The concept and meaning of structure in management, we found out in 1.1. of this section and in connection with its definition, it can be noted that it is characterized by the distribution of goals, functions and tasks of management, both vertically and horizontally. Those. the organizational structure fixes the division of labor both in the administrative apparatus and in production. Therefore, the production structure stands out - workshopless, workshop, corps, branch and organizational management structure with its own types.

Thus, under organizational structure we will understand a set of links and levels of management in their subordination and interconnection .

Here, under the LINK we will understand a structural unit or an individual specialist performing any management function or part of this function.

The accounting department, the marketing department or the head of the shop, a shift foreman can act as a link.

Under step management is understood as a set of management links of the same level.

If the relationship of links is horizontal, then the relationship of levels, levels of management is vertical.

Thus, the organizational structure of the firm determines its composition and subordination system in the overall management hierarchy. It is characterized by the distribution of goals management activities and work on their implementation, information flows and workflow, the balance of authority, responsibility and subordination between employees.

The activity of all parts of the organizational structure is aimed at achieving the goals of the company. Therefore, the entire work of this system should develop in close interconnection with its constituent units, creating the most favorable conditions for the functioning of each unit, their entirety and, ultimately, to improve the efficiency of the company as a whole.

Organizational structure management is an integrating element of the management system, the formation of which is influenced by the goals, features of the managed object, its place in larger systems, the methods used, processes and management techniques, content and organization information support, professional and qualification staff of managers and specialists.

Highly important point when forming the management structure of an organization, it is necessary to identify the degree of its rationality, since the effectiveness of the work of the entire organization depends on this. To do this, it is necessary to form such an organizational management structure that would best correspond to the objective conditions for the development of the company. This is a creative task, which by no means boils down to the use of typical management structures that have justified themselves in some fairly limited conditions of activity.

Administrative wisdom, - British researchers noted, - begins where there is an awareness that there is no one optimal type of management systems. This does not mean denying the possibility and necessity of classifying management structures as a subject of research and design, but requires systems approach to their description.

Depending on the nature of the ties between different departments, there are the following types organizational structures of production management: linear, functional, linear-functional, matrix, program-target, divisional.

Linear control structure It is characterized by the fact that at the head of each production unit there is a leader, endowed with all powers and exercising sole leadership of subordinate employees and concentrating all management functions in his hands. The principle of unity of command assumes that subordinates carry out the orders of one leader. The higher management body does not have the right to give orders to any performers, bypassing their immediate supervisor.

The advantage of a linear management structure is: unity and clarity of command, coordination of actions of performers, increased responsibility of the head for the results of the activities of the unit he leads, efficiency in decision-making, personal responsibility of the head for the results of the activities of his unit.

Disadvantages: high requirements for the manager, who must have extensive knowledge and experience in all management functions and areas of activity.

The linear management structure is used by small and medium-sized firms in the absence of broad cooperative ties between enterprises.

Topic 7 Organizational structure of management

The concept of the organizational structure of management.

Factors that determine the organizational structure of management.

Classification of organizational structures of management.

Organizational design of management structures.

The organizational structure of management is an integral part of the organization and belongs to one of the most important categories of management.

The first organizational structures appeared before our era in the army. From the moment of its formation, the church had an organizational model of governance. And the administrative term “hierarchy” itself came to us from the church (For example, in the Orthodox church hierarchy there are three levels: bishopric, priesthood, deaconate.).

The organizational structure of management, along with other internal variables, plays a significant role in the adaptation of the organization to the external environment, and therefore, in its ability to survive.

Therefore, the management structure must be optimal in relation to the organization and its external environment and change along with them.

The management structure of the organization should be such as to ensure the implementation of its strategy, the achievement of its goals and the effective solution of the tasks facing the organization. There are many definitions of governance structure.

Important points that follow from the definitions of structure include the following:

structure- is a set of interrelated units, or levels of management and functional areas;

structure should be consistent with the goals of the organization and ensure their effective achievement;

structure- is a component of the organizational system;

structure based on the goals of the organization;

structure should be consistent with the values ​​of the organization;

structure should be consistent with the organization's strategy;

primacy of functions in relation to the structure;

within the structure the management process is implemented;

within the structure the following elements are distinguished: levels (links) of management; horizontal and vertical, linear and functional connections;

structure is characterized by: specialization, division of labor and its cooperation (for managerial personnel - departmentalization); centralization, decentralization and the process by which it is carried out - delegation of authority; coordination of activities and compliance with the norms of controllability.

It can be seen from the above that the management structure is a rather capacious and ambiguous concept. On the one hand, it certainly reflects the subject of management in the organization. On the other hand, it carries out the interaction of the subject and the object of management.

In a broad sense, under the organizational structure of management can be understood as an ordered set of links in the management of an organization (positions, divisions and services) that have the necessary material and technical base, perform specific administrative functions and are in a certain mutual connection and subordination.

Organizational structure of management consists of the structure of the enterprise management apparatus and its production structure (the structure of the subject and object of management).

Production structure of the organization - this is a set of main, auxiliary and service units that ensure the processing of the "input" of the system into its "output" - a finished product with parameters set as a result of planning (goals, tasks, plans).

To elements of the organizational structure of management include:

independent structural units - an administratively separate part that performs one or more general management functions (production division, workshop, etc.);

control link - one or more units that are not necessarily separated administratively, but perform a specific managerial function (department, planning bureau, etc.);

management cell - a separate employee of management or an independent structural unit that performs one or more special functions management.

Chief Executive

(director, board of directors)

service leaders,

divisions, departments

Rice. 7.1. Management levels

All parts of the management structure are united communication channels . Thus, the organization's management structure is based on functions and information flows.

Management links differ in size and structure, scope of authority, scope and complexity of the tasks to be solved, and the need for information. The set of links occupying a certain step in the management hierarchy is defined as control level (See Fig. 7.1.).

Allocate links general management (directorate); linear control (management bodies of subdivisions of the main activity); functional management (for example, planning and economic department).

The management structure is characterized by the presence of links between elements:

horizontal links (cross-functional or cooperative) are in the nature of coordination and are, as a rule, single-level;

vertical links - these are subordination links that arise when there are several levels of management, vertical links are linear and functional.

Management structures have three main functions :

effective achievement of goals (aimed at what organizations produce);

minimizing or at least controlling the impact individual behavior and organization (structures are forced to ensure that the people in the organization agree with its requirements, and not vice versa);

exercising power functions, making decisions and actions of the organization ;

Organizational management structures have a number of structural characteristics such as complexity, formalization and correlation of centralization and decentralization.

Complexity – this is what strikes a person who has entered any organization except the simplest. This is the division of labor, job descriptions, many departments and hierarchical levels. Complexity most often includes two components - horizontal differentiation and vertical, or hierarchical, differentiation.

Horizontal differentiation reflects the degree of division of labor and tasks between individual management units. The more different areas in the organization that require specialized knowledge and skills, the more horizontally complex it is. There are two main approaches to separation of concerns and, accordingly, two ways to measure complexity.

The first method of dividing tasks is aimed at enabling highly qualified specialists to perform the full scope of work; the second is to divide tasks in detail so that they can be performed by non-specialists.

Vertical differentiation linked to the organizational hierarchy.

The more steps there are between the top level and executive workers, the more complex the organization is. Vertical differentiation consists of levels of power built in a hierarchical order. Power is distributed according to positions and the leaders who occupy these positions.

Formalization is an important key structural variable for the members of the organization, because the behavior of the individual is largely determined by the degree of formalization. Rules and procedures designed to ensure communication within an organization and deal with emergencies are called formalization. The degree of formalization reflects the system of relations, the structure of powers and functions that allow to carry out purposeful activities.

Relationship between centralization and decentralization represents the ratio of the levels at which managerial decisions are made.

Centralization reflects the degree of concentration of decision-making in one hand, which is associated with formal power, i.e. with the rights that a certain person in the organization is vested with. Centralization is based on the principles of “command and control”, i.e. represents a "command-and-control" type of management, which is rather inert and poorly adaptive to rapidly changing market conditions, although the positive moment can be attributed to the fact that centralization is aimed at maintaining the integrity of the organization.

Decentralization is the opposite of centralization and is seen as the transfer to the grassroots of decision-making authority to the grassroots. Decentralization means that:

more decisions are made at lower levels of management;

the volume of centralized control over decisions made by management personnel is reduced;

various managerial functions are more influenced by decisions made at lower levels;

increased initiative and entrepreneurial spirit of management personnel;

leads to autonomy and increased flexibility in the functioning of the organization.

Absolute decentralization, like absolute centralization, is detrimental to the organization, since it can lead to its destruction and the emergence of several new organizations on its basis. Therefore, a reasonable ratio of centralization and decentralization in organizations, depending on its size, technology for the production of goods and services, the nature of the environment as a whole, allows achieving optimal performance.

Organizational control structures do not guarantee complete consistency, but they prevent accidental deviations.

It is convenient to represent organizational management structures graphically in the form of a structural diagram of an organization, which reflects which departments (positions) the organization consists of, how employees are distributed and where the channels of subordination and communication lie. It lays the logic of the relationship between management levels and functional areas.

II. The organizational structure of management is significantly influenced by a number of factors. These include the following factors: the size of the organization and the variety of activities carried out by it, the scale of manageability, technology, organizational culture, the environment and factors of national culture, human and economic factors, organizational culture (see Figure 7.2.).

The size of the organization and the variety of activities carried out by it. The larger the size of the organization, the greater the number of divisions, the more numerous and diverse the connections between them that need to be controlled, and therefore the more complex the organizational structure of management, all other things being equal.

Rice. 7.2. Factors affecting organizational

management structure

Organization Size actually consists of several components:

organization capacity (Production organizations have a relatively constant capacity, namely the number of production lines and their speed for processing raw materials; Universities have a capacity in the form of classrooms, study areas);

availability of staff in the organization (For some organizations, the larger the staff, the larger the budget - religious organizations and universities; The goal of other organizations is to reduce the number to a minimum in order to reduce costs);

output or cost of production (Sales volume is an important output parameter for many commercial organizations);

availability of discretionary resources for the organization in the form of wealth or net assets .

Controllability rate or, as otherwise called control scale.

narrow control structure

the scale of manageability (

minimum number of subordinates

and the maximum number of levels

management)

Manageability scale - 2

Governance structure with a wide scope of manageability

(maximum number of subordinates and minimum number

management levels)

Manageability scale - 7

Rice. 7.3. Organizational structure of management with a narrow and

wide scale management

In general, organizations can have a narrow and a wide range of manageability (see Figure 7.3). The ratio of management levels (hierarchies) and the scale of manageability can be represented as a matrix (see Fig. 7.4.).

Top management must decide on the optimal ratio of levels and scale of management. This ratio, as a rule, is associated with specialization and division of the labor (technological) process into separate operations.

Number of management levels

Maximum

Minimum

Scale

Manageability

Below optimal Above optimal

Rice. 7.4. The ratio of scale and levels of control.

Existing boundaries of manageability, overcoming which is either impossible or inefficient, since overcoming them leads to a decrease in the quality of management activity, its formalization and bureaucratization, ignoring important information, an increase in conflict, and an aggravation of internal struggle.

Technology. The nature of the technology directly affects the management structure of the organization. The number of levels in the management hierarchy, the scope of powers of the first-level managers and, accordingly, other managers depend on the technology used. Technology not only influences structure, but the effectiveness of an organization depends on the “fit” of technology to structure.

Organizational culture. The internal culture of the organization can have a significant impact on both the formation of the management structure and its changes. This factor may affect preferences, such as centralization or decentralization.

Environment. The characteristics of the environment put pressure on the organization, influencing the scope of their work and the way they produce technology. These main characteristics include stability, complexity, market diversity, hostility. The more dynamic (high degree of change) the environment, the more organic the structure. High degree external environment brings the structure to a more decentralized form. The diversity of the organization's markets leads the management structure to the market orientation of organizational units, if possible, economies of scale are used. The extreme hostility of the environment forces any organization to temporarily centralize the management structure.

Economic forces . This factor is quite significant in the system of factors affecting the management structure of the organization. For example, by grouping similar activities into a single unit led by one body instead of several previous ones, one can significantly reduce the corresponding costs.

Human factor. The management structure cannot but be influenced by the human factor - the social structure and relationships between people. So, if the organization does not have enough people with the necessary level of education and qualifications, an attempt to create a particular unit or position can hardly be successful, even if the need for them is undeniable. And vice versa, they may not be needed, but, nevertheless, they are created, because someone needs to be attached to a good place.

Factors of national culture. National culture affects the mentality of people, their value system and leadership style. Organizations are affected by the culture and environment in which they operate, just as they are affected by size and technology. Many management professionals believe that the influence of national cultures is additive in the sense that national coloring is added to differences in structure due to operating technology and market restrictions. Although there may be situations when cultural factors are stronger than technology.

natural factors. Such factors can influence the governance structure. These include geographic or natural-climatic. For example, their impact is manifested in the territorial dispersal of units and isolation from the central leadership, as well as in the extreme nature of the conditions for their activities.

Nature of activity. The management structure is largely determined by the nature of the activities of the units included in the organization. For industrial organizations, it will be completely different than for scientific ones.

In practice, there may be a backlog of the management structure from real needs, which tends to accumulate, generate imbalance, tension and, ultimately, the decline of the organization. Therefore, it must be constantly improved, maintained at the proper level of efficiency.

Effective governance structures characteristic:

profitability;

the unity of the constituent links with a clear delineation of the functions performed;

dynamism and flexibility, i.e. the ability to quickly change and adapt to new external and internal conditions, for which the management structure must be minimally inertial;

stability - the ability to maintain balance under the disturbing actions of internal and external factors;

the minimum number of management levels;

optimal level of controllability;

rational combination of centralization and decentralization.

In real business conditions, organizations have quite diverse types of organizational management structures. It is not possible to create a unified classification of such a spectrum of diverse structures. Therefore, they often resort to the classification of management structures according to various classification criteria, which include:

principles of management and subordination:

hierarchy levels;

degree of flexibility;

principles of partitioning system elements into subsystems;

orientation to the process of functioning;

time factor;

performance of functions and purpose.

The classification of management structures is shown in fig. 7.5.

The most typical management structures include:

linear;

functional;

linear-functional;

line staff;

divisional;

These management structures are united by the fact that they are based on functional specialization and are rigid, mechanistic or, as they are also called, bureaucratic structures based on certain regulatory rules and procedures. Depending on the considered classification features, these structures can also be attributed to certain types of management structures. Linear control structure(See Fig. 7.6.). Its essence lies in the fact that all management functions are concentrated at the head and each employee reports to one head.

Rice. 7.5. Classification of management structures

Advantages: precise definition and delimitation of functions and responsibilities, reduction of duplication of functions of the apparatus, unity of unity of command and command, ease of management (one communication channel).

Disadvantages: senior managers and departments are overloaded, as information flows into them, the transfer of information between departments is difficult, the assessment of the employee's abilities by the ability to perform functions within, and not in terms of ensuring the final result of the organization.

Distribution area: simple production if a hierarchy of subordination is needed. The relations of the senior foreman, foreman, foreman fit into a linear system. The head of such a structure is called linear.

In its purest form linear structure in practice it is not used, but more often it is an integral part of mixed forms and combinations of the management structure.

Rice. 7.6. Linear control structure

Functional management structure ( see fig. 7.7) . Essence: each employee reports to several managers, receives instructions from them and reports on his activities. These leaders are called functional.

Advantages: more competent solution of special issues, the availability of specialists competent in a strictly defined area, the release of line managers from solving some special issues.

Disadvantages: decrease in the level of executive discipline, violation of the principle of unity of command, vagueness in the distribution of functions and subordination, excessive interest in the implementation of the goals and objectives of "their" units.

Application area: in its pure form as an independent structure is extremely rare, more often in the form of functional departments of other organizational structures: production, financial, accounting, technical, supply, legal, personnel management, etc.

Rice. 7. 7. Functional management structure

Linear-functional management structure(See Fig. 7.8.). Essence: organic compound of linear and functional structures. The employee is directly subordinate to one boss, he receives tasks and informs not one, but a certain number of managers about his activities.

Advantages: the top manager, based on the proposals of the functional units, develops solutions for line managers of the lower level; in addition, line levels receive advice and guidance from the functional manager (FM) of senior management. This structure combines the advantages of linear and functional structures.

Disadvantages: rapid, difficult to manage fragmentation and an increase in the number of functional services, an increase in the number of poorly controlled horizontal connections, the assignment of command responsibilities by functional services due to the personal authority of the relevant leader, the tasks of the service may develop to the detriment of the development of the production system.

Application area: this type of structure is most common and is used both in small and medium-sized organizations, and in large ones - with a stable nature of production and relatively minor changes in the external environment.

Line-staff management structure (Fig. 7.9.). Essence: special subdivisions are created under line managers - headquarters services, consisting of representatives of design organizations, university scientists, specialists, representatives of local administration, scientists, designers, which are essentially an advisory body, but do not solve specific issues of production activities.

Rice. 7.8. Linear-functional management structure

Advantages: the line manager has the ability to make a competent decision in difficult situations.

Distribution area: when solving certain tasks of promising importance, as well as when solving new, unique projects.

Rice. 7.9. Linear-staff management structure.

Improvement and development of a linear-functional management structure led to the emergence divisional organizational structure of management(See Figure 7.10;7.11.;7.12.) .

Essence: separate divisions are endowed with a certain independence, enter into contractual relationship with each other on a self-financing basis. Adoption strategic decisions remains with top management. At the same time, the production units themselves necessarily have their own functional services for accounting, sales, technical and technological profile, etc., which work only for their product or region.

Advantages: clear division of responsibility, high flexibility and adaptability to external conditions, high autonomy of independent structural divisions, high-level management unloading, communications prostate and high motivation.

Disadvantages: some increase in staff, high need for managerial staff, difficult coordination, increased costs due to duplication of functions, difficulty in implementing a single policy, disunity of staff.

Application area: multidisciplinary organizations with diverse activities; organizations located in different regions; organizations implementing complex innovative projects.

Distinguish product and regional divisional management structure.

Product divisional management structure provides for the allocation of relatively autonomous and independent units focused on the production of a particular product or service.

Regional divisional management structure provides independence in decision-making to units at the location. This approach simplifies the communication of the organization with customers, as well as communication between members of the organization.

In individual organizations, there are mixed divisional structures, which are a combination of product and regional management structures.

The opposite of rigid (bureaucratic) governance structures are flexible or adaptive structures which can easily be modified and adapted to new conditions of activity, goals, tasks, and they also contribute to the promotion of new ideas and the development of collective creativity.

There are several types of adaptive structures: project, matrix, program-target, fragmentary, adhocracy and process.

Under project management structure is understood as a temporary organization created to solve a complex problem (project development and its implementation). Peculiarity : temporary education that carries out experiments, the development of a new type of product, technology, methods

Rice. 7.10. Product divisional management structure.

Rice. 7.11. Regional divisional management structure.

management, which is associated with the risk of failure of financial losses. After completion of the work, the design organization is liquidated. Advantages : high specialization, target orientation, clarity, mobility, allowing to achieve high quality work. disadvantages : resources throughout the entire life of the project are bound in it, and even in case of emergency they cannot be used, and upon completion of work and release, they cannot always find further use.

Matrix control structures(See Fig. 7.13.).

Essence: within the framework of the existing linear-functional structure, a specific target program that is important for the organization is being solved.

Peculiarity: double subordination, namely - directly to the head of the department and the project manager; are created within the framework of existing divisions of temporary working groups designed to solve problems.

Advantages: flexibility and adaptability, high efficiency in the implementation of new projects, release of senior management from solving operational issues, realization of the creative potential of project participants.

Disadvantages: double subordination leads to conflicts and confusion, the struggle for power intensifies.

Distribution area: expedient in the development of new types of projects, products.

Rice. 7. 12. Mixed divisional management structure.

For multidisciplinary organizations, especially those related to innovation, the principle of structuring by major strategic goals. In this case, a program-target management structure is formed.

AT program-target structure (PTS) unite certain types activities from among the existing units, subordinated for a certain period to solving the tasks set by the integrated target program. PCS is a kind of project (target orientation and temporary nature) and matrix (lack of special additional units intended for its implementation) management structures.

Fragmented governance structure unites various independent target groups "embedded" in existing management structures - the so-called teams (committees, commissions, brigades, etc.), which consist of specialists who are mainly engaged in theoretical solutions to individual technical, production, managerial and other problems. There can be several dozen such teams within the organizational structure of management.

Rice. 7.13. Matrix control structure

Process or process-oriented control structures have a significant difference from traditional organizational management structures, since they focus not on functional specialization, but on business processes taking place in the organization. Buisness process - it is a sequence of performing functions (works, operations) aimed at creating a result. Allocate the main and supporting business processes.

Basic business processes aimed at creating added value

(new quality) and occur within the framework of interaction with both consumers and suppliers (acquisition of raw materials - production of the product - sale to the consumer).

Supporting business processes - these are management processes, creation of management and business infrastructure (information support, quality system, etc.) and processes for developing new types of products and services.

Each business process has a combination of the following elements:

performance indicator is a value used to quantify the results of a process. Usually expressed in units of cost, time, or quality;

output - result process execution, provided to the "recipient" of the process (outside or inside the organization;

process – actions, works or procedures to be taken to turn an input into an output;

entrance – information, data, materials used by the process to form the output;

Management and control

Process input Result Result Result

or process exit

Technology Technology Technology Technology

execution of work execution of work execution of work execution

works

Flow (sequence) of work

Rice. 7.14. Process control scheme.

process owner – organizational unit that is responsible for the results of the process.

A diagram of a process-oriented control structure is presented in

figure 7.14.

Adhocracy governance structures are based on informal connections and are created to solve innovative or complex multidimensional problems that require a creative approach. Its members act as experts and often come together informally to work together. There are no special regulatory rules for activities, remuneration is carried out according to the final result in accordance with personal contribution, qualifications and knowledge.

To specific types of organizational management structures should include outsourcing management structures.

Outsourcing management structures arise when an organization outsources certain support functions to an external organization.

In domestic practice, such structures are sometimes called "truncated".

The annual turnover in the world market of "external management" services increases by 16.5%. The most typical “outsourced management” services include:

financial (maintenance accounting and formation financial reporting; treasury operations; preparation of regulatory reporting);

corporate (property management, support for marketing activities; legal services etc.);

servicing external and internal clients (information Technology).

Rice. 7.14. Scheme of process management of the organization.

Organizational management structures, together with organizations, are in constant development. Outdated management structures are being replaced by new ones that meet modern requirements. Modern management structures should contribute to:

successful implementation of the organization's strategy;

minimization of costs per unit of the final product;

increase in maneuverability (for example, if necessary, change the assortment);

increased flexibility;

maintaining their own dynamism, the ability to change their forms.

IV. The creation of any organization or division begins with organizational design .

The essence of organizational design consists in determining the future structure and management system of the organization, technological, administrative, informational relationships between the elements, rules and procedures for performing certain actions. It proceeds from the most rational variant of the division of labor, its subsequent cooperation, and is reflected in organizational project.

If the organization already exists, then in accordance with changes in the external and internal environment it and its individual elements must be constantly improved. This improvement is carried out within the framework of the development of the organization, which takes the form of periodic reorganization and is justified in the organizational action plan.

Depending on the scale of the necessary transformations, the reorganization can be elemental, partial and general. Elemental can be limited, for example, to changing the order of receiving visitors: partial - to the transformation of individual divisions; general affects all objects and aspects of the organization's activities, involves a radical renewal of its

structures, management system, functions of divisions, individual officials.

The organizational project and the plan of organizational measures are similar in many respects. First of all , they consist of the same elements: a list of planned activities, and technological maps for their implementation (mandatory); methodological recommendations and specific examples (have a recommendatory character). Secondly , both have a common object - an organization, although it is at different stages of its life cycle. In the first case, we are talking about the organization being created, and in the second - about the existing one.

Despite the similar nature of the organizational project and the plan of organizational and technical measures, there are a number of significant differences.

As part of project organization dealt with in in general terms, in an ideal state, so people are present here only in the abstract, like some average statistical subjects who have to fill the still empty seats.

Plan of organizational measures refers to real structures in which live people with certain interests, connections, etc. work, so it should be more individualized and selective.

Since design starts from scratch and covers all areas of the organization, it is a very labor-intensive work performed by specialized firms that have the opportunity to attract highly qualified professionals to it.

The general sequence of organizational design:

The implementation of the division of the organization horizontally, corresponding to the most important areas of activity for the implementation of the strategy;

Establishment of ratio of powers of various positions;

Definition official duties as a set of specific tasks and functions.

The implementation of the organizational project takes place in several stages:

Pre-project stage which includes the following sub-steps:

preliminary feasibility study (PTES) and feasibility study (FS) – goals, performance criteria and constraints that exist in the internal and external environment are determined;

development terms of reference(TK) – describes the main characteristics of the future management system, development timeline and cost effectiveness;

Design stage:

technical project (TP) development of technical documentation: general system documentation, documentation of line management, functional subsystems, support subsystems, etc.;

working draft (WP) - the purpose of the working draft is the development of working documentation necessary for the implementation of the management system and the execution of acceptance documents;

Project implementation - its beginning is carried out after the official approval of the RP and includes administrative, motivational and organizational actions.

Development is a constant process, at any given moment relating only to certain aspects of the organization's activities. Therefore, the development of an organizational plan is much less laborious and can often be carried out on its own.

The development of the organization and its individual elements in accordance with the changing requirements of the environment restores the disturbed internal and external balance, ensures its transition to a new qualitative state and creates the necessary prerequisites for normal functioning.

Design and improvement of organizations, its divisions, includes the following main areas: structure rization, composition, regulation, orientation . Since they are all closely interconnected, they are most often carried out in parallel.

Composition consists in the development of a general structural scheme of the organization, taking into account technological, informational and other relationships between departments and workplaces. Within its framework, general requirements are formulated for the mechanism of functioning and the nature of the interaction of individual elements of the organization (who reports to whom; who controls whom; who coordinates their activities with whom), | principles of selection and promotion of personnel, remuneration, material and moral incentives.

AT processstructuring , based on organizational goals, the composition of units, their internal structure, the tasks facing them and the jobs and positions they unite are determined.

Under regulation refers to the development of rules, procedures, instructions, standards that should guide the members of the organization in their daily activities; determination of the main functions of employees, the scope of their duties, the standards for the performance of certain operations. An important object of regulation is information, its content, frequency of receipt or provision. Regulation ensures the uniform implementation of repetitive managerial actions, regardless of the personal characteristics of those who perform them. It can be carried out centrally or independently as self-regulation based on recommendations.

Regulation can be considered both statically and dynamically. In the first case, we are talking about determining the status of the links in the management of goals, the tasks of each link, its place in the overall system, relations with others, rights, duties, responsibilities, conditions for economic incentives, the procedure for working with personnel, etc.

Regulation in dynamics is the determination of the cost of working time for the implementation of certain processes, functions, procedures.

Regulations are : organizational; economic, establishing the framework of economic activity; social, regulating labor relations.

The main regulatory documents in organizations are: the charter, regulations on the organization itself, its divisions, higher officials, schedules of their work, reception of visitors, staffing tables, job descriptions and instructions governing certain parties and activities.

Orientation is to create conditions for streamlining the position and movement of subjects and material objects within the organization. It can be numbering (codes of folders in the archive), verbal (plate on the door with the name of the employee), verbal-numbering, which is a combination of both, symbolic (road sign), graphic (schemes for personnel evacuation in case of fire), color (various wall painting on different floors).

Questions for self-control:

Expand the essence of the concept of "organizational structure of management".

What functions do management structures have?

Describe the main structural characteristics organizational structures of management.

What factors influence organizational management structures?

What types of organizational structures do you know?

Describe typical organizational management structures, reveal their advantages and disadvantages.

What are organic governance structures and what are their specific features?

What is the essence of organizational design?

What are the most important areas of organizational design?

What are the stages involved in the implementation of an organizational project?

The scheme of the organizational structure of management reflects the static position of units and positions and the nature of the relationship between them.

Distinguish connections:

linear (administrative subordination);

Functional (by field of activity without direct administrative subordination);

Interfunctional, or cooperative (between units of the same level).

Depending on the nature of the connections, several main types of organizational management structures are distinguished:

· linear;

· functional;

linear-functional;

divisional;

regional;

· matrix;

grocery

consumer oriented.

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

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

Since in a linear management structure decisions are passed along the “top-down” chain, and the head of the lower level of management is subordinate to the head of a higher level above him, a kind of hierarchy of leaders of this particular organization is formed. In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any performers, bypassing their immediate superior.

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

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

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

The linear organizational structure of management has its advantages and disadvantages.

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

Rice. 1 Linear organizational structure of management

Organizational structures differ from each other: formalization (the degree of use of pre-established rules and procedures), complexity (the degree of division of activities into various functions), the ratio of centralization and decentralization (the levels at which management decisions are made).

Among a large number different organizational structures should be highlighted three types of classical organizational structures: linear, functional and linear-functional.

Linear control structure assumes that each employee is subordinate and accountable to only one leader and is connected with the higher system only through him. The head is fully responsible for the activities of the unit entrusted to him.

The line structure clearly expresses the responsibility, it guarantees the speed of reaction to a direct order. An example of a linear organizational control structure is the command structure in the army, where each unit head is fully responsible for the actions of his unit to a higher commander. A conditionally linear structure is shown in Fig. 12.1.

Advantages linear control structure:

• o unity and clarity of command;
• o consistency of actions of performers;
• o increasing the responsibility of the head for the results of the activities of the unit headed by him;
• o efficiency in decision-making;
• o receiving by executors of interconnected orders and tasks provided with resources;
• o personal responsibility of the head for the final results of the activities of his unit.

Rice. 12.1.

D - director; I - performers

disadvantages The linear control structure can be reduced to the following:

• o high requirements for the manager, who must have extensive versatile knowledge and experience in all management functions and areas of activity carried out by employees subordinate to him, which in turn limits the scale of the headed unit and the manager’s ability to good governance them;
• o large overload of information, a huge flow of documentation, multiple contacts with subordinate, higher and related organizations.

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

The structure in which the division of managerial labor occurs according to management functions. For example, within manufacturing enterprise the following areas of work can be distinguished: organization of production, economic development and finance, research and development, procurement, social development team. For each of these areas, an appropriate deputy director can be appointed and given the appropriate powers and resources. Schematically, the functional structure of management is shown in fig. 12.2.

Rice. 12.2.

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

Advantages functional structure controls:

• o high competence of specialists responsible for the implementation of specific functions;
• o empowering line managers to operational management production as a result of their release from the preparation of information on issues of functional activity.

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

To shortcomings functional management structures include:

• o Difficulties in maintaining constant relationships between different functional services;
• o lengthy decision-making process;
• o hierarchy in the structure of relationships;
• o lack of mutual understanding and unity of action between employees of functional services of different production departments of the company;
• o reducing the responsibility of performers for work as a result of the depersonalization of their performance of their duties, since each performer receives instructions from several managers;
• o duplication and inconsistency of instructions and orders received by employees "from above", since each functional leader and the specialized division put their issues first;
• o Violation of the principles of unity of command and unity of management.

This structure is good for large firms and institutions with large quantity personnel and fixed activities.

In its pure form, linear and functional structures are rarely encountered in practice. More common is a mixed variant, which is called linear functional structure(Fig. 12.3).

The larger the firm and the more complex it is control system, the more branched apparatus it has. In this regard, there is an acute issue of coordinating the activities of functional services or creating large specialized units with highly qualified personnel who have at their disposal computer equipment.

Rice. 12.3.

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

Among the varieties of organizational management structures, a special place is occupied by matrix structure(Fig. 12.4). This is a modern effective type of organizational management structure, which is created by combining two types of structures: linear and program-targeted.

This structure is used in relatively large (program) projects, regional and sectoral (intersectoral) organizations and enterprises, within which several relatively independent projects are carried out simultaneously.

With a matrix management structure, when determining horizontal links, it is necessary:

• o selection and appointment of the head of the program (project), his deputies for individual subsystems (topics) in accordance with the structure of the program;
• o identification and appointment of responsible executors in each specialized unit;
• o organization of a special program management service. To ensure work within the framework of the matrix structure, changes are required in production structure: to create special target divisions in the parent company, bringing together leading specialists for the joint development of the main ideas of the program.

Rice. 12.4.

With a matrix management structure, the program (project) manager works with specialists not directly subordinate to him, who are subordinate to line managers. It basically determines what and when should be done for a particular program. Line managers decide who and how will perform this or that work.

Advantages matrix control system:

• o significant activation of the activities of managers and employees administrative apparatus through the formation of program units that actively interact with functional units, strengthening the relationship between them;
• o division of management functions between managers responsible for ensuring high end results(heads of project and program groups and departments), and managers responsible for ensuring the fullest use of available production, material and labor resources(heads of functional divisions);
• o involvement of managers of all levels and specialists in the sphere of active creative activity for the accelerated technical improvement of production.

From the whole variety of organizational management structures, it is advisable to single out two large groups . These are hierarchical and adaptive organizational structures. Differences between these structures are given in table. 12.1.

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

Adaptive organizational structures(organic, flexible) are characterized by good adaptability to external and internal working conditions, management hierarchy, an adequate number of management levels, structure flexibility, weak or moderate use of formal rules and procedures, decentralized decision-making, broadly defined by responsibility in activities.

Table 12.1

Comparison of hierarchical and adaptive organizational structures

The organizational structure of management is a set of management units and divisions and their relationships. This is a fixed division of labor in enterprise management.

OSU - uses specialization and division of labor to set goals that allow the organization to do something more than just sum up the efforts of all its members, delegation of rights and responsibilities occurs and how one system, covering the entire organization from top to bottom and allowing the most efficient distribution of tasks among its employees.

STRUCTURE SELECTION

The decision on the choice of the structure of the organization as a whole is almost always made by senior management. In a broad sense, the task of managers in this case is to choose the structure that best suits the goals and objectives of the organization, as well as internal and external factors affecting it.

AND ORGANIZATIONAL DESIGN.

Structure design should be based on strategic plans organizations. As strategies change over time, organizational structures may also need to change accordingly.

STAGES OF ORGANIZATIONAL DESIGN.

The structure of the organization should be designed from the top down. Leaders must first divide the organization into broad spheres, then set specific objectives - just as planning first formulates general objectives - and then draw up specific rules:

1. Carry out the division of the organization horizontally into broad blocks
2. Establish the ratio of powers of various positions.
3. Define job responsibilities

The effectiveness and efficiency of the organizational structure is affected by:

When designing organizational structures, one should proceed from a few simple laws of building an organization.

The first law is the law of division of labor. It says that the application of the division of labor leads to an increase in the efficiency of both the individual employee and the organization as a whole. The appearance in an organization consisting of only one person, the second member of the organization naturally leads to the division of labor between them.

The second law is a positive effect of the scale of activity: an increase in the number of an enterprise and / or the volume of production of goods or services also leads to an increase in labor efficiency. First of all, this effect is due to the possibility of a deeper division of labor in a firm where the number of workers is quite high.

The third law is the negative effect of scale, which manifests itself in the fact that, starting from a certain moment, the growth of the size of the enterprise itself becomes a brake on the further development of the organization. The reason for this lies in the decrease in the manageability of a large organization: a moment comes when the negative effect of scale begins to prevail over the positive effect of scale (unless, of course, special measures are taken, the consideration of which is beyond the scope of the first part of this work).

The fourth law is the marginal norm of manageability - the number of subordinates that one leader can effectively manage.

The fifth law is the presence of an optimal degree of enterprise centralization. The degree of centralization of an enterprise is determined by the quantity and quality of managerial decisions that are "allowed" to be independently made by managers of middle and lower levels of management. We are talking about the delegation of tasks and powers down the hierarchical chain from the manager to subordinates: a low level of delegation (high centralization of the organization) usually leads to a decrease in the initiative of middle and lower managers, as well as employees subordinate to them.

The sixth law is the principle of unity of command, the application of which allows you to ensure the coordination of all resources of the organization and increase individual responsibility each leader for the assigned work.

Most organizations today use bureaucratic management structures. traditional structure bureaucracy is a functional organization in which the latter is divided into units that perform specialized functions.

Since purely functional structures were not very efficient, large organizations switched to the use of divisional structures. The main types of such a structure are divisional structures, oriented either to different kinds products, or various groups consumers, or to different regions. The choice in favor of a particular structure is determined by the importance of this element in the strategic plans of the organization.

The advantages of bureaucratic management structures are a clear division of labor, hierarchical subordination of employees and management bodies, professional growth based on competence, and an ordered system of rules and standards that determine the functioning of the organization. The potential negative impacts that bureaucratic structures have on the functioning of an organization consist of rigid behavior, communication difficulties within the organization, and an inability to innovate quickly. These problems increase rapidly if the organization is faced with rapidly changing environments or high-tech products.

Some of the problems of bureaucratic structures can be solved by introducing organic or adaptive structures. The main types of adaptive structures are project organization, matrix organization and conglomerates.

In the project and matrix organization, specially created, temporary target structures are superimposed on the permanent structure of the organization. The resulting imposition of powers sometimes leads to power struggles, conformity in group decision-making, and excessive costs.

Conglomerates consist of a parent company and subsidiaries considered as separate economic centers. The main, parent firm buys and sells subsidiaries in accordance with its growth strategy.

Many large organizations use a complex composite structure made up of different types of structures.

Within any structure, emphasis can be placed on the decentralization of authority in order to give lower managers the right to make important decisions themselves. The potential advantages of such a scheme are to improve the interaction and exchange of information between the management of different levels (i.e., along the vertical), increase the efficiency of the decision-making process, increase the motivation of the activities of managers, and improve the training of managers at different levels. Decentralized structures are usually appropriate when the organization's environment is characterized by dynamic markets, competition with diversified products, and rapidly changing technology. The feasibility of introducing such structures also grows as the size of the organization increases and the complexities associated with its growth.

If changes in environment are relatively slow and the organization is relatively small, a centralized management structure may be preferable. The advantages of a centralized structure lie in the economic efficient use personnel, a high degree of coordination and control over specialized types activities and in reducing the likelihood that units will begin to grow to the detriment of the organization as a whole.

In order to take advantage of specialization, an effective integration of the organization is needed. For the integration of organizations operating in a sustainable environment and using mass production technologies, methods related to the development and establishment of rules and procedures, hierarchical management structures are suitable. Organizations operating in a more volatile environment and using a variety of technological processes and technologies for the production of individual products, it is often considered more appropriate to integrate through the establishment of individual relationships, the organization of the work of various committees and meetings between departments.

Organizational structure of management. Modern tendencies

The main factor in the formation of the organizational structure of production management was the division of labor, the emergence of management functions. Joint work, cooperation work force gave rise to a new type of relationship that has developed as a relationship between participants production process between leaders and subordinates. At the stage of machine production, there was a complete
separation of management functions. Appeared completely freed from
production functions managers. Indirect control arises with the help of statements, reports, reports, etc.

Within the framework of this structure, the whole process takes place (the movement of information flows and the adoption of managerial decisions), in which managers of all levels, categories and professional specializations participate. The management structure is understood as an ordered set of stably interconnected elements that ensure the functioning and organization as a whole. The organizational structure of management is also defined as a form of division and cooperation of management activities, within the framework of which the management process is carried out according to the relevant functions aimed at solving the set tasks and achieving the intended goals. From these positions, the management structure is represented as a system of optimal distribution functional duties, rights and responsibilities, procedures and forms of interaction between the governing bodies and the people working in them. That is why the organizational structure of any commercial firm, hospital, bank, government agency or body with any type of activity should be considered from different perspectives and taking into account different criteria. Its effectiveness and efficiency are affected by:

1. the actual relationships that arise between people and their work. This is reflected in organizational charts and job descriptions;
2. current management policies and practices influencing human behavior;
3. powers and functions of employees of the organization at various levels of management (lower, middle, higher).

The key concepts of management structures are elements, connections (relationships), levels and powers. Elements of the organizational structure of management can be both individual employees (managers, specialists, employees), and services or bodies of the management apparatus, which employ a certain number of specialists who perform certain functional duties.

There are two directions of specialization of structure elements:

1. depending on the composition of the structural divisions of the organization, the links of the management structure that carry out marketing, management of production, scientific and technological progress, etc. are singled out;
2. Based on the nature of the general functions performed in the management process, bodies are formed that are involved in planning, organizing production, labor and management, controlling all processes in the organization.

Relationships between elements of the management structure are supported by links, which are usually divided into horizontal and vertical. Functionalization - when certain specialized units are formed. Along with this, there is a geographical (territorial) division of labor associated with the degree of distribution of the physical assets of the organization in various places, regions.

In the management structure of the organization, linear and functional relationships are distinguished. The first is the essence of the relationship regarding the adoption and implementation of management decisions and the movement of information between the so-called line managers, that is, persons who are fully responsible for the activities of the organization or its structural divisions. Functional links are associated with certain management functions. Accordingly, such a concept as powers is used: line personnel, staff personnel and
functional.

1. The organizational structure of management should, first of all, reflect the goals and objectives of the organization, and therefore be subordinate to production and its needs.
2. An optimal division of labor should be envisaged between the governing bodies and individual workers, which ensures the creative nature of the work and normal workload, as well as proper specialization.
3. The formation of the management structure should be associated with the definition of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal links between them.
4. Between functions and duties, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain a correspondence, the violation of which leads to dysfunction of the management system as a whole.
5. The organizational structure of management is designed to be adequate to the socio-cultural environment of the organization, which has a significant effect on decisions regarding the level of centralization and detail, the distribution of powers and responsibilities, the degree of independence and the extent of control of leaders and managers.

The formation of the management structure is influenced by changes organizational forms where enterprises operate. So, when a company becomes a part of any association, say, an association, a concern, etc., there is a redistribution managerial functions(part of the functions, of course, is centralized), so the management structure of the company is changing.

On the industrial enterprises four basic organizational structures of management systems are used: linear, functional, linear-functional (staff) and matrix.
With a linear structure, at the head of a production link at any level is a leader - a single leader who performs all management functions and reports to a higher manager on all issues. This is how the subordination of managers of various levels along the vertical (line) develops, which carry out administrative and functional management simultaneously.

The management of large-scale production with complex relationships is built on a functional structure. Its essence lies in the fact that the performance of certain functions on specific issues is assigned to specialists. The shortcomings of both the linear and functional structure are largely eliminated in the linear-functional (staff).

At the enterprises of multi-purpose activity, the creation of a special body for managing the target program is required. In these cases, in addition to the linear-functional bodies exercising control along the vertical, bodies of horizontal target management are created. Such a management structure is called a matrix.
The matrix structure combines two types of structures: linear and program-target. The board is built vertically (linear structure) in separate areas of activity (production, supply, sales, etc.). Horizontally (program-target structure) management of programs, projects, topics is carried out.