinguished: project and matrix.

The project structure is formed when the organization develops projects, which are understood as any processes of purposeful changes in the system, for example, the modernization of production, the development of new products or technologies, the construction of facilities, etc.

The project manager is endowed with the so-called project authority. Among them - the responsibility for project planning, for the state of the schedule and the progress of work, for the expenditure of allocated resources, including financial incentives for employees. In this regard, great importance is attached to the manager's ability to form a project management concept, distribute tasks among team members, clearly define priorities and resources, and constructively approach conflict resolution. At the end of the project, the structure breaks up, and employees move to a new one. project structure or return to their permanent position.

The matrix structure is a lattice organization built on the principle of dual subordination of performers: on the one hand, to the direct project manager, on the other hand, to the project manager ( target program), which is endowed with the necessary authority to implement the management process in accordance with the planned time frame, resources and quality. With such an organization, the project manager interacts with two groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of subdivisions, departments, and services is maintained.

In matrix structures, you can flexibly reallocate personnel depending on the specific needs of each project. The matrix organization provides a great opportunity for coordinating work, which is characteristic of divisional structures. This is achieved through the creation of a project manager position, which coordinates all communications between project participants working in various functional departments.

In general, a rational organizational structure of enterprise management must meet the following requirements:

■ be functional, secure, and manageable at all levels;

■ be prompt, keep up with the progress of the production process;

■ have a minimum number of management levels and rational links between management bodies;

■ be economical, minimize the cost of performing managerial functions.

Introduction………………………………………………………………………………………………….4

Functions of the enterprise management apparatus………………………………………………………...5

Tasks of individual divisions of the enterprise management apparatus…………………………..7

The concept of the organizational structure of an enterprise………………………………………………..9

Enterprise management structures……………………………………………………………....11

Linear structure……………………………………………………………………………12

Functional structure.………………………………………………………………...13

Linear-functional structure…………………………………………………………14

References…………………………………………………………………………………....16

1. INTRODUCTION

In the conditions of market relations to provide industrial enterprise efficient operation and competitive advantages can only efficient system management of its production activities. Today, the enterprise itself must determine and predict the parameters of the external environment, the range of products and services, prices, suppliers, sales markets and much more, be able to quickly, and most importantly, correctly respond to any changes in the external and internal environment and adjust their activities accordingly. And this means that the management of the enterprise must always look for new original moves in management.

In today's rapidly changing socio-political and economic conditions, the enterprise faces the task of ensuring not only survival, but also continuous development, increasing its potential. This task can be solved only on the basis of a significant increase in the efficiency of the applied processes and management methods. Obviously, the required level and quality of production management cannot be achieved without creating the necessary theoretical and methodological base, which includes reliable and reasonable management mechanisms that reflect the real goals of management strategy and tactics. In turn, such a base can be created only on the basis of a deep study of the processes of production and management actually taking place at enterprises, their nature, direction and dynamics.

2. FUNCTIONS OF THE ENTERPRISE MANAGEMENT APPARATUS

Management is a centralized influence on a team of people with the aim of organizing and coordinating their activities in the production process. The need for management is associated with the processes of division of labor in the enterprise.

The main task of management is to ensure the growth of production efficiency on the basis of continuous improvement of the technical level, forms and methods of management, increasing labor productivity as the most important conditions for obtaining and increasing the income of the enterprise.

General management functions include:

Planning is the formation of the goal of management, the choice of ways and methods to achieve this goal;

Organization is the creation of an optimal management structure. The manager selects employees for a specific job, delegating to them tasks or powers, or the right to use the resources of the enterprise;

Motivation (activation) is a set of methods that encourage employees to work most efficiently;

Control and accounting is a system for regulating the activities of employees to perform work of a certain quantity and quality.

The modern apparatus of management has in its arsenal management methods: economic, organizational and administrative (administrative) and socio-psychological. Thus, the issues of planning, economic analysis, labor organization, financing, lending and economic incentives constitute a system of economic management methods.

A set of administrative acts for leadership economic activity is an organizational and administrative method of management. Regulations, instructions and other official documents that define the functions, rights and personal responsibility of officials and production teams are the norms of administrative influence.

Socio-psychological methods of management are methods of persuasion, moral and ethical influence on the psychology of people.

The organization and management of the work of the enterprise is carried out by the management apparatus. The structure of the enterprise management apparatus determines the composition and interconnection of its divisions, as well as the nature of the functions assigned to them. Since the development of such a structure is associated with the establishment of a list of relevant departments and the staff of their employees, the manager determines the relationship between them, the content and scope of the work they perform, the rights and obligations of each employee. From the point of view of quality and efficiency of management, the following main types of enterprise management structures are distinguished:

hierarchical type, which includes a linear organizational structure, a functional structure, a linear-functional management structure, a headquarters structure, a linear-staff organizational structure, a divisional management structure;

organic type, including a brigade, or cross-functional, management structure; project management structure; matrix, or program-target, management structure.

3. TASKS OF INDIVIDUAL SUBDIVISIONS OF THE ENTERPRISE MANAGEMENT APPARATUS

The entire scope of work on enterprise management is distributed among the functional and linear divisions of the management apparatus.

The basis of the activity of each enterprise is the production process. in accordance with the characteristics of the production process, the production structure of the enterprise is also built, which may consist of technologically homogeneous shops or sections (casting shops, turning shops, etc.) or technologically heterogeneous, but cooperative in terms of product type.

The main structural subdivision of a modern large industrial enterprise is a workshop, which consists of production facilities and sites. For medium and small enterprises, a non-workshop structure has become widespread, i.e. production and sites, not having their own functional services, are directly subordinate to the director and serviced by the management apparatus.

The role of various workshops in the production process is not the same. There are main, auxiliary and service shops.

The production structure serves as the basis for building the management structure.

In connection with the centralization of the execution of individual management functions, which is typical for large enterprises, some functional units of the management apparatus are combined into groups and report to one leader, the chief specialist. Such a group of departments of the administrative apparatus is called a service or service sector.

The activities of each department, service of the administrative apparatus are regulated by regulations on them, which are developed at enterprises in accordance with model provisions, scientific recommendations, guidelines of sectoral and intersectoral management bodies. Regulations on individual structural divisions are considered at the technical council and approved by the director of the enterprise.

The effectiveness and compliance of these provisions with management tasks, their impact on improving management efficiency as a whole depend on how efficiently and responsibly the development of these provisions was organized at the enterprise, how their implementation is monitored, how provisions are implemented to improve their content and ensure greater scientific validity.

When developing regulations on the structural subdivisions of the central office of enterprise management (production association), their orientation to specific conditions and characteristics related to the type, scale and social characteristics of the enterprise, the availability of personnel, appropriate qualifications, technical support for managerial work and a number of other factors.

Regulations on the divisions of the management apparatus find their development and full specification in job descriptions, which are developed directly in divisions on the basis of plant-wide or industry-wide standard instructions. Job descriptions are approved by the head of the body or a higher direct supervisor.

4. THE CONCEPT OF THE ORGANIZATIONAL STRUCTURE OF THE ENTERPRISE

For the effective management of an organization, it is necessary that its structure correspond to the goals and objectives of the enterprise and be adapted to them. The organizational structure creates a kind of framework, which is the basis for the formation of individual administrative functions. The structure identifies and establishes the relationship of employees within the organization.

The structure of the organization also determines the structure of subgoals, which serves as a selection criterion in the preparation of decisions in various parts of the organization. It establishes the responsibility of organizational units for a thorough study of individual elements of the external environment and for the transmission to the appropriate points of information about events that require special attention.

Closely related to the concept of organizational structure is the concept of hierarchical relationships. An increasing number of organizations are hierarchical in nature. Almost every organization - a church, a university, or an enterprise - is made up of divisions that break down into smaller organizational units, which in turn break up into even smaller units. AT classical theory Organization of the concept of hierarchical structure corresponds to the so-called principle of the ladder. This principle involves the division of power and responsibility along the vertical hierarchy and the distribution of responsibilities between departments.

Hierarchy is, apparently, the general regularity of nature. The principle of hierarchical structure is also the main principle general theory systems.

The basis of the classical theory of organization is the principle of legitimizing power behind some central source of power. Power is the ability to force subordinates to carry out their decisions; the basis of power is the formal position of the leader and leadership through the rewards and penalties that accompany this formal position. Power is associated not with the personal qualities of the leader, but with his position in the organization.

Power serves as a means of integrating the activities of individual elements of the organization and their orientation towards achieving a common goal. It provides the basis for centralized management and control over the performance of the organization.

The traditional concept of administrative power still occupies a significant place in the specialized literature on management issues. However, the application of these views is limited by other concepts. An example is the principle of recognition of authority, which states that the degree of distribution of power is determined by the willingness of the subordinate to accept the directives and orders of the leader. (Authority is the nature of the relationship in formal organization through which a person or a member of an organization can influence those actions in the organization in which he is interested). This principle of recognition of authority has become an important element of the “human relations” model.

Not a little importance in the work of the enterprise has the principle of the scope of control, or the scope of supervision, is associated with the number of subordinates, whose actions can be effectively controlled by one boss. This concept is closely related to the concept of the hierarchical structure of the organization and its division into departments. The principle of the scope of control implies the need for the chief to coordinate the activities of his subordinates. The concept of the scope of control emphasizes the need to establish such a relationship between the boss and subordinates that allows for the systematic integration of the activities of subordinates.

In the classical theory of organization, the line structure of the organization is the bearer and direct source of administrative power, and the functions of the central services are to help and advise the line units. According to the traditional view, central services contribute to the empowerment of the manager. Through the use of such special central services, subordinate and reporting directly to the superior, it is possible to increase the amount of control of this chief without fear of reducing his ability to coordinate the actions of subordinates.

However, with the development of specialization and the complexity of enterprises, this idea of ​​central services has undergone major changes. They began to play a much more important role, providing management with service, information, and even management of other departments of the organization. With the increasing role of central services, the former clear and simple relationship between line and central services has become impossible.

The considered principles of structure, hierarchy, administrative authority, specialization, scope of control and relationships between linear and central services largely follow from traditional theory organization, where the main attention was paid to the most effective distribution of work into groups. Taking as starting point common goals organization, this theory sought to identify individual tasks that must be solved in order to achieve common goals.

5. STRUCTURES OF MANAGEMENT OF THE ENTERPRISE

In modern enterprises, the most common hierarchical management structure. Such management structures were built in accordance with the principles of management formulated by F. Taylor at the beginning of the 20th century. The German sociologist M. Weber, having developed the concept of rational bureaucracy, gave the most complete formulation of the six principles.

The principle of hierarchy of management levels, in which each lower level is controlled by a higher level and is subordinate to it.

The principle of compliance of the powers and responsibilities of management employees with their place in the hierarchy, which follows from the previous one.

The principle of division of labor into separate functions and specialization of workers according to the functions performed.

The principle of formalization and standardization of activities, ensuring the uniformity of the performance of their duties by employees and the coordination of various tasks.

The principle that follows from the previous one is the impersonality of the performance by employees of their functions.

The principle of qualified selection, according to which hiring and dismissal from work are carried out in strict accordance with qualification requirements.

The organizational structure, built in accordance with these principles, is called a hierarchical or bureaucratic structure.

All employees can be differentiated into three main categories: managers, specialists, performers.

Managers are persons who perform the main function (GF) and carry out general management of the enterprise, its services and divisions.

Specialists - persons performing the main function (PF) and engaged in the analysis of information and the preparation of decisions on economics, finance, scientific, technical and engineering problems, etc.

Performers - persons performing an auxiliary function (VF), for example, work on the preparation and execution of documentation, business activities.

There is much in common in the management structure of various enterprises. This enables the manager, within certain limits, to use the so-called typical structures. Necessary condition at the same time, there should be an account of the specifics of the production of the products of the enterprise for which the option is being developed organizational system management.

Let's consider some of the organizational structures belonging to the hierarchical type.

Linear type of organizational structure (type of direct subordination).

This variant of the management structure is based on the principle of unity of command, which involves granting the manager broad rights and powers to perform his functions. The manager has the right to single-handedly make decisions on the management of the unit and is personally responsible for the activities of the team. The manager himself is usually subordinate to a higher governing body. However, the head of this commanding structure does not have the right to give orders to his subordinates without the permission of the immediate supervisor (manager).

Advantages of the structure:

A clear system of mutual relations

clear responsibility

Rapid response and feedback in response to instructions from higher management.

Structure disadvantages:

Lack of departments for production planning and preparation of solutions

The tendency to red tape in solving related problems of departments

Overloading top-level managers.

Functional type of organizational structure.

A feature of this type of organizational structure is that each structural unit specializes in performing a specific function. For industrial enterprises operating in conditions market economy, the following main functions are typical: research and development, production, marketing, finance. Compliance with the instructions of the head of the functional unit within the limits of his authority is mandatory for lower structural units.

Advantages of the structure:

Releasing the heads of production departments from the need to resolve special issues

Ability to use experienced professionals

Reducing the need for economists.

Structure disadvantages:

Complicating Relationships

Difficulty coordinating management activities

Manifestation of tendencies towards excessive coordination.

Linear-functional type of organizational structure.

This is one of the most common options for organizational construction of enterprises. The essence of this type of structure lies in the fact that production management is provided both by the linear apparatus and by functional services.

The basis of linear-functional structures is the "mine" principle of construction and specialization of the management process according to the functional subsystems of the organization: marketing, finance, planning, production. For each of the subsystems, a hierarchy of services is formed, the so-called "mine", which permeates the entire organization from top to bottom. The results of the work of each service of the administrative apparatus are evaluated by indicators characterizing the fulfillment by them of their goals and objectives.

Line managers carry out direct management of production, each of them acts as a one-man boss in the corresponding production unit. Line managers are endowed with the necessary rights and are responsible for the final results of the activities of their subordinate units. Functional services (departments: planning, labor and wages, financial, accounting, etc.) conduct the necessary preparatory work, carry out accounting and analysis of the activities of the enterprise, develop recommendations for improving the functioning of the enterprise. Based on these recommendations, the linear apparatus takes necessary solutions and issues orders to ensure that the relevant tasks are carried out. The personnel of the line apparatus and functional services are not directly subordinate to each other, however, they have certain mutual obligations to solve the problems facing the enterprise.

Advantages of the structure:

The release of line managers from the functions of providing production with resources that are unusual for them;

Possibility of coordination of actions between linear and functional divisions;

High degree of specialization of structural divisions of the enterprise.

Structure disadvantages:

The need for line managers to constantly coordinate when solving current issues of production, economy, personnel, both with the relevant functional services and top management;

A long chain of commands and, as a result, a distortion of communications.

3. METHODS OF MANAGING THE ACTIVITIES OF THE ENTERPRISE

Management methods are ways of influencing labor collectives and individual workers that are objectively necessary to achieve the multiple goals of the enterprise.

Economic management methods implement material interests people in production processes (processes of other activities) through the use of commodity-money relations. They have two implementation aspects.

The first is management, which focuses on the use of the economic segment of the general external environment created at the state level. His practical implementation includes the formation of taxation systems and customs duties, determination of depreciation policy, minimum wage, etc.

The second aspect is related to management, focused on the use of a variety of economic categories(financing, lending, pricing, economic sanctions, etc.).

Socio-psychological methods implement the motives of the social behavior of workers. The level of modern production, the increase in general education and vocational qualification levels determine important changes in the system of value orientations and the structure of motivation for the production and economic activities of personnel. traditional forms financial incentives gradually lose their former effective influence. Factors such as the content and creativity of work, the possibility of showing initiative, the level of social recognition of a particular work, etc., are becoming increasingly important. The implementation of socio-psychological management methods is carried out using a variety of means of social orientation and regulation, group dynamics, permission conflict situations, humanization and democratization of any socially useful work.

Organizational management methods are designed to implement coercive motives. Their application is due to the interest of employees in the appropriate joint organization of labor.

Organizational methods of management are a set of methods and techniques for influencing employees, based on the use of organizational relations and the administrative power of managers. All such management methods are divided into procedural and administrative.

The essence of regulatory methods is to form the structure and hierarchy of management, delegate authority and responsibility to employees, determine the guidelines for the activities of subordinates, provide methodological, instructive and other assistance to performers.

Administrative management methods cover operational organizational work, that is, the definition and distribution of specific tasks to performers, monitoring their implementation, holding meetings, etc.

5. REFERENCES

1. Economics of the enterprise. ( Tutorial) Zhideleva V.V., Kaptein Yu.N. (2010, 133s.)

2. "Enterprise Economics", Titov V.I. (2008, 416s.)

3. Economics of the enterprise (firm): Workshop. Ed. Pozdnyakova V.Ya., Prudnikova V.M. (2008, 2nd edition, 319 pages)

4. Economics of the enterprise. Short Course. (Tutorial) Ilyin A.I. (2007, 236s.)

5. Economics of the firm. (Tutorial) Chechevitsyna L.N., Chuev I.N. (2006, 400s.)

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Hosted at http://www.allbest.ru/

Introduction

2.2 Enterprise management system, management bodies and functional apparatus, their tasks

2.3 The main documents regulating the activities of the management apparatus of the enterprise JSC NTK "Alesya", their analysis

3. Ways to improve the structure and functions of the management apparatus at the enterprise JSC NTK "Alesya" in modern conditions

3.1 Evaluation of management efficiency in OAO NTK "Alesya"

3.2 The main directions for improving the structure of the management apparatus and the distribution of functions of OAO STC "Alesya"

Conclusion

Bibliography

Introduction

In the current conditions of the development of market trends in Belarus, due to a qualitatively new system of economic relations and mechanisms of competitive relations, one of the urgent tasks of adapting economic entities to the conditions of uncertainty is to improve the strategy and structure of the management organization.

In the new conditions, the main trends and concepts of management have emerged, presenting new requirements for the organization of enterprise management, consisting mainly in improving the management system in general and the organizational structure in particular, as one of its most important components. The need to change the organizational structure of most Belarusian enterprises, the improvement and development of the management system, the transition to new management standards, the lack of qualified managers determine the importance and relevance for Belarusian enterprises of the problem of choosing the organizational structure of enterprise management that contributes to the most effective achievement of goals.

As a priority way to solve this problem, it is proposed to develop and implement a mechanism for the formation and development of the organizational structure of enterprise management.

The relevance of the topic is determined by the need to consider theoretical provisions for the development of practical recommendations for the implementation of the mechanism for the formation and development of the organizational structure of enterprise management in conditions of uncertainty, which ensures an increase in the efficiency of the enterprise as a whole. The concept of long-term integrated development should also provide for the development of the management system as a guided process of its improvement, i.e. bringing the organizational structure and organizational mechanism in line with the goals of management. The direction of this process is ensured by the development and phased implementation of a long-term systemic concept of organizational restructuring. Since the concept of development is implemented in the system of enterprise goals, bringing the organizational structure in line with management goals, i.e. ordering of the system should not be spontaneous, but permanent acting.

The development of a strategically effective organizational management structure is the main condition for implementing the chosen strategy for adapting an enterprise to external operating conditions. In the actual practice of organizational design, performance evaluation is necessary both for the current organizational structure and for comparing various options for improving it. This is due to the relevance of the chosen topic. term paper, which sounds like: "The structure and functions of the enterprise management apparatus."

The chosen topic was the object of research by such authors as: Bernstein L.A., M. Bobykin V.I., Bukhvalov A.V. Organizational structures are actively studied in modern management.

The object of research is the operating enterprise JSC NTK "Alesya".

The subject of study is the organizational structure of the enterprise.

The purpose of this course work is to present theoretical foundations and practical aspects of organizational structures of enterprise management and their improvement.

The main tasks are:

1) a presentation of the theoretical foundations for studying the organizational structure of an enterprise;

2) analysis of the organizational structure of the enterprise;

3) development of project activities to improve the organizational structure in the light of the enterprise development strategy.

The methodological basis for writing a term paper is the use of the following methods and techniques: comparison, generalization of indicators, calculation of absolute and relative indicators, analysis, synthesis, etc.

Structurally, the work consists of an introduction, three chapters, a conclusion and an appendix.

1. Essence, place and significance of the control structure in the system

1.1 The concept of structure and organizational structure

For the effective management of an enterprise, it is necessary that its structure correspond to the goals and objectives of the enterprise and be adapted to them. The organizational structure creates a kind of framework, which is the basis for the formation of individual administrative functions. The structure identifies and establishes the relationship of employees within the enterprise.

The structure of the enterprise also determines the structure of subgoals, which serves as a selection criterion in the preparation of decisions in various parts of the enterprise. It establishes the responsibility of the departments of the enterprise for a thorough study of individual elements of the external environment and for the transfer to the appropriate points of information about events that require special attention. The concept of "structure" is associated with such concepts as "system" and "organization". All the main aspects of the structure and activities of the enterprise determine the goal as the main system-forming factor and its sub-goals. Each element has its own task, has a resource to achieve it and performs its strictly defined function, while the structure ensures the order and interaction of the elements for the implementation of their functions. Elements of the system are distinguished in the process of its division (structuring), while each system allows the possibility of different sections in accordance with specified criteria. The organizational structure is one of these sections.

In the scientific literature, the concept of "structure" has a certain conceptual meaning. "A structure is a set of elements that interact in a specific order to carry out functions." The abstract category "structure" and the concept of "organizational management structure" differ in that the object of structuring can be the organization itself or the enterprise (organizational structure, enterprise structure); management (management structure) and each element of the management system.

The structure, reflecting the composition and subordination of various elements, links and levels of management, functioning to achieve a specific goal, is called organizational.

The structure of the organization (organizational structure) is a logical relationship between management levels and functional areas, built in such a form that allows you to most effectively achieve the goals of the organization.

An organizational structure is an integral system, specially designed so that people working within it can most effectively achieve their goals.

An organizational structure is a way of grouping jobs and drawing lines of authority that groups jobs together. .

The management structure is considered as a necessary form of implementation of management functions. Being complex system, the organizational structure of management is a subsystem in the enterprise management system.

Thus, the organizational structure of management and the management system are interrelated and complementary concepts. The regular repetition of such activities as the distribution of tasks, leadership and coordination of employees, forms the structure of the organization, and the potential for various combinations of them explains the differences in organizational structures.

Structure is not something given once and for all. It is constantly evolving. When it comes to organizational structures, we mean the distribution and coordination of labor processes. The structure of the enterprise is a set of methods for dividing the labor process into specific work tasks and coordinating their implementation.

The concept of organizational structure includes not only tasks performed within it, but also activities coordinated by employees outside the organization. Many of the activities traditionally performed by the organization itself are now outsourced to specialized firms, which implies close cooperation between independent companies and the transformation of traditional boundaries between enterprises. .

After selecting a strategy and developing a subsequent plan, management must conduct a thorough review of the structure of the organization to find out if it contributes to the achievement of company-wide goals.

The strategy defines the structure. When implementing or changing a strategy, management should always take into account its relationship with the structure and combine the formation of the structure of the enterprise and planning.

The structure is based on the strategy and should ensure its effectiveness as far as possible from the point of view of the overall situation.

It is believed that the enterprise exists in the external environment, which forms its strategy, technology, scale and level of innovation. These situational factors, in turn, determine the necessary structure, that is, the structure that the enterprise must adopt in order to ensure production activities.

The decision on the choice of the structure of the enterprise as a whole is almost always made by top management.

The leaders of the grassroots and middle management only help him by providing the necessary information, and for more large enterprises- and suggesting the structure of the units subordinate to them, corresponding to the general structure of the organization, chosen by the top management.

In a broad sense, the task is to choose the structure that best meets the goals and objectives of the enterprise, as well as the internal and external factors affecting it.

The "best" structure is the one that best allows the enterprise to interact effectively with the external environment, to distribute and direct the efforts of its employees in a productive and expedient way, and thus satisfy the needs of customers and achieve its goals with high efficiency.

The function of the enterprise - what it does - is dictated by the strategy. Its form and structure must be such as to ensure and facilitate the implementation of the strategy.

The structure affects a number of parameters:

production costs. If the production of a good or service requires many operations or labor processes, then the structure of production is likely to be complex and expensive to manage. This is especially noticeable when production processes differ significantly in the nature and complexity of the skills various stages production;

The speed of work. The more complex the structure, the slower, as a rule, the pace of work, and the slower the product moves within the company;

way to meet customer needs. In order to reliably protect buyers, large, complex, carefully controlled structures are sometimes necessary;

The nature of people's behavior. All structures tend to encourage an element of internal competition; it can be competition for resources or competition over performance. Structures influence enterprise policies, thoughts, feelings, and behavior.

Thus, the organizational structure of enterprise management is an ordered set of interrelated and interdependent elements of the management system, the composition, mutual arrangement and degree of stability of relations of which ensures its purposeful functioning and development as a whole.

1.2 Types of organizational structures and their characteristics

In dynamically changing conditions of the functioning of the organizational structure, they cannot passively evolve, they must become the object of conscious modification, therefore their complete and clear typology is so necessary.

Management specialists refer to the internal components of the organizational structure that determine its typology:

a) the degree of centralization - decentralization of the management mechanism;

b) the degree of complexity, characterized by the degree of horizontal and vertical differentiation various kinds management activities (including functions);

c) the degree of formalization of the control mechanism.

The degree of expression of these components in their combination determines the degree of adaptability of a particular structure to the external conditions of the functioning of the enterprise, which allows, with a certain degree of conventionality, to attribute it to a mechanical or organic type of management structures.

The mechanical type of organizational management structures expresses the principle of hierarchy to a greater extent, and therefore they are often called hierarchical. This type of structures is characterized by complexity, a high degree of centralization and formalization of the control mechanism. Structures of the organic type are simpler, less formalized, and their management is decentralized. The source of system orderliness for them is the self-organization of the human factor as an act of protection from adverse environmental conditions.

The type of organizational structure is determined by the type of management of the enterprise. There are two extremely different ideal types of control: mechanical and organic. Between them are the real types of management, which vary depending on the conditions of the organization. The greater the range of necessary changes, the more painful they are for the enterprise. The organizational structure consolidates the changes that have taken place, thanks to which they become sustainable, and the power is legitimate.

To solve the problem of choosing, improving and developing organizational structures, it is necessary to understand their essence, advantages and disadvantages, and, most importantly, the conditions for transforming one into another in the process of organizational development.

This classification represents alternative variants of organizational structures that have successfully proven themselves to date. Each of them is suitable only for certain situations and achieving related goals.

As you know, the mechanical type includes linear, linear-staff, functional and linear-functional organizational management structures. Divisional structures stand somewhat apart.

The organic type includes problem-target, program-target, project, matrix structures and their varieties.

The linear structure is currently found only in small enterprises that produce homogeneous products using simple technology in the absence of broad cooperative ties, however, as an element of complex structures at the level of linear divisions, it is used everywhere. Basics linear structures constitutes the so-called "mine" principle of construction and specialization of the management process according to the functional subsystems of the enterprise (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services ("mine") is formed, penetrating the entire enterprise from top to bottom. The results of the work of each service are evaluated by indicators characterizing the fulfillment by them of their goals and objectives. Accordingly, a system of motivation and encouragement of employees is being built. Wherein final result(the efficiency and quality of the work of the organization as a whole) becomes, as it were, secondary, since it is believed that all services in one way or another work to obtain it.

Advantages of a linear structure:

1. A clear system of mutual relations of functions and divisions;

2. 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;

3. Clearly expressed responsibility;

4. Quick reaction of the executive departments to direct instructions from the higher.

Disadvantages of a linear structure:

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

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

3. Low flexibility and adaptability to changing situations;

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

5. The tendency to formalize the evaluation of the effectiveness and quality of the work of units usually leads to the emergence of an atmosphere of fear and disunity;

6. A large number of "management floors" between workers producing products and the decision maker;

7. Overload of top-level managers;

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

Conclusion: in modern conditions, the disadvantages of the structure outweigh its advantages. Such a structure is poorly compatible with the modern philosophy of quality. The functional organizational structure implements a close relationship administration with functional management.

Figure 1.1 shows the administrative connections of functional chiefs with performers (I1 - I4) are the same as for the performer I5 (they are not shown in order to ensure clarity of the figure). In this structure, the principle of unity of command is violated and cooperation is difficult. It is practically not used.

D - director; FN - functional chiefs; I - performers

Figure 1.1 - Functional management structure

Linear-functional structure - step hierarchical. Under it, line managers are single bosses, and they are assisted by functional bodies. The line managers of the lower levels are not administratively subordinate to the functional heads of the higher levels of management. It was used most widely (figure 1.2).

D - director; FN - functional chiefs; FP - functional divisions; OP - subdivisions of the main production.

Figure 1.2 - Linear-functional control structure

Note - Source: own development based on the study of economic literature

Sometimes such a system is called a staff system, since the functional managers of the appropriate level make up the headquarters of the line manager (in Figure 1.2, functional chiefs make up the headquarters of the director).

By the end of the 20s, the need for new approaches to the organization of management became clear, associated with a sharp increase in the size of enterprises, the diversification of their activities (diversification), and the complication of technological processes in a dynamically changing environment.

In this regard, divisional management structures began to emerge, primarily in large corporations, which began to provide some independence to their production units, leaving development strategy, research and development, financial and investment policy, etc. to the management of the corporation.

In this type of structure, an attempt is made to combine centralized coordination and control of activities with decentralized management. The peak of the introduction of divisional management structures occurred in the 60-70s.

The divisional (branch structure) is shown in fig. 1.3. Divisions (branches) are allocated either by area of ​​activity or geographically.

Figure 1.3 - Divisional management structure

Note - Source: own development based on the study of economic literature

Advantages of a divisional structure:

1. It provides management of diversified enterprises with a total number of employees of the order of hundreds of thousands and territorially remote divisions;

2. Provides greater flexibility and faster response to changes in the enterprise environment compared to linear and linear - staff;

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

4. Closer connection between production and consumers.

Disadvantages of the divisional structure:

1. A large number of "floors" of the management vertical; between the workers and the production manager of the unit - 3 or more levels of management, between the workers and the company's management - 5 or more;

2. The disunity of the headquarters structures of the departments from the headquarters of the company;

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

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

5. In departments, as a rule, a linear or linear-headquarters structure with all their shortcomings is preserved.

Conclusion: the advantages of divisional structures outweigh their disadvantages only during periods of fairly stable existence; in an unstable environment, they risk repeating the fate of dinosaurs.

With this structure, it is possible to embody most of the ideas of the modern philosophy of quality. .

The matrix structure (Figures 1.4, 1.5) is characterized by the fact that the performer can have two or more managers (one is a line manager, the other is a program or direction manager).

Such a scheme has long been used in R & D management, and is now widely used in firms that work in many areas.

It is increasingly replacing the linear-functional one from the application.

Figure 1.4 - Product Oriented Matrix Management Structure

Note - Source: own development based on the study of economic literature

The multiple structure combines various structures at different levels of management.

For example, a branch management structure can be applied to the entire company, and in branches it can be linear-functional or matrix.

1.3 Foreign experience improving organizational structures

Large Western European companies usually have four main divisions: a marketing and business development division, a technical division, a contract division and a financial division.

The company is headed by a Board of Directors, which is re-elected at the annual general meeting shareholders after the submission of an audited report and a policy report for the next 1-2 years.

The Board of Directors consists of a chairman, a managing director (chief manager) and directors of divisions. The Chairman of the Council carries out the general management of the company and performs representative functions.

The Managing Director is responsible for the mission (strategy) of the company, the commercial results of its work and provides day-to-day management.

Sometimes the Board includes 2-3 non-executive directors who do not participate in the current affairs of the company and, in practice, are its consultants, providing a fresh look at the company's affairs and expanding business contacts.

Council meetings usually take place once a month. Their chain is the solution of key issues of the company's activities and the coordination of the work of various departments.

Figure 1.6 - Typical organizational structure of a Western European company

Note - Source: own development based on the study of economic literature

Marketing and Business Development Division. The main tasks of this division are the development of a strategy for the economic and technical development of the company, as well as marketing and search for orders. Strategic planning is carried out in the following main areas:

1. Determination of the company's mission, its place in the contract work market, taking into account the economic situation, the level of competition, and the company's capabilities. Formation of the geographical sphere of interests of the company.

2. Substantiation of the expediency of expanding the range of works performed on our own, decisions on the development of the production base.

3. Formation of the company's technical policy, implementation of new, progressive technologies construction, new information and management technologies.

4. Deployment design work, mastering advanced design methods.

5. Improving the organizational and managerial structure of the company.

6. Organization of joint ventures with foreign firms, establishment of regional branches, subsidiaries.

AT large companies the development strategy is developed in special "think tanks", whose employees are freed from other tasks. The main tasks of marketing are establishing contacts with potential customers, advertising the company's capabilities in the contracting market and its advantages, maintaining a high and stable image of the company.

Financial division. The main purpose of this division is to manage the company's finances. At the same time, the finance department performs the following functions: development of medium-term (for 1-2 years) financial forecasts, cash flow control, settlement of financial relationships with customers, subcontractors, suppliers of materials and equipment, work with banks and insurance companies, payment of taxes, payroll , calculation of depreciation charges.

The internal accounting department prepares monthly financial balances on individual contracts and the company as a whole, as well as the annual financial report, which is the main final document of the company. The annual report is subject to a thorough audit (conducted by 4-6 auditors and lasts up to 2 months). Auditors are allowed to talk to any employees. They have access to all financial documents. If significant discrepancies are found between the financial indicators presented by the company and those calculated during the audit, the report is publicly declared unsatisfactory. Such cases in practice are extremely rare, since the negative opinion of the audit firm causes irreparable damage to the reputation of the construction company.

The finance division also includes legal department, which provides legal services to all departments of the company. Important functions of this department are registration of the creation of subsidiaries and branches, joint ventures, changes in share capital.

The main material incentive for the work of managerial workers in the West is an increase in wages and promotion. Bonuses play an insignificant role and are paid, as a rule, only for specific achievements (obtaining profitable order, implementation new technology). Thus, in the United States, the share of bonuses in the cost of wages for entrepreneurs is only 3%. This attitude to bonuses is explained by the fact that in countries with a developed labor market, high quality and efficiency are a sine qua non of job retention, not to mention promotion, and are therefore not subject to additional pay. In addition, premiums are associated with uncertainty in costs, cost and profit levels, and create difficulties in financial planning.

The level of remuneration of a specialist is determined purely individually and depends not only on his place in the management hierarchy and duties performed, but also on such factors as basic education, length of service and work experience, skill level, knowledge of foreign languages, health status.

In general, the following basic principles are used in setting salaries.

1. Do not pay obviously little, below the average. This is considered economically short-sighted and reduces the prestige of the firm.

2. Payment above the average level creates a good reputation for the company, increases its competitiveness, attracts the best specialists.

3. The salary must be no less than at the previous place of work.

4. The salary of a valuable specialist should provide him with a decent standard of living, initiate a feeling of gratitude and pride in the company.

5. The salary of an employee should stimulate his desire for improvement. At the same time, it is necessary to clearly formulate the criteria for promotion and salary increase. Each specialist should have a clear idea of ​​their growth prospects, at least for the next 3-5 years.

6. In labor contracts unfavorable conditions for the firm should be openly stated under which the salary can be reduced, which will increase the personal responsibility of employees.

7. For creative work that requires non-standard solutions, you need to pay much more than for routine work. It is possible to have employees who are paid exclusively for "ideas" (this is typical mainly for large firms).

The salary of employees in Western firms is much higher than that of workers. So in the USA, the ratio is 1.8-2.5 for leading specialists (managers, economists, technologists, mechanics), 1.6-1.8 for engineers and construction site managers, and 1.2-1.5 for routine workers (planners, accountants, accountants). The exceptions are clerks and service staff, whose salary is usually 30-40% lower than that of workers.

The constant complication of production, technical and organizational and economic systems - firms, enterprises, industries, and other subjects of production and economic activity - and the need to analyze them in order to improve functioning and increase efficiency necessitate the use special means description and analysis of such systems.

In the United States, it was proposed to implement the ICAM (Integrated Computer Aided Manufacturing) Program of Integrated Computerization of Production, aimed at increasing the efficiency of industrial enterprises through the widespread introduction of computer (information) technologies.

The implementation of the ICAM program required the creation of adequate analysis and design methods production systems and ways of exchanging information between professionals dealing with such issues. To meet this need, within the framework of the ICAM program, the IDEF (ICAM Definition) methodology was developed, which makes it possible to study the structure, parameters and characteristics of production, technical and organizational and economic systems (hereinafter, where this does not cause misunderstanding - systems). The general IDEF methodology consists of three specific modeling methodologies based on the graphical representation of systems:1

1. IDEF0 is used to create a functional model that displays the structure and functions of the system, as well as the flows of information and material objects that link these functions;

2. IDEF1 is used to build an information model that displays the structure and content of the information flows necessary to support the system functions;

3. IDEF2 allows you to build a dynamic model of the time-varying behavior of functions, information, and system resources.

To date, the IDEF0 and IDEF1 (IDEF1X) methodologies, which have received the status of federal standards in the United States, are the most widespread and used.

But in order to use in your practice modern techniques management, tested at many enterprises in developed foreign countries, at least it is necessary to understand and analyze the existing organizational structure that has objectively developed at our enterprises.

1. Implementation of strategic planning and marketing services.

2. Long-term development financial planning and forecasting as the basis for developing a firm's market strategy. The introduction of hard financial control under separate contracts and clear cash flow control, which will help to avoid crisis situations. Compilation of the annual financial report firms with its subsequent authoritative audit, as required condition creating and maintaining a high image.

3. Elimination of unnecessary intermediate links in the management system that hinder direct and feedback between management and lower production cells and reduce its effectiveness

4. Intensive introduction of computer systems, which can significantly increase the efficiency and effectiveness of management decisions.

However, it should be remembered that the most reasonable way to reorganize management systems is an evolutionary path. A sharp breakdown of organizational structures can lead to high costs and, moreover, to a complete loss of their performance. It should be noted that in Belarusian companies the reforms of the management system are, as a rule, spontaneous, one-time and are the prerogative of top management. At the same time, foreign construction firms have special services for improving the management system (for example, in the US, such services are available in 80% of firms). The number of management system development services reaches 40 or more people. Reformation of organizational structures is carried out every 5-6 years, in accordance with the change economic conditions and company goals. At the same time, the adjustment of the management system, aimed at increasing its efficiency, is of a continuous nature.

2. Analysis of the structure and functions of the management apparatus at the enterprise JSC NTK "Alesya"

2.1 Organizational and economic characteristics of OAO NTK "Alesya"

Open Joint Stock Company "Novobelitskaya trade company"Alesya" (JSC NTK "Alesya") is one of the largest wholesale and retail organizations in the field, holding a leading position in trading business. Consists of 17 stores, 2 confectionery shops, 2 enterprises Catering, auxiliary units - construction group, automobile site, wholesale base.

The headcount as of January 1, 2013 is 668 people, including 67 managers, 62 specialists, 5 other employees, 531 workers.

The staff of the organization is a laureate of the honorary award of the Ministry of Trade of the Republic of Belarus "Bronze Mercury".

JSC NTC "Alesya" was established on the basis of the decision of the Gomel Regional Executive Committee dated April 10, 2000 No. 196 through the transformation of JSC "Zarechnoye" and JSC "Novobelitskoe wholesale and retail enterprise "Alesya" in accordance with the legislation of the Republic of Belarus and privatization state property and registered by the Gomel Regional Executive Committee by decision No. 196 dated April 10, 2000 in the Unified State Register of Legal Entities and Individual Entrepreneurs under No. 400030267 (Appendix A).

Address (location) of the organization: 246021, Gomel, st. Republican, d. 5.

The main activity of the organization is retail and wholesale trade.

Advantages of OAO NTK "Alesya":

Favorable location of the organization;

Formed image;

Annual awards, diplomas in various categories.

The organization is licensed to carry out retail alcoholic beverages and tobacco products No. 34010/103; a license for the right to carry out activities related to the circulation (with the exception of retail trade, export and import) of alcoholic non-food alcohol-containing products (except for antiseptic medicines and veterinary drugs related to non-food alcohol-containing products), non-food ethyl alcohol and tobacco products №30000/0034216.

The organizational structure of management of OAO NTK "Alesya" is shown in Figure 2.1.

Figure 2.1 - Organizational structure of management of JSC "Alesya"

Note - Source: [Appendix B]

Based on the data studied and the application to the balance sheet of the organization "Profit and Loss Statement" we will compile Table 2.1 and analyze it.

Table 2.1 - Main economic indicators activities of JSC "Alesya" for 2011-2012.

Note - Source: [Appendix D]

In accordance with the data of table 2.1 in the organization for 2011-2012. there is an increase in sales proceeds by 90.8% (106,801 million rubles) to 224,420 million rubles. The cost of production increased by 90.8% (88365 million rubles) and amounted to 185595 million rubles. The cost of production does not exceed the proceeds from sales in 2011-2012.

Profit before tax in 2012 increased by 2229 million rubles. (or 2.2 times) and amounted to 4029 million rubles. Net profit in 2011 amounted to 1304 million rubles, in 2012 - 2685 million rubles. The profitability of sold products to volume increased by 0.1% and amounted to 1.2%.

Consider the main financial indicators of the organization for 2011 - 2012.

Table 2.2 - Main financial indicators of OAO NTK "Alesya" for 2011-2012

Note - Source: [Appendix E]

In accordance with the data in Table. 2.2 it should be noted that the organization is characterized by a profitable implementation of activities. On average in the country and in the city of Gomel, the average salary for 2012 is 4020 thousand rubles.

Improving the management of the financial condition of organizations is carried out in four main areas:

1. increase the solvency of the organization;

2. Enhance financial results activities of the organization;

3. increase the financial stability of the organization;

4. boost business activity organizations.

The trend of 2012 in the organization was a systematic increase in wages, an increase in the profits of the organization. The reserves for improving the financial condition of JSC "Alesya" are increasing solvency, strengthening financial stability, increasing profits and profitability.

Personnel management in OAO NTK "Alesya" is carried out by CEO, the personnel department, including the head of the department, two personnel specialists.

The functions of personnel management are implemented using certain methods:

Organizational;

administrative;

Economic;

Socio-psychological.

Organizational methods used in OAO NTK "Alesya" include: organizational design, regulation, regulation.

Administrative methods are implemented in the form of an order, resolution, order, instruction, command, recommendation. These methods are mostly case specific.

The economic motivation of personnel includes direct material remuneration, wages, bonuses (or bonuses), participation in profits and equity; additional payments; fines.

Socio-psychological methods of personnel management include moral encouragement, social planning, persuasion, suggestion, personal example, regulation of interpersonal and intergroup relations, creation and maintenance of a moral climate in the team.

Planning indicators for labor and wages in the organization is carried out as part of the preparation of a business plan for socio-economic development for the year. The planned wage fund, the average monthly salary is forecasted. Calculations are carried out by the method of direct counting.

Let us consider the structure and composition of the personnel of OAO Alesya.

The presence, composition and structure of the organization's personnel in dynamics for two years based on a report on the number, composition and professional training of 6-t personnel (personnel) are presented in Table 2.3.

Table 2.3 - The composition and structure of the personnel of JSC "Alesya" for 2012-01.01.2013

The organization and management of the work of the enterprise is carried out by the management apparatus.

AT business vocabulary the following definition is given manadgement Department - bodies, divisions, services performing management functions on a national scale, region, enterprise, firm, organization ».

Enterprise management apparatus represents a group of employees who carry out a targeted impact on the controlled object. This includes people who take management decisions, as well as providing the process of preparation, adoption and implementation of decisions. In accordance with the functions performed in the management apparatus, managers, specialists and technical performers are allocated.

Any management apparatus (office, office) is an "information factory". Its main role is to process information in a similar way to an industrial enterprise that processes materials and produces energy.

The control apparatus receives information in the most different forms. In the same forms, the office produces information. It can be:

Data issued by a computer in electronic form;

Documents transmitting information in numerical or digital form;

Oral information transmitted over the telephone, often in electronic form.

Between the process of receiving and disseminating information, the device performs a number of different actions. It can: 1) transform information (for example, sales information into information about revenue received and work performed); 2) combine information (for example, sales information with purchasing information into inventory information); 3) accumulate information (for example, sales information for the preparation of monthly and annual income reports).

As a rule, the management apparatus uses the received data as a basis for the production of its other important products - decisions. These may be decisions: a) local and operational in nature - such as decisions regarding the purchase and sale of products, hiring and firing workers, raising or lowering prices; b) long-term, strategic nature - decisions related to the expansion of the enterprise, investments, product retirement, entry into the corporation and exit from it.

Thus, the control apparatus is "information processing factories", with two types of output: information (data, documents, verbal information) and decisions (short term and long term). In some cases, the administrative apparatus specializes in one of these areas.

The units of the apparatus that produce products of the first type (information) include: subdivisions that are engaged in the preparation of technical instructions; accounting and financial departments; departments preparing information for the public.

The units of the apparatus, the main product of which is the production of decisions, include: production management units; sales departments; top management apparatus. The links of the apparatus that produce products of both types include: technical subdivisions; offices dealing with personnel matters; marketing divisions.

The management of enterprises should deal with the productivity of "information factories" in the same way as departments for the production of products. In information production, increasing productivity means increasing the cost of information per unit of input. This may be more information (for example, more letters or technical instructions); higher quality of information (more readable texts, with fewer errors); more timely information technical instruction compiled at the same time as the product modification). When applied to solutions, increasing productivity is an increase in the cost of solutions per unit of cost. In practice, this means: more decisions (for example, based on a choice of more purchase and sales options or offers work force); higher quality decisions (choices that lead to increased profits or improved unit performance); more timely decisions (the choice that responds more quickly to changing conditions).

The management apparatus functions in the form of an organizational management structure.

Organization management structure - a set of specialized functional units interconnected in the process of substantiation, development, adoption and implementation of management decisions.

The organizational structure of management determines the required number of management personnel and its distribution among the departments of the management apparatus; establishes the composition of the divisions of the administrative apparatus; regulates administrative, functional and informational relationships between employees of the management apparatus and departments; establishes the rights, duties and responsibilities of management employees; determines the requirements for the professional level of employees, etc.

There are a number types of organizational structures, among which the construction on the principle of departments (subdivisions) is the simplest. Organizations can be classified into the following types of governance structures:

with a linear organization of management;

with linear and functional control;

with a two-channel control structure;

with a matrix control system;

using committees;

Linear organization of management usually takes place in small enterprises, where the distribution of management tasks is limited by the presence of a small administrative apparatus and production, see diagram 1.

Scheme 1. Linear organizational structure of the enterprise

All direct powers go from top to bottom.

Among the advantages: a clear distribution of duties and responsibilities, an operative decision-making process, clarity of unity of command, which contributes to the formation of a stable and strong organization. Among the shortcomings are inflexibility, rigidity of management (everything is in the hands of the leader and his role).

Linear-functional structure is the most common approach. Line management is supported by support services for the main management functions (production, marketing, finance).

Scheme 2. Linear-functional structure of the enterprise

Advantages of a linear functional organizational structure:

High level of competence of specialists and their qualifications;

This form is effective for the implementation of established plans and is valid for the effective operation of the enterprise;

Allows you to easily manage subordinates.

The cons include:

Inefficiency in a difficult market situation, because initiative and effective transmission from the bottom up are difficult;

Decisions are made at the top level, as a result, efficiency is lost;

Weak coordination of actions of functional divisions;

The promotion and reward system is based on the ability of a specialist to perform tasks within a functional unit, and not on a contribution to the final result.

Divisional organizational structure.

In search of a way out of the situation of inefficiency in the activities of linear-functional structures, a number of American companies in the 1920s carried out decentralization of management by creating so-called divisional structures (Dunon, General Motors). In the 1960s and 1970s, this became the dominant approach for large US firms. The essence of this approach lies in the allocation to the management apparatus as the main structural element not of a functional service, but of a completely autonomous production department in the economic sense - a large plant or group of enterprises - producing a certain type of product. These departments were entrusted with the entire responsibility for the development, production and marketing of more or less homogeneous products. Accordingly, a management apparatus and a production unit were formed in them, see Diagram 3.

Scheme 3. Divisional organizational structure of the organization

Matrix system for building an organization.

This scheme is intended to unite in a group of company specialists in order to work on a project, see scheme 4.

Ying - engineer, K - designer, MS - supply, F - finance, M - marketer

Diagram 4. Matrix organizational structure

Employees of the matrix structure have dual subordination to both the project team leader and their functional managers.

This approach provides the development innovative technologies, efficiency, initiative, etc. Among the shortcomings - greed, spending, the struggle for power.

At the same time, matrix approaches in various modifications (new product development departments, business innovation units, micro-departments of risky initiatives, NCPs (independent business units), strategic business centers with CCs) due to their flexibility take place in large and medium-sized companies. It must be borne in mind that they may not be effective on their own. The experience of FM Bank showed that the effect in the activity of the enterprise comes when information technologies are "combined" with the structure of the bank.

The effectiveness of the introduction of computer technologies in the activities of the bank was ensured by the creation of working groups of experts in the field of finance, marketing, computer engineers, acting together at the stage of transaction processing. At the same time, the working group has become efficient, thanks to the use of the latest developments information technologies infiltrating the economy. In FM, multidisciplinary groups have been created, the activities of which are corrected for comprehensive service consumer. It is the interaction of updated organizational structures and advanced technologies that is the reason for the growth in labor productivity. As a result of the change in the organizational structure of FM, we will get rid of a huge number of middle managers, reducing the administrative apparatus.

Management proceeds from the fact that the ideal organizational structure of an enterprise is a very relative concept and forms can change with the development of the company, changes in its strategy and market conditions.

Today, the problem of the optimal combination of centralization and decentralization is central to the creation of organizational management structures.

The second direction is the creation of "flat" structures that ensure the reduction of the apparatus (middle level) with the transfer of authority to the lower levels.

The third direction - determines that only a deep change organizational culture, the entire system of values ​​in the company - can provide an increase in management efficiency when reorganizing management structures.

The evolution of the administrative apparatus can be traced back to ancient civilizations. For example, the ancient Assyrians used cuneiform writing to record the quantities produced, sold, and deposited, as well as taxes. From cuneiform writing to computers and telecommunications - the types of activity and methods of work of the administrative apparatus have undergone such a centuries-old evolution.

"Scribe's Office". The existence of such offices is evidenced by literary works created over 150 years ago. According to the descriptions of Charles Dickens, we can imagine the picture of the London office of that time as follows: a clerk sits on a stool behind a high desk and carefully enters accounts in a ledger or writes letters with a quill pen, periodically dipping it into an inkwell. The main tools of the clerk of that time were a pen, an inkwell and an account book, the means of communication was a personal messenger or packet service. By modern standards, the productivity of such an office looks extremely low: each letter was separately copied by hand. If a mistake was made, the entire letter was rewritten. Accounts were calculated manually. Accounts were the only basis for decision-making; there was no other information.

"Mechanized office". A significant change in the technical equipment of the administrative apparatus occurred about 50 years later, in the 1880s, with the advent of the so-called "mechanized office".

The "mechanization of the office" began with the invention of the typewriter and its introduction to the general market. But it became widespread with the advent of the telephone, telegraph, telex and teletype, as well as with the development of the state postal system and the network railways. All this supplanted the "clerk's office", which was replaced by the "mechanized office":

mechanically written carbon paper letters (which reduced the time of their writing);

· prompt exchange of information between offices by post, telegraph and telephone, which allowed making decisions based on more complete information and in a shorter time frame;

· Training of qualified personnel so that clerks, accountants and other accountants are not involved in the preparation of final documents.

As a result of these changes, the productivity of the management apparatus has increased significantly. With the change in technology, there were changes in the apparatus of the organization of management and its functions. The technically equipped administrative apparatus created the preconditions for the development of modern bureaucratic organizations, large corporations, state bodies, because it provided them with vital information and means for processing documents.

"Electrified office". The industrial revolution of the first half of the 20th century was characterized by the extensive development of industrial and household tools powered by electricity or electrical signals. The technique of the control apparatus changed, especially in the 1940s and 60s, when electric typewriters with replaceable heads, copiers working with plain paper, portable voice recorders and facsimile devices became widely used. The result was the so-called "electrified office".

The main purpose of this series of innovations was to increase the level of office work. The productivity of the administrative apparatus and the quality of documents have increased. The electric typewriter was faster and provided clearer, higher quality printing, as well as allowing you to vary the font. The plain paper copier produced high quality copies of documents at little cost. This significantly increased the efficiency of information transfer.

In many countries of the world, the "electrified office" is the apparatus of management today, but a number of countries have already introduced next-generation office technology.

Bibliography

1. Avtonomov, V.S. Introduction to economics: textbook. - M.: Vita-Press, 2008.

2. Brass, A.A. Management: basic concepts, types, functions. textbook allowance for students. economy universities. - Minsk: Misanta LLC, 2002.

3. Management: textbook / E.L. Dracheva, L.I. Yulikov. – 8th edition, stereotypical. - Moscow: Academy, 2007. - 288 p. - (The average professional education. Economics and Management) .

4. Yakovlev G.S. Apparatus of management: principles of organization. - M.: Yurid. lit., 1974.

Managing the activities of the production system as a whole. They are built on the principle of hierarchy, which provides for the division of departments into higher and lower. The linear body of each stage performs the whole range of functions of managing the corresponding object, which is the lower line unit; communication between units of different levels is carried out one by one. vertical channel. This type of structure most fully meets the principle of centralism and increases the responsibility of leadership and execution. The effectiveness of linear structures is significantly reduced with the complication of production systems, as the range of special issues for various management functions expands, which must be solved by one manager, the linkage of the management structure increases, the danger of red tape increases due to the need to use only vertical connections. For driving modern enterprise the use of linear structures of the control apparatus in its pure form is practically impossible. However, linear bodies and communications are used in the construction of the structure of the enterprise and production association management apparatus.

Depending on the tasks and nature of the program, the organizational framework for its implementation (enterprise, association, industry, department), the types of program-target structures being created, the content of the functions of individual bodies can vary significantly, however, their distribution between the levels and main links of the management apparatus should be based on compliance with certain principles arising from the objective patterns of the implementation of organizational relationships in socio-economic systems.

The Chairman of the State Customs Committee 1) directs the activities of the State Customs Committee, other customs bodies of the Russian Federation, customs laboratories and other subordinate enterprises, institutions and organizations on the principles of unity of command 2) bears personal responsibility for the fulfillment of the tasks and functions assigned to the State Customs Committee 3) represents the State Customs Committee and ensures its interaction with other state bodies of the Russian Federation 4) distributes duties among the deputy chairmen of the State Customs Committee and establishes the degree of their responsibility 5) signs (approves) normative acts within the competence of the State Customs Committee, organizes verification of their implementation 6) appoints and dismisses executives of the State Customs Committee, heads and chief accountants of regional customs departments and customs offices of the Russian Federation, heads of customs laboratories and other subordinate enterprises, institutions and organizations 7) establishes the powers of subordinate customs authorities of the Russian Federation to independently resolve organizational, personnel, financial and other issues c 8) approves the regulations on the main departments and other structural subdivisions of the State Customs Committee, regional customs departments, customs and customs posts of the Russian Federation, customs laboratories, as well as the regulations (charters) of other subordinate enterprises, institutions and organizations 9) approves within the established number and payment fund structure, staffing of the State Customs Committee, as well as an estimate of expenses for the maintenance of the administrative apparatus 10) assigns, within its powers, special ranks to employees of subordinate institutions, in the prescribed manner submits submissions on the assignment of special ranks of senior commanding staff to officials of customs authorities and employees of institutions 11 ) awards badges and applies other forms of encouragement to employees of customs authorities, customs laboratories and other subordinate enterprises, institutions and organizations titles and state awards of the Russian Federation 13) apply in full the disciplinary measures established by the legislation of the Russian Federation in relation to employees of customs authorities, heads of customs laboratories and other subordinate enterprises, institutions and organizations 14) perform other functions and enjoy other rights in accordance with the legislation of the Russian Federation .

State organization is a general concept. This includes government agencies and enterprises. The differences between enterprises and institutions are in their purpose, role in society, the content of the main activity. Enterprises are primarily engaged in production activities, institutions - management, social services population. At state enterprises, there is an administration (its bodies), but its functions are reduced to resolving issues internal management, and it does not act externally as a governing body. There are different types of enterprises by the nature of their activities (production, trade, etc.), by subordination and structure (state, municipal, joint-stock, unitary, etc.). State enterprises are not part of the state apparatus.

Expansion of functions of association. One of the main directions of increasing the efficiency of production is its concentration. In the oil industry, the main production unit should be a production association - a single territorial-production complex of a large number of legally independent enterprises of drilling, production, auxiliary services. The management body of the association (the apparatus of the association) already at the present time carries out a number of planning and distribution supply functions of management. rotting exercises administrative functions, distributes production tasks among enterprises, ensures the sale of products, the implementation of funds, uninterrupted supply and systematic work of enterprises, studies and generalizes the experience of their work, develops long-term plans for the development of the association as a whole and all its enterprises, etc. With the transition to a new production management structure, the functions of the association have expanded significantly, since most enterprises are directly subordinate to the association, bypassing intermediate management instances (trust, management). In the future, with the development of specialization and cooperation of labor, automation and mechanization of production, the introduction of automated control systems - oil, improvement