The implementation of plans and programs is achieved by building an organizational structure that allows you to effectively direct the joint activities of personnel through the appropriate distribution of duties, rights and responsibilities. Enterprise management should choose an organizational structure that is consistent with strategic plans and ensures effective interaction with the environment and the achievement of goals.

1. consists in the fact that the grouping of work assignments and specialized specialists into departments is carried out in accordance with the types of activities and qualifications - engineering department, accounting, marketing, production (Fig. 1).

Rice. 1... Organizational example functional structure

2. With a divisional approach, the basis for the creation of self-sufficient units is the similarity of products and programs being implemented or the influence of the geographic factor (Fig. 2).

Rice. 2... Organizational structures of an enterprise: an example of a divisional structure

3. The matrix approach consists in the coexistence of divisional and functional command chains, as a result of the intersection of which a double chain of command arises: employees are accountable to two immediate managers - the project or product manager, in the development or implementation of which they are involved, and the head of the functional department (Fig. 3).

Rice. 3... Enterprise organizational structures: an example of a matrix structure

New in company structures

Among the "new", more flexible and adaptive are the following approaches to the formation of the structure:

1. The team approach is used to organize the execution of specific tasks. A variety of teams can be created to coordinate the activities of major departments.
2. In a networked approach, the organization shrinks, with a broker taking the leading role and a key position in it, whose role is to maintain interconnection with other departments using telecommunication technologies. Departments can be geographically scattered around the world, their activities are independent, the cost of broker services is paid based on the terms of the contract with profit. Such a diagram of the organizational structure of the enterprise is shown in Fig. 4.

Fig. 4... Network structure of the organization

Factors influencing the choice of structure

The choice of organizational structure is influenced by many situational factors both inside the organization and outside it: the scale of the business, its specificity, the degree of mobility of the external environment, characteristics of the industry in which the company operates, etc.

Advantages and disadvantages of adaptive and bureaucratic structures

The number of bureaucratic structures, which are also called hierarchical, include linear, functional, divisional, etc. Among the adaptive (organic) structures, matrix, project, network, etc. are distinguished. The characteristic features of these organizational structures are shown in Table 1.

Table 1... The advantages and disadvantages of bureaucratic and adaptive organizational structures

	Bureaucratic structure	Adaptive structure
pros	The presence of clear connections between the subordinate and the manager Full control over subordinates Prompt response to crisis situations	Effective motivation High level of employee responsibility Personnel initiative Fast exchange of information between employees of different levels
Minuses	Slow motion of information Low level of employee responsibility Lack of initiative of the staff Power struggle	The likelihood of uncontrollability Difficulties in finding qualified employees

In general, the organizational structures of an enterprise (for example, bureaucratic structures) better correspond to companies operating in a stable external environment, and organic ones - to firms that are forced to work in conditions that change very quickly.

organizational structures

The organizational structure of an LLC enterprise, depending on the features of its construction, has clearly expressed advantages and disadvantages, which are reflected in table 2.

table 2... Comparative characteristics of organizational structures

Name	Description	Advantages	Restrictions
Linear	A diagram of the organizational structure of an enterprise is created when tasks and powers are transferred from a manager to a subordinate, and so on along the command chain. At the same time, hierarchical levels of management are formed.	Simplicity and ease of control	A manager of any rank must be competent and efficient in performing any managerial function. Effective management of a highly diversified and geographically ramified business is impossible
Headquarters	A headquarters (administrative apparatus) is created in the organization. The experts included in its composition (for example, lawyers, specialists in personnel training and development, etc.) provide consultations to top managers and line managers	Reducing the level of requirements for and facilitating their work	Such an example of the organizational structure of an enterprise is characterized by the absence or limitation of the powers of the headquarters.
Functional	Certain management functions, tasks and responsibilities are clearly assigned to individual departments (production, sales, marketing, finance, etc.)	Optimization of activities in each functional area. It is most effective when the range of products is relatively constant and the organization solves mainly the same type of management tasks	None of the divisions as a whole is interested in achieving corporate goals, provoking conflicts between departments. Difficulties in training the top-level personnel reserve due to the narrow specialization of middle-level managers. Slow response to changes in the external environment
Divisional	Dividing an organization into subdivisions by type of goods or services, consumer groups or regions	An efficient structure for large, geographically dispersed companies with a wide range of products or services. Allows you to focus on specific products (services), consumer groups or regions. Quickly responds to changes in technology, customer demand and competition conditions	Increase in costs associated with duplication of work (including those performed by functional units) in various divisions
Design	A temporary structure created to solve a specific task, limited by time. Led by a project manager who has a team of specialists and who has the necessary resources at his disposal	All efforts of employees are aimed at solving one specific problem	It is impossible to provide full or guaranteed employment of project participants after its completion. Team workload and resource allocation issues
Matrix	The Matrix Organization is divided into structural (usually functional) divisions, with project managers appointed who report to senior management. When implementing projects, managers temporarily supervise the activities of employees of functional units. In everything that goes beyond the scope of project activities, these employees are subordinate to the heads of their departments.	Flexibility and speed of response to changes in the external environment. The ability to quickly reallocate resources	Violation of the principle of one-man command due to double subordination of employees. Resource Allocation Conflicts

Thus, when deciding on the choice of an organizational structure, it is important to know and take into account its advantages and disadvantages, as well as the influence of such factors as the scale of doing business, its specifics, the degree of uncertainty in the external environment, characteristics of the industry in which the company operates, etc. Universal type a structure for all occasions simply does not exist.

Organizational process Is the process of creating the organizational structure of an enterprise.

The organizational process consists of the following stages:

• division of the organization into divisions according to strategies;
• relationship of authority.

Delegation- this is the transfer of tasks and powers of a person who assumes responsibility for their implementation. If the manager has not delegated the task, then he must complete it himself (M.P. Follet). If the company grows, the entrepreneur may not be able to cope with delegation.

A responsibility- a commitment to fulfill the tasks at hand and to be responsible for their satisfactory resolution. Responsibility cannot be delegated. The amount of responsibility is the reason for the high salaries of managers.

Credentials- limited right to use the resources of the organization and direct the efforts of its employees to perform certain tasks. Powers are delegated to positions, not individuals. Limits of authority are limitations.

Is a real ability to act. If power is what can really do, then power is the right to do.

Line and staff powers

Linear powers are transferred directly from the boss to the subordinate and then to another subordinate. A hierarchy of management levels is created, forming its stepwise nature, i.e. scalar chain.

Staff powers are an advisory, personal apparatus (presidential administration, secretariat). There is no descending line of command in the headquarters. Great power, powers are concentrated in the headquarters.

Building organizations

The manager transfers his rights and powers. The design of the structure is usually done from top to bottom.

Organizational design stages:

• Divide the organization horizontally into wide blocks;
• establish the balance of powers for positions;
• define your job responsibilities.

An example of building a management structure is the bureaucratic model of organization according to M. Weber.

Organizational structure of the enterprise

The ability of an enterprise to adapt to changes in the external environment is influenced by how the enterprise is organized, how the management structure is built. The organizational structure of an enterprise is a set of links (structural divisions) and connections between them.

The choice of organizational structure depends on factors such as:

• organizational and legal form of the enterprise;
• field of activity (type of products, its nomenclature and assortment);
• the scale of the enterprise (production volume, number of personnel);
• the markets to which the company enters in the course of economic activity;
• technologies used;
• information flows inside and outside the company;
• the degree of relative endowment with resources, etc.

Considering the organizational structure of enterprise management, they also take into account the levels of interaction:

• organizations with;
• divisions of the organization;
• organizations with people.

An important role here is played by the structure of the organization, through which and through which this interaction is carried out. Company structure- this is the composition and ratio of its internal links, departments.

Organization management structures

Various organizations are characterized by different types of governance structures... However, several universal types of organizational management structures are usually distinguished, such as linear, linear-staff, functional, linear-functional, matrix. Sometimes within a single company (as a rule, this is a large business), there is a separation of separate divisions, the so-called departmentization. Then the created structure will be divisional. It should be remembered that the choice of a management structure depends on the strategic plans of the organization.

The organizational structure regulates:

• division of tasks into departments and divisions;
• their competence in solving specific problems;
• general interaction of these elements.

Thus, the firm is created as a hierarchical structure.

The basic laws of a rational organization:

• ordering tasks in accordance with the most important points in the process;
• bringing management tasks in line with the principles of competence and responsibility, agreeing on the “solution field” and available information, the ability of competent functional units to accept new tasks to solve);
• mandatory distribution of responsibility (not for the sphere, but for the "process");
• short management paths;
• balance of stability and flexibility;
• the ability for goal-oriented self-organization and activity;
• the desirability of stability of cyclically repeated actions.

Linear structure

Consider a linear organizational structure. It is characterized by a vertical structure: top manager - line manager (divisions) - performers. There are only vertical links. In simple organizations, there are no separate functional units. This structure is built by a meringue of highlighting functions.

Linear management structure

Advantages: simplicity, concreteness of tasks and performers.
disadvantages: high requirements for the qualifications of managers and high workload of the manager. The linear structure is used and effective in small enterprises with uncomplicated technology and minimal specialization.

Line-staff organizational structure

As you grow enterprises are usually linear converted into line-of-staff... It is similar to the previous one, but the control is concentrated in the headquarters. A group of workers appears who do not directly give orders to performers, but perform consulting work and prepare management decisions.

Line-staff command structure

Functional organizational structure

With the further complication of production, it becomes necessary to specialize workers, sections, departments of workshops, etc., a functional management structure is being formed... The distribution of work is done by function.

With a functional structure, the organization is divided into elements, each of which has a specific function, tasks. It is typical for organizations with a small nomenclature and stable external conditions. Here there is a vertical: the leader - functional managers (production, marketing, finance) - performers. There are vertical and inter-level links. The disadvantage is that the functions of the leader are blurred.

Functional management structure

Advantages: deepening of specialization, improving the quality of management decisions; the ability to manage multipurpose and multidisciplinary activities.
disadvantages: lack of flexibility; poor coordination of activities of functional units; low speed of making management decisions; lack of responsibility of functional managers for the end result of the enterprise.

Linear-functional organizational structure

With a linear-functional management structure, the main links are linear, complementary ones are functional.

Linear-functional management structure

Divisional organizational structure

In large firms, the so-called divisional management structure is used to eliminate the shortcomings of functional management structures. The division of responsibilities is not by function, but by products or by regions... In turn, divisional divisions create their own subdivisions for supply, production, sales, etc. In this case, prerequisites arise for relieving higher managers by freeing them from solving current problems. The decentralized management system ensures high efficiency within individual departments.
disadvantages: growth in expenses for management personnel; the complexity of information links.

The divisional management structure is based on the allocation of subdivisions or divisions. This type is currently used by most organizations, especially large corporations, since it is impossible to squeeze the activities of a large company into 3-4 main departments, as in a functional structure. However, a long chain of commands can lead to uncontrollability. It is also created in large corporations.

Divisional management structure Divisions can be distinguished on several grounds, forming structures of the same name, namely:

• grocery.Departments are created by product type. Polycentricity is characteristic. Such structures have been created in General Motors, General Foods, and partly in Russian Aluminum. The responsibility for the production and marketing of this product is delegated to one manager. The disadvantage is duplication of functions. This structure is effective for the development of new types of products. There are vertical and horizontal links;
• regional structure... Departments are created at the location of the divisions of the companies. In particular, if the firm has international activities. For example, Coca-Cola, Sberbank. Effective for geographic expansion of market areas;
• customer-oriented organizational structure... Divisions are formed around specific customer groups. For example, commercial banks, institutions (advanced training, second higher education). Effective to meet demand.

Matrix organizational structure

In connection with the need to accelerate the pace of product renewal, target-oriented management structures, called matrix ones, have arisen. The essence of the matrix structures is that temporary working groups are created in the existing structures, while resources and employees of other departments are transferred to the head of the group in double subordination.

With a matrix management structure, project teams (temporary) are formed to implement targeted projects and programs. These groups are in double subordination, they are created temporarily. This achieves flexibility in the distribution of personnel, effective implementation of projects. Disadvantages - the complexity of the structure, the emergence of conflicts. An example is the aerospace company, telecommunications companies that carry out large projects for customers.

Matrix management structure

Advantages: flexibility, acceleration of innovation, personal responsibility of the project manager for the results of work.
disadvantages: the presence of double subordination, conflicts due to double subordination, the complexity of information links.

Corporate or is considered as a special system of interconnection between people in the process of carrying out joint activities. Corporations as a social type of organization are closed groups of people with limited access, maximum centralization, authoritarian leadership, opposing themselves to other social communities on the basis of their narrowly corporate interests. Thanks to the pooling of resources and, first of all, human resources, the corporation as a form of organizing joint activities of people presents and provides an opportunity for the very existence and reproduction of a particular social group. However, the unification of people in corporations occurs through their separation according to social, professional, caste and other criteria.

The structure of an enterprise is called the composition and combination of departments within it. These are workshops, sections, departments and other divisions, depending on the direction of work. The aspects that affect the formation of that very structure are: the type of products manufactured or services provided, the scale of the organization, the level of specialization, cooperation. The structure of the enterprise is a sample, the diagram will be presented below.

The overall organizational structure is a combination of departments that are responsible for production and service. It is characterized by connections between these two important departments.

So the structures of production include:

1. Laboratory.
2. Plot.
3. Various types of energy for production purposes.

Service departments include:

• Catering departments - canteens / buffets.
• Pensions, rest houses.
• Medical unit.
• Sports partnerships.
• Institutions for training and advanced training.

That is, these are all structures that are able to provide decent work capacity, rest, food, cultural education of workers. This helps to increase their willingness to work.

Structure components

The key components of the structure of any organization are called: workplace, site, workshop.

Workplace

This is the first and key element in organizing your workspace. This is an indivisible link in the production process. It can be serviced by one or more employees. The main purpose is the ability to perform a specific production task serving operations. In order for the employee to be able to perform his job duties, his workplace has all the necessary equipment. Workplace example:

1. For a turner - a lathe.
2. For a locksmith - a vice.
3. For a blacksmith, a hammer.

Note! In some cases, it is necessary to create a multi-station workplace. This is required if one worker needs to perform his task on several pieces of equipment.

Plot

This is the name of a production unit that contains 2 or more primary elements - jobs. The division takes place according to some common characteristics. If the enterprise is small, then it is the site that has the features that are characteristic of workshops. True, in this case, the independence of the site is much less, as well as the administrative and service component.

There is a leader at the sites - the site foreman.

Specialization occurs:

1. In detail. In this case, they are linked by certain links. For example: the production of a certain element of a product that is produced in production.
2. Technologically. In this case, single operations are performed. If the sites are grouped by permanent contacts of this type, then they are combined into workshops.

Shop

This is the most complex structural unit. The above structures are included in it. Complex relationships develop in any type of workshop. They are characterized by a multistage structure, inside the shops there are well-developed internal and external relations.

A workshop is a key structural unit of any large enterprise. He already has some kind of isolation:

• Production.
• Household.
• Technical.
• Administrative.

Important! Workshops receive uniform tasks from the management. Its implementation is regulated by volume, quality, costs.

There are different workshops within the same enterprise, among them:

1. Basic. Here, a certain stage of the production process is carried out with the aim of converting raw materials into products. The entire product can be executed here.
2. Auxiliary. They help in the production of basic products. Their task is to create suitable conditions for the functioning of the main ones. These include: repair, energy, model.
3. Serving. They perform exclusively service manipulations for the first two workshops. They transport and store raw materials, semi-finished products, as well as finished products.
4. Side effects. Application, processing of industrial waste, if any.

Such subdivisions are the main ones for any large manufacturing enterprise.

Managment structure

The management structure is of particular importance in the structure of any production. In general, it is a set of interconnected management links. Its parts: the number of governing bodies, the order of their interaction, their functional load.

Linear structure

The most popular and simplest is the linear structure. It is also called bureaucratic-hierarchical. To put it very simply, it is headed by the leader, all other subordinates. Moreover, one manager may have several subordinates, who, in turn, manage their subordinates, etc.

Note! Large enterprises have 3-4 even more hierarchy levels.

With this scheme, each individual link, subordinate has a single leader. It is from him that the commands for the implementation of a particular task come. Direct managers are responsible for the results of the work. In this case, decisions are passed from top to bottom, the lower-level manager is subordinate to the top-level manager. Convenience for the employee is that higher ranks have no right to jump over the head of the immediate superior, regardless of their status. That is, giving instructions to an employee is not within their competence.

In a linear structure, the management system is combined according to the production criterion, taking into account the degree of concentration of production, the range of manufactured goods, and technological features.

This structure is logical and more formalized, but less flexible. The leader of each link has limited power, which makes it impossible to solve highly specialized problems.

Advantages

1. There is a clear limitation of responsibility and competence.
2. Ease of task control.
3. The decision can be made quickly and economically.
4. Simplicity of hierarchical communication, with a clear description of the tasks.
5. Personal responsibility for the results.

disadvantages

• Requirements for the leader to have a high professional level.
• Complexity of communication between performers.
• The manager has too narrow specialization.
• Authoritarian management style.
• A big load on any leader, regardless of the hierarchical level.

Note! This control scheme is used not only in manufacturing enterprises. It is key in all state structures, including the housing and communal services system, state inspection structures, for example.

The structure of a construction company (sample, diagram)

At the moment, most construction organizations are practically full-fledged manufacturing enterprises. Naturally, they have their own specific structure with common elements.

Various collectives, associations, enterprises function in the general structure. Economic and industrial relations remain between them. In this area, there are:

1. Basic.
2. Auxiliary.
3. Service enterprises.

There are also sections, workshops, household departments. As such, there are no stationary jobs, but there is specific equipment required to perform a particular functional task.

If you represent the structure in general, then it will look like this:

1. An enterprise is a construction company, an organization.
2. Branches from the enterprise:
   • Sections and brigades performing the main work. These include directly construction, installation, assembly.
   • Enterprises engaged in ancillary activities. These are: repair, heat supply, energy.
   • Service enterprises - transportation, control, security, warehouse organizations.

In construction, as in many areas, a linear management structure is also most often defined. An example can be given: there is a parent company (LLC) and its head, he chooses a contractor to whom he issues a specific task. Those appoint a foreman who is responsible for completing the assigned tasks on time and with the stated quality. The actual work is carried out by the builders of the hired team.

Output

The normal functioning of the enterprise depends on the correctness of the creation of the structure of the enterprise. First of all, it is the possibility of the tasks assigned to them.

ORGANIZATIONAL STRUCTURE OF ENTERPRISE MANAGEMENT (for example, JSC "Lenaeroproject")

Introduction

Chapter 1. ESSENCE OF THE ORGANIZATIONAL STRUCTURE OF THE ENTERPRISE MANAGEMENT

1.1 The concept and principles of building the organizational structure of management

1.2 Classifications of organizational management structures

1.2.1 Classification of types of organizational management structures

1.2.2 Classification of types of organizational structures of management

1.3 Design principles for organizational management structures

CHAPTER 2. ANALYSIS of the organizational structure of management of JSC "Pinii VT" Lenaeroproekt "

2.1 General characteristics of the organization's activities

2.2 Description of the organizational structure of JSC "Pinii VT" Lenaeroproject "

2.3 Assessment of the effectiveness of the functioning of the existing organizational structure

3.1 Justification of the need to improve the organizational structure of management

3.2 The main directions of improving the organizational structure of management of JSC "PiNII VT" Lenaeroproject "

3.3 Development of regulations on divisions and job descriptions

Conclusion

Bibliography

INTRODUCTION

The structure of an organization is a way of building a relationship between management levels and functional areas, which ensures optimal achievement of the organization's goals under the given conditions, i.e. "organizational structure of management" (OMS) - one of the key concepts of management, closely related to the goals, functions, management process, the work of managers and the distribution of powers between them. Within the framework of this structure, the entire management process takes place (the movement of information flows and the adoption of management decisions), in which managers of all levels, categories and professional specializations participate. The structure can be compared to the frame of a building of a management system, built so that all processes occurring in it are carried out in a timely manner and efficiently. Hence, the attention that heads of organizations pay to the principles and methods of constructing organizational structures, the choice of their types and types, the study of trends and assessments of compliance with the tasks of organizations - this shows the relevance and importance of this topic in modern conditions.

Improving the efficiency of the enterprise is largely determined by the organization of the management system, which depends on the clear structure of the enterprise and the activities of all its elements in the direction of the chosen goal.

The need to improve the management system at the present stage is determined by many factors. This is the optimization of the size of the administrative apparatus, its functions; introduction of automated control systems and development of decision-making systems.

The management structure includes all the goals distributed among the various links, the links between which ensure the coordination of individual actions for their implementation. The connection of the structure with the key concepts of management - its goals, functions, process, mechanism of functioning, people and their powers testifies to its enormous influence on all aspects of the organization's work.

Organizations create a structure in order to ensure the coordination and control of the activities of their departments and employees. The structures of organizations differ from each other in complexity (i.e. the degree of division of activities into different functions), formalization (i.e. the degree of use of pre-established rules and procedures), the ratio of centralization and decentralization (i.e. the levels at which management solutions).

There are various types of organizational structures (linear, linear-functional, functional, matrix, design, divisional, brigade). But not every type of organizational structure corresponds to an organization. Therefore, each organization itself develops an organizational structure, which should set a system of responsibility, reporting relationships, principles of combining employees into groups. In addition, the structure should contain mechanisms for communication and coordination of elements of the organization in a coherent whole.

The structure of the organization reflects its structural diagram. The unification of an organization into a single whole is associated with the use of information systems and communication mechanisms that complement its structural diagram. The diagram of any organization shows the composition of departments, sectors and other linear and functional units. However, it does not take into account such a factor as human behavior, which affects the order of interaction and its coordination. It is the behavior of personnel that determines the effectiveness of the functioning of the organizational structure to a greater extent than the formal distribution of functions between departments. The organizational structure of any organization should be considered against different criteria. The efficiency of the activity is influenced by:

1) real relationships between people and their work, reflected in the diagrams of organizational structures and job responsibilities;

2) management policies and methods affecting personnel behavior;

3) the powers and functions of employees of the organization at various levels of management.

The rational structure of the organization presupposes a combination of these three factors, which ensures a high level of production efficiency.

Therefore, in this thesis, much attention is paid to the principles and methods of formation, the choice of the type of management structure, the study of trends in their construction and assessment of their compliance with the tasks being solved.

Object research is the Open Joint Stock Company "Design and Survey and Research Institute of Air Transport" Lenaeroproject ".

Item research - the organizational structure of the management of JSC "PiNII VT" Lenaeroproekt ".

Target the research carried out within the framework of the thesis consists in the analysis of the organizational structure of the management of JSC PiNII VT Lenaeroproekt and the search for ways to improve it.

Tasks research:

1. Study of theoretical issues on the organization, principles of building and improving the organizational structure;

2. Analysis and assessment of the existing organizational structure of the enterprise management of JSC "PiNII VT" Lenaeroproekt ";

The problems of research, development and implementation of organizational structures of enterprise management are widely reflected in foreign economic literature in the works of M. Albert, I. Ansoff, H. Wissem, P. Drucker.

In the domestic economic literature, the works of A.R. Alaverdova, A.V. Bandurina, V.R. Vesnina, I.N. Gerchikova, V.V. Glukhova, V.V. Glushchenko, S.D. Ilyenkova, A.R. Kankovskaya, M.G. Lapusta, O.T. Lebedeva, Z.P. Rumyantseva, E.E. Starobinsky, and many others. It should be noted, however, that most of the publications that have appeared in recent years, in a generalized form, convey foreign experience in studying the organizational structures of enterprise management. This allows us to conclude that the issues of the formation of organizational management structures in Russia are still insufficiently worked out and require increased attention.

When writing the thesis, literature from educational and periodicals, regulatory and legal sources, as well as information from reference publications were used.

The structure of the thesis consists of an introduction, three chapters, a conclusion, a bibliography and annexes.

Chapter 1. ESSENCE OF THE ORGANIZATIONAL STRUCTURE MANAGEMENT OF THE ENTERPRISE

1.1 The concept and principles of building the organizational structure of management

The management structure is understood as an ordered set of stably interconnected elements that ensure the functioning and development of an organization as a whole. The organizational structure of management (OSU) is also defined as a form of separation and cooperation of management activities, within which the management process is carried out according to the relevant functions aimed at solving the tasks and achieving the intended goals. From these positions, the organizational structure is presented in the form of a system of optimal distribution of functional duties, rights and responsibilities, the order and forms of interaction between the management bodies that are part of it and the people working in them.

For each organization there is the best and only inherent organizational structure of production and management. Any organization has some features of the use of technological equipment, professionalism and personal qualities of personnel, orders and traditions between employees vertically and horizontally. Each organization has its own history, culture, technological philosophy and people. For the implementation of their harmonious interaction, the only organizational structure of management that is most suitable for them serves. The originality of a specific organizational management structure is achieved on the basis of the use of existing types of linear, functional, staff, and other structures by including or excluding from them any divisions or connections.

The organizational structure of any enterprise has its own characteristics. A clear structure shows which areas of work are duplicated and which are overlooked. This helps to optimize work, cut costs, and improve the efficiency of production costs. See what types of organizational structures are, how they differ, what are their strengths and weaknesses.

What is organizational structure

The organizational structure of an enterprise is a document that schematically reflects the composition and hierarchy of departments. It gives an idea of ​​the enterprise itself, allows you to see its work from the inside and trace the relationship between employees, departments, directions and management, their responsibilities, areas of competence, rights and obligations.

Purposes of creation:

1. Coordination of management, determination of bosses and subordinates, managers and executors.
2. Distribution of rights and responsibilities for representatives of all levels of the organization.

Types of enterprise structures

Informal - often has no description. It is formed spontaneously on the basis of personal preferences, taking into account traditions and unwritten rules in the course of interactions within the team. The ties built in the informal system are often more rigid than in the formal one; it is much more difficult to change or transform these ties.

In the formal hierarchy and relationships within the team are spelled out in the form of legal requirements, taking into account the goals, norms and standards of production, and are also depersonalized as much as possible.

There is also a division into mechanistic and organic company structures. Mechanistic provides for a rigid hierarchy, a predominance of vertical ties, many horizontal divisions, a directive method of management, a single governing center that makes almost all management decisions individually. In general, this is a rather complex scheme, communications between participants are regulated and limited, mainly by orders and instructions.

Organic is distinguished by an extensive communication network between a small number of levels, the absence of a single control center, moreover, management is very flexible and quickly adapts to changing circumstances. It is dominated by a partnership style of communication and consensus decision-making. A significant number of decisions at the lowest level can be made independently. This is what an ideal democratic society looks like.

The vast majority of industrial companies use the following formalized mechanistic organizational structures.

Linear

It assumes a strict hierarchy and horizontal subordination of the lower to the higher. The leader alone makes decisions and manages subordinates. In general, the organization repeats the production hierarchy of the company, the division takes place taking into account the specifics of production. Used mainly by small firms that produce simple products.

How to analyze the organizational structure and make sure it matches the real state of affairs

If the company has already described the organizational structure, you need to make sure that it is not out of date and shows how in reality they give orders, make decisions and distribute responsibilities in the company. It happens that the business is developing dynamically, while the management does not pay attention to the formalization of the management system, they may “forget” to include positions, entire services or even recently acquired business lines in the organizational structure. Only when they begin to form a hierarchy of financial responsibility centers do they suddenly remember that “right there we still have a branch in Samara!”.

Make sure the organizational structure reflects the functions and tasks of the relevant officials. If there is no clear distribution of functions by position, then the structure itself may be useless. ...

It repeats the linear one, but the chief has an additional headquarters for collecting and analyzing information, making management decisions, planning. Representatives of the headquarters do not make decisions, but only provide information and analytical support for the activities of the head, removing part of the load from him.

Functional organizational structure of the enterprise

Departments are formed in the company - financial, marketing, production, etc. Each department has its own head. Each department implements its function in the work of the company. This division allows you to get functional executive managers specializing in their area. The functional organizational structure of the company is effective in mass production or service, where there is no need for operational management and constant development of new solutions.

Advantages

disadvantages

functional managers have high competence in their area of ​​influence, due to which they perform tasks better than generalists; line managers can focus on solving operational problems; you can invite third-party specialists for consultation on certain areas of work

decision-making time increases; communication between functional departments deteriorates, which leads to a struggle for resources within the company; narrow specialization of functional managers complicates their transition to the highest level of managers; the performer in his work should be guided by the instructions of both his department head and functional manager. This reduces the responsibility of the executor and leads to inconsistency or duplication of orders.

Linear structure allows you to strictly manage the company, and functional managers take on the task of forming work standards through instructions, schedules and regulations. Typically, functional managers do not give orders, but are engaged in the study of issues related to the launch of new products.

Advantages	disadvantages
the vertical connection between the manager and the subordinate is maintained; line managers are focused on solving operational management issues; functional managers focus on planning, financial and logistics issues; this separation improves the productivity and quality of the work of managers	the leading leader is forced to simultaneously solve both strategic and operational tasks; communications are built vertically, which worsens the interaction between departments at the horizontal level; competition between divisions

The company is divided into production departments according to directions depending on the selected criterion. This can be a territorial, grocery, consumer or other principle. The formed division is distinguished by great independence, within it functional managers are subordinate to the head of the division, who is subordinate to the head office. Production issues are handled by the head of the division, the head office is engaged in strategic planning, development of new products, and research.

Advantages	disadvantages
divisional leaders receive greater responsibility and freedom of action; this approach simplifies the training of senior managers; the division is more mobile and dynamic, able to respond more quickly to consumer needs; closer communication between performers and the head of one division	weak communication between division and head office can lead to weakening of control and losses; poor communication within the division between departments; the ability to adapt to customer requirements can be significantly limited by the center, therefore such a scheme is preferable in conditions of stable development

In the 70s of the XX century, companies with organic structures began to appear. These include the following options.

Created to solve a specific problem by a specially selected group of specialists. After implementation, the group is disbanded. It is mainly used in the development of innovations, at the intersection of several science-intensive areas. In project teams, stronger personal ties are formed, which positively affect the quality of work of all team members.

The founder of this scheme is the Toyota company. In the company, the creation of innovations is put on stream, therefore, to support this work, targeted programs are created that address certain issues. If the question is finite in time, then a project team is created. There is double subordination - to the program manager and the head of the functional unit, whose employees work according to the program. For the target program, a special functional committee is formed, no more than five people. A secretary is appointed to manage the affairs of the committee. The committee periodically considers issues requiring solution, creates project teams, establishes the rules for relationships between departments, both in the vertical and in the horizontal plane.

Advantages

disadvantages

the autonomy of groups or programs develops the managerial and professional skills of their members; each process has a person responsible for all the details of the work within the project; high quality of communication and control due to horizontal links and one decision-making center within a project or program, due to this, management becomes more efficient, flexible and responsive to consumer requests

a high corporate culture is required for the full-fledged operation of this scheme; constant training of employees is necessary, high requirements for their business and professional qualities; responsibility is eroded due to double subordination - to the project and the department; competition for resources between projects and departments, conflicts between their leaders; work standards may be violated due to the employee's employment in project work

A direct analogy is the workers' cooperatives of the late 1980s. Within the framework of this scheme, the teams make decisions and coordinate their activities independently. There are developed horizontal communications. For their activities, the teams involve various specialists. If there is a division into functional units in the brigade, then it is called cross-functional and resembles a matrix structure. If there is no such division, then it is called brigade and resembles the design one. The scheme shows the maximum efficiency with a high level of specialists and good technical equipment.

What requirements should the structure of the organization meet?

The structure being developed should take into account the characteristics of the enterprise, the nature of the work, the type of products manufactured and many other factors. It must be rational, optimal and economical.

Basic principles of development:

1. Balance between rigid hierarchy and the ability to remain flexible when making decisions. The structure must have the ability to self-organize, set new goals and remain active.
2. The set of operations performed within the company must be stable and cyclical so that new procedures are not developed every time. Key points of operations must be ordered.
3. The ways of broadcasting managerial decisions should be as short as possible, and the decisions themselves should be made on the basis of competence, responsibility and availability of information.
4. Responsibility should be allocated in accordance with the processes being performed.