Linear - headquarters structure. Linear - staff organizational structure Linear staff type of organizational structure

Organization management is complex work that cannot be done formally or in a pattern.

Organizations are created to achieve a variety of goals, to meet the various needs of people, which is why they are so diverse.

The organization has its own structure.

Organization structure - this is a logical relationship and interdependence of management levels and departments.

The structure of the organization consolidates the horizontal and vertical division of labor, the placement and interconnection of personnel, the possibility of its successful operation.

Structure is given great importance in the analysis of the organizational system of production as a whole

Best Structure - it is one that allows the organization to effectively interact with the external environment, to distribute and direct the efforts of its employees in a productive and expedient way, and thus meet the needs of customers and achieve its goals with high efficiency.

In management theory, there are several types of organizational management structures:

• 1) linear;
• 2) functional;
• 3) linear-functional;
• 4) line staff;
• 5) divisional;
• 6) matrix.

Essence linear structure Management consists in the fact that at the head of each team there is one leader who is accountable to a higher leader. Subordinates carry out orders only from their immediate supervisor.

Rice. 4. Linear control structure

Advantages of the linear type of structure:

• - Establishing clear and simple links with departments;
• - receipt by subordinates of clear and interconnected tasks and orders;
• - full responsibility of each leader for the results of work;
• - Ensuring unity of action from top to bottom.

The linear control system is the simplest, works well at the lower levels of management of small enterprises, and is effective when the range of problems to be solved is small.

Lack of Linear Structure - the leader must be competent in all areas of management, which leads to an overload of the leader.

Functional structure is based on the division of functions between structural divisions with the simultaneous subordination of all lower divisions.

Rice. 5. Functional control system

Advantages of a functional management system:

• - increasing the competence of management due to the involvement of qualified specialists in certain areas of management;
• - increasing the flexibility of the system, which easily responds to the needs of the organization by creating new functional services.

The functional form of communication violates the unity of command and the principle of unity of command, and the responsibility for work is reduced.

Often found in research and design organizations.

Linear-functional structure is based on the observance of unity of command, the linear construction of structural units and the distribution of management functions between them. This structure is applicable to large organizations with a clear division of labor.

Rice. 6. Linear - functional management structure

Linear-functional structure is currently the main basic type of structures.

It ensures maximum stability of the organization, creates the most favorable basis for the formal regulation of powers and responsibilities.

However, it does not always have the necessary flexibility and adaptability when new tasks arise, and does not ensure the coordination of activities for the implementation of new programs.

Line-headquarters structure represents a linear structure, where at each link a headquarters has been created, consisting of production, technological, planning departments; services of chief specialists; individual bureaus important for the production of specialists.

The line manager approves the decisions prepared by the headquarters and transfers them to subordinates for execution.

The advantages of the line-staff structure is that, if necessary, the head of the organization can make a single decision.

The line-staff structure provides for the creation of social, professional and consulting units of the head. Basically, this structure is used in medium-sized enterprises.

Large enterprises use divisional organizational structure of management , in which complex linear-functional system divided into relatively independent blocks.

With such a structure, the authority to manage the production and marketing of products is transferred to one manager responsible for this type of product.

Headquarters-1 - headquarters for the head of the organization

Headquarters-2 - headquarters of specialists under the head of the middle level

Performer - lower-level performers.

If the organization's activities cover different geographical (or international) zones, then it is advisable to organize the divisional structure according to the territorial principle.

Rice. 7. Linear - staff management structure

The divisional structure, while increasing the flexibility of management, has serious drawbacks. They hinder the growth of labor productivity, limit the possibility of using large high-performance equipment.

Widespread in large and international companies received matrix structure , which provides for the implementation of targeted programs (projects).

The matrix structure allows for the dual subordination of departments and individual workers.

Powers to the head of the target program (project) are delegated by the top manager. He is responsible in general for the integration of all activities and resources related to this project (program), for planning, compliance with the implementation schedule.

The advantages of the matrix structure are that it allows achieving flexibility, redistributing labor resources depending on the needs of each target program (project), coordinating various types of activities and the use of resources.

The choice of the type of structure depends on the organization itself and the speed of change in the external environment.

Rice. 8. Divisional management structure

Rice. 9. Matrix control structure

A mixed management structure is possible.

Rice. 10. Mixed management structure

Questions for self-control.

.1. What are the basic principles of personnel management systems?

.2. Describe the organizational and administrative methods of personnel management?

.3. Describe the economic methods of personnel management?

.4. What refers to the socio-psychological methods of personnel management?

.5. What is the essence of the linear management structure?

.6. What is the functional management system based on?

.7. Describe the linear-functional management structure?

.8. What is a line-staff management structure?

.9. What is the essence of the divisional organizational structure of management?

.10. What is provided when using the matrix control structure?

We bring to your attention the journals published by the publishing house "Academy of Natural History"

The modern market puts forward new conditions for the formation of enterprises. In organizations, the most common use of such management systems as:

• linear organizational structure;
• line staff;
• linear functional.

Linear organizational structure It is characterized by a vertical control system, when one person has the main powers, who passes instructions to his deputy, the latter to his. In such enterprises there are several which are headed by middle managers and who report to the director.

Linear has the following advantages:

• clarity and unity of orders;
• consistency in the actions of performers;
• clear responsibility;
• ease of management, since there is one;
• efficiency in making and executing decisions;
• the presence of personal responsibility of managers for the final result of the activities of a particular unit.

Linear is logically slender and defined, but it is not very flexible. Each leader has power, but little ability to resolve difficult situations.

Scientists highlight such shortcomings that a linear organizational structure has:

• the presence of high requirements for the leader, who must have special competence;
• lack of links for the development and preparation of management decisions;
• overload with large amounts of information, many contacts with employees;
• the concentration of all power in the hands of the top manager.

More modern and optimal is line-staff organizational structure. It includes the presence of specialized departments that do not have decision-making rights and the ability to lead any departments, but they must help a specific leader in performing a number of functions. We are talking about the functions of strategic analysis and planning. The rest of the system has the same features as the previous structure.

Advantages of the headquarters system:

• the presence of a deeper study of strategic objectives;
• top managers have more free time, as they are not distracted by solving current problems;
• there is an opportunity to involve external experts and consultants.

The line-staff structure has the following disadvantages:

• the presence of an insufficiently clear distribution of responsibility, since those who prepare the decision will not participate in its execution;
• tendency to over

Linear-functional organizational structure implemented through a set of units that specialize in the performance of a number of specific duties. They are necessary in the control system for optimal decision making.

In such a structure, a number of functions are assigned to employees. Specialists of a single profile should be united in a structural unit. Thanks to this, a sales, marketing, and placement department is being formed.

System advantages:

• the presence of high competence of specialists who are responsible for specific functions;
• the release of top managers from solving special problems;
• formalization, standardization and programming of processes and phenomena.

Disadvantages of a functional structure:

• the presence of excessive interest in the implementation of "their" tasks by units;
• there are difficulties in maintaining continuous relationships between functional departments;
• difficulty in making decisions.

Introduction…………………………………………………………………………….2

1. The concept and essence of the organizational structure of management……………3

2. Linear - headquarters organizational structure of the enterprise…………….9

Conclusion…………………………………………………………………………10

List of used literature……………………………………………...13

Introduction

A modern enterprise is a complex production system that includes such elements as fixed assets, raw materials, labor and financial resources. The most important task of management is the use of these elements in such a way as to ensure the effective functioning of the entire production system, survival and development in a highly competitive environment.

Due to the fact that the work of the enterprise is divided into its component parts, performed by various employees, someone must coordinate and direct the efforts. The activity of coordinating the work of others is the essence of management. In order for the enterprise to operate successfully, managerial work must be clearly separated from non-managerial. The company must appoint managers and define the scope of their duties and responsibilities.

The structure of the organization is a way of building the relationship between the levels of management and functional areas, which ensures the optimal achievement of the goals of the organization under given conditions.

"Organization management structure", or "organizational management structure" (OSU) is 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 managerial decisions), in which managers of all levels, categories and professional specializations participate. The structure can be compared to the frame of the management system building, built to ensure that all processes occurring in it are carried out in a timely manner and with high quality. Hence, the attention that leaders of organizations pay to the principles and methods of building organizational structures, the choice of their types and types, the study of trends in change and assessments of compliance with the tasks of organizations - this shows the relevance and importance of this topic in modern conditions.

1. The concept and essence of 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 the organization as a whole. OSU is also defined as a form of division and cooperation of management activities, within the framework of which the management process is carried out according to the relevant functions aimed at solving the set tasks and achieving the intended goals. From these positions, the management structure is presented as a system of optimal distribution of functional duties, rights and responsibilities, the order and forms of interaction between its constituent bodies and people working in them.

The key concepts of management structures are elements, connections (relationships), levels and powers. The elements of the OSU can be both individual employees (managers, specialists, employees), and services or bodies of the administrative apparatus, which employ a certain number of specialists performing certain functional duties. There are two areas of specialization of OSU elements:

a) depending on the composition of the structural divisions of the organization, the links of the management structure that carry out marketing, management of production, scientific and technological progress, etc., are singled out;

b) based on the nature of the general functions performed in the management process, bodies involved in planning, organizing production, labor and management, controlling all processes in the organization are formed.

Relationships between elements of the management structure are supported by links, which are usually divided into horizontal and vertical. The first are in the nature of coordination and are single-level.

The second is the relationship of subordination. The need for them arises when the management system is built hierarchically, that is, when there are different levels of management, each of which pursues its own goals.

With a two-level structure, upper levels of management (management of the organization as a whole) and lower levels (managers who directly supervise the work of performers) are created. With three or more levels in the OSU, the so-called middle layer is formed, which in turn can consist of several levels.

In the management structure of the organization, linear and functional relationships are distinguished. The first is the essence of the relationship regarding the adoption and implementation of management decisions and the movement of information between the so-called line managers, that is, persons who are fully responsible for the activities of the organization or its structural divisions. Functional links are associated with certain management functions. Accordingly, such a concept as authority is used: line personnel, staff and functional. The powers of line managers give the right to resolve all issues of development of the organizations and divisions entrusted to them, as well as to give orders that are mandatory for other members of the organization (divisions). The authority of staff personnel is limited to the right to plan, recommend, advise or assist, but not order other members of the organization to carry out their orders. If this or that employee of the administrative apparatus is given the right to make decisions and perform actions that are usually performed by line managers, he receives the so-called functional powers.

There are complex relationships of interdependence between all the above components of the OSU: changes in each of them (say, the number of elements and levels, the number and nature of connections and the powers of employees) necessitate a revision of all the others. So, if the management of the organization decides to introduce a new body into the OSU, for example, a marketing department (whose functions have not been performed by anyone before), it is necessary to simultaneously answer the following questions: what tasks will the new department solve? to whom will he be directly subordinated? what bodies and divisions of the organization will bring the necessary information to him? At what hierarchical levels will the new service be presented? What powers are given to employees of the new department? what forms of communication should be established between the new department and other departments?

An increase in the number of elements and levels in the OSU inevitably leads to a multiple increase in the number and complexity of relationships that arise in the process of making managerial decisions; the consequence of this is often a slowdown in the management process, which in modern conditions is identical to the deterioration in the quality of the functioning of the organization's management.

There are many requirements for the management structure, reflecting its key importance for management. They are taken into account in the principles of the formation of the OSU, the development of which was devoted to many works of domestic authors in the pre-reform period. The main of these principles can be formulated as follows:

1. The organizational structure of management should, first of all, reflect the goals and objectives of the organization, and, therefore, be subordinate to production and its needs.

2. An optimal division of labor between the governing bodies and individual workers should be provided for, ensuring the creative nature of the work and the normal workload, as well as proper specialization.

3. The formation of the management structure should be associated with the definition of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal links between them.

4. Between functions and responsibilities, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain a correspondence, the violation of which leads to dysfunction of the management system as a whole.

5. The organizational structure of management is designed to be adequate to the socio-cultural environment of the organization, which has a significant impact on decisions regarding the level of centralization and detail, the distribution of powers and responsibilities, the degree of independence and the extent of control of leaders and managers. In practice, this means that attempts to blindly copy management structures that function successfully in other socio-cultural conditions do not guarantee the desired result.

The implementation of these principles means the need to take into account the formation (or restructuring) of the management structure of many different factors influencing the OSU.

The main factor "setting" the possible contours and parameters of the management structure is the organization itself. It is known that organizations differ in many ways. A wide variety of organizations in the Russian Federation predetermines the plurality of approaches to building management structures. These approaches are different in organizations commercial and non-commercial, large, medium and small, located at different stages of the life cycle, having different levels of division and specialization of labor, its cooperation and automation, hierarchical and "flat", and so on.

Obviously, the management structure of large enterprises is more complex than that required by a small firm, where all management functions are sometimes concentrated in the hands of one or two members of the organization (usually a manager and an accountant), where, accordingly, there is no need to design formal structural parameters. As the organization grows, and hence the volume of managerial work, the division of labor develops and specialized units are formed (for example, in personnel management, production, finance, innovation, etc.), the well-coordinated work of which requires coordination and control. Building a formal governance structure that clearly defines roles, relationships, powers, and levels becomes imperative.

It is important to pay attention to the interface between the management structure and the phases of the life cycle of an organization, which, unfortunately, is often forgotten by designers and specialists who solve the problem of improving management structures. At the stage of the inception of the organization, management is often carried out by the entrepreneur himself. At the stage of growth there is a functional division of labor of managers. At the stage of maturity in the management structure, the tendency towards decentralization is most often realized. During the decline stage, measures are usually developed to improve the management structure in accordance with the needs and trends in changing production. Finally, at the stage of termination of the existence of the organization, the management structure is either completely destroyed (if the company is liquidated), or it is reorganized (as soon as this company is acquired or taken over by another company that adapts the management structure to the phase of the life cycle in which it is located).

The formation of the management structure is influenced by changes in the organizational forms in which enterprises operate. So, when a company joins any association, say, an association, a concern, etc., management functions are redistributed (of course, some functions are centralized), so the management structure of the company also changes. However, even if an enterprise remains independent and independent, but becomes part of a network organization that temporarily unites a number of interconnected enterprises (most often to take advantage of a favorable situation), it has to make a number of changes to its management structure. This is due to the need to strengthen the functions of coordination and adaptation to the management systems of other companies in the network.

An important factor in the formation of management structures is the level of development of information technology at the enterprise. The general trend towards decentralization of "electronic intelligence", that is, to an increase in the number of personal computers while expanding the use of local networks at the enterprise level, leads to the elimination or reduction of the amount of work on a number of functions at the middle and grassroots levels. This applies, first of all, to the coordination of the work of subordinate units, the transfer of information, and the generalization of the results of the activities of individual employees. A direct result of the use of local area networks can be to expand the scope of control of managers while reducing the number of levels of management in the enterprise.

In this context, it is worth noting that the modern development of information systems leads to the formation of a new type of enterprises, which in Western literature are called "virtual" companies (organizations). They are understood as sets of independent (most often small in size) enterprises, which are, as it were, nodes on an information network that ensures their close interaction. Unity and focus in the work of these firms are achieved through flexible electronic communication based on information technology, which permeates literally all areas of their activities. Therefore, the boundaries between their constituent organizations become "transparent", and each of them can be considered a representative of the company as a whole.

2. Linear - headquarters organizational structure of the enterprise

This type of organizational structure is the development of a linear one and is designed to eliminate one of its shortcomings associated with the lack of strategic planning links.

The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any subordinate units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one.

Fig.1. Linear - headquarters organizational structure of the enterprise

Thus, the headquarters perform a preliminary analysis of the information coming from the lower echelons, prepare analytical reports and reviews on it, and develop draft orders and orders. In addition, the headquarters eliminate one of the most important shortcomings of the usual linear structure, carrying out tactical and strategic planning of activities within their service.

Staff structures are created in the following cases:

liquidation of consequences or prevention of natural disasters, accidents, catastrophes. For example, a flood relief headquarters, a civil defense headquarters;

development of new products, new technology, not traditional for this enterprise. So, during the Great Patriotic War, headquarters units were formed to organize the production of tanks at tractor factories;

solving a sudden unusual problem, for example, related to the aggressive behavior of competitors in the market and the need to develop a response.

The headquarters unit can be both temporary and permanent in nature and perform a consulting role in the formulation and implementation of a specific problem or task.

When creating a headquarters for conducting consulting activities, both on a temporary and permanent basis, as a rule, their powers are significantly limited. For example, the legal department, marketing and human resources departments, etc. They pass their decisions only through the head of the enterprise. In this case, the scheme of the linear-staff organizational structure will change somewhat.

Headquarters and their employees, as a rule, do not have the right to make decisions and manage units.

Advantages of a linear - staff structure:

deeper than in the linear, study of strategic issues;

some unloading of top managers;

the possibility of attracting external consultants and experts;

in empowering headquarters units with functional leadership, such a structure is a good first step towards more effective organic management structures.

Disadvantages of a linear - staff structure:

violation of the principle of unity of command;

the difficulty of coordinating production tasks and headquarters programs;

the emergence of social and psychological problems in the team;

the predominance of organizational and administrative methods of management over economic ones.

Compared with the linear one, with a linear-staff organizational structure, overhead costs increase, but the economic efficiency of the enterprise increases by improving the quality of decisions made and reducing the time for their adoption.

However, with an increase in the size of the enterprise, the manager is no longer able to cope with the increasing flow of emerging issues, which he must first consider and send to the headquarters. The economic efficiency of the enterprise begins to decrease, and the transition of the enterprise to a linear-functional organizational structure of management will be required.

The main scope of linear-staff organizational structures is small and medium-sized wide-profile enterprises.

Conclusion: a linear - staff structure can be a good intermediate step in the transition from a linear structure to a more efficient one. The structure allows, although to a limited extent, to embody the ideas of the modern philosophy of quality.

Conclusion

The effectiveness of management is largely related to the choice of the organizational structure of the enterprise.

The structure can be compared to the frame of the management system building, built to ensure that all processes occurring in it are carried out in a timely manner and with high quality. Hence the attention that leaders of organizations pay to the principles and methods of building organizational structures, the choice of their types and types, the study of trends in change and assessment of compliance with the tasks of organizations.

The perfection of the organizational structure of management largely depends on how the principles of construction were followed during its construction:

1) An expedient number of management links and the maximum reduction in the time it takes for information to pass from the top manager to the direct executor;

2) A clear separation of the constituent parts of the organizational structure (the composition of its divisions, information flows, etc.);

3) Ensuring the ability to quickly respond to changes in the managed system;

4) Granting authority to resolve issues to that unit,

which has the most information on the subject;

5) Adaptation of individual divisions of the management apparatus to the entire management system of the organization as a whole and to the external environment in particular.

Consequently, the most important task of managing a modern enterprise is to use all available opportunities in such a way as to ensure the effective functioning of the entire production system, survival and development in a highly competitive environment.

List of used literature

Akberdin R.Z., Kibanov A.Ya. Improving the structure, functions and economic relationships of the management units of enterprises in the forms of management: Textbook. - M.: 2009. - 342s.

Bolshakov AS Management / Textbook. - St. Petersburg: Peter, 2000. - 160 p.

Brass A. Management: basic concepts, types, functions, Modern school, 2006 - 247 p.

Vesnin V.R. Management in questions and answers: Textbook. M.: Prospekt, 2007. - 176 p.

Vikhansky O.S. Management: Textbook. M.: Economist, 2003.- 528 p.

Gerchikova I.N. Management. - M .: Textbook. UNITI, 2008. - 280s.

Egorshin A.P. Personnel Management. N. Novgorod: NIMB, 2009.- 300p.

Kabushkin N.I. Fundamentals of Management: Textbook. M.: New knowledge, 2006. - 336 p.

Libkind E.V., Ryabikova N.E., Organizational structures of management: lecture notes and guidelines for the topic on the discipline: "Management" - Orenburg: GOU OSU, 2003. - 42 p.

To others linearly - headquarters structure management, also built on the principle of functional ... staff bodies management from project managers or matrix structures. matrix structure management ...

1. Organizational structures management(OSU)

   Abstract >> Management

   Fig.5 and Fig.6. At the core linearly-staff structures management lies linear structure, but at linear leaders create special units ...

This type of organizational structure is slightly different from the one described above - linear. The main difference, as the name implies, is the existence of a certain headquarters that works under the head on some issues, for example, the coordination of the organization's activities, strategic planning and the processing of analytical data. Schematically, the line-staff organizational structure has the form shown in fig. 3.

Rice. 3 Schematic representation of the linear-headquarters organizational structure

The headquarters can be both temporary, convened, and permanent. A temporary headquarters may be convened to relieve the burden on an urgent issue from the head or to solve an existing problem or task; the permanent headquarters is convened to work on regularly arising issues - reporting, consulting functions, etc. Since some of the issues in this type of structure are transferred to the area of ​​​​responsibility of the headquarters, the main task of the leadership becomes, for example, coordination of the work of subordinates, control and management of current production activities which significantly increases their productivity in dealing with these issues.

The advantage of using a linear-staff management structure is the ability to quickly solve emerging problems by delegating their solution to a convened headquarters, which guarantees the efficient use of production capabilities.

The disadvantages of this type of structure include a partial violation of the principle of unity of command, which is the advantage of a linear structure, the possibility of problems in coordinating and coordinating the activities of the headquarters.

The line-staff management structure is used in small and medium-sized organizations, since it does not imply a deep division of responsibilities between elements, but allows the direct manager to interact with subordinate links.

Functional organizational structure

The meaning of the functional organizational structure is the division of responsibilities between performers according to the principle of the type of work performed, their functions in the production process. Functional subordination is due to the unification of specialists of the same profile into one organizational business unit, which allows them to qualitatively and skillfully perform functions related to a particular field of activity.

A schematic representation of the functional organizational structure is shown in Figure 4.

Rice. 4 Schematic representation of the functional organizational structure

Like any other type of structure, functional has some advantages and disadvantages. The advantages include ensuring high competence in solving issues related to the professional sphere of each functional unit, since each of the managers becomes responsible for his own narrow area in which he is a specialist. In organizations with a functional organizational structure, there is no need to hire generalists.

The disadvantages of this type of organizational structure include, first of all, the difficult interaction of parallel services in terms of information exchange, which can adversely affect the organization's work on a large project, which includes the simultaneous application of the knowledge of several functional units at once. The same shortcoming leads to another negative consequence - the duration of any decisions, in which several parallel divisions must take part.

This version of the structure is primarily designed to organize the work of top managers. With such a leader, a group of departments is created, the purpose of which is to obtain and analyze the necessary information, prepare and provide management with the necessary set of options for solving a specific problem.

Advantages of the structure:

High-quality preparation of plans and solutions;

High degree of activity specialization; staff professionalism.

Structure disadvantages:

Reducing the personal responsibility of employees for the results of their work.

Line-staff management structure The line-staff management structure has the same characteristics as the line-functional structure. It provides for a functional division of managerial labor in headquarters services at various levels.

The main task of line managers in this case is to coordinate the actions of functional services and direct them in line with the general interests of the organization. It is on this principle that the administration of Moscow is built.

Advantages of the structure:

Deeper than in the linear, study of strategic issues;

Some unloading of top managers;

A good first step towards more effective organic management structures, provided that the headquarters units are given functional leadership rights;

Opportunity to attract external consultants and experts.

Structure disadvantages:

Insufficiently clear distribution of responsibility due to the fact that the persons preparing the decision do not participate in its implementation;

Tendency towards excessive centralization of management;

Many of the disadvantages are similar to the disadvantages of the linear structure, partly in a more relaxed form.

Divisional management structure Divisional (from the English division - branch) management structures began to emerge by the end of the 20s. XX century., When the size of enterprises increased sharply. They have become multi-profile, technological processes have become more complicated.

Large corporations, the first to use these management structures, began to provide some autonomy to their production units. The leadership was left with a development strategy, research and development, financial and investment policy. This type of structure combines centralized coordination and control of activities with centralized management. The key figures in the management of an organization with a divisional structure are not the heads of functional departments, but managers who head production departments, the so-called divisions.

Structuring by divisions, as a rule, is carried out according to one of the criteria: by products - product specialization (for example, the well-known company Procter and Gamble is built on this principle; by targeting certain consumer groups - consumer specialization; by serviced territories - regional specialization ( the already mentioned company Procter and Gamble).

Advantages of the structure:

The ability to ensure the management of diversified enterprises with a total number of employees in the order of hundreds of thousands and units that are geographically remote from each other;

Ensuring greater flexibility and faster response to changes in the enterprise environment compared to linear and linear staff;

Branches become "profit centers" with the expansion of the boundaries of their independence;

Closer relationship between production and consumers.

Structure disadvantages:

A large number of "floors" of the management vertical; the disunity of the headquarters structures of departments with the headquarters of the company;

The main connections are vertical, so there are shortcomings common to hierarchical structures, for example, red tape, overload of managers, poor interaction when resolving issues related to departments, and so on;

Duplication of functions on different "floors" and, as a result, very high costs for maintaining the management structure;

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

ORGANIC TYPE OF MANAGEMENT STRUCTURES

Organic management structures began to develop from the end of the seventies of the last century. Such structures are also called adaptive, as they are able to quickly respond to market changes. The main property of organic management structures is their ability to change their form, quickly adapting to changing conditions. Varieties of structures of this type are matrix (program-targeted), project and brigade forms of structures.

Matrix type of organizational structure. This structure was first proposed by Kaori Ishikawa, and to this day, with minor changes, it functions at Toyota and many other companies. This governance structure is also called program-target.

This version of the organizational structure is based on the program-target principle of work performance, which involves the development of a program (project, topic, task) to achieve a specific goal. The head of the program is vested with the necessary rights to involve the relevant production and functional units for the duration of a particular stage of work. At the same time, specialists from such units participating in the implementation of this stage of the program continue to report to their immediate supervisors.

With a matrix control structure, several programs can be executed simultaneously. The main thing is that there should be enough material, financial and qualified labor resources for their implementation. Thus, with the matrix type of organizational structure, the vertical and horizontal lines of executive power function in parallel, which requires, first of all, clear coordination of the work being carried out from top managers.

Advantages of the structure:

Orientation towards the achievement of the ultimate goal of the program;

Interfunctional coordination of activities;

Effective current planning; rational use

quality resources;

increasing the degree of control of activities;

unloading top management.

Structure disadvantages:

Difficulties in ensuring the balance of power between the leaders of the vertical and horizontal levels;

Violation of communications between permanent and temporary participants in the activity;

the complexity of reporting and monitoring activities; the threat of double subordination for employees; high requirements for personnel qualification.

Project type of organizational structure

A project is any purposeful change in a system. This may be the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. In this case, the activity of the enterprise is considered as a set of ongoing projects, each of which has a fixed start and end date. Each project has its own structure, and project management includes defining its goals, forming a structure, as well as planning and organizing work, and coordinating the actions of performers. When the project is completed, its structure falls apart, and employees move on to a new project or leave (if they were hired on a contract basis). In its form, the project management structure can correspond to both a brigade or cross-functional structure, and a divisional structure, in which a certain division (department) does not exist permanently, but is created for the duration of the project.

Advantages of the structure:

High flexibility;

Reducing the number of managerial personnel in comparison with hierarchical structures.

Structure disadvantages:

Very high requirements for the qualifications, personal and business qualities of the project manager. Such a leader must not only manage all stages of the project life cycle, but also take into account the place of the project in the company's project network;

Splitting resources between projects;

The complexity of the interaction of a large number of projects in the company;

Complication of the process of development of the organization as a whole.

Brigade (cross-functional) management structure

This organizational form has quite a long tradition.

The first examples of such a management structure were workers' artels. The basis of this structure is the organization of work in working groups or teams. The greatest use of the brigade structure was observed from the end of the 70-80s. 20th century The main principles of building a brigade structure are: autonomous work of working groups (teams); independent decision-making by working groups and horizontal coordination of activities; replacement of rigid managerial ties of a bureaucratic type with flexible ties, as well as the involvement of employees from different departments to develop and solve problems. In such organizations, functional units may be retained, but they may also be absent.

Advantages of the structure:

downsizing of the administrative apparatus and increase

management efficiency;

flexible use of personnel, their knowledge and competence;

creation of conditions for self-improvement;

the possibility of applying effective methods of planning and

management;

reducing the need for generalists.

Structure disadvantages:

complication of interaction (this is especially manifested in cross-

functional structure);

difficulty in coordinating the work of individual teams;

the need for highly qualified and responsible staff

and high communication requirements.

Order of execution:

1. Carefully with the following diagrams of organizational management structures.

2. Answer the questions.

3. Write down the findings.

Rice. 1. Linear type of organizational structure

Fig.2. Functional type of organizational structure

Rice. 3. Linear-functional type of organizational structure

Rice. 4. "Mine" structure of enterprise management

Rice. 5. Staff type of organizational structure

Rice. 6. Line-staff structure of organization management

Rice. 7. Matrix type of organizational structure

Rice. 8. Divisional management structure

Exercise.

Choose one of the types of organizational management structure for your organization, justifying your choice (advantages and disadvantages)

Draw up a specific diagram of the organizational management structure for your organization

Analyze the effectiveness of various organizational management structures for a particular commercial organization chosen by the student (according to the profile of his specialty).

Test questions:

1. What are the advantages and disadvantages of the linear type of management structure?

2. What are the advantages and disadvantages of the functional type of management structure?

3. What are the advantages and disadvantages of a linear-functional type of management structure?

4. What are the advantages and disadvantages of the "mine" management structure?

5. What are the advantages and disadvantages of the staff type of management structure?

6. What are the advantages and disadvantages of the line-staff structure of enterprise management?

7. What are the advantages and disadvantages of a divisional management structure?

8. What are the advantages and disadvantages of the matrix type of management structure?

9. What are the advantages and disadvantages of the project type of management structure?

10. What are the advantages and disadvantages of a brigade (cross-functional) management structure?

Practical work number 7