Features of choosing an organizational structure of enterprise management. Management Structure Organization

Organizational management structure - This is an ordered set of interconnected elements that are among themselves in a sustainable relationship, ensuring their development and functioning as a whole.

The organizational structure of management is aimed at establishing clear relationships between individual divisions of the organization, the distribution of rights and responsibility between them.

The links between the elements of the management structure are:

1) verticalwhen the interaction between the head and subordinate (for example, the relationship between the director of the company and the management unit);

2) horizontalwhen the interaction of equal elements occurs (for example, the links between the control structural units of the same level)

Types of relations within the organization are similar to the type of construction of its management structure and are divided into:

1) linear relations - this is a relationship between the head and its subordinates;

2) functional relations - this is a relationship of a specialist who is authorized to fulfill a particular function within the whole organization, with other members of the organization;

3) management Apparatus relationsThis type of relationship takes place in the case of the presentation of someone's rights and powers. Official duties are in the provision of recommendations, councils.

The management structure has a huge impact on all sides of the management, as it is related to key concepts of management - targets, functions, process, mechanism, functioning, powers of people. Therefore, managers of all levels pay great attention to the principles and methods for the formation of structures, the choice of type or combinations of types of structures, studying the trends of their construction, assess their compliance with the objectives and tasks.

The elements of the management structure are: a management worker - a person performing a specific control function; The management body is a group of workers related to certain relations consisting of primary groups.

The primary group is a team of management workers who have a general leader, but no subordinates.

The management structure should reflect the goals and objectives of the company, to be subordinate production and change with it. It should reflect the functional division of labor and the scope of authority of management workers; The latter are defined by policies, procedures, rules and job descriptions and expand, as a rule, towards higher levels of management. The powers of the leaders are limited to the factors of the external environment, the level of culture and value orientations adopted by traditions and norms. The management structure must satisfy the set of requirements that reflect its value for management. These principles are taken into account in the principles of designing an organizational management structure. Principles of design of the organizational structure:

1) the structure should reflect the goals and objectives of the organization, to be subordinate to the production and its needs;

2) the structure should provide for the optimal division of labor between the management bodies and individual workers, ensuring the creative nature of the work and the normal load, as well as the proper specialization;

3) the formation of the structure should be inextricably with the definition of the powers and responsibility of each employee and the control body, with the establishment of a system of vertical and horizontal bonds between them;

4) the structure should maintain compliance between functions, duties, powers and responsibility, since its violation leads to an imbalance of the management system as a whole;

5) the management structure should be an adequate socio-cultural environment of the organization, to provide a significant impact on decisions regarding the level of centralization and detail, distribution of powers and responsibilities, degrees of independence and scope of control
televisions and managers.

The most important requirements that the organizational management structures should be satisfied are the following.

1. Optimality. The management structure is recognized as optimal if the rational bonds are established between links and control steps at all levels at the lowest number of control steps.

2. Operational. The essence of this requirement is that during the decision-making to its execution in the managed system, irreversible negative changes make unnecessary implementation of the decisions taken.

3. Reliability. The structure of the control apparatus should guarantee the accuracy of information transmission, prevent distortions of control commands and other transmitted data, ensure uninterrupted communication in the management system.

4. Economy. The task is that the desired effect of management is reached at minimal costs for the management apparatus. The ratio between resource costs and useful results can be the criterion of this.

5. Flexibility. The ability to change in accordance with changes in the external environment.

6. Stability of the control structure. The invariance of its basic properties in various external influences, the integrity of the functioning of the control system and its elements.

Tutorial output:

Fundamentals of management. Chernyshev M. A., Korotkov E. M., Soldatova I. Yu., Prof. I. Yu. Soldatova., Chernysheva M. A., ed. prof. I. Yu. Soldatova., Soldana I., Chernyshov M.A. - Red. Sost., Ed.: Utk "Dashkov and K", Science / Interperiodics Maik, Science-Press 2006

Published with the permission of the company LANIT

"The office reaches perfection just by the time the firm comes into decay."
12th law Parkinson

Under the management philosophy, we will understand the most general principles on the basis of which the structure of organizing management is based and management processes are carried out. Of course, the quality philosophy and the management philosophy are interconnected - the quality philosophy sets the goal and the direction of the organization's activities, the management philosophy determines the organizational means to achieve this goal. The foundations of the management philosophy, as well as the quality philosophy, were laid by F. U. Taylor.

And the Deming Quality Management Program and the principles of total quality management are actually aimed at changing the structure of the enterprise management system. Consider the main types of enterprise management structures in terms of their compliance with the ideas of modern quality management.

The term "organizational structure" immediately causes a two-dimensional tree scheme in our imagination, consisting of rectangles and connecting their lines. These rectangles show the work performed and the terms of responsibilities and thus reflect the division of labor in the organization. The relative position of the rectangles and connecting their lines show the degree of submission. The considered relations are limited to two dimensions: up - down and across, since we operate with a limited assumption, according to which the organizational structure should be represented on a two-dimensional scheme drawn on a flat surface.

In the same organizational structure, nothing contains anything that would limit us in this regard. In addition, these restrictions on the structure of the organization often cause serious and expensive consequences. Here are just four of them. First, there is no cooperation between individual parts of organizations of this kind, but competition. Inside organizations there are stronger competition than between organizations, and this internal competition acquires significantly less ethical forms. Secondly, the usual way to represent the structure of organizations seriously makes it difficult to determine the tasks of individual units and the measurement of the corresponding performance indicators of the work due to the large interdependence of units combined in a similar way. Thirdly, it contributes to the creation of organizations that resist changes, especially changes in their structure; Therefore, they are reborn into bureaucratic structures that are not adaptable. Most of these organizations study extremely slowly if it is studying at all. Fourth, the presentation of the organizational structure in the form of a two-dimensional tree limits the number and nature of possible solutions to the problems of emerging problems. In the presence of such a restriction, it is impossible to solve the development of the organization, taking into account technical and social changes, whose rates are increasingly growing. The existing situation requires the organization to be not only ready for any changes, but also are capable of exposing them. In other words, a dynamic equilibrium is necessary. Obviously, to achieve such an equilibrium, the organization must have a fairly flexible structure. (Although flexibility does not guarantee adaptability, nevertheless it is necessary to achieve the latter).

Building a flexible or possessing any other advantages of the organizational structure is one of the tasks of the so-called "structural architecture". Using the terminology adopted in architecture, it can be said that this abstract is subject to basic ideas based on various options for solving the problem of organizational structure without restrictions related to its graphical representation.

Above the listed disadvantages can be overcome by constructing a multidimensional organizational structure. The multidimensional structure implies a democratic principle of management.

Hierarchical type of control structures

The management structures in many modern enterprises were built in accordance with the principles of management formulated at the beginning of the twentieth century. The most complete wording of these principles was given by the German sociologist Max Weber (rational bureaucracy concept):

• the principle of hierarchy of control levels, in which each lower level level is controlled by superior and obeys it;
• arising from it the principle of compliance of the powers and responsibility of employees of the management of the place in the hierarchy;
• the principle of division of labor into individual functions and specialization of employees for the functions performed; The principle of formalization and standardization of activities, providing uniformity of their duties and coordination of various tasks;
• arising from it the principle of impersonality by employees of their functions;
• the principle of qualifying selection, in accordance with which hiring and dismissal from work is carried out in strict accordance with the qualification requirements.

The organizational structure, built in accordance with these principles, was called a hierarchical or bureaucratic structure. The most common type of such structure is linear - functional (Linear structure).

Linear organizational structure

The basics of linear structures is the so-called "mine" principle of construction and specialization of the management process on the organization's functional subsystems (marketing, production, research and development, finance, personnel, etc.). For each subsystem, the Hierarchy of Services ("Mine") is formed, permeating the entire organization from above DONOZU (see Fig. 1). The results of each service are estimated by the indicators characterizing their goals and tasks. Accordingly, the system of motivation and promotion of workers is also being built. At the same time, the final result (effectiveness and quality of the organization of the organization as a whole) becomes minor, as it is believed that all services are in one way or another work on its receipt.

Fig.1. Linear management structure

The advantages of the linear structure:

• clear system of mutual relations of functions and units;
• the clear system of unity - one leader focuses in his hands the leadership of the entire combination of processes with a common goal;
• clearly pronounced responsibility;
• fast response executive units for direct instructions of higher.

Disadvantages of the linear structure:

• lack of links dealing with strategic planning issues; In the work of the leaders of almost all levels, operational problems ("Teachka") dominates strategic;
• trend towards Volokut and shifting responsibility in solving problems requiring the participation of several units;
• small flexibility and adaptability to a change in the situation;
• criteria for the efficiency and quality of the work of units and the organization as a whole - different;
• the tendency to formalize the effectiveness assessment and quality of the divisions usually leads to the emergence of the atmosphere of fear and disunity;
• a large number of "floors of management" between employees producing products, and the decision maker;
• overload of top-level managers;
• increased dependence of the results of the organization's work on the qualifications, personal and business qualities of the highest managers.

Output: In modern conditions, the shortcomings of the structure outweigh its advantages. Such a structure is poorly compatible with modern quality philosophy.

Linear - Staff Organizational Structure

This type of organizational structure is a development of a linear and intended to eliminate its most important drawback associated with the lack of strategic planning links. Linearly, the staff structure includes specialized units (headquarters), which do not have the rights of decision-making and leadership by any kind of lower divisions, but only help the relevant leader in the implementation of individual functions, above all, the functions of strategic planning and analysis. In the rest, this structure corresponds to the linear (Fig.2).

Fig.2. Linear - Staff Management Structure

The advantages of linear - staff structure:

• deeper than in linear, study of strategic issues;
• some unloading of senior managers;
• the ability to attract external consultants and experts;
• when putting the staff units with the rights of functional management, such a structure is a good first step towards more efficient organic management structures.

Disadvantages of linear studios:

• there is not enough clear distribution of responsibility, since persons who prepare a decision are not involved in its implementation;
• trends towards excessive centralization of management;
• similar linear structure, partly - in a weakened form.

Output:linearly, the pile structure can be a good intermediate step during the transition from the linear structure to more efficient. The structure allows, however, in limited limits, embody the ideas of modern quality philosophy.

Divisional management structure

Already by the end of the 20s, the need for new approaches to the organization of management, associated with a sharp increase in the size of enterprises, diversifying their activities (multidisciplinary), complication of technological processes in conditions of dynamically changing surroundings. In this regard, the divisional management structures began to arise, primarily in large corporations, which began to provide a certain independence of their production units, leaving a development strategy, financial and investment policies for the management of the corporation, and so on. In this type of structures An attempt is made to combine centralized coordination and monitoring activities with decentralized management. The peak of the introduction of divisional control structures fell on the 60s - 70s (Fig. 3).

Fig.3. Divisional management structure

The key figures in the management of organizations with the divisional structure are not the leaders of functional units, and managers leading production branches (divisions). Structuring on divisions, as a rule, is made according to one of the criteria: products specialization (products or services) are products; By orientation to certain groups of consumers - consumer specialization; According to the serviced territories - regional specialization. In our country, similar management structures were widely introduced, starting from the 60s in the form of creating production associations.

The advantages of the division structure:

• it ensures the management of multidisciplinary enterprises with the total number of employees of the order of hundreds of thousands and geographically remote units;
• provides greater flexibility and a faster response to changes surrounded by an enterprise compared with linear and linear - headquarters;
• when expanding the boundaries of the independence of the offices, they become "profit centers", actively working on improving the efficiency and quality of production;
• closer communication with consumers.

Disadvantages of the Division structure:

• a large number of "floors" of the management vertical; between the working and managers of the production of the division - 3 and more management levels, between the workers and the management of the company - 5 or more;
• disconnecting the staff structures of the company's headquarters;
• the main connections are vertical, therefore, the disadvantages are common to hierarchical structures - red tape, managers' overload, poor interaction in solving issues related to units, etc.;
• duplication of functions on different "floors" and as a result - very high costs of maintaining the management structure;

in the departments, as a rule, a linear or linearly storage structure is preserved with all their shortcomings.

Output:the advantages of the divisional structures outweigh their shortcomings only during periods of fairly stable existence, with an unstable environment, they risk repeating the fate of dinosaurs. With this structure, it is possible to embody most of the ideas of modern quality philosophy.

Organic type of control structures

Organic or adaptive control structures began to develop around the end of the 70s, when, on the one hand, the creation of an international market of goods and services sharply aggravated competition among enterprises and life demanded high efficiency and quality of work and a quick response to market changes, and On the other hand, the inability of the hierarchical type structures was an obvious to these conditions. The main property of organic type management structures is their ability to change its form, adapting to changing conditions. Varieties of structures of this type are design, matrix (program-target), brigade forms of structures . In the introduction of these structures, it is necessary to simultaneously change the relationship between enterprise divisions. If you save the planning, control system, resource allocation system, management style, personnel motivation methods, not to support the desire of employees to self-development, the results of the implementation of such structures may be negative.

Brigade (Cross - Functional) Control Structure

The basis of this management structure is the organization of works on working groups (brigades). The form of a brigade organization of work is a fairly ancient organizational form, it is enough to recall the working artel, but only since the 80s it began its active application as the structure of organizing management, in many respects directly opposite to the hierarchical type of structures. The basic principles of such a management organization are:

• autonomous work of working groups (brigades);
• independent decision-making by working groups and coordination of activities horizontally;
• replacing rigid management bonds of bureaucratic type flexible bonds;
• attracting for the development and solving problems of employees of different units.

These principles destroys the tough distribution of employees for industrial, engineering, technical, economic and managerial services, which form isolated systems with their target plants and interests.

In the organization, built according to these principles, can be as stored functional units (Fig. 4), so absent (Fig.4). In the first case, employees are under double submission - administrative (the head of the functional unit in which they work) and the functional (head of the working group or the brigade in which they enter). This form of the organization is called cross-functional , in many ways it is close to matrix . In the second case, the functional units are missing, we will call it actually Brigadic . This form is widely used in the organization. project Management .

Fig.4. Cross - Functional Organizational Structure

Fig.5. The structure of the organization consisting of working groups (brigadier)

Advantages of a brigade (cross-functional) structure:

• reduction of the management apparatus, increasing management efficiency;
• flexible use of personnel, their knowledge and competence;
• working in groups creates conditions for self-improvement;
• the possibility of applying effective planning and management methods;
• the need for a wide profile specialists is reduced.

Disadvantages of the brigade (cross-functional) structure:

• complication of interaction (especially for cross-functional structure);
• complexity in coordinating the works of individual brigades;
• high qualifications and staff responsibility;
• high Communication Requirements.

Output:this form of the organizational structure is most effective in organizations with a high level of qualifications of specialists when they are good technical equipment, especially in combination with project management. This is one of the types of organizational structures in which the ideas of modern quality philosophy are most effectively embodied.

Project Management Structure

The basic principle of building the project structure is the concept of a project under which any targeted change in the system is understood, for example, the development and production of a new product, the introduction of new technologies, the construction of objects, etc. The activities of the enterprise are considered as a set of projects performed, each of which has a fixed Start and ending. Under each project, labor, financial, industrial, etc. are allocated. Resources managed by the project manager. Each project has its own structure, and the project management includes the definition of its goals, the formation of structure, planning and organization of work, coordination of the actions of the performers. After the project is fulfilled, the project structure disintegrates, its components, including employees, are moving to a new project or dismissed (if they work on a contract basis). In the form of the project management structure may correspond to brigadier (cross-functional) Structure and divisional structure in which a certain division (separation) exists not constantly, but for the execution date of the project.

Advantages of project management structure:

• high flexibility;
• reducing management personnel compared to hierarchical structures.

Disadvantages of project management structure:

• very high qualifications, personal and business qualities of the project manager, which should not only manage all the stages of the project's life cycle, but also take into account the project's place in the company's project;
• crushing resources between projects;
• the complexity of the interaction of a large number of projects in the company;
• the complication of the process of development of the organization as a whole.

Output:the advantages outweigh the disadvantages of enterprises with a small number of simultaneously performed projects. The possibilities of incarnation of the principles of modern quality philosophy are determined by the formation of project management.

Matrix (programmatically target) management structure

Such a structure is a network structure built on the principle of double-subordinate performers: On the one hand, the direct supervisor of the functional service, which provides personnel and technical assistance to the project manager, on the other - the project manager or the target program that is subject to the necessary authority to implement the management process. With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project team and with other employees of the functional departments, which are subject to temporarily and on a limited circle of issues. At the same time, their submission to direct managers of divisions, departments, services is preserved. For activities that have a clearly pronounced start and ending, form projects, for permanent activity - target programs. In the organization and projects, and target programs can coexist. An example of a matrix software is a target management structure (the company "Toyota") is shown in Fig. 6. This structure was proposed by Cori Ischikawa in the 70s and with minor changes, it is still functioning to this day not only at Toyota, but also on many other firms around the world.

Management on targeted programs is carried out on the "Toyota" through the functional committees. For example, when creating a functional committee in the field of quality assurance with the Chairman of the Committee, an authorized quality management is appointed. From the practice of Toyota firm, the number of members of the Committee should not exceed five. The Committee includes both employees of the quality assurance department and 1-2 employees of other departments. Each Committee has the Secretariat and appoints the secretary to work. The main issues are discussed by the Committee at monthly meetings. The Committee can also create groups working on individual projects. The Quality Committee determines the rights and obligations of all departments related to quality issues and establishes the system of their relationship. The Monthly Quality Committee analyzes quality assurance indicators and understands the reasons for complaints, if any. At the same time, the Committee is not responsible for providing quality. This task is solved directly by each department within the framework of the vertical structure. The responsibility of the Committee is to combine the vertical and horizontal structure to improve the activities of the whole organization.

Fig.6. Matrix management structure on Toyota firm

The advantages of the matrix structure:

• the best orientation for design (or software) goals and demand;
• more efficient current management, the ability to reduce costs and improve the efficiency of resource use;
• more flexible and efficient use of personnel of the organization, special knowledge and competence of employees;
• the relative autonomy of project teams or program committees contributes to the development of solutions, management culture, professional skills in workers;
• improving control of the individual tasks of the project or the target program;
• any work is organizationally issued, one person is appointed - the "host" of the process serving the center of focusing all issues relating to the project or the target program;
• the reaction time is reduced to the needs of the project or program, since horizontal communications and a unified decision-making center have been created.

Disadvantages of matrix structures:

• the difficulty of establishing a clear responsibility for working on the task of the unit and on the task of a project or program (a consequence of double subordination);
• the need for constant monitoring of the ratio of resources allocated by divisions and programs or projects;
• high qualifications, personal and business qualities of workers working in groups, the need for their training;
• frequent conflict situations between managers of divisions and projects or programs;
• the ability to violate the rules and standards adopted in the functional divisions, due to the conclusion of the staff involved in the project or program, from their divisions.

Output:the introduction of the matrix structure gives a good effect in organizations with a sufficiently high level of corporate culture and qualifications of employees, otherwise disorganization of management is possible (at Toyota, the introduction of the matrix structure took about 10 years). The effectiveness of the incarnation of ideas of modern philosophy of quality in such a structure is proved by the practice of Toyota.

Multidimensional organizational structure

Any organization is a targeted system. In such a system, there is a functional division of labor between its individuals (or elements) The purpose of which is associated with the choice of goals, or desirable outcomes, and funds ( lines of behavior). This or that line of behavior provides for the use of certain resources ( input values) for the production of goods and the provision of services ( output values), which for the consumer must have greater value than the resources used. Resources consumed include labor, materials, energy, production facilities and cash. This equally refers to public and private organizations.

Traditionally, the organizational structure covers two types of relationships:

a responsibility (who is responsible for what) and subordination (Who is reported to whom). Organization with such a structure can be represented as a tree, while responsibilities depict rectangles, the relative location of which shows powered level, and lines connecting these rectangles - distribution of authority. However, such a presentation of the organizational structure does not contain any information regarding the cost of which costs and with the help of the organization's funds managed to achieve certain results. However, the more informative description of the organizational structure, which may be the basis for more flexible ways to struggle the organization, can be obtained on the basis of type matrices costs - East or type means - goals. We will illustrate this on the example of a typical private corporation producing some products.

Information about products can be used to determine the objectives of the organization. For this, for example, it is possible to classify products by its types or quality characteristics. Elements of the structure responsible for ensuring the production of products or the provision of services by the consumer outside this organization are called programs And denote P1, P2,. . . , PR. Funds used by programs (or activities) can usually be divided into Operationsand services.

Operation - This is the type of activity directly affecting the nature of the products issued or its presence. Typical operations (O1, O2 ,..., OM) is the purchase of raw materials, transportation, production, distribution and sale of products.

Services - This is the activities necessary to provide programs or performing the operation. Typical services (S1, S2 ,.., Sn) are works performed by such divisions as Accounting, Data Processing Department, Maintenance Department, Labor Conflict Management Department, Finance Department, Framework, Legal Services.

Activitiesimplemented within the framework of the Program and within the framework of its implementation may be presented as in Fig. 7 and 8. The results of each individual activity can be used directly to the same type of activity, programs and other activities, as well as the executive body and external consumer.

General programs It can be divided into private, for example, by the type of consumer (industrial or individual), supplied or serviced by the geographical area, by types of products, etc. Private programs in turn can also be subjected to further separation.

Programs / activities	P1	P2.	. . .	RK.
Q1 operation
Operation Q2.
. . . .
QM operation
Service S1.
Service S2.
. . . .
SM service

Fig.7. Scheme of interaction of activities and programs

Consumers / consumers / consumers	Operation Q1.	Operation Q2.	. . . .	Operation Qm.	Service S1.	S2.	. . . .	SN.
Q1 operation
Operation Q2.
QM operation
Service S1.
Service S2.
. . . .
SN service

Fig. 8. Scheme of interaction of activities

Similarly, it is possible to detail the activities of activities. For example, product manufacturing operations may include the production of parts, nodes and assembly, and each of these operations can be broken into smaller operations.

If the number of programs, as well as basic and auxiliary activities (operations and services), is so large that the head is not able to effectively coordinate, it may be necessary in coordinators within specific management functions (Fig. 9). For each activity, more than one coordinator or coordination unit may be required. In cases where the number of coordinators turns out to be too large, the use of higher coordinators or coordination units is not excluded ( in this context, "coordination" means coordination but notguide). For coordination, there is quite enough group consisting of chiefs of coordinating units and managers.

Fig.9. Coordination structure in large organizations

Programs as and to functional units are presented with certain requirements. Programs and functional units can be grouped by product types, types of consumers, geographical areas, etc. If the consumers of the program products are too much and they are very dispersed, then possible unconventional The use of the characteristics of the geographic position as an additional measurement of the surround scheme of the organizational structure (Fig. 10). In this case, the need arises in regional representativesThe responsibility of which is to protect the interests of those who consume products or is influenced by the organization of the organization as a whole. Regional representatives play the role of external intermediaries that can evaluate programs and various areas of organization activities in each particular region in terms of those whose interests they represent. In the future, this information can take advantage of the governing body, coordinators and heads of divisions. Getting similar information at the same time from all regional representatives, the head may compile a complete understanding of the effectiveness of its program throughout the service area and in each region. This allows it to more rationally distribute existing resources by region.

However, the geographical position is not the only criterion for organizing external intermediaries; Other criteria can be used. For example, organizations supplying various industries with lubricant materials, it is advisable to have representatives not by regions, but by industry (it can be automotive, aerospace, machine-tooling and other industries). The organization of public utilities can determine the responsibilities of its representatives based on the characteristics of the socio-economic position of users.

Fig.10. Three-dimensional organizational structure

Division of responsibility. The organization considered "multidimensional" organization has something in common with the so-called "matrix organizations". However, the latter are usually two-dimensional and do not possess many important features of the organizational structures considered, especially in financing issues. In addition, all of them are inherent in one common disadvantage: employees of functional units are in double subordination, which, as a rule, leads to undesirable results. It is this most frequently noted lack of matrix organizations is the cause of the so-called "professional schizophrenia".
The multidimensional organizational structure does not generate difficulties inherent in the matrix organization. In a multidimensional organization, the personnel of the functional unit, the results of whose activities are bought by the head of the programs, refers to it as an external client and accountable only to the head of the functional unit. However, when evaluating the activities of its subordinates, the head of the functional division, of course, should use the quality assessments of their work, data by the program manager. The position of the person who led a group of a functional unit that performs work in the interests of the program, largely resembles the position of the project manager in the construction and advisory firm; He has no uncertainty about who is the owner, but he has to have something with him, as with the client.

M. napping organizational structure and financing of programs.Usually practiced (or traditional) program financing is only a way to prepare estimates of expenses functionality of units and programs. It is not related to the provision of resources and ensuring the possibility of selection for programs working on programs, or demanding a functional unit to functional units to independently conquer sales markets within the organization and beyond. In short, the financing of programs, as a rule, does not take into account the characteristics of the organizational structure and does not affect its flexibility. This method of distribution of funds between functional units guarantees only the execution of programs, while ensuring more efficient than usual, the determination of the cost of their implementation. The multidimensional organizational structure allows you to preserve all the advantages of the traditional method of financing and, moreover, has a number of others.

Advantages of a multidimensional organizational structure

The multidimensional organizational structure allows you to increase the flexibility of the organization and its ability to respond to a change in internal and external conditions. This is achieved by dividing the organization on the division, the viability of which will depend on their ability to produce at competitive prices that are in demand and provide services in which the consumer needs. Such a structure generates the market within the organization, regardless of whether it is a private or state, commercial or non-commercial (non-free), and increases its ability to respond to the needs of both internal and external consumers. Since the structural divisions are "multidimensional" relatively independent of each other, they can be expanded, to reduce, eliminate or change in any way. The effectiveness of each unit does not depend on similar indicators of any other unit, which facilitates the evaluation and control over the activities of the divisions. Even the work of the executive body can be estimated autonomously in all aspects of its activities.

The multidimensional structure prevents the development of the bureaucracy due to the fact that the functional units or programs cannot become a victim of serving units, the procedures of which are sometimes turning into an inlets and become an obstacle to the achievement of the goals planned by the Organization. Consumers inside and outside the organization control the internal suppliers of products and services; Suppliers never control consumers. Such an organization is aimed at goal, and not for funds, while the bureaucracy is characterized by the subordination of targets.

Disadvantages of the multidimensional organizational structure

However, a multidimensional organizational structure, although deprived of some significant shortcomings inherent in conventional type organizations, nevertheless, they cannot hurt all the flaws completely. By itself, such a structural organization does not guarantee substantive and interesting work at the lower levels, but it facilitates the use of new ideas that contribute to improving it.

The introduction of a multidimensional organizational structure in the enterprise is not the only way to improve the flexibility of the organization and its sensitivity to changes in conditions, but this is a serious study of such a "increase the flexibility" of people's ideas about the possibilities of organizations. This circumstance should contribute to the emergence of new, even more advanced organizational structures.

Ministry of Agriculture and Foods of the Republic of Belarus

UO "Grodno State Agrarian University"

Department of Management, Marketing and Law

abstract

by discipline : Management

on the topic : Organizational management structures

Grodno, 2010.

Introduction

1 Theoretical Review of Organizational Management Structures

1.1 Essence and general characteristics of organizational structures

1.2 Types and classification of management organizational structures

1.3 Mechanistic (bureaucratic) and adaptive organizational management structures

1.4 Design and Improvement of the Organization Staff

Literature

Introduction

Management is the enterprise management system in a market economy. It is generated by objective necessity and patterns of market relations associated with the orientation of production on the demand and demand of the market, requests of individual consumers. The peculiarity of the Belarusian management consists in its focus on ensuring the rational activity of the enterprise in conditions of resource deficiency and optimal adaptation to new conditions, the achievement of high end results with minimal cost.

In the process of production activities between employees of the enterprise and its structural divisions, managing and managed subsystems, constant production relations are established, they are information, technological, labor, financial, management. In general, they characterize organizational integrity, integration, combining the elements of this system. Requirements for these relations are contradictory. On the one hand, for the sustainable operation of the system, it is necessary that the bonds are stable, stable; On the other, the inclusion of new production participants, new production factors requires functional flexibility, mobility of links.

The combination of elements and links of the control system and constant connections established between them (the order of their coodus) forms the management structure.

The manufacturing structure of the enterprise directly affects the composition of the functional services and the number of employees in them, so, the number of zootechnical positions is established depending on the presence of conditional heads of livestock, as well as the zonal characteristics of production.

The organizational structure of the economy is influenced by such production factors as: natural-climatic conditions, the size of the economy, the level of specialization and concentration, the technical equipment of production, etc.

1 Theoretical aspects of organizational management structures

1.1 Essence and general characteristics of organizational structures

The organizational structure of management can be defined as a set of managerial bodies, between which there is a system of interrelations that ensure the implementation of the necessary management functions to achieve the goals of the enterprise (organization).

The source data and compulsory conditions in the formation of the organizational structure of management are:

1) goals and objectives of the organization;

2) production and management functions of the organization;

3) internal environment factors (internal variables);

4) External environmental factors.

The main elements of the organizational structure of the enterprise are its divisions (departments), control levels and relations between them. All elements are interrelated. At the same time distinguish horizontal and vertical connections. Given that units or departments represent the functional areas (functional areas), the structure of the organization can be defined as a set of functional areas and control levels, as well as connections between them.

In the process of economic activity, organizational structures of the enterprise unite its human and material resources. At the same time, the structures have a general property: they are formed to achieve the goals that, in turn, always determine the structure of the organization.

Because of this, each managerial structure is individual and has its own specific features that significantly affect the behavior and effectiveness of people's activities in the organization. With the change in the goal or appearance of signs of violation of the functioning of the enterprise, it is the organizational structure of the management of the first to reorganize.

The organizational structure includes such concepts, separation of work (according to functional features and management levels), the ratio of responsibility and powers, delegation of authority, centralization and decentralization of management, responsibility and control, manageability standards and other concepts that determine its meaningful side. In the general case, the content of the organizational structure is determined by the goals with which it serves, and which management processes it is intended to provide in a particular organization.

At the same time, all types of organizational structures have general characteristics that determine their purpose and distinctive properties (signs) relative to other elements (categories, concepts) associated with the organization of effective enterprise management.

The general characteristics of the organizational structure can be formulated as follows:

1. The structure of the organization provides coordination of all management functions in the implementation of any economic activity of an enterprise related to achieving its goals.

2. The structure of the organization determines the rights and obligations at all management levels by defining (delegation) of the authority and the establishment of the responsibility of the heads of all ranks.

3. The structure adopted in a particular organization determines the behavior of its employees (management style, organizational culture and labor efficiency of employees).

4. The organizational structure determines the efficiency of the enterprise, its survival and prosperity, defined as its success.

The specifications reflected the appointment and ability of organizational structures to affect the achievement of the expected results of the enterprise defined by its goals. In addition, there are internal properties of the structure that determine the conditions for the rational use of specific types of structures, taking into account various situational factors (external and internal), which occur in a particular organization.

1.2 Types and classification of organizational structures

Organizational structures have a wide variety of species and forms. Within the framework of this chapter, the two most common approaches to the classification of structures are considered.

The first approach involves the separation of organizational structures on formal and informal structures.

The formal structure is a structure selected and installed by the highest level managers through relevant organizational measures, orders, distribution of powers, legal norms, etc.

The formal structure is determined (designed) in the process of organizing the economic activity of the enterprise, taking into account the organization and coordination of specific work on the solution of production and social tasks aimed at achieving its goals.

The informal structure arises on the basis of the relationship of members of the team, unity or contradictions of their views, interests, personal goals and objectives of the enterprise, divisions, etc. The informal structure reflects interpersonal relations within the framework of the formal structure.

The second approach is associated with the separation of organizational structures on mechanistic and organic structures. This division is based on the ratio of the internal components of the organizational structure, which determines the essence of its construction. The main internal components (properties) of organizational structures are: complexity, formalization and degree of centralization (decentralization) of enterprise management, corporation.

The complexity of the structure means the degree of differentiation (i.e. separation) types of management activities, including control functions (horizontal and vertical separation). The higher the degree of differentiation, the more difficult the structure.

Formalization of the structure is determined by the degree of unification (of the same type) of management rules and procedures. The more, the established rules and procedures, the more difficult the structure.

The degree of centralization (decentralization) of the enterprise management depends on what levels of management specific decisions are taken. The more responsible solutions are accepted at the subordinate levels of the management hierarchy, the more decentralized the management structure and, on the contrary, the smaller solutions are made at the lower levels of management, the more centralized structure.

Depending on the degree of severity of the components mentioned above (complexity, formalization and centralization), the management structure is divided into two groups: mechanistic and organic (adaptive) structures.

The mechanistic structure is a rigid hierarchy (pyramid) of control. The organic structure, in contrast, is more and a flexible, adaptive management form. It is characterized by a small number of managerial levels, rules and instructions, a lot of independence in decision-making at the grassroots levels.

1.3 Mechanistic (bureaucratic) and adaptive organizational management structures

Mechanistic structures but Reflects a rigid management hierarchy, also called a pyramid of control. For a long time, this model was and remains dominant in management. More or to a lesser extent, it combines a variety of linear and linear forms of organizational structures. The main types of mechanistic structures of the organization (enterprise, corporations) are: functional structures, divisional structures and their combination (conglomerates). These structures personify the era of the industrial development of the global community. In the literature, there is another name of such structures - bureaucratic structures.

Managment structure - A combination of units of controls in relationships and coodes and ensuring the functioning and development of the organization as a whole.

To achieve the goals and fulfill the appropriate tasks, the manager must create an organizational structure (organizational management system) of the enterprise. In the most general sense of this word, the structure of the system is a set of connections and relations between its elements. In turn, the organizational management system is a combination of divisions and positions related to relations and submission. When creating the management structure, the manager should take into account the specificity of the enterprise activity and the peculiarities of its interaction with the external environment. The process of creating an organizational management structure usually includes three main stages:

1. determination of the type of organizational structure (direct subordination, functional, matrix, etc.);
2. allocation of structural units (control apparatus, independent divisions, target programs, etc.);
3. delegation and transfer to the lower levels of authority and responsibility (relations of management-subordination, relations of centralization-decentralization, organizational mechanisms of coordination and control, regulation of the activities of units, the development of provisions on structural divisions and positions).

The organization and management of the work of the enterprise carries out the control apparatus. The structure of the enterprise management apparatus determines the composition and relationship of its divisions, as well as the nature of the functions assigned to them. Since the development of such a structure is associated with the establishment of a list of relevant divisions and staff of their employees, the manager determines the relationship between them, the content and volume of their work, the rights and obligations of each employee.

From the point of view of quality and efficiency of management, the following main types of enterprise management structures are distinguished:

• the hierarchical type to which the linear organizational structure includes a functional structure, a linear-functional management structure, a staff structure, a linear-staff organizational structure, a divisional management structure;
• organic type, including a brigade, or cross-functional, control structure; Project management structure; Matrix control structure.

Consider them in more detail.

Hierarchical type of control structures. Modern enterprises are the most common hierarchical management structure. Such management structures were built in accordance with the principles of management formulated by F. Taylor at the beginning of the XX century. German sociologist M. Weber, developing the concept of rational bureaucracy, gave the most complete wording of six principles.

1. The principle of hierarchy of control levels, in which each subordination level is controlled by a higher level and obeys it.
2. It follows from the previous principle of compliance of the powers and responsibility of employees of the management of the place in the hierarchy.
3. The principle of division of labor into individual functions and specialization of employees for the functions performed.
4. The principle of formalization and standardization of activities that ensures uniformity of their duties and coordination of various tasks.
5. The principle arising from the previous one - the dismissions of the execution by employees of its functions.
6. The principle of qualified selection, in accordance with which the hiring and dismissal from work is carried out in strict accordance with the qualification requirements.

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

All employees can be differentiated into three main categories: managers, specialists, performers. Officers - Persons performing the main function and carrying out the general management of the enterprise, its services and units. Specialists - persons performing the main function and engaged in analyzing information and preparation of decisions on economics, finance, scientific and technical and engineering problems, etc. Performers - Persons performing auxiliary function, such as work on the preparation and design of documentation, economic activities. In the structure of the management of various enterprises a lot in common. This makes it possible to the manager under certain limits to use the so-called typical structures.

Depending on the nature of the relationship between different units, the following distinguishes types of organizational management structures:

• linear
• functional
• divisional
• matrix

Linear management structure

At the head of each unit is the head, endowed with all authority, which is unique responsible for the work of subordinate links. Its solutions transmitted over a chain from top to bottom must be fulfilled by all the lower links. The manager himself, in turn, is subordinated to a higher supervisor.

The principle of uniqueness assumes that the subordinates perform only one leader's orders. The higher authority has no right to give orders to any performers, bypassing their direct supervisor. The main feature of the linear wasp is the presence of exclusively linear relations, which causes all its pros and cons.

Pros:

• a very clear system of the relationship of the type "boss - subordinate";
• explicit responsibility;
• fast reaction to direct orders;
• simplicity of construction of the structure itself;
• high degree of "transparency" activities of all structural units.

Minuses:

lack of support services;

the absence of the ability to quickly resolve issues arising between various structural units;

high addiction from personal qualities of managers of any level.

Linear structure is used by small and medium-sized firms with uncomplicated production.

Functional management structure

If there is direct and inverse functional relations between different structural units in a linear control structure between various structural units, then it turns into a functional one. The presence in this structure of functional relations allows various departments to control each other's work. Plus to all, the possibility of active inclusion in the OSU of various serving services appears.

For example, the service for ensuring the performance of industrial equipment, technical control service, etc. Also appear informal bonds at the level of structural blocks.

With a functional structure, general management is carried out by a linear leader through the managers of the functional authorities. At the same time, managers specialize in separate managerial functions. Functional units have the right to indicate and dispose of subordinate units. The implementation of the instructions of the functional authority within its competence is required for production links. This organizational structure has its advantages and disadvantages.

Pros:

• removing most of the load from the highest level of control;
• stimulating the development of informal bonds at the level of structural blocks;
• reducing the need for wide profile specialists;
• as a result of the previous plus - improving the quality of products;
• there is an opportunity to create pile substructures.

Minuses:

• significant complication of connections within the enterprise;
• the emergence of a large number of new information channels;
• the appearance of the possibility of transferring responsibility for failures to employees of other units;
• difficulty coordination of the organization's activities;
• the emergence of trends towards excessive centralization.

Divisional management structure

Division - This is a major structural division of the enterprise, which has a lot of independence by including all necessary services.

It should be noted that sometimes divisions take the form of subsidiaries of the company, they are even legally executed as individual legal entities, in fact, being integrated parts of one whole. This organizational structure has the following pros and cons.

pros:

• presence of tendencies for decentralization;
• high degree of independence of divisions;
• unloading of the basic management managers;
• high degree of survival in the contemporary market conditions;
• development in managing divisions of entrepreneurial skills.

Minuses:

• the appearance of duplicate functions in divisions;
• weakening relationships between employees of various divisions;
• partial loss of control over the activities of divisions;
• the absence of the same approach to the management of various divisions by the Director General of the enterprise.

Matrix control structure

At the enterprise with a matrix, work is constantly conducted in several directions at the same time. An example of a matrix organizational structure is a project organization operating as follows: when the new program is launched, a responsible leader is appointed, who leads it from beginning to end. From specialized divisions, he is allocated for work to work by the necessary employees who, upon completion of the implementation of tasks assigned to them, return to their structural units.

The matrix organizational structure consists of the main basic structures of the type "circle". Such structures are rarely constant, and mainly formed within the enterprise to quickly implement several innovations at the same time. They are the same as all previous structures have their pros and cons.

pros:

• the possibility of operational orientation on the needs of its customers;
• reducing the cost of development and approbation of innovations;
• a significant reduction in time to introduce various innovations;
• a peculiar forge of managing personnel, as practically any employee of the enterprise can be appointed by the project manager.

Minuses:

• undermining the principle of uniqueness and, as a result, the need for the leadership of constant balance in the management of an employee who simultaneously subordinate to the project manager, and its direct boss from the structural unit from which he came;

In the theory of quality management in the role of the control object, the quality itself is.

Forms and methods for implementing the principles of formation of organizational structures allow you to allocate several types of them. So, in terms of (degrees) of differentiation and integration of control functions, two classes of structures are allocated:

• mechanistic, or bureaucratic, pyramidal, based on the Centralist Integration Type;
• organic, or adaptive, multidimensional, based on the combination of centralist and free types of integration.

Mechanistic (bureaucratic) pyramidal structures

Stability and rationalism performed the priority parameters of the formation of bureaucratic management structures of organizations at the beginning of the XX century. The concept of a bureaucracy, formulated by the German sociologist Max Weber, contains the following characteristics of the rational structure:

• a clear division of labor, which leads to the emergence of highly qualified specialists in each position;
• the hierarchy of control levels in which each subordination level is controlled by the higher and subordinate to it;
• the presence of a mutually related system of generalized formal rules and standards that ensures the homogeneity of their obligations and the coordination of various tasks;
• formal dismandability of official responsibilities;
• implementation of hiring to work in strict accordance with the qualifications; Protection of employees from arbitrary layoffs.

Pyramidal bureaucratic structures include: linear, functional, linear-functional, linear, divisional organizational structures.

Linear Organizational Management Structure

The linear structure implements the principle of uniqueness and centralism, provides for the fulfillment by one leader of all the functions of management, submission to him on the rights of unity of all lower divisions (Fig. 11.1).

This is one of the simplest organizational management structures. The hierarchy is clearly shown in the linear structures: at the head of each structural unit there is a leader, endowed with all the authority, carrying out the sole leadership of the employees subordinate to him and focusing in his hands all the control functions.

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

Since the solutions are transmitted in the linear structure of the chain from top to bottom, and the head of the lowest management team itself is subordinated to the head of a higher level over it, a kind of hierarchy of executives of this particular organization is being formed (for example, a section manager, head of department, shop director, master plot, engineer , head of the workshop, director of the enterprise). In this case, the principle of uniqueness is valid, the essence of which is that the subordinates perform orders only one leader. In the linear management structure, each subordinate has its own boss, and each boss is several subordinates. Such a structure operates in small organizations, and in large - at the lowest control (section, brigade, etc.).

Linear organizational management structure has its advantages and disadvantages (Table 11.1).

Table 11.1.

Advantages and disadvantages of the linear management structure

Benefits	disadvantages
Unity and clarity of administration. The consistency of the actions of the performers. Easy control (one communication channel). Clearly pronounced responsibility. Distribution in decision-making. Personal responsibility of the head for the final results of its division.	High requirements for the manager who should be prepared comprehensively to provide an effective manual for all management functions. Lack of links to planning and preparing solutions. Overload information of medium levels due to a variety of contacts with subordinate and superior organizations. Difficult links between units of one level. Concentration of power at the top level of management.

In functional structures, functional units are created endowed with authority and responsibility for the results of their activities. Linear links differ from the functional integration of object control functions, a set of powers and responsibility. The essence is that the implementation of individual functions on specific issues is assigned to specialists, i.e. Each control authority (either the contractor) specializes in the implementation of certain types of management activities. In the organization, as a rule, specialists of one profile are combined into specialized structural units (departments), such as planned department, accounting, etc. Thus, the overall task of organizing the organization is divided, starting from an average level, according to the functional criterion. Hence the name - the functional structure of the control (Fig. 11.2). Instead of universal managers who need to understand and perform all management functions, the staff of specialists who have high competencies in their field and responsible for a certain direction (for example, planning and forecasting) are appeared.

The functional structure implements the principle of separation and consolidation of control functions between the structural divisions, provides for the subordination of each linear unit of the lower level to several supervisors to the superior level, implementing the management functions. The advantages and disadvantages of this structure are presented in Table. 11.2.

Table 11.2.

Advantages and disadvantages of the functional management structure

Benefits

disadvantages

High competence of specialists responsible for the implementation of functions (increase in professionalism). Liberation of line managers from solving some special questions. Standardization, formalization and programming of processes and management operations. Exception of duplication and parallelism in the execution of management functions. Reducing the need for wide profile specialists. Centralization of strategic solutions and decentralization of operational.

Excessive interest in the implementation of the goals and objectives of its units. Difficulties in maintaining constant relationships between different functional units. The appearance of trends of excessive centralization. Duration of decision making procedures. A relatively frozen organizational form, with difficulty responding to changes. The complexity of the separation of power (multiplicity of subordination).

Experts indicate a close relationship between the size of the company and the organizational structure of the management. The expansion of the size of the enterprise, the complication of internal relationships create conditions, and also determine the need for a comprehensive decisions aimed at restructuring the organization of intra-profit management, an increase in the size of the company leads to the deepening of structural differentiation (branches, control levels, organizational units).

In turn, this leads to an increase in administrative and management costs, as well as costs associated with coordination, but does not reduce the advantage of homogeneity of large firms, which are due to the fact that these firms are managed from a single center. However, structural differentiation inherent in large firms requires the use of indirect (economic) methods of management and coordination of the activities of various organizational units.

Types of Committees

There is no doubt the advantage of using committees in such work, where coherence is required by the actions of management units, consultation in decision-making, determination of powers and responsibilities, the development of the work schedule.

New types of organizational structures

Currently, such types of structures as network and virtual organizations are developing, organizations with "internal" markets, multidimensional organizations, organization oriented organizations, entrepreneurial organizations, particial, adhocratic, intellectual, training organizations, circular corporations, etc.

The network structure means that the organization disaggregates its main functions (production, sales, finance, research and development work) between individual contracts working under contracts, which is a small headquarters. The organizational scheme of the hypothetical network organization is presented in Fig. 11.10.

Network organizations differ from the organizations of other types near the signs. First, network organizations rely more on market mechanisms than administrative forms of resource flow management. Secondly, many newly developed networks suggest a more efficient and stakeholder role of participants. Thirdly, in increasing number of sectors of the network, there are unification of organizations based on cooperation and mutual ownership of shares by group members - manufacturers, suppliers, trade and financial companies.

The so-called virtual organization or structure is closely connected with the network structure. In contrast to traditional mergers and acquisitions, partners in virtual organizations share costs, use each other's production experience and access to international markets.

Distinctive features of network virtual organizations of the future can be represented as follows:

1. use of information technologies to establish durable contacts;
2. combining efforts to implement new opportunities;
3. lack of traditional borders - with close cooperation of manufacturers, suppliers, customers are difficult to determine where one company begins and the other ends;
4. the main advantages and disadvantages of such organizations are shown in Table. 11.7;
5. trust - Partners share the feeling of "common destiny", realizing that the fate of each of them depends on the other;
6. perfection - since each partner brings its "main competence" to the Union, you can create an organization, modern in all respects.

Table 11.7.

The main advantages and disadvantages of the network structure of the organization

Dignity	disadvantages
Competitiveness at the global level. Flexible use of labor. High adaptability to market requirements. Reducing the number of hierarchy levels (up to 2-3 levels) and, accordingly, the needs in management personnel.	Lack of direct control over the company's activities. The possibility of unwanted loss of participants in the group (if the subcontractor is departed from affairs and its enterprise suffers bankruptcy). Low loyalty of employees.

Multidimensional organization. For the first time, this term was used in 1974. U. Goggin in describing the structure of the Dow Corning Corporation. Multidimensional organizations are an alternative to the traditional type of organizational structures. As we know, in traditional organizational structures, the allocation of organizational units occurs, as a rule, according to one of the following criteria:

• functional (finance, production, marketing);
• product (for example, factories or production units, producing various goods and services);
• market (let's say, on the regional principle or by the type of consumer).

Depending on the specifics of the activities in the construction of the organizational structure, one or another criterion prevails. Over time, under the influence of external changes and changes in the company itself (its size, scale of activity, other internal factors), the organizational structure of the company, and the prevailing principle of separation of units may also change. For example, with access to regional markets, a traditional linear-functional structure can be transformed into a regional divisional. At the same time, the reorganization is a sufficiently long and complex process.

In the conditions of dynamism of the external environment, the company must be able to instantly respond to changes, so the structure that it would not be necessary to rebuild. Such a structure is a multidimensional organization.

Multidimensional organizations are organizations in which structural units simultaneously perform several functions (as if in several dimensions) (Fig. 11.11), for example:

• ensure their production activities with the necessary resources;
• produce a specific type of product or service for a specific consumer or market;
• provide sales (distribution) of their products and serve a specific consumer.

The basis of a multidimensional organization is the autonomous working group (division), which implements all three functions: supply, production, distribution.

Such a group may be a "profit center". Sometimes it can be independent companies.

The divisions are easily included in the organizational structure and can leave it, their viability depends on the ability to produce goods and services that are in demand. A product oriented oriented divisions pay internal and external suppliers on a contractual basis. Functional units (production, warehouse, frames, accounting) provide services mainly by other divisions of the company, being suppliers for them. Thus, an internal market occurs within the organization. Divisions flexibly respond to changes in the needs of internal and external consumers. Consumers automatically control their suppliers. At the same time, the performance of the unit does not depend on the indicators of another unit, which facilitates the control and assessment of the activities of the division.

Features of multidimensional organizations are:

• budgets of divisions are developed by the units themselves, the company invests in them or gives loans;
• in multidimensional organizations there are no double subordination, as in a two-dimensional matrix model, the manual of the group is one;
• many divisions within a multidimensional organization can also be multidimensional. Units can also be multidimensional, even if the organization as a whole is not multidimensional (for example, the regional branch of a large corporation may have a multidimensional structure, while the corporation as a whole is a divisional structure);
• there is no need for any reorganization of the Organization as a whole and the relationships of autonomous groups, units can simply create, eliminate or modify;
• each division of the organization can be completely autonomous, engaged in and a set of personnel, and sales of finished products, etc.;
• the main indicator of the efficiency of autonomous groups - profits; It simplifies the analysis and control over the activities of groups, the bureaucratization is reduced, the management system works more effectively.

The main advantages and disadvantages of multidimensional organizations are shown in Table. 11.8.

Table 11.8.

The main advantages and disadvantages of a multidimensional organization

Dignity	disadvantages
Flexibility and adaptability to changes in the external environment. Reduced bureaucracy and simplify management system. Orientation on targets, not for funds. A combination of broad autonomy of units using synergy effect at the organization level.	In itself, the multidimensionality of the structure does not ensure the efficiency of the work of the divisions. Trend towards anarchy. Fight for resources within the organization. Lack of direct control over the divisions. Difficulties in the implementation of strategic projects.

Circular organization. The main principle of a circular organization is a democratic hierarchy. Managers are not commanders, but are more like leaders. In contrast to the hierarchical structure of traditional organizations, a circular organization has such features as the lack of undivided authority of managers, the possibility of participating in each member of the organization in management, collective decision-making of the management of each member of the organization. These principles are implemented through the features of the structure of a circular organization, the main of which is that the Council is formed around each leader (Fig. 11.12).

In each Council, in addition to the head of the unit, includes his subordinates, as well as third-party representatives - leaders of other structural units, external customers and consumers, public representatives. Participation in the Council is obligatory for managers, but is voluntary for subordinates.

Virtual organization. The appearance of the concept of a virtual organization is associated with the publication in 1992. Monographs W. Davidou and M. Malouna "Virtual Corporation".

A virtual organization is a network that includes association of human, financial, material, organizational and technological and other resources of various enterprises and their integration using computer networks. This allows you to form a flexible and dynamic organizational system, the most adapted to the rapid creation of a new product and the conclusion of it to the market. A virtual organization has no geographical center, the functioning of its units is coordinated with the help of modern information technologies and telecommunications.

The development of information technologies made it possible to make not mandatory physical availability of managers in workplaces. Virtual associations are grouped by the project principle, i.e. on a temporary basis.

as the need to create a specific product, project implementation, profit. The concept of a virtual organization creates fundamentally new business opportunities and is widely used in the XXI century.

Organization with the "domestic market." The evolution of organizational structures is gradually developing from hierarchical bureaucratic structures to matrix and design, and in recent decades - to decentralized networks and entrepreneurial units.

The concept of "domestic markets" is dramatically contrary to the hierarchical structure. On the one hand, it allows you to use the potential of entrepreneurship within the organization, on the other hand, it is inherent in the lack of market relations.

The basic principle of such organizations is the wide autonomy of units (both linear and functional). The divisions are considered as autonomous "internal enterprises" that buy and sell goods and services, participate in intrafyrna and interfirm connections.

We list the principles of formation and functioning of organizations with "internal markets":

1. Transformation of hierarchies into internal entrepreneurial units. All units are transformed into autonomous "internal enterprises", becoming responsible for the results of activities.

2. Creation of economic infrastructure, including general reporting, communications and incentives.

3. Focused synergy stimulation.

4. All divisions are responsible for the results, creative entrepreneurship is encouraged. Each unit includes as a small individual company, which independently manages their activities and manages resources. Units are given freedom when carrying out business operations within the organization and abroad.

5. Auxiliary functional units are commercial centers selling their services, both other departments of the company and external customers.

So, considering the development trends of organizations and organizational structures, it can be noted that the modern organization is:

• market oriented organization. These are organic, fast adaptable divisional or matrix organizations in which all parts of them (R & D, production, personnel, marketing, supply, sales, finance, service) are grouped around the market or markets. These are organizations, "movable by the market";
• entrepreneurial organization, i.e. Organization, more andiented and on available opportunities and achievements than on controlled resources;
• participative organization - an organization, the most use of employees in management;
• adchocratic organization - an organization using a high degree of freedom in the actions of workers, their competence and the ability to independently solve emerging problems. This is the organic structure of the matrix, project, network type, with the predominance of informal horizontal connections. Often there is no structure of the organization at all, hierarchical construction is constantly changing, vertical and horizontal bonds are predominantly informal;

An analysis of the experience of building organizational structures shows that the formation of management units is under the significant influence of the external and internal environment of the organization. This is the main reason for the impossibility of applying a single unified model of management structure for all organizations. In addition, this inability is due to the specific characteristics of a particular organization. The creation of a modern effective management structure should be based on the scientific methods and the principles of building organizational structures.

The main characteristic feature of new intra-profit management systems should be: orientation for the long term; carrying out fundamental research; diversification of operations; innovative activity; Maximum use of creative personnel activity. Decentralization, reduction of levels in the control apparatus, the promotion of workers and their payment, depending on the actual results, will become the main directions of changes in the control apparatus.

The process of modification of organizational management structures is evolving for a number of specific areas. As the main one, you can allocate the following.

1. Implementation of decentralization of production and sales operations. To this end, within the framework of the largest companies, semi-autonomous or autonomous departments are already created, which are fully responsible for profit and losses. These branches are imposed on all the fullness of responsibility for organizing production and sales activities. Each department fully finances its activities, commercially on partnerships with any organizations.

2. Novov explansion, search for new markets and diversification of operations. This direction is implemented through the creation of new products oriented and independent promotion firms within the framework of large companies in the markets and operating on the principles of "risk financing". The widespread practice of large companies becomes the creation in the most promising areas of small enterprises aimed at conquering in the shortest deadlines of lasting positions in the market.

3. Deburocratization, continuous increase in the creative industrial recoil personnel. For this, a wide variety of measures are being taken, including the distribution of shares among staff and the education of enterprises in the collective ownership of their employees.

In modern conditions, not only the fundamentally new form of organization for our country is required, not only the root of excellent management methods, but also transitional modes of activity, the phased transformation of some structures to others. In order to comprehensively consider both the internal features of organizations and dynamically changing external circumstances, as well as folding progressive trends, it is necessary to use a systematic approach to the formation and reorganization of enterprises.

The system of approach to the formation of the organizational structure is manifested in the following:

• do not overlook any of the managerial tasks, without the solution of which the implementation of the goals will be incomplete;
• identify and interconnect in relation to these tasks system of functions, rights and responsibilities for the control vertical;
• explore and organizationally issue all links and relationships horizontally management, i.e. to coordinate the activities of different links and governing bodies in the implementation of general current tasks and the implementation of promising interfunctional programs;
• provide an organic combination of vertical and horizontal controls, bearing in mind the finding of the optimal conditions for these conditions for the ratio of centralization and decentralization in management.

All this requires a carefully developed phased design procedure for structures, detailed analysis and determination of a system of objectives, thoughtful allocation of organizational units and forms of their coordination, developing relevant documents.