Organizational management structure of the enterprise. Methods for choosing the type of organizational structure

Organization management structure is an ordered set of interrelated elements that are in stable relations with each other, ensuring their functioning and development as a whole.

Elements of the organization's management structure are individual employees, services and other parts of the management apparatus, and relations between them are maintained through connections, which are usually divided into horizontal and vertical. In addition, links can be linear and functional.

Horizontal links are in the nature of coordination and are, as a rule, single-level.

Vertical connections- these are connections of subordination, and the need for them arises when management is hierarchical, i.e. with multiple levels of control.

Linear connections reflect the movement of management decisions and 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 take place along the line of the movement of information and management decisions on certain management functions.

Degree (level) of control- this is a set of management links of the corresponding hierarchical level of management with a certain sequence of their subordination from the bottom up - subordination relations (power relations within the organization), upper and lower levels. With three or more levels, the middle layer consists of several levels.

Types of organizational structures

There are two main types of organizational structures:

1. mechanical (hierarchical, bureaucratic);
2. organic.

Mechanical type control structure

Mechanical type control structure is based on a clear division of labor and the correspondence of the responsibility of employees to the granted powers. These structures are called hierarchical or bureaucratic.

The most common types of hierarchical structure are linear and linear-functional organization of management. They are most effective where the management apparatus performs routine, often repetitive tasks and functions.

Management links constitute organizationally separate structural subdivisions (departments, services, groups). Each link performs certain tasks, according to the requirements of the functional division of labor: management, marketing, organization, control and motivation.

The mechanical type of control structure is characterized by:

• using formal rules and procedures;
• centralization of decision-making;
• narrowly defined correspondence in work;
• rigid hierarchy of power.

Disadvantages of mechanical structure:

• lack of flexibility;
• exceeding the norm of controllability;
• excessive centralization;
• formation of irrational information flows.

Linear structure

Linear structure- This is a hierarchical system of leaders of various levels, each of which exercises sole control over all subordinate managers subordinate to him, and any lower leader has only one immediate superior.

Advantages of a linear structure:

• a clear system of mutual relations, functions and divisions;
• a clear system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;
• responsibility is clearly stated;
• quick response of the performer to direct instructions from higher officials.

Disadvantages of a linear structure:

• lack of links dealing with strategic planning; “fluidity” dominates in the work of managers;
• a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;
• a large number of "floors" between workers producing products and management personnel;
• overload of top-level managers;
• increased dependence of the results of the organization on the competence of managers.

In general, the linear structure has inherent disadvantages due to one-man decision-making.

It includes specialized units (headquarters) that do not have the right to make decisions and manage any lower units, but only help the manager in performing certain functions, primarily the functions of strategic planning and analysis.

Advantages of a linear staff structure:

• more flexible development of strategic issues;
• some unloading of top managers;
• the possibility of attracting external consultants and experts.

Disadvantages of a linear staff structure:

• fuzzy distribution of responsibility, since the persons preparing the decision do not participate in its execution;
• other shortcomings of the linear structure in a somewhat weakened form.

At linear functional structure functional services are given the authority to manage lower-level services that perform the corresponding special functions. However, not linear, but functional powers are delegated. An example of a linear functional structure:

In a linear-functional management structure, line managers have linear powers, and functional ones have functional powers in relation to lower line managers and line managers in relation to their subordinates.

Functional structure

At functional structure there is a process of dividing the organization into separate elements, each of which has a clearly defined, specific task and responsibilities. The organization is divided into blocks, for example: production, marketing, finance, etc.

Divisional structure

Increasing the size of enterprises, diversifying their activities leads to the emergence divisional management structures, which began to provide some independence to their production units, leaving the development strategy, research and development, financial and investment policy to the management of the corporation.

With a divisional structure, specialization is possible:

1. grocery;
2. consumer;
3. regional.

Advantages of a divisional structure:

• management of a diversified enterprise with a large number of employees and territorially remote subdivisions;
• greater flexibility, response to changes compared to linear;
• a clearer connection between production and consumers.

Disadvantages of the divisional structure:

• a large number of "floors" of managers between workers and company management;
• the main connections are vertical, therefore, the disadvantages common to hierarchical structures come from here: red tape, overload of managers, poor interaction when resolving issues;
• duplication of functions on different "floors" and as a result - very high costs for the maintenance of management structures.

The departments retain a linear or linear-functional structure with all the advantages and disadvantages.

Organic type of management structure

To organic type of management structure includes such a management structure, which is characterized by the personal responsibility of each employee for the overall result. Here there is no need for a detailed division of labor by type of work, and such relations are formed between the participants in the management process, which are dictated not by the structure, but by the nature of the problem being solved. The main property of these structures is the ability to relatively easily change their shape, adapt to new conditions, organically fit into the management system. These structures are focused on the accelerated implementation of complex programs and projects within the boundaries of large organizations, industries and regions. As a rule, they are formed on a temporary basis, that is, for the period of the project, program, problem solving or achievement of goals.

The organic type, in contrast to the hierarchical one, is a decentralized management organization, which is characterized by:

• rejection of formalization and bureaucratization of processes and relations;
• reduction in the number of hierarchy levels;
• high level of horizontal integration;
• orientation of the culture of relations on cooperation, mutual awareness and self-discipline.

The most common structures of the organic type are project, matrix, program-target, brigade uniform labor organization.

Project structure

Project structure is formed during the development of projects, that is, any processes of targeted changes in the system (for example, the modernization of production, the development of new products and technologies, the construction of facilities, etc.). Project management includes the definition of its goals, the formation of the structure, the planning and organization of the execution of work, the coordination of the actions of the performers. With the project management structure, the organization's activities are considered as a set of ongoing projects.

Advantages of the project structure:

• high flexibility;
• reduction in the number of managerial personnel in comparison with hierarchical structures.

Disadvantages of the design structure:

• very high requirements for the qualification of the project manager;
• distribution of resources between projects;
• complexity of project interaction.

Matrix structure

Matrix structure- a structure built on the principle of double subordination of performers:

1. the direct manager of the functional service that provides staff and technical assistance to the project manager;
2. a project manager who is empowered to carry out the management process in accordance with the planned time, resources and quality.

Advantages of the matrix structure:

• better orientation to the project goals;
• more effective current management, increasing the efficiency of the use of personnel resources, their knowledge;
• the response time to the needs of the project has been reduced, that is, there are horizontal communications and a single decision-making center.

Disadvantages of the matrix structure:

• the difficulty of establishing clear responsibility for work (a consequence of double subordination);
• the need for constant monitoring of the ratio of resources for projects;
• high qualification requirements;
• conflicts between project managers.

Factors in the formation of organizational structures

The presence of a close relationship between the management structure and key concepts management - goals, functions, personnel and powers indicates its significant impact on all aspects of the organization's work. Therefore, managers of all levels pay great attention to the principles and methods of formation, the choice of types of structures, the study of trends in their construction and the assessment of their compliance with the goals and objectives of the organization.

The versatility of the content of management structures determines the variety of principles for their formation. First of all, the structure should reflect the goals and objectives of the organization and adapt to emerging changes. It should reflect the functional division of labor and the scope of authority of management employees, which are determined by policies, procedures, rules and job descriptions. At the same time, the powers of the head of any level are limited not only internal factors, and the factors external environment, the level of culture and value orientations of society.

The management structure must correspond to the socio-cultural environment, and when building it, it is necessary to take into account the conditions in which it will function.

It is necessary to adhere to the implementation of the principle of correspondence between functions and powers, on the one hand, and qualifications and the level of culture, on the other.

Methods for choosing the type of organizational structure

The main factors influencing the choice and design of organizational structures:

• the nature of production (its sectoral features, technology, division of labor, size of production);
• external environment (economic environment);
• organizational goals of the enterprise;
• enterprise strategy.

Methods for designing organizational structures:

1. analogy methods: the use of similar techniques, experience, design of organizational structures in similar organizations;
2. expert method: based on various projects specialists;
3. structuring goals: involves the development of a system of goals, its subsequent comparison with the structure. The basis is a systematic approach;
4. principle of organizational modeling. Allows you to clearly formulate criteria for assessing the degree of rationality of organizational decisions. Essence: development of formalized, mathematical, graphical, machine descriptions, separation of powers and responsibilities in the organization.

Analysis and evaluation of the management structure in an organization can be carried out in terms of the level of implementation of tasks, the reliability and organization of the management system, the speed and optimality of management decisions.

Organizational structure requirements:

• flexibility;
• sustainability: the ability to maintain properties under the influence of external factors;
• profitability: minimal costs;
• efficiency: speed of decision making;
• reliability: ensuring the continuous operation of the elements of the structure;
• optimality: the presence of rational connections with the least number of control levels.

The organizational structure of an enterprise is understood as the composition, subordination, interaction and distribution of work among departments and management bodies, between which certain relations are established regarding the implementation of power, command flows and information.

There are several types of organizational structures: linear, functional, linear-functional, divisional, adaptive. Let us consider the main characteristics of these structures.

The linear structure is characterized by the fact that each department is headed by a leader who has concentrated all management functions in his hands and exercises sole leadership of his subordinate employees. Its decisions, passed along the chain "from top to bottom", are obligatory for implementation by lower links. He, in turn, is subordinate to a higher manager.

On this basis, a hierarchy of managers of this management system is created (for example, a site foreman, a shop manager, an enterprise director), i.e. the principle of unity of command is implemented, which assumes that subordinates carry out the orders of one leader. A higher management body does not have the right to give orders to any performers, bypassing their immediate superior.

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

The functional structure involves the specialization of the performance of individual management functions. Separate subdivisions (or functional performers) are allocated for their implementation. The functional organization of management is based on the horizontal division of managerial labor. Instructions of the functional body within its competence are obligatory for production units.

The functional management structure is usually used in large enterprises. In the US, for example, this structure is used by 25% of large firms.

The linear-functional structure makes it possible to largely eliminate the shortcomings of both linear and functional management. With this structure, the purpose of functional services is to prepare data for line managers in order to make competent decisions or emerging production and management tasks. The role of functional bodies (services) depends on the scale of economic activity and the structure of enterprise management as a whole. The larger the company and the more complex its management system, the more branched out the apparatus it has. In this regard, the issue of coordination of the activities of functional services is acute.

Linear-functional management structures are used in most enterprises. The divisional (or departmental) management structure is the most common form of management organization of a modern industrial firm. Its meaning is that independent divisions are almost completely responsible for the development, production and marketing of homogeneous products (divisional-product management structure) or independent divisions are fully responsible for economic results in certain regional markets (divisional-regional management structure).

Each branch branch is an independent production and economic unit, consisting of branches and factories. Such an independent division is more focused on maximizing profits and gaining market position than with a functional management system.

Experience shows that where the factor of engineering and technology is important, the divisional-product form of management has unconditional advantages.

Linear, linear-functional and divisional structures belong to the category of bureaucratic and are relatively stable over time.

Adaptive control structures

From the beginning of the 60s. 20th century many organizations began to develop and implement new, more flexible types of organizational structures, which, in comparison with bureaucratic ones, were better adapted to the rapid change in external conditions and the emergence of new high technology. Such structures are called adaptive because they can be quickly modified in accordance with changes. environment and the needs of the organization itself.

Their other name is organic structures that have the ability to adapt to changes in the environment, just as living organisms do.

An adaptive management structure is characterized by weak to moderate formalization of rules and procedures, decentralization and participation of specialists in decision-making, broadly defined responsibility for work, flexibility in the power structure, and few levels of hierarchy.

Most management professionals see the future in the organic approach and criticize bureaucratic structures. However, when choosing a structure, it is necessary to take into account the conditions in which a particular enterprise operates. The fact is that bureaucratic and adaptive structures are only extreme points in the composition of such firms. The real structures of real enterprises (firms) lie between them, having the characteristics of both in different proportions. In other words, in management, as in any other area of ​​human social activity, there is no concept of "good" or "bad". There is a choice, corresponding or not corresponding to the existing conditions.

Currently, two main types of adaptive structures are used - project and matrix.

The design structure is temporary management bodies created to solve a specific problem. Its meaning is to bring together the most qualified employees of the organization into one team for the implementation of a complex project. When the project is completed, the team disbands.

In a matrix structure, project team members report to both the project manager and the heads of the functional departments in which they work full-time. The project manager has the so-called project authority. They range from almost all-encompassing lineal authority over all project details to "staff" authority. The choice of a particular option is determined by what rights the top management delegates to the project manager.

The main disadvantage of the matrix structure is its complexity. Nevertheless, it is used in a number of industries, in particular, in the chemical, electronics, computer manufacturing, as well as in banks, the insurance system, and government agencies.

The choice of the organizational management structure that best meets the goals of the enterprise and takes into account the specific conditions of activity is carried out on the basis of a thorough analysis of all the factors influencing it, an assessment of the advantages and disadvantages various types organizational structures.

The organizational structure expresses the form of division and cooperation of labor in the field of management and has an active impact on the functioning of the enterprise. The more perfect the management structure, the more effective the impact on the management object and the higher the performance of the enterprise.

The organizational structure of management is not something frozen, it is constantly being improved in accordance with changing conditions. Therefore, these structures are very diverse and are determined by many factors and conditions. The most important of them are the following:

• scale of business (small, medium, large);
• production and industry features of the enterprise (production of goods, services, sale and purchase);
• nature of production (mass, serial, single);
• scope of activities of firms (local, national, foreign market);
• the level of mechanization and automation of management work;
• qualification of workers.

The construction of organizational management structures is carried out taking into account the following principles:

• compliance of the management structure with the goals and strategy of the enterprise;
• unity of the structure and functions of management;
• the primacy of the function and the secondary nature of the governing body;
• rational combination in the management structure of centralization, specialization and integration of management functions;
• correlation of the management structure with the production structure of the enterprise;
• complex linkage in the management structure of all types of activities;
• compliance of the information collection and processing system with the organizational structure of management.

When designing a control structure, the following basic rule must be observed: involve the smallest number of control levels and create the shortest chain of commands.

B. Gribov, V. Gryzinov

Introduction

Settlement and graphic work consists of 2 parts: theoretical and practical. The purpose of this work- study theoretical foundations management and consolidation of practical skills of its use in practice. The objectives of this work are:

Study and systematization of the theoretical and methodological foundations of management

Use in practice of acquired knowledge in the field of management

Developing the ability to generalize, analyze, compare theoretical positions in working with special literature

· Development of skills of theoretical work, formulation of own conclusions regarding the improvement of certain processes and phenomena.

In the theoretical part of the work, it is required to consider the issue of "Organizational management structures". The choice of the organizational structure of management is one of the top-priority issues facing the management of a company starting its activity. This determines the relevance of considering all existing management structures in order to identify their disadvantages and advantages.

The functions of managing the activities of an enterprise are implemented by departments of the management apparatus and individual employees, who at the same time enter into economic, organizational, social, psychological and other relationships with each other. Organizational relations that develop between departments and employees of the enterprise management apparatus determine its organizational structure.

The organizational structure of enterprise management 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 enterprise management is the organizational structure of production.

The variety of functional connections and possible ways of their distribution between departments and employees determines the diversity possible types organizational structures of production management. All these types are reduced mainly to four types of organizational structures: linear, functional, divisional and adaptive.

First of all, the structure should reflect the goals and objectives of the organization, and, therefore, be subordinate to production and change along with the changes taking place in it. It should reflect the functional division of labor and the scope of authority of management employees; the latter are defined by policies, procedures, rules and job descriptions and are expanded, as a rule, towards higher levels of management.

In the practical part, the object of study is Alfa Promo LLC. In the work we will consider its organizational structure and style of enterprise management, we will study the main functions of management and their application in the enterprise.

Organizational management structures

In management theory, an organizational structure is defined as an abstract structure characterized by three such parameters: the degree of complexity, the degree of formalization and the degree of centralization. Difficulty refers to how much hallmarks has an organization. The deeper the division of labor, the more vertical levels in the management hierarchy, the more structural units, the more difficult it is to coordinate the activities of people in the organization. The volume of developed rules and procedures, guided by which the organization directs the behavior of its employees, is a formalization. The more rules and regulations that determine what can and cannot be done by employees of the organization, the more formalized is the structure of the organization. Centralization determines the place where decision-making power is concentrated. If all decisions (or most of them) are made by top managers, then the organization is centralized. Decentralization means that the right to make decisions is transferred (delegated) from higher levels of government to lower ones.

In the process of implementing the function of the organization, the task of management is to give all the components of the organization such a form and “join” them with each other in such a way that the enterprises are a single whole and function as efficiently as possible. Therefore, in any enterprise there is a subordination of its components, levels of management, a clear division of power, rights and responsibilities.

To depict the structural relationships of the main levels and divisions of the enterprise, their subordination in practice, schemes of the organizational structure of management are used. These schemes are only the "skeleton" of the management system, since they do not disclose the composition and content of the functions, rights and obligations of departments and officials.

In management practice, several types of organizational structures can be used depending on the scale of activity, production and technological features, strategic and current tasks of the enterprise (firm).

1. Linear organizational structure of management- this is such a structure, between the elements of which there is only one-channel interaction. With such an organizational structure of management, each subordinate has only one leader, who performs all administrative and special functions in the corresponding structural unit. The advantages of the organizational structure of management of a linear type are: the clarity of relationships, the unambiguity of commands, the efficiency of preparing and implementing management decisions, and reliable control. But at the same time, the leader must be a highly qualified generalist, able to solve any strategic and current issues of the activities of his subordinate units (links).

2. Foundation functional organizational structure of management is the division of management functions between individual divisions control apparatus. This means that each production unit receives orders simultaneously from several heads of functional departments. This organizational structure ensures competent leadership of each managerial function. However, this type of organizational structure has certain disadvantages: the principle is violated, inconsistency of orders is possible, difficulties in coordinating the activities of management services, and a decrease in the efficiency of the work of management bodies.

3. Linear-functional about organizational structure of management relies on the distribution of powers and responsibilities for the management functions of non-decision making along the vertical (Fig. 3.3. c). It allows you to organize management according to a linear scheme (director, foreman, foreman), and the functional departments of the enterprise management apparatus only help line managers solve managerial tasks. At the same time, line managers are not subordinate to the heads of functional departments of the management apparatus.

Such a management structure, due to its hierarchy, ensures the rapid implementation of management decisions, contributes to the specialization and increase in the efficiency of functional services, and makes the necessary resource maneuver possible. It is most appropriate for mass production with a well-established product range and minor evolutionary changes in its manufacturing technology. However, in the context of frequent technological changes, updating the product range, the use of this organizational structure slows down the preparation and adoption of managerial decisions, and does not ensure proper coordination in the work of functional departments (divisions).

4.Divisional organizational structure of management based on deepening the division of managerial labor. When it is applied, processes of decentralization of operational management functions carried out by production structural units and centralization of corporate-wide functions (strategic decisions, marketing research, financial activities, etc.), which are concentrated in the highest levels of the administration of integrated business structures.

Consequently, with a divisional structure, each production unit of a corporation (concern) has its own sufficiently branched management structure, which ensures its autonomous functioning. Only strategic management functions are centralized in corporate level. With a divisional management structure, the grouping of activities of a business entity is carried out using the principle of division of labor according to goals. This means that an autonomous organizational community is formed around a certain production. There are three ways to group production units:

1) grocery (production of a certain product);

2) by groups of consumers (meeting the needs of a certain group of consumers);

3) by location (placement in a certain geographical area).

The advantages of the divisional organizational structure of management are: flexible response to changes in the external environment, faster management decision-making and improvement of their quality. But at the same time, it requires an increase in the size of the administrative apparatus and the cost of its maintenance.

5. When matrixorganizational structure of management along with the line managers of the enterprise, the functional apparatus of management also forms temporary specialized units - project teams.

Project teams are formed from specialists from permanent functional departments and only temporarily report to the project manager. After completing the work on the project, they return to their functional units.

The project manager performs the role of a line manager in relation to the specialists of the project team.

The main feature of matrix organizational structures is their exceptionally high flexibility and focus on innovation. However, matrix management structures also have certain disadvantages: an increase in the number of managerial personnel and the number of information links between employees of departments, and possible conflict situations between them.

The powers of a manager at any level are limited not only by internal factors, but also by environmental factors, the level of culture and value orientations society, its traditions and norms. In other words, the management structure must correspond to the socio-cultural environment, and when it is built, it is necessary to take into account the conditions in which it is to function. In practice, this means that attempts to blindly copy management structures that operate successfully in other organizations are doomed to failure if the operating conditions are different. Of no small importance is also the implementation of the principle of correspondence between functions and powers, on the one hand, and qualifications and the level of culture, on the other.

Any restructuring of the management structure must be evaluated, first of all, from the point of view of achieving its goals. In a normally developing (not crisis) economy, reorganization is most often aimed at improving the efficiency of the organization by improving the management system, while the main factors for improvement are the growth of labor productivity, the acceleration of technical development, cooperation in making and implementing management decisions, etc. d. During the crisis period, changes in management structures are aimed at creating conditions for the survival of the organization due to more rational use resources, cost reduction and more flexible adaptation to the requirements of the external environment.

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

· to be functional, to ensure reliability and to provide control at all levels;

Be efficient, 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.

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In order to avoid crisis phenomena, top management must effectively manage the process of enterprise development, primarily through the management system, creating an effective organizational structure.

The organizational structure of enterprise management is a means of helping managers achieve their goals. Since goals are derived from the overall strategy of the enterprise, the close relationship between strategy and structure is quite logical. Accordingly, the organizational structure must adhere to a certain strategy. And if managers make significant changes in their organizational strategy, they must modify the organizational structure to accommodate and support these changes. According to the organizational structure of the enterprise, an enterprise management system is being developed.

Over time, the organizational structure and enterprise management system may undergo certain changes. Assuming that the development process of the organizational structure is cyclic, three phases can be distinguished in its development: equilibrium; disharmony and change. In the first phase, the organizational structure of management corresponds in content and form to the needs of the enterprise. In the second phase, at first imperceptibly, and then more and more significantly, there is an imbalance between the actual and necessary state of the system under the influence of actively operating internal and external factors. Applying an appropriate set of management methods, the system at the third stage, the phase of changes, is transferred from an unbalanced state to a state of equilibrium.

The organizational structure of enterprise management is the basis of the management system, which determines the composition, subordination and interaction of its elements, determines the required number of managerial personnel, distributes it among departments, regulates administrative, functional and information relationships between employees of the management apparatus and departments, establishes rights, duties and responsibilities managers, etc.

The links between the elements of the management system, which determine the appropriate type of organizational enterprise management system, are divided into:

Linear - arise between departments and managers of different levels of management and suggest the subordination of one leader to another;

Functional - characterize the interaction of managers performing certain functions at different levels of management, but there is no administrative subordination between them;

Cross-functional - take place between units of the same level of management.

The task of the manager in the management process is to provide all the components of the enterprise with such a form and combine them so that the enterprise is one and functions purposefully. That is why in any enterprise there is a certain subordination between its components and levels of management, a clear distribution of power, rights and responsibilities.

To display the structural relationships of the main levels and divisions of the enterprise, their subordination, in practice, certain schemes of the organizational management structure are used. Such schemes are only the skeleton of the management system, since they do not disclose the composition and content of the functions, rights and obligations of departments and officials.

Types of organizational structures of enterprise management

Depending on the existing links between the elements of the management system, there are linear, functional, linear-functional, divisional, matrix organizational structures, etc.

Linear organizational structure of management

Between the elements of this structure, there are only single-channel connections (Fig. 2.7).

Rice. 2.7. in

Enterprises arise as organizations with a simple structure. The planning of the organization reflects its owner in the role of president with all employees who report directly to him. A simple (linear) structure is determined not by the presence, but by the absence of any characteristics in it. We have a low level of specialization, a few rules by which activities are carried out, and the centralization of powers in the hands of one person - the owner. A simple organization is "low-level". It basically consists of two or three vertical levels and an amorphous group of authorized employees who have the right to make decisions centrally. A simple structure is most often found in small businesses, where the manager and owner act in one person. It is mobile and low cost. With the growth of the size of the enterprise, the decision-making process becomes more complicated, the simple structure loses its advantages, since the limited capabilities of its capabilities lead to the weighting of the top management.

The rules of a simple structure give way to more formalized rules with an increase in production or sales volumes, with an increase in the number of employees and management personnel. In this case, new levels of management are formed to coordinate the activities of the enterprise. From the functional and commodity methods of departmentalization, the two most popular versions of bureaucratic planning emerged, which are called functional and divisional structures, respectively.

Functional organizational structure of management

It provides for the division of management functions between separate departments of the management apparatus. At the same time, each production unit receives orders simultaneously from several heads of functional departments. The functional structure expands the functional orientation, making it the dominant form for the enterprise. The advantages of a functional structure arise from the specialization of labor. Combining such specialties offers economies of scale, minimizes duplication of staff and equipment, and provides employees with the comfort and pleasure of being able to speak "the same language as their colleagues." Among the main disadvantages of the functional system is that in the pursuit of functional goals, the enterprise often forgets about its main interests. Full responsibility can be assigned to one department, therefore, employees of individual departments are isolated from others and are poorly versed in the duties of employees of other departments (Fig. 2.8).

Rice. 2.8. Functional management structure: K - general manager; B - performer; F - functional manager

Divisional organizational structure of management

This is a structure consisting of self-sufficient departments or divisions. Relying on product departmentalization, each division as a whole retains independence, in which its manager is responsible for performance and has the full right to make strategic and current decisions. According to this management system, only strategic management functions are carried out centrally at the corporate level, and each production unit has its own branched management structure, which ensures its autonomous functioning.

The main advantage of the divisional structure is its focus on results. Managers of departments are fully responsible for the products produced. In addition, the divisional structure frees the central office staff from day-to-day operational details, and hence they can focus on long-term and strategic planning.

The main drawback of the divisional structure is the duplication of activities and resources. For example, each division may have a marketing research department. In the absence of independent units, all marketing research of an enterprise can be centralized and account for the costs required by division.

The linear-functional organizational structure of management assumes the distribution of powers and responsibilities for the functions of management and decision-making along the vertical. At the same time, management is organized according to a linear scheme, and the functional units of the management apparatus help line managers solve management tasks (Fig. 2.9).

Rice. 2.9. in

Matrix organizational structure of management (Fig. 2.10). Whereas a functional structure offers the benefits that come from specialization, a divisional structure focuses more on results but loses out on duplication of activities and resources, a matrix structure combines the benefits of functional specialization with the focus and responsibility that product departmentalization provides. Along with the line managers of the enterprise and a rational management apparatus, temporary project teams are also formed according to the matrix structure.

The unique characteristic of the matrix is ​​that employees in this structure have at least two superiors: a function manager and a product manager or project manager. The latter supervises the functional employees who are part of the project manager's team, but the authority is shared between both managers. The project manager primarily manages

employees of the project team in relation to the objectives of the project, however, the decision regarding promotion, recommended salary and annual revision of these data remains the prerogative of the functional department manager. For effective work The project manager and the functional department manager must communicate regularly and coordinate the requirements for their joint subordinates.

The advantage of the matrix lies primarily in the ability to facilitate the coordination of a heterogeneous set of complex and interrelated projects while maintaining the savings achieved through the grouping of functional specialists. The main drawbacks of the matrix are the confusion it creates and its tendency to exacerbate power struggles. By getting rid of consistent leadership, ambiguity deepens significantly. The confusion is caused by a lack of understanding of who will report to whom. Accordingly, such confusion and ambiguity give rise to a struggle for power.

For example, the matrix management structure is used in the American concern "Motorola". Thus, the head of the Ukrainian representative office of "Motorola" is headed by a head who is permanently located in Ukraine and performs the functions of the chief administrator. At the same time, each employee of the representative office (there are 20 of them in total and almost all of them have the status of managers) is subordinate to the director of his direction, who is responsible for the Eastern European region. For example, the Mobile Phones Department reports to the Director of Mobile Phones in the UK. The PR and wireless communications departments are controlled by directors from Germany. Financial activities controlled by the Moscow office of Motorola. AHR manager from Ukraine manages the work of his colleagues in Eastern Europe, Asia and Africa. Thus, the company gets rid of the multi-stage hierarchy, has no more than 6 degrees of subordination.

Group structure.

When using a group structure, an enterprise is formed by working groups or teams that carry out its activities. Team members have the authority to make decisions that affect them because there is no clear sequencing of leadership in such a work environment.

Organization without borders.

This type of organization of enterprise management is not limited to the framework or categories imposed by traditional structures, it erases the historical boundaries around the enterprise, increasing its dependence on the external environment. Instead of creating functional specialties concentrated in departments that perform separate tasks, employees are grouped in this structure to acquire certain basic knowledge. Organizations Without Borders are low-stage companies that try to eliminate vertical, horizontal and inter-organizational barriers. The emergence of such organizations that can quickly respond to changes in the external environment and adapt to it, contributed to the globalization of markets and competitors, changes in technology, etc.

The organizational structure of enterprise management should provide an effective decision-making process. However, in enterprises where ownership is separated from management functions, in order to balance the interests of owners and managers and exercise control by owners over the activities of managers, it becomes necessary to form additional management bodies (in addition to executive bodies) through which the interests of owners should be realized. enterprise regarding the decision-making procedure and the implementation of enterprise management. For joint-stock companies in particular, such bodies are the general meeting, the supervisory board and the audit commission. When developing the organizational structure of enterprise management, its management should be guided by production feasibility and legislative acts that regulate the composition of management bodies for enterprises created in the organizational and legal form of business entities.

According to the Economic Code of Ukraine, the owner of the enterprise exercises his rights regarding the management of the enterprise directly or through the bodies authorized by him in accordance with the charter of the enterprise or other constituent documents. To manage economic activities, the owner (owners) or a body authorized by him shall appoint (elect) the head of the enterprise. At all enterprises that use hired labor, an agreement must be concluded between the owner or a body authorized by him and the labor collective. collective agreement which regulates industrial, labor and social relations labor collective with company administration.

Creation right system management, which would allow employees of all levels to realize their creative potential, is a priority goal of any company. First of all, the correct definition of the company's development vectors helps to achieve it.

Enterprise management structure includes several elements that are orderly interconnected. Their stable relationship allows the organization to function and develop as a single organism.

Such a structure implies building clear and competent relationships between divisions, departments and branches of the company. Each structural subdivision must clearly understand its own measure of responsibility, while not forgetting about its rights.

Structural controls can be linked through:

• vertical links through which the directors and employees who are subordinate to them (for example, the head of the company and the branch manager) interact;
• horizontal connections, implying the interaction of equal team members (for example, managers of branches of the same scale).

Relations within the organization are divided into:

• linear, connecting directors and employees in their subordination;
• functional, connecting an employee who is responsible for a particular task with other employees of the company;
• managerial (administrative apparatus), which connect the head of the company and the representative of his rights and powers. Job responsibilities in this case include providing advice and recommendations.

The structure of enterprise management affects each managerial side, since it is closely related to the key terms of management - goals and objectives, functionality, methodology, job responsibilities and powers. Therefore, top managers, middle managers and other levels pay close attention to approaches and methods in forming the enterprise management structure, selecting its type, combining types, tracking their building trends, evaluating for compliance with the goals and objectives.

The elements of the enterprise management structure are the managers themselves, that is, employees holding senior positions, and management bodies - employees who are in certain labor relationships. These bodies, in turn, are divided into primary groups - teams of managers that have a common boss, but do not have subordinates.

The management structure should be a reflection of the goals and objectives of the organization. It is subject to production needs and changes along with them, shows the functional division of labor and the scope of the official powers of each employee. These powers are spelled out in policies and procedures, rules and job descriptions. Most often, they expand towards higher management levels. The powers of directors are limited by environmental factors, the level of culture, value orientations, traditions and norms adopted in the company. The structure of enterprise management must comply with a large number of requirements that make it significant for managers. These requirements must be taken into account when creating a draft organizational structure.

When designing an organizational structure, the following principles should be followed:

• the organizational structure should serve as a reflection of the goals and objectives of the company, obey the production needs and requirements;
• the enterprise management structure should optimally divide responsibilities between management bodies and individual employees, ensure the creative nature of the activity and allowable workload, as well as proper specialization;
• the enterprise management structure should be formed without interruption from the definition of job duties and areas of responsibility of each employee and all management bodies and with the alignment of vertical and horizontal relationships between them;
• the enterprise management structure must correspond to the functions, duties, powers and level of responsibility of each employee, since violations lead to an imbalance in the management system as a whole;
• the enterprise management structure should be consistent with the socio-cultural environment in which the company operates, help make decisions regarding centralization or, on the contrary, the division of management functions, duties and levels of responsibility, determining the share of independence and the amount of control of directors and top managers.

Basic requirements for the organizational structure of enterprise management

• Optimality. The system will be recognized as optimal if the number of control steps in it is reduced to the maximum, and the most rational connection is built between them.
• Efficiency. The speed of the system should be such that during the time that passes from the decision to its implementation, fatal changes do not have time to occur, which would make the implementation of the decision unnecessary.
• Reliability. The enterprise management structure should facilitate the reliable transmission of reliable information, prevent distortion of management orders and other transmitted information, and ensure uninterrupted communication in the management system.
• economy. The main task is to achieve the necessary managerial effect with minimal costs for the support apparatus. The calculation criterion may be the ratio between the resources expended and the result obtained.
• Flexibility. The ability to change under the influence of the environment.
• Sustainability. Basic properties and elements of the management system must remain unchanged regardless of external influences.

The main types of enterprise management structures

Despite the fact that commercial organizations and their activities are very diverse, the number of basic types of organizational structures for enterprise management that are used in practice is very limited. Small and medium-sized enterprises most often use linear functional types of organizational structures in their work. And large and international companies prefer divisional and product models of building management systems.

1. Linear

The linear structure of enterprise management assumes that the boss directs subordinates in all types of their activities. It is based on the principle of unity in the distribution of orders, according to which only a higher authority can give orders. Thanks to this principle, the unity of management is observed. Such a structure appears as a result of building the administrative apparatus from mutually subordinate departments in the form of a hierarchically organized ladder. Each subordinate receives one leader, and the leader - several subordinates. Two bosses should not interact with each other directly, they should do it through a single higher authority. Such a structure is often referred to as a single-line structure.

The advantages include:

• simplicity of structure;
• unambiguous delimitation of tasks, competencies, areas of responsibility;
• rigidity of management by administrative bodies;
• efficiency and accuracy of management decisions.

Flaws:

• difficult relationships between departments;
• centralization of power in the managerial "top";
• increased workload on middle management levels.

The linear structure of enterprise management is preferred by small and medium-sized businesses that perform simple production processes in the absence of cooperative ties between enterprises.

2. Line-staff organizational structure

As soon as the enterprise begins to grow, usually the linear structure is transformed into a linear staff structure. It is similar to the previous one, except that management is concentrated in headquarters. They consist of a group of employees who do not directly manage the performers, but advise and prepare management decisions.

Uber-style company management

From the article of the electronic magazine "Commercial Director" you will learn what the manager should change in the work of the company in order not to develop his own current trends, and how to achieve the same consistency as Uber in your company.

3. Functional

The functional organizational structure implies a tight relationship between administrative and functional management. The system is based on the creation of specialized units to perform functions at different management levels. Such functions may include production, sales, advertising, analysis, etc. In this situation, directive leadership can help hierarchically connect the lower levels of the management system with the higher ones. Orders and other information are transmitted in ways that depend on the intended purpose.

The functional structure of enterprise management helps to establish repeatable routine processes that do not require quick decisions. Functional departments usually include high-level specialists who perform specific work depending on the goals set.

The advantages of such a structure are:

• reducing the number of links for coordinating decisions;
• reduction of duplicating functions;
• strengthening vertical ties and strengthening control over the work of lower departments;
• high qualification of employees performing specific tasks.

Flaws:

• indistinct distribution of responsibilities;
• difficulty in interaction;
• duration of decision-making;
• conflicts over disagreement with directives, arising from the fact that each functional head gives priority to his issues;
• violation of the principle of unity of command, difficulty in cooperation.

4. Linear-functional

The linear-functional structure of enterprise management implies a stepped hierarchy, in which line directors manage on a single basis, and functional management bodies help them in this. The line directors who are at the lower levels are not administratively subordinate to the functional directors of the higher management levels.

The linear-functional structure is based on the "mine" principle of alignment, as well as the division of managerial personnel into functional subsystems.

In each subsystem, a “hierarchy” of services (“mine”) is formed, penetrating the entire company. The results of the work of any service of the administrative apparatus are evaluated by indicators that demonstrate the degree of implementation of the goals and objectives.

The linear-functional structure of enterprise management has been used for many years. The practice of its application has proved that it is most effective in cases where the administrative apparatus needs to control a large number of routine repetitive procedures and operations, while the functions and tasks of management always remain the same. A rigid communication system helps to ensure the smooth and correct operation of all subsystems and the company as a whole. However, the linear-functional structure has a number of shortcomings. First of all, these include the impossibility of introducing novelties of technical progress due to the system's immunity to changes; the rigidity of the system built between performers and managers, who are obliged to strictly comply with all rules and requirements; slow information exchange procedure due to a large number of vertical and horizontal approvals; almost complete lack of progress in managerial decisions.

The linear-functional structure of enterprise management is often also called the headquarters, since several heads of the same level are included in the headquarters of the line management.

5. Divisional

Divisions are formed either in a certain field of activity, or in a certain territory. In such a management system, the key role is played not by the chiefs of staff (or functional subsystems), but by the managers of production departments. Companies are structured by departments based on the following criteria: type of products or services provided (product division); the type of customers the divisions are oriented towards (consumer division); the territory served by the department (territorial or regional division). This way of separation allows to establish a close relationship between consumers and the market, which greatly speeds up the process of the company's response to adjustments made by the external environment.

In accordance with world practice, the use of the divisional method in the management structure of an enterprise and its departments makes the system linearly functional, but at the same time more hierarchical, with a strengthened management vertical. This allows you to significantly reduce the burden on the top management and focus their attention on strategic planning. At the same time, departments that are independent in operational and economic terms become a kind of “profit centers” due to the freedom provided to them to increase work efficiency.

In general, such an enterprise management structure can be called quite complex due to the many intermediate levels of management that are created to coordinate the activities of different departments. Many managerial functions are duplicated at different levels, which ultimately leads to an increase in the cost of servicing the administrative apparatus.

6. Matrix

The matrix structure of enterprise management is characterized by the possibility of dual leadership - the same performer can have several bosses at once (for example, linear and program, or the head of the direction).

Such an organization is sometimes called a "lattice" organization, since it is built on the principle of double subordination of performers. Under such a system, performers report not only to the head of the department or line program in which they work, but also to the head of the temporary group, who also has certain powers and his share of responsibility for timing, quality and resources. Project managers work with two groups of subordinates at once: with members of the project team and with other employees of functional departments who report to them temporarily and on a limited range of issues (while they continue to report to the immediate heads of departments, that is, departments and services).

Matrix structures are not implemented in the entire company, but only in part of it. How successful the implementation will be depends on the extent to which project managers meet the professional standards of managers and their ability to act as project team leaders. The scale of the use of matrix structures in companies is very significant, which indicates their high efficiency. However, the system of dual and sometimes multiple subordination sometimes creates managerial problems.

This scheme was often used in R&D management and is still used in companies operating in many areas. It replaces the linear-functional structure of enterprise management.

7. Multidimensional

A multidimensional system combines the features of various structures at different management levels. So, a divisional structure can be used throughout the company, and a linear-functional or matrix structure can be used in individual branches. Multidimensional organizational forms imply the introduction of two (matrix) or several (tensor) criteria for the distribution of tasks.

A multi-dimensional organizational structure helps to increase the company's flexibility and its ability to respond to changes in internal and external conditions. This is achieved by a clear distribution of tasks among departments whose viability depends on their ability to produce goods or services in demand at competitive prices. This structure creates a market within the company, whether it is private or public, commercial or non-commercial. The multi-dimensional structure increases the ability to respond to the needs of both internal and external customers. Since the divisions of the "multidimensional" structure remain independent of each other, they can be expanded, reduced, eliminated, or otherwise adjusted. The performance indicators of each department do not depend on those of other departments, which makes it easier to control their activities. Even the work of the executive body can be evaluated autonomously in all aspects of activity.

The multidimensional structure of enterprise management is characterized by the absence of significant shortcomings. Perhaps the most important of these is the fact that structural organization cannot provide content and interesting activity employees of the lower levels, but it facilitates the introduction of new ideas and technologies that contribute to its development and improvement.

The introduction of a multidimensional enterprise management structure is not the only way to increase the company's flexibility and its ability to adjust under the influence of external circumstances. However, a thoughtful study of such an organization option allows you to "increase the flexibility" of ideas about the company's capabilities. It is this factor that contributes to the emergence of new, better organizational structures.

Factors on which the organizational structure of enterprise management depends

The way the enterprise management structure is built is influenced by a number of factors that differ in nature and type of impact on the system. When building a management structure, it is important to take into account all parameters.

Such factors can influence the structure directly or indirectly. In addition, they can both independently determine the management structure, and be determined by it. They are also divided into those related to the subject or object of management, into "external" and "internal".

Market requirements and management tasks directly affect the organizational structure. Great importance in this regard, it has a targeted approach in the formation of such a system. From what goals the company pursues, it will depend on what structural management elements will stand out in it. Each of them should be responsible for achieving a specific goal. If the goal is to increase the scale of production, it is necessary to introduce scientific and technical progress at a high pace, develop the socio-economic sphere and environmental safety. Accordingly, in order to achieve these goals, it is necessary to strengthen and organizationally allocate certain structural departments.

In the course of building the enterprise management structure, an important role is played by the correct division of the work of employees horizontally, that is, the definition of the goals and objectives of each structural unit. Another important component is the vertical distribution of activities. Top management of the company must firmly decide which element of the hierarchical structure should be responsible for making strategic decisions. This factor will determine the form of the organizational structure and the effectiveness of management decisions.

Implementation of various economic methods and an increase in economic independence entails a reduction in the number of management levels, the elimination of some and the emergence of other structural units (for example, marketing services).

The main factors influencing the organizational structure are management functions, their composition, scale and content. If management functions develop, the organizational structure as a whole also grows. It is also influenced by the volume and complexity of production processes, the type of production, the nature of the products manufactured and the technologies used; the nature of scientific and technological progress and the methods of its implementation (the rate of renewal of products and technologies, the integration of scientific discoveries, etc.); degree of concentration, specialization and cooperation of production; the size and location of the enterprise.

In addition to the factors that directly affect the organizational structure, there are others that have an indirect effect on it. Among them are personnel, equipment, management technologies, labor organization. These factors, although they affect the system, are generally determined by it. So, managerial personnel clarify, adjust the structure, help distribute functions between departments and employees. But they are only corrective, because basically it is the management structure that determines the staffing and schedule, as well as the requirements for the qualifications of employees.

New IT-technologies have a serious impact on the structure of enterprise management. They lead to the emergence of new departments (information services), a reduction in the number of employees in other departments (for example, accountants). Nevertheless, this factor is not considered decisive, since the introduction of new technologies takes place in the format of existing systems.

The organizational structure is considered the most rational if it optimally combines internal and external factors management. Internal communications must prevail over external ones, otherwise the latter will adversely affect the stability of the company.

The main factor that influences the formation of the organizational structure of enterprise management is the norm of manageability. The number of employees in the staff of the department and the number of departments in the company depend on it.

Expert opinion

Three principles for building an organizational structure

Andrey Sooliatte,

CEO BPM Consulting Group, Moscow

The strategic plans of the firm should include the implementation of specific tasks with specific goals and within strict deadlines. Taking them into account, you can calculate how many resources of which type are needed. In this case, you need to follow one of the three principles for creating or optimizing the organizational structure.

Principle 1. Departments and positions are formed based on the key processes for the company, interconnected. Any department should perform specific processes or participate in end-to-end projects. To apply this principle, it is necessary to analyze the company's business model, determine the main production chains, and describe the activities of each unit within these processes.

Principle 2. The roles and powers of managers are distributed in such a way that they are responsible for the results of all interrelated processes and projects as a whole, and not in parts. Thus, the processes and projects in which various departments participate must be controlled by a certain boss (or collegial management body), who is given the necessary powers and resources (including financial ones). This approach usually makes it possible to reduce the time for the implementation of processes and projects, increase the cost of manufactured products, eliminate possible losses caused by inconsistency in the work of participants, as well as the struggle between them for spheres of influence and resources.

Principle 3. The composition and number of units should be consistent with the goals of the company for a specific time period and take into account the amount of resources. The organizational structure and staffing of firms practically do not depend on their strategic goals and objectives. If the market situation suddenly changes, the existing organizational structure and staffing become ballast for the company. At the same time, tough management decisions in terms of staff reduction reduce the degree of employee loyalty. Therefore, as soon as the goals and objectives for a specific period are determined, the composition and number of departments should be changed, as well as redistributing valuable employees to important positions.

What are the stages of developing an enterprise management structure

The organizational structure of enterprise management, regardless of the types and scale of its work, is built in three stages.

Stage 1. Preliminary

During this period, the size of the organizational structure is determined, it turns out how many employees will take part in the work of the enterprise. To determine the scope of the organizational structure, you need to paint a clear business plan and find out the following information:

• types of products sold or services provided (in accordance with the business plan);
• projected sales volumes, consumer ability of the enterprise's sales market (depends on how it is planned to carry out trade: wholesale, retail, individual orders);
• volumes of investments of the owners of the enterprise in its office and production infrastructure;
• projected costs for employee salaries;
• projected profit.

Stage 2. Formation of responsibility centers

By this stage, you should already have developed detailed business plan enterprises, infrastructure has been created (purchased or rented), the number of personnel in the organizational structure has been determined, the salary spending limit and estimated production and sales volumes have been calculated, and market analysis has been carried out. And this means that it is possible to identify the main groups of business processes and form responsibility centers in the organizational structure. At this stage, the responsibility and number of departments, the optimal level of organizational structure, the optimal number of management personnel necessary to coordinate and control the work and performance results are determined.

In addition, it is necessary to distribute areas of responsibility. Any company (other than charities) must have a main activity that creates wealth and makes a profit. It can be the production of goods, the provision of services, wholesale, research, rent, etc. The main activity includes leading business processes.

Stage 3. Formation of a system of coordination, control and reporting

You must approach this stage with already formed departments, certain managers, identified flows of raw materials, finished products, financial resources, information, etc. When all this works and generates income, the only problem is the creation of an effective system of reporting, coordination and control. It cannot be created all at once. In order for the system to give good results, it is necessary to try various types of accounting, reporting and control, and then choose the best one.

4 criteria by which the analysis of the enterprise management structure is carried out

The organizational structure of enterprise management is considered optimal if it helps to achieve the goals and solve the necessary tasks (production of goods, provision of services, sales of products, etc.) with the proper effects (on schedule, in the right quantity, etc.). It is obvious that any enterprise has unique features, therefore, for production and business processes, as well as building an organizational structure, it is necessary individual approach. At the same time, there are universal criteria that allow you to analyze the organizational structure and achieve the most positive results.

Criterion 1. The optimal number of subordinate employees

Human capabilities are not unlimited, so the number of subordinate workers that can be managed by one boss must be strictly limited. This number varies depending on what the company is doing, what the experience of the boss is, how labor is optimized, what are the specifics of the goods produced. Most often, one boss has from five to nine subordinates - this is the ratio that is considered optimal.

Criterion 2. Homogeneity of the organizational structure

The ideal organizational structure of the company should resemble a pyramid, the base of which is subordinate employees, and at the top is the director of the company. The more employees stand at the base, the more intermediate links are formed between the director and the executives. At the same time, in a well-established organizational structure of enterprise management, the number of intermediate links corresponds to each other in all departments of the company.

A certain degree of heterogeneity is quite possible, however, departmental structures should not be allowed to radically differ from each other. Such an organizational structure does not correspond to the ideal management model in terms of transparency.

Criterion 3. Transfer of duties

It is not uncommon for situations in which there are positions in the organizational structure that duplicate each other. For example, often subordinate employees duplicate the functions of control and management of higher managers, while not having any additional responsibilities. If there are such positions in the structure of your company, it is recommended to urgently reduce them or give them an additional area of ​​responsibility.

Criterion 4. Superfluous management staff

The main task of subordinate employees is to carry out production processes that bring profit to the company. But the main function of managers is to analyze, control and manage these employees. Thus, any company should strive to maintain exactly the number of managers that allows you to effectively manage production processes. In a well-established organizational structure, the number of managers should not exceed 30% of the total staff of the company.

How is the effectiveness of the enterprise management structure assessed

One of milestones creating projects and plans is to evaluate their effectiveness. It allows you to find out how effective the existing organizational structure is, whether the projects being developed or planned activities will be successful. The evaluation is carried out in order to choose the most rational options for the organizational structure, as well as methods for its improvement. The effectiveness of the organizational structure of enterprise management must be evaluated at the design stage, analysis of the management systems of existing organizations, planning and implementation of measures to improve the structure.

The effectiveness of various organizational structures is evaluated through the possibility of the most complete and sustainable achievement of the set goals at reduced costs for the functioning of the organizational structure. The criterion for the effectiveness of measures to improve the organizational structure is the possibility of a more complete and stable achievement of the set goals or a reduction in management costs. The effect of the implementation of activities should normative term exceed production costs.

The indicators that are used in assessing the effectiveness of the administrative apparatus and its organizational structure can be divided into three interrelated groups.

1. Indicators that characterize the effectiveness of the management system, expressed in the final results of the company's results and management costs. When evaluating the effectiveness on the basis of indicators characterizing the final results of the organization's activities, as an effect due to the functioning or development of the management system, an increase in the volume of products and profits, a reduction in cost, savings on capital investments, product quality, implementation time can be considered. new technology etc.
2. Indicators characterizing the content and organization of management processes, including the immediate results and costs of managerial work. As management costs, current expenses for the maintenance of the apparatus, operation of technical equipment, maintenance of buildings and premises, training and retraining of personnel, as well as one-time expenses for research and design work in the field of creating and improving control systems, for the purchase of computer equipment and other technical funds used in management, construction costs.

When evaluating the effectiveness of the management process, indicators are used that can be evaluated both quantitatively and qualitatively. They acquire a normative character and can be used as a criterion of effectiveness and limitations when the organizational structure is changed in the direction of improving one or a group of performance indicators without changing the rest. The normative characteristics of the administrative apparatus include productivity, efficiency, adaptability, flexibility, efficiency, reliability.

1. Indicators characterizing the rationality of the organizational structure and its technical and organizational level, which can be used as normative in the analysis of the effectiveness of the designed options for organizational structures. These include the linkage of the management system, the level of centralization of management functions, the accepted standards of manageability, the balance in the distribution of rights and responsibilities, the level of specialization and functional isolation of subsystems, etc.

To evaluate the effectiveness of management decisions, it is necessary to determine how the management system and its organizational structure correspond to the management object. We are talking about the balance of management functions and goals, the content completeness and integrity of management processes, the compliance of the staff with the volume and complexity of work, the completeness of providing production and technological processes with the necessary information, the provision of management processes with technological means, taking into account their nomenclature, capacities and speed. Important conditions that must be observed when forming a system of indicators for assessing the effectiveness of an organizational structure are ensuring the structural and hierarchical correspondence of indicators to the system of goals of the organization, the ability to adequately reflect the dynamism of managed processes, the balance and consistency of indicators.

How is it possible to improve the structure of enterprise management

The most significant factors in improving the organizational structure of enterprise management are the volume of activity, the degree of its diversity, the location of production, the technologies used, the attitude of managers and employees towards the enterprise, changes in the external environment, and the strategies implemented at the enterprise. Any type of organizational structure manifests itself depending on the conditions in which the economic entity operates.

The organizational structure of enterprise management is improved using the following steps.

1. Diagnostics- at this stage, the existing management structure is explored, its bottlenecks and problems are identified, the organizational structure, staffing, department regulations, job descriptions and other regulatory documents are analyzed. Also during this period, the staff is assessed, the compliance of employees with their positions is determined.
2. State being studied managerial organizational structure based on comparison of actual indicators with standard and planned values. Such an analysis helps to identify the shortcomings of the management system. At this stage, the expert method and the goal structuring method are applied. grouping management activities for given categories allows you to focus the activities of departments on the solution of specific production problems.
3. Development of a new organizational structure– creation of a plan for making adjustments and a list of documents regulating the work. At this stage, a comparative method should be applied, which involves the use of such elements of the management mechanism that have already proven themselves in practice in similar companies with similar volumes and types of production, etc. The comparative method involves the development and application of standard management models, manageability standards, a list of management functions , a variety of calculation formulas that allow you to calculate the standards of the staff of managers. In the conditions of a significant variety of organizational structures and methods of counting the number of staff, as well as the lack of qualified specialists, this approach is progressive. At the same time, he focuses on average composition managerial functions and puts serious restrictions on the choice of organizational structures.
4. Making organizational changes– elimination of misunderstandings on the part of employees, their training in actions in changing conditions, writing updated job descriptions, analysis of the effectiveness of adjustments (as far as the costs correspond to the task). At this stage, the method of creating models is quite applicable. It is based on the use of clear formalized models of the object and the management system. This method provides for the allocation of certain points in the production processes - places that require managerial intervention. Then the nature and frequency of such intervention, the composition and volume of information, technical means and other components of the management process are clarified. By the way, these processes are developed on the basis of regulatory requirements. On the basis of the developed characteristics, the number of employees, their subordination in the process of managerial activity, and the composition of the divisions of the management apparatus are established.

Information about the expert

Andrey Sooliatte, General Director of BPM Consulting Group, Moscow. Andrey Sooliatte held various positions at MMC Norilsk Nickel, Unicon/MC Consulting Group, Parus Corporation, participated in the development and implementation of more than 70 organizational change projects, including for the United Aircraft Corporation (UAC), companies " Rosneft, Techsnabexport, TNK-BP. BPM Consulting Group. Field of activity: analysis and optimization of business processes, design and optimization of the organizational structure.