The functional structure of the organization. Organizational structure. The concept of organizational structure - Lecture. Disadvantages of a linear - staff structure

Published with permission from Lanit

"The office reaches perfection just in time for the firm to decline."
12th Law of Parkinson

By management philosophy we mean the most general principles, on the basis of which managment structure organization and management processes are carried out. Of course, the philosophy of quality and the philosophy of management are interrelated - the philosophy of quality sets the goal and direction of the organization, the philosophy of management determines the organizational means to achieve this goal. The foundations of the philosophy of management, as well as the philosophy of quality, were laid by F. W. Taylor.

Both the Deming quality management program and the principles of Total Quality Management are actually aimed at changing the structure of the enterprise management system. Consider the main types of enterprise management structures in terms of their correspondence to the ideas modern management quality.

The term "organizational structure" immediately conjures up a two-dimensional tree diagram, consisting of rectangles and lines connecting them. These boxes show the work to be done and the scope of responsibilities and thus reflect the division of labor in the organization. The relative position of the boxes and the lines connecting them show the degree of subordination. The considered ratios are limited to two dimensions: up - down and across, since we operate with a limited assumption, according to which the organizational structure must be represented on a two-dimensional diagram drawn on a flat surface.

The organizational structure itself does not contain anything that would limit us in this respect. In addition, these constraints on organizational structure often have severe and costly consequences. Here are just four of them. First, between the individual parts of organizations of this kind, there is not cooperation, but competition. There is stronger competition within organizations than between organizations, and this internal competition takes on a much less ethical form. Secondly, the usual way of representing the structure of organizations makes it very difficult to define the tasks of individual departments and measure the corresponding indicators of performance due to the great interdependence of departments that are grouped in this way. Thirdly, it contributes to the creation of organizations that resist change, especially changes in their structure; therefore, they degenerate into bureaucratic structures that cannot be adapted. Most of these organizations learn extremely slowly, if at all. Fourth, the representation of the organizational structure in the form of a two-dimensional tree limits the number and nature of possible options for solving emerging problems. In the presence of such a limitation, solutions are impossible that ensure the development of the organization, taking into account technical and social changes, the pace of which is growing more and more. The current environment requires organizations to be not only ready for any changes, but also able to undergo them. In other words, dynamic balance is needed. Obviously, in order to achieve such a balance, the organization must have a sufficiently flexible structure. (While flexibility does not guarantee adaptability, it is nonetheless necessary to achieve adaptability.)

The construction of a flexible or otherwise meritorious organizational structure is one of the tasks of the so-called "structural architecture". Using the terminology adopted in architecture, we can say that this abstract sets out the main ideas on the basis of which various options for solving the problem of organizational structure can be developed without the restrictions associated with its graphical representation.

The above disadvantages can and should be overcome by building a multidimensional organizational structure. The multidimensional structure implies the democratic principle of governance.

Hierarchical type of control structures

Management structures on many modern enterprises were built in accordance with the principles of management formulated at the beginning of the 20th century. The most complete formulation of these principles was given by the German sociologist Max Weber (the concept of rational bureaucracy):

• the principle of hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it;
• the principle of correspondence of powers and responsibilities of management employees to their place in the hierarchy, which follows from it;
• the principle of division of labor into separate functions and specialization of workers according to the functions performed; the principle of formalization and standardization of activities, ensuring the uniformity of the performance of their duties by employees and the coordination of various tasks;
• the principle of impersonal performance by employees of their functions arising from it;
• the principle of qualification selection, in accordance with which hiring and dismissal from work is carried out in strict accordance with qualification requirements.

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

Linear organizational structure

The basis of linear structures is the so-called "mine" principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services ("mine") is formed, penetrating the entire organization from top to bottom (see Fig. 1). The results of the work of each service are evaluated by indicators characterizing the fulfillment by them of their goals and objectives. Accordingly, a system of motivation and encouragement of employees is being built. At the same time, the end result (the efficiency and quality of the work of the organization as a whole) becomes, as it were, secondary, since it is believed that all services work to some extent to obtain it.

Fig.1. Linear control structure

Advantages of a linear structure:

• a clear system of mutual relations of functions and divisions;
• a clear system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;
• clear responsibility;
• quick reaction of the executive departments to direct instructions from superiors.

Disadvantages of a linear structure:

• lack of links dealing with strategic planning; in the work of managers at almost all levels, operational problems ("churn") dominates over strategic ones;
• a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;
• low flexibility and adaptability to changing situations;
• criteria for the efficiency and quality of work of departments and the organization as a whole are different;
• the tendency to formalize the assessment of the effectiveness and quality of the work of departments usually leads to the emergence of an atmosphere of fear and disunity;
• a large number of "management floors" between workers producing products and the decision maker;
• overload of top-level managers;
• increased dependence of the results of the organization's work on the qualifications, personal and business qualities of top managers.

Conclusion: in modern conditions the disadvantages of the structure outweigh its advantages. Such a structure is poorly compatible with the modern philosophy of quality.

Linear - headquarters organizational structure

This type of organizational structure is the development of a linear one and is designed to eliminate its most important drawback 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. 2).

Fig.2. Linear - headquarters management structure

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:

• insufficiently clear distribution of responsibility, since the persons preparing the decision do not participate in its implementation;
• tendencies towards excessive centralization of management;
• similar to a linear structure, partially - in a weakened form.

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.

Divisional management structure

By the end of the 1920s, the need for new approaches to the organization of management became clear, associated with a sharp increase in the size of enterprises, the diversification of their activities (diversification), and the complication technological processes in a dynamically changing environment. In this regard, divisional management structures began to emerge, primarily in large corporations, which began to provide some independence to their production units, leaving the development strategy, research and development, financial and investment policy, etc. to the management of the corporation. In this type of structures an attempt was made to combine centralized coordination and control of activities with decentralized management. The peak of the introduction of divisional management structures occurred in the 60s - 70s (Fig. 3).

Fig.3. Divisional management structure

The key figures in the management of organizations with a divisional structure are no longer the heads of functional departments, but managers who head production departments (divisions). Structuring by divisions, as a rule, is carried out according to one of the criteria: by manufactured products (products or services) - product specialization; by focusing on certain groups of consumers - consumer specialization; on served territories - regional specialization. In our country, similar management structures have been widely introduced since the 60s in the form of the creation of production associations.

Advantages of a divisional structure:

• it provides management of diversified enterprises with a total number of employees of the order of hundreds of thousands and territorially remote divisions;
• provides greater flexibility and faster response to changes in the enterprise environment in comparison with the linear and linear - staff;
• when expanding the boundaries of the independence of the departments, they become "profit centers", actively working to improve the efficiency and quality of production;
• closer relationship between production and consumers.

Disadvantages of the divisional structure:

• a large number of "floors" of the management vertical; between the workers and the production manager of the unit - 3 or more levels of management, between the workers and the company's management - 5 or more;
• disunity of headquarters structures of departments from company headquarters;
• the main connections are vertical, so they remain common to hierarchical structures disadvantages - red tape, congestion of managers, poor interaction in resolving issues related to departments, etc.;
• duplication of functions on different "floors" and as a result - very high costs for the maintenance of the management structure;

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

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

Organic type of management structures

Organic or adaptive management structures began to develop around the end of the 70s, when, on the one hand, the creation of an international market for goods and services sharply intensified competition among enterprises and life demanded from enterprises high efficiency and quality of work and a quick response to market changes, and on the other hand, the inability of structures of a hierarchical type to meet these conditions became obvious. The main property of organic management structures is their ability to change their form, adapting to changing conditions. Structures of this type are design, matrix (program-targeted), brigade forms of structures . When introducing these structures, it is necessary to simultaneously change the relationship between the departments of the enterprise. If, however, the system of planning, control, distribution of resources, leadership style, methods of staff motivation are preserved, and the desire of employees for self-development is not supported, the results of the introduction of such structures may be negative.

Brigade (cross-functional) management structure

The basis of this management structure is the organization of work in working groups (teams). The form of brigade organization of work is quite ancient organizational form, it is enough to recall the workers' artels, but only from the 80s did its active use begin as an organization management structure, in many respects directly opposite to the hierarchical type of structures. The main principles of such a management organization 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;
• involvement of employees from different departments to develop and solve problems.

These principles destroy the rigid distribution of employees by production, engineering, economic and managerial services inherent in hierarchical structures, which form isolated systems with their own goals and interests.

In an organization built according to these principles, functional units can be preserved (Fig. 4) or absent (Fig. 4). In the first case, employees are under double subordination - administrative (to the head of the functional unit in which they work) and functional (to the head of the working group or the team they belong to). This form of organization is called cross-functional , in many respects it is close to matrix . In the second case, there are no functional units as such, we will call it proper brigade . This form is widely used in organizations. project management .

Fig.4. Cross-functional organizational structure

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

Benefits of a brigade (cross-functional) structure:

• reduction of the administrative apparatus, increase in management efficiency;
• flexible use of personnel, their knowledge and competence;
• work in groups creates conditions for self-improvement;
• possibility of application effective methods planning and management;
• reducing the need for generalists.

Disadvantages of the brigade (cross-functional) structure:

• complication of interaction (especially for a cross-functional structure);
• difficulty in coordinating the work of individual teams;
• high qualification and responsibility of personnel;
• high communication requirements.

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

Project management structure

The basic principle of building a project structure is the concept of a project, which is understood as any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. The activity of an enterprise is considered as a set of ongoing projects, each of which has a fixed start and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure falls apart, its components, including employees, go into new project or quit (if they worked on a contract basis). In form, the project management structure can correspond to brigade (cross-functional) structure, and divisional structure , in which a certain division (department) does not exist permanently, but for the duration of the project.

Benefits of a project management structure:

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

Disadvantages of the project management structure:

• very high qualification requirements, personal and business qualities of the project manager, who must not only manage all stages life cycle project, but also take into account the place of the project in the company's project network;
• fragmentation of 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.

Conclusion: the advantages outweigh the disadvantages in enterprises with a small number of concurrent projects. The possibilities of implementing the principles of modern philosophy of quality are determined by the form of project management.

Matrix (program - target) management structure

Such a structure is a network structure built on the principle of dual subordination of executors: on the one hand, to the direct head of the functional service, which provides personnel and technical assistance to the project manager, on the other hand, to the project or target program manager, who is endowed with the necessary authority to carry out the management process. With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of subdivisions, departments, and services is maintained. For activities that have a clearly defined beginning and end, projects are formed, for ongoing activities - targeted programs. In an organization, both projects and targeted programs can coexist. An example of a matrix program-target management structure (Toyota) is shown in Fig. 6. This structure was proposed by Kaori Ishikawa in the 70s and, with minor changes, still functions today not only at Toyota, but also at many other companies around the world.

Target programs are managed at Toyota through functional committees. For example, when creating a functional committee in the field of quality assurance, an authorized quality management representative is appointed as the chairman of the committee. From the practice of Toyota, the number of committee members should not exceed five. The committee includes both employees of the quality assurance department and 1-2 employees of other departments. Each committee has a secretariat and appoints a secretary to conduct business. The main issues are considered by the committee at monthly meetings. The committee can also create groups working on individual projects. The Quality Committee determines the rights and obligations of all departments related to quality issues and establishes a system of their relationships. On a monthly basis, the quality committee analyzes the quality assurance indicators and understands the reasons for complaints, if any. At the same time, the committee is not responsible for quality assurance. This task is solved directly by each department within the framework of the vertical structure. The responsibility of the committee is to combine the vertical and horizontal structures to improve the performance of the entire organization.

Fig.6. Matrix management structure at Toyota

Advantages of the matrix structure:

• better orientation to project (or program) goals and demand;
• more efficient current management, the possibility of reducing costs and improving the efficiency of resource use;
• more flexible and efficient use of the organization's personnel, special knowledge and competence of employees;
• the relative autonomy of project teams or program committees contributes to the development of decision-making skills, managerial culture, and professional skills among employees;
• improving control over individual tasks of the project or target program;
• any work is organizationally formalized, one person is appointed - the "master" of the process, serving as the center of concentration of all issues related to the project or target program;
• the response time to the needs of the project or program is reduced, since horizontal communications and a single decision-making center have been created.

Disadvantages of matrix structures:

• the difficulty of establishing clear responsibility for work on the instructions of the unit and on the instructions of the project or program (a consequence of double subordination);
• the need for constant monitoring of the ratio of resources allocated to departments and programs or projects;
• high requirements for qualifications, personal and business qualities of employees working in groups, the need for their training;
• frequent conflict situations between heads of departments and projects or programs;
• the possibility of violating the rules and standards adopted in the functional units due to the isolation of employees participating in the project or program from their units.

Conclusion: the introduction of a matrix structure gives a good effect in organizations with a sufficiently high level of corporate culture and qualifications of employees, otherwise management can be disorganized (at Toyota, the introduction of a matrix structure took about 10 years). The effectiveness of the implementation of the ideas of the modern philosophy of quality in such a structure has been proven by the practice of Toyota.

Multidimensional organizational structure

Any organization is a purposeful system. In such a system, there is a functional division of labor between its individuals (or elements) the purposefulness of which is associated with the choice of goals, or desired outcomes, and means ( lines of conduct). One or another line of behavior involves the use of certain resources ( input quantities) to produce goods and provide services ( output quantities), which for the consumer should be of greater value than the resources used. Consumed resources include labor, materials, energy, production capacity and cash. This applies equally to public and private organizations.

Traditionally, the organizational structure covers two types of relationships:

responsibility(who is responsible for what) and subordination(who reports to whom). An organization with such a structure can be represented as a tree, while responsibilities are represented by rectangles, the relative position of which shows authority level, and the lines connecting these rectangles are distribution of powers. However, such a representation of the organizational structure does not contain any information about at what cost and with the help of means the organization managed to achieve certain results. At the same time, a more informative description of the organizational structure, which can be the basis for more flexible ways of structuring an organization, can be obtained on the basis of matrices like costs - output or type means - ends. Let's illustrate this with the example of a typical private corporation producing some product.

Information about manufactured products can be used to determine the goals of the organization. To do this, for example, you can classify products according to their types or quality characteristics. The elements of the structure responsible for ensuring the production of products or the provision of services by the consumer outside the organization are called programs and are denoted by P1, P2,. . . , Pr. The funds used by programs (or activities) can generally be subdivided into operations and services.

Operation- this is a type of activity that directly affects the nature of the product or its availability. Typical operations (O1, O2, . . . , Om) are the purchase of raw materials, transportation, production, distribution and marketing of products.

Services are the activities necessary to support programs or carry out an operation. Typical services (S1, S2, . . . , Sn) are the work performed by departments such as accounting, data processing, Maintenance, department of settlement of labor conflicts, financial department, personnel department, legal services.

Activities, carried out within the framework of the program and within the framework of actions for its implementation, can be presented as in Fig. 7 and 8. Results of each separate species activities can be used directly by the same type of activity, programs and other types of activities, as well as by the executive body and an external consumer.

General programs may be subdivided into private ones, for example, by type of consumer (industrial or individual), geographic area supplied or served, by type of product, etc. Private programs, in turn, can also be further subdivided.

Programs / Activities	P1	R2	. . .	Rk
Operation Q1
Operation Q2
. . . .
Operation Qm
Service S1
Service S2
. . . .
Service Sm

Fig.7. Scheme of interaction between activities and programs

Consumer divisions / Consumer divisions	Operation Q1	Operation Q2	. . . .	Operation Qm	Service S1	S2	. . . .	sn
Operation Q1
Operation Q2
Operation Qm
Service S1
Service S2
. . . .
Sn service

Rice. 8. Scheme of interaction of activities

Similarly, you can drill down the types of activities of activities. For example, the manufacturing operations of a product may include the production of parts, assemblies, and assembly, each of which may be broken down into smaller operations.

If the number of programs and main and ancillary activities (operations and services) is so large that the manager is not able to effectively coordinate, then there may be a need for coordinators within specific managerial functions(Fig. 9). Each line of action may require more than one coordinator or coordinating unit. In cases where the number of coordinators turns out to be too large, the use of higher coordinators or coordinating units ( in this context, "coordination" means precisely coordination but not management). To carry out coordination, a group consisting of the heads of coordinating departments and leaders is quite sufficient.

Fig.9. Structure of coordination in large organizations

Programs, as well as functional units, have certain requirements. Programs and functional units may be grouped by product, customer type, geographic area, etc. If there are too many and highly dispersed customers for a program unconventional the use of characteristics of geographical location as an additional dimension of the volumetric scheme of the organizational structure (Fig. 10). In this case, there is a need in regional representatives whose duty it is to protect the interests of those who consume the product or are affected by the activities of the organization as a whole. Regional representatives play the role of external intermediaries who can evaluate the programs and various activities of the organization in each particular region from the point of view of those whose interests they represent. In the future, this information can be used by the governing body, coordinators and heads of departments. By receiving such information simultaneously from all regional representatives, the manager can get a complete picture of the effectiveness of his program throughout the service area and in each region. This allows him to more rationally distribute the available resources across regions.

However, geographical location is not the only criterion for organizing the activities of external intermediaries; other criteria may be used. For example, an organization supplying various industries with lubricants, it is advisable to have representatives not by region, but by industry (this can be automotive, aerospace, machine tool building and other industries). The public service organization may determine the responsibilities of its representatives based on the socio-economic characteristics of the users.

Fig.10. 3D organizational chart

Sharing of responsibility. The considered "multidimensional" organization has something in common with the so-called "matrix organizations". However, the latter are usually two-dimensional and lack many of the important features of the considered organizational structures, especially in terms of funding. In addition, all of them have one common drawback: employees of functional units are in double subordination, which, as a rule, leads to undesirable results. It is this most commonly noted deficiency in matrix organizations that is the cause of so-called "occupational schizophrenia".
A multidimensional organizational structure does not give rise to the difficulties inherent in a matrix organization. In a multidimensional organization, the functional unit personnel whose outputs are purchased by the program manager are treated as an external client and are accountable only to the functional unit manager. However, when evaluating the activities of his subordinates, the head of the functional unit, of course, should use the assessments of the quality of their work given by the program manager. The position of the person leading the functional unit team that does the work for the program is much like that of a project manager in a construction and consulting firm; he has no uncertainty as to who the owner is, but he has to deal with him as a client.

M multidimensional organizational structure and program funding. Usually practiced (or traditional) program financing is only a way of preparing cost estimates for the functional departments and programs. It is not about providing resources and choice for program units, or requiring functional units to independently conquer markets within and outside the organization. In short, program funding generally does not take into account the specifics of the organizational structure and does not affect its flexibility. This way of distributing funds between functional units guarantees only the execution of programs, while providing a more efficient than usual determination of the cost of their implementation. The multidimensional organizational structure allows you to keep all the advantages of the traditional method of financing and, in addition, has a number of others.

Benefits of a Multidimensional Organizational Structure

A multidimensional organizational structure allows you to increase the flexibility of the organization and its ability to respond to changing internal and external conditions. This is achieved by dividing the organization into units whose viability depends on their ability to produce competitively priced goods that are in demand and provide services that consumers need. This structure creates a market within the organization, whether it is private or public, commercial or non-profit (non-profit), and enhances its ability to respond to the needs of both internal and external customers. Since the structural units of the "multidimensional" are relatively independent of each other, they can be expanded, reduced, eliminated or changed in any way. The performance indicator of each division does not depend on similar indicators of any other division, which makes it easier for the executive body to evaluate and control the activities of divisions. Even the work of the executive body can be evaluated autonomously in all aspects of its activities.

A multidimensional structure discourages the development of bureaucracy by preventing functional units or programs from falling prey to service units, whose procedures sometimes become an end in themselves and become an obstacle to achieving the goals set by the organization. Customers inside and outside the organization control the internal providers of products and services; Suppliers never control consumers. Such an organization is oriented towards ends rather than means, while bureaucracy is characterized by the subordination of ends to means.

Disadvantages of a Multidimensional Organizational Structure

However, the multidimensional organizational structure, although it is devoid of some significant shortcomings inherent in organizations of the usual type, nevertheless cannot eliminate all the shortcomings completely. By itself, such a structural organization does not guarantee meaningful and interesting work at lower levels, but it facilitates the application of new ideas that contribute to its improvement.

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

In this section, the main ones will be considered: linear functional, divisional (by products, groups of buyers or by geographical regions), project, matrix.

Table 8.1

Types of organizational structures

M. Mescon, M. Albert, F. Hedouri		Stephen P. Robbins, M. Coulter
Functional departmentalization	Traditional structures:	Traditional organizational structures:	Functional structure	Traditional (linear-functional)
Divisional departmentalization:	– functional structure	- simple structure	Linear structure	Divisional
- product departmentalization	– divisional structure	– functional structure	Linear functional structure	matrix
- customer departmentalization	– matrix structure	– divisional structure	Divisional structure:
– territorial departmentalization	New structures:	Modern organizational structures:	– product management structure
Project organization	- command structure	- command structure	– regional organizational structure
Matrix Organization	– network structure	– matrix design structure	– mixed divisional structure
conglomerative organization		– borderless structure (virtual organization, network organization, modular organization)	Project structure
		– the structure of the learning organization	Matrix structure

Functional organizational structure

The functional organizational structure is sometimes referred to as traditional or classical because it was the first structure to be studied and developed. The functional organization chart is still widely used in mid-sized companies. Functional departmentalization - it is the process of dividing an organization into distinct elements based on similarities in skills, experience, work operations and resource use, with each element having its own well-defined, specific task and responsibilities. Basically creating functional structures It comes down to grouping personnel according to the broad tasks they perform. Specific characteristics and features of the activities of a particular unit correspond to the most important activities of the entire organization. The traditional functional blocks of a company are the departments of planning, production, marketing, supply and distribution, finance and accounting, R&D, human resources, etc. (Fig. 8.2).

If the organization (or division) is very large, then the main functional divisions, in turn, are divided into smaller functional elements, which are called secondary. For example, in an airline, the operations department is often subdivided into an engineering department, a maintenance department, ground services, and flight services.

Each functional department works for the organization as a whole. For example, the marketing department is responsible for all sales and marketing activities, while the finance and accounting department deals with financial matters the entire company.

In an organization with a functional structure, employees in each department interact primarily with their colleagues in the department in order to coordinate work, complete tasks, or implement decisions. Managers and employees are well suited to each other due to similar training and experience. Typically, rules and procedures govern the duties and responsibilities of each employee, and employees at lower levels of the hierarchy recognize the right of those who occupy a higher position in the hierarchy to make decisions and give orders.

The advantages and disadvantages of the functional structure are shown in Table. 8.2.

Table 8.2

Advantages and disadvantages of the functional structure

Advantages	disadvantages
Local functional units are economical	Units may be more interested in achieving their goals than the overall goals of the organization, which provokes conflict between line and headquarters functions.
Stimulates business and professional specialization, high professional excellence	If the organization is large, the chain of command becomes too long
Reduces duplication of effort and resources and improves coordination across functional areas	Poorly coordinated work of departments horizontally
Helps the organization achieve functional goals	Possible accumulation of unresolved issues at the upper levels of the hierarchy, causing an overload of managers top level
Retains centralized control over strategic decisions	Slow to respond to environmental changes, little innovation
Provides the opportunity career development professionals who work in separate departments	Limits the development of general managers within the company

Experience suggests that it is advisable to use the functional structure in those organizations that produce a relatively limited range of products, operate in a stable external environment and require the solution of standard management tasks to ensure their functioning. Examples of this kind are firms operating in the metallurgical and rubber industries, as well as in industries producing raw materials. The functional structure is not suitable for organizations with a wide range of products operating in an environment with rapidly changing consumer and technological needs, as well as for organizations operating on a large international scale, simultaneously in several markets in countries with different socio-economic systems and legislation. For organizations of this type, a divisional structure is better suited.

Expert opinion

Peter Drucker on functional structure

The functionality works - and even very well - in those companies for which it was originally intended. The model for the functional diagram that Henri Fayol proposed at the beginning of the 20th century was the coal mining company he led. At that time it was a relatively large organization, but now we would call it a small one. Apart from a few engineers, only manual laborers were employed there, performing one type of work. The coal mines produced only one product, and customers chose them solely on the basis of output. Coal does not require additional processing after normal washing and sorting. Coal at that time had only three markets - steel mills, power plants and homeowners. And although the technology of coal mining changed quite quickly in Fayol's time, when he started, explosives had not yet been used, and when he retired, mechanical jackhammers were already actively used - the process itself had not changed at all. It doesn't have much room for innovation.

Fayol's company is one of those, for which the functional diagram principle is well suited. Anything More Complex, dynamic and more entrepreneurial requires a level of efficiency, which the functional principle does not have. If a functional structure is used outside of the Fayol model, it quickly becomes uneconomical in terms of time and effort, and runs the risk of diverting the energy of the organization away from efficiency and towards purely employment. In companies that exceed the Fayol model in size and complexity, as well as in innovative volumes, the functional diagram should be used exclusively as one of principles, not the only one principle.

Under organizational structure enterprise management refers to the composition (list) of departments, services, divisions in the enterprise management apparatus, the nature of subordination, interaction, coordination and information communications, the procedure for distributing management functions at various levels and divisions.

The basis for building the organizational structure of enterprise management is its production structure. In the organizational structure of enterprise management, the following subsystems can be conditionally distinguished:

• organization of production processes;
• technological preparation new production;
• technical control quality of products and works;
• maintenance of the main production;
• management of production and sales of products;
• personnel Management;
• economic and financial services and etc.

functional links and possible ways their distribution between departments and employees is diverse, which determines the variety of possible types of organizational structures for production management.

In modern conditions main types of organizational structures controls are:

• linear,
• line staff;
• functional;
• linear-functional;
• divisional;
• matrix (design).

Linear organizational structure management is characterized by the fact that at the head of each unit is a leader who performs all management functions and manages subordinate employees. That is, the linear organizational structure of the enterprise is based on the principle of unity of command, according to which each employee has only one immediate supervisor. The decision is passed along the chain from top to bottom, which forms the hierarchy of a particular enterprise. The top manager of the organization is connected with each of the subordinate employees by a single chain of subordination, passing through the corresponding intermediate levels of management (Figure 5.1).

Figure 5.1 - Linear control structure

The linear organizational structure of management is characterized by a vertical: the top manager - the line manager of the unit - performers, that is, there are only vertical connections. This structure is built without highlighting functions.

The main advantages of the linear organizational structure of management:

• management efficiency;
• a clear system of mutual relations of functions and divisions;
• a clear system of unity of command - one leader concentrates in his hands the leadership of all processes that have a common goal.

The main disadvantages of the linear organizational structure of management:

• lack of links dealing with strategic planning;
• high centralization of management;
• a large number of leaders;
• dependence of the results of the enterprise on the qualifications, personal and business qualities of top managers.

The linear organizational structure of management is used and effective in small enterprises with simple technology and minimal specialization.

Linear-staff organizational structure of management similar to linear, but control is concentrated at the headquarters (Figure 5.2). Headquarters- this is a group of employees who collect information, analyze it, perform consulting work and, on behalf of the head, develop drafts of the necessary administrative documents.

Figure 5.2 - Line-staff management structure

The main advantages of the linear-staff organizational structure of management:

• the possibility of a deeper than in the linear, the development of strategic issues;
• some unloading of top managers;
• the possibility of attracting external consultants and experts, etc.

The main disadvantage of the linear-staff organizational structure of management is the lack of responsibility of staff specialists for the final result.

The growth in the scale and complexity of production, accompanied by a deepening division of labor, specialization of management, leads to the use of a functional organizational structure of management.

Functional organizational structure of management involves the formation of separate divisions in the management apparatus according to the areas of activity. The heads of these divisions are appointed by specialists who are the most qualified in the relevant field (Figure 5.3).

Figure 5.3 - Functional management structure

This structure encourages business and professional specialization, reduces duplication of efforts in functional areas improves coordination of activities.

It is characterized by a management vertical: a manager - functional managers (production, marketing, finance) - performers, i.e. there are vertical and interlevel connections.

The main advantages of the functional organizational structure of management:

• direct impact of specialists on production;
• high level of management specialization;
• improving the quality of decisions made;
• the ability to manage multi-purpose and multi-profile activities.

The main disadvantages of the functional organizational structure of management include:

• complexity and inefficiency, as there are many divisions, and, consequently, control channels;
• lack of flexibility;
• poor coordination of activities of functional units;
• low acceptance rate management decisions;
• lack of responsibility of functional managers for the final result of the enterprise.

It is advisable to use the functional organizational structure of management at those enterprises that produce a relatively limited range of products, operate in stable external conditions and require the solution of standard management tasks to ensure their functioning.

In practice, it is usually used linear-functional organizational structure of management, providing for the creation of a linear management structure of functional units at the main links (Figure 5.4).

Figure 5.4 - Linear-functional control structure

The linear-functional organizational structure of management combines the advantages of both linear and functional management structures.

The disadvantages of the linear-functional organizational structure of management include:

• lack of close relationships and interaction between production units at the horizontal level;
• the duration of the passage and implementation of management commands and procedures;
• the possibility of conflicts between functional units, etc.

Divisional organizational structure of management involves the allocation of relatively isolated and endowed with greater rights in the implementation of their activities structural divisions called divisions.

The division is created according to one of the criteria:

• on manufactured products (services and works);
• targeting specific customer groups;
• geographic regions served;
• to several markets or large groups of consumers;
• types of products and regions where they are sold;
• regions and types of products.

Different types of divisional structure have the same goal - to provide a prompt response to changing environmental factors. For example, the product management structure allows you to develop and introduce new types of products into production in a competitive environment.

The divisional organizational structure of management creates conditions within the enterprise for the partial decentralization of the decision-making process and the transfer of responsibility for making a profit to the divisions (Figure 5.5).

The main advantages of the divisional organizational structure of management:

Provides management of diversified enterprises with a large number of employees and geographically remote divisions;

Figure 5.5 - Divisional (product) organizational structure of management

• more flexible and quick response to changes in the external environment;
• divisions become "profit centers";
• closer relationship between production and consumers.

The main disadvantages of the divisional organizational

management structures:

• a large number of "floors" of the management vertical;
• disunity of divisions of subdivisions from divisions of the head enterprise;
• the main managerial ties are vertical, therefore, the shortcomings common to hierarchical structures remain: red tape, insufficiently clear interaction between departments in resolving issues, overloaded managers, etc.;
• duplication of functions on different "floors", which leads to high costs for the maintenance of the management structure;
• in divisions, as a rule, a linear or linear-staff management structure with all their shortcomings is preserved.

Matrix (project) organizational structure management is created on the basis of a combination of two types of structures: linear and divisional. General instructions to performers are given by line managers, and special instructions are given by the heads of divisions implementing a specific project (Figure 5.6).

Figure 5.6 - Matrix (project) organizational structure

management

Thus, distinctive feature The matrix organizational structure of management is the presence of two managers with equal rights among employees. The contractor reports to the head of the functional service and the project manager, who is endowed with certain powers in the framework of the implementation of this project.

The main advantages of the matrix organizational structure of management:

• a clear focus on the goals of the project;
• more efficient ongoing project management;
• more efficient use of the qualifications of the enterprise's personnel;
• strengthening control over the implementation of individual tasks and stages of the project;
• reducing the time for making managerial decisions, as horizontal communications and a single decision-making center have been created.

The main disadvantages of the matrix organizational structure of management:

• double subordination of project executors;
• complexity of information links;
• high requirements for qualifications, personal and business qualities employees involved in the implementation of the project;
• the possibility of conflict situations between the heads of departments and projects.

This type of governance structure is used in large enterprises, whose products have a relatively short life cycle and often change due to scientific and technical development of the industry or requires extensive scientific research and technical development.

In practice, none of the listed management structures is applied in its pure form, with the exception of the linear one, and then only in small enterprises. The vast majority of them use a mixed type of management.

The construction of organizational management structures is carried out taking into account the specific conditions of the enterprise: the scale of activity, the type of products produced, the nature of production, the scope of activity (local, national, foreign market), qualifications of employees, automation of managerial work, etc.

The development of an organizational management structure includes the following steps:

• setting goals and objectives of the enterprise;
• definition of the functions carried out by the enterprise to achieve its goals (general management, planning, finance, financial control, management and accounting, personnel management, marketing, procurement and sales, production);
• grouping and (or) interconnection of functions;
• identification of structural units responsible for the implementation of specific functions;
• analysis, planning and description of all main types of work;
• drawing up a recruitment and training program for new units.

The organizational structure of management must meet the following requirements:

• ensure efficiency of management;
• have a minimum number of management levels in specific conditions and rational communications between management bodies;
• be economical.

Development of new types of products in the face of growing competition, intensive implementation modern technology and technologies, the development of new methods of organizing production require continuous improvement of organizational management structures.

test questions

• 1. What is meant by the organization of production?
• 2. What is meant by the production process?
• 3. Name the principles of organization production process at the enterprise.
• 4. What is meant by the production cycle?
• 5. What factors affect the duration of the production cycle?
• 6. What is the economic importance of the duration of the production cycle?
• 7. What are the shapes public organization production?
• 8. What is the essence of the concentration of production?
• 9. Why are specialization and cooperative production interrelated?
• 10. What are the forms of specialization of production?
• 11. What is the combination of production?
• 12. What are the forms of combined production?
• 13. What are the types of production?
• 14. What is meant by the production structure of the enterprise?
• 15. What factors determine the production structure of the enterprise?
• 16. What is production area, workplace?
• 17. What is meant by the production infrastructure of an enterprise?
• 18. What is meant by the organizational structure of the enterprise?
• 19. What requirements should the organizational structure of management at the enterprise meet?
• 20. Why is it necessary to improve the organizational structure of management?

Organizational managment structure - a form of system management that determines the composition, interaction and subordination of its elements using linear, functional and cross-functional relationships in the process of communication.

Linear connections occur between departments and managers different levels management, where one leader is subordinate to another.

Functional links characterize the interaction of managers who perform certain functions at different levels of management, and there is no administrative subordination between them.

Cross-functional links take place between subsections of the same level of control.

From the whole variety of organizational management structures, two are very clearly distinguished. large groups. These are hierarchical and adaptive organizational structures (Figure 3.1).

Let's see what their difference is.

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

Adaptive organizational structures (organic, flexible) are characterized by vagueness of the management hierarchy, a small number of management levels, flexibility of the power structure, weak or moderate use of formal rules and procedures, decentralization of decision-making, widely conditioned by responsibility in activities.

Hierarchical management structures have many varieties. They are formed in accordance with the principles that were formulated at the beginning of the 20th century. At the same time, the main attention was paid to the division of labor into separate functions.

Modern organizational structures of a hierarchical type are derived from elementary structures. Elementary organizational structure displays a two-level division that can only exist in small enterprises. With such a structure in the organization, an upper level (manager) and a lower level (executor) are distinguished. The elementary structures are linear andfunctional organizational structures of management. These types of structures as independent are not used by any large enterprise.

Linear control structure very simple in its essence: the main principle of its construction is a vertical hierarchy, that is, the subordination of management links from top to bottom. With a linear management structure, the principle of unity of command is very clearly implemented: at the head of each subsection is a head endowed with all powers, who exercises sole leadership of subordinate units, and also concentrates all management functions in his hands.

The heads of the subdivisions of the lower levels are directly subordinate to only one head of the highest level of management, the highest management body does not have the right to give orders to any performers, passing their immediate head. This type of structures is characterized by one-dimensional connections: they develop only vertical connections.

To advantages of a linear organizational structure management can include:

1) unity of command, simplicity and clarity of subordination;

2) the full responsibility of the head for the results of the activities of subsections subordinate to him;

3) efficiency in decision-making;

4) coordination of actions of performers;

5) receipt by subordinate units of orders and tasks agreed upon among themselves.

disadvantages This simplest kind of control structure can be called:

1) a large information overload of the head, a huge flow of documents, a plurality of contacts with subordinates, higher and adjacent levels;

2) high requirements for the manager, who must be a highly qualified specialist who has versatile knowledge and experience from all management functions and areas of activity that are carried out by employees subordinate to him;

3) the structure can only be adapted to the solution of operational and current tasks;

4) the structure is inflexible and does not make it possible to resolve tasks that depend on the operating conditions that are constantly changing.

The linear organizational structure of management is used, as a rule, only in the lower production units (in groups, brigades, etc.), as well as in small enterprises in the initial period of their formation.

For functional management structure characteristic creation, structural units, each of which has its own well-defined, specific tasks and responsibilities. Consequently, under the conditions of this structure, each governing body, as well as the performer, is specialized in the performance of certain types of management activities (functions). An apparatus of specialists is being created who are responsible only for a certain area of ​​work.

The functional structure of management is based on the principle of complete management: the implementation of the instructions of the functional body within its competence is mandatory for subsections.

Benefits of a functional management structure can be reduced to the following:

1) high competence of specialists who are responsible for performing specific functions;

2) specialization of subsections in the performance of a certain type of management activity, the elimination of duplication in the execution of tasks for the management of individual services.

disadvantages This type of organizational management structure can be called:

1) violation of the principle of full control, the principle of unity of command;

2) lengthy decision-making procedure;

3) difficulties in maintaining constant relationships between different functional services;

4) reducing the responsibility of performers for the work, since each performer receives instructions from several managers;

5) inconsistency and duplication of instructions and orders that the performers receive "from above";

6) each functional manager and functional subsection put their questions in the first place, not coordinating them with the need to achieve the goals set for the enterprise.

To some extent, contribute to the elimination of the shortcomings of the linear and functional organizational structures linear staff and linear functional management structures that provide for the functional division of managerial work into subsections of different levels and a combination of linear and functional management principles. In this case, the functional subdivisions can carry out their decisions either through line managers (under the conditions of a linear-headquarters structure), or, within the limits of special powers, directly bring them to specialized services or individual performers at a lower level (under conditions of a linear-functional management structure).

At the core line-staff management structure there is a linear structure, but with line managers special subsections (headquarters services) are created that specialize in performing certain managerial functions. These services do not have the right to make decisions, but only provide their specialists with a more qualified performance of their duties by the line manager. The activity of functional specialists in these conditions is reduced to the search for the most rational options for solving tasks. The final adoption of the solution and its transfer to subordinates for implementation is carried out by the line manager.

Under the conditions of this type of management structures, the principle of unity of command is preserved. At the same time, an important task for line managers is to coordinate the actions of functional services and direct them into the mainstream of the general interests of the enterprise.

In contrast to the line-staff, in linear functional structure, the most common structure of a hierarchical type, which is still widely used throughout the world, functional subsections can give the most watts of order to lower levels, but not from all, but from a limited range of issues that are due to their functional specialization.

The basis of linear-functional structures is, in addition to the linear principles of management, the specialization of management activities for the functional subsystems of the enterprise (marketing, research and development, production, finance and economics, etc.), as well as the "mine" principle of construction. This principle means that each functional subsystem forms a hierarchy of services ("mine") that permeates the entire enterprise from top to bottom.

Advantages of a linear-functional management structure:

1) stimulation of business and professional specialization in the conditions of this management structure;

2) high production response of the enterprise, because it is built on a narrow specialization of production and a narrow qualification of specialists;

3) reduction of duplication of efforts in functional areas;

4) improving the coordination of activities in functional areas.

Despite the greatest distribution of linear-functional management structures, they have a number of disadvantages:

1) "blurring" of the developed strategy for the development of the enterprise: subdivisions may be interested in the implementation of only their local goals and tasks to a greater extent than the entire enterprise as a whole, that is, setting their own goals higher than the goals of the entire enterprise;

2) lack of close relationships and interaction at the horizontal level between subsections;

3) a sharp increase in the volume of work of the head of the enterprise and his deputies through the need to coordinate the actions of different functional services;

4) an overdeveloped system of vertical interaction;

5) loss of flexibility in the relationship of employees of the administrative apparatus through the use of formal rules and procedures;

6) weak innovative and entrepreneurial response of the enterprise;

8) complicating and slowing down the transfer of information, which affects the speed and timeliness of making managerial decisions; the chain of commands from the leader to the performer becomes too long, which complicates communication.

Divisional structure - a structure based on the separation of large autonomous production and economic subdivisions (departments, divisions) and their corresponding levels of management, with the provision of these subdivisions with operational and production independence and with the transfer of responsibility for the final financial result to this level.

Operational level management, which focuses on the production of a specific product or on the implementation of activities in a certain territory, was finally separated from strategic, responsible for the development of the enterprise as a whole.

The supreme governing body of the enterprise reserves the right to control corporate issues of development strategy, research and development, finance, investment, and the like. Consequently, divisional structures are characterized by a combination of centralized strategic planning in the upper echelons of management with decentralized activities of departments at the level of which operational management is carried out and who are responsible for making a profit. In connection with the transfer of responsibility for profit to the level of departments (divisions), they began to be regarded as "profit centers".

Divisional structures management is usually characterized as a combination of centralized coordination with decentralized management (decentralization while maintaining coordination and control).

Divisional Approach provides a closer connection between production and consumers, significantly speeding up its response to changes that occur during external environment.

Divisional structures are characterized by the full responsibility of the heads of departments for the results of the activities of the subsections they head. In this regard, the most important place in the management of enterprises is occupied not by the heads of functional subdivisions, but by the heads who head the production departments.

The structuring of an enterprise by departments (divisions) is carried out, as a rule, according to one of three principles:

1) for grocery products - taking into account the characteristics of the products that are produced or the services that are provided;

2) by groups of consumers - depending on their specific needs;

3) by regional - depending on the territory that is served.

In this regard, distinguish three types of divisional structures: grocery, focused on consumer groups, regional.

Advantages this type of structures:

the use of divisional structures enables enterprises to pay as much attention to a specific product or consumer of a geographical region as a small specialized enterprise pays, as a result of which it is possible to quickly respond to changes that occur in the external environment, adapt to changing conditions;

this kind of management structure focuses on achieving final results activities of the enterprise (production of specific types of products, meeting the needs of a particular consumer, saturation of a specific regional market with goods);

reducing the complexity of management that occurs in senior managers;

separation of operational management from strategic management, as a result of which the top management of the enterprise concentrates on strategic planning and management;

shifting responsibility for profit to the level of divisions; decentralization of operational management decisions.

At the same time, there are limitations considered type of organizational structures:

1) divisional management structures led to an increase in hierarchy, that is, a management vertical, which led to the formation of intermediate levels of management to coordinate the work of departments, groups, etc.;

2) contrasting the goals of the departments with the general goals of the development of the enterprise, the disagreement of the interests of the "tops" and "bottoms" in a multi-level hierarchy;

3) the possibility of interdepartmental conflicts, in particular 1 time shortage of key resources that are distributed centrally;

4) low coordination of the activities of departments (divisions), headquarters services are separated, horizontal ties are weakened;

5) inefficient use of resources, the inability to use them fully due to the assignment of resources to a specific subsection;

6) an increase in the cost of maintaining the administrative apparatus as a result of duplication of the same functions in subdivisions and, accordingly, an increase in the number of personnel.

An analysis of the varieties of organizational structures of a hierarchical type testified to the transition to more flexible, adaptive management structures, adapted to dynamic changes and production requirements, was objectively necessary and natural.

For adaptive organizational structures a characteristic lack of bureaucratic regulation of the activities of management bodies, the absence of a detailed division of labor by type of work, blurring of management levels and a small number of them, flexibility in the management structure, decentralization of decision-making, individual responsibility of each employee for the overall performance results.

In addition, adaptive organizational structures are usually characterized by such features:

the ability to relatively easily change its shape;

focus on the accelerated implementation of complex projects and comprehensive programs;

limited action in time;

creation of temporary government bodies.

To varieties of structures of adaptive type include: design; problem-targeted; structures based on a group approach (team, problem-group, brigade) and network organizational structures.

Design structures - these are management structures for complex activities that, due to their crucial importance, need to provide unceasing coordinating and integrating influence with severe restrictions on costs, timing and quality of work.

Traditionally, a department head in any large enterprise within a hierarchical organizational structure has many different responsibilities and is responsible for different aspects of several different programs, issues, projects, products and services. Of course, under these conditions, even a handsome leader will pay more attention to some types of activities, and less to others. Due to the fact that it is impossible to take into account all the features, all the details of projects, this can lead to the most serious consequences. Therefore, in order to manage projects, and primarily large-scale ones, special project management structures are used.

Project structures at enterprises, as a rule, are used when it becomes necessary to develop and implement an organizational project of a complex nature, which covers, on the one hand, the solution of a wide range of specialized technical, economic, social and other issues, on the other hand, the activities of various functional and linear subsections. Organizational projects include any processes of purposeful changes in the system, for example, the reconstruction of production, the development and development of new types of products and technological processes, the construction of facilities, and the like.

Project management structure - this is a temporary structure, created to solve a specific complex task (project development and its implementation). The content of the project management structure is to bring together the most qualified employees of various professions into one team to implement a complex project on time with a given level of quality and within the material, financial and labor resources allocated for this purpose.

Main benefits These types of governance structures are:

integration of different types of enterprise activities in order to obtain high-quality results from a specific project;

an integrated approach to project implementation, problem solving;

concentration of all efforts on solving one task, on the implementation of one specific project;

greater flexibility of project structures;

revitalization of the activities of project managers and executors as a result of the formation of project teams;

strengthening the personal responsibility of a particular manager both for the project as a whole and for its elements.

To shortcomings The project management structure includes the following:

1) in the presence of several organizational projects or programs, project structures lead to a fragmentation of resources and significantly complicate the support and development of the production and scientific and technical potential of the enterprise as a whole;

2) from the project manager it is necessary not only to manage all stages of the project life cycle, but also to take into account the place of the project in the network of projects of this enterprise;

3) when using the project structure, difficulties arise with the prospective use of specialists in this enterprise;

4) there is a partial duplication of functions.

One of the most complex adaptive-type control structures is recognized matrix structure . It arose as a response to the need for rapid technological change with the most efficient use of a highly skilled workforce.

Matrix structure displays the consolidation in the organizational structure of the enterprise of two directions of leadership, two organizational alternatives. Vertical direction - management of functional and linear structural divisions of the enterprise. Horizontal - management of individual projects and programs, for the implementation of which human and other resources of various subdivisions of the enterprise are involved.

With such a structure, a division of the rights of managers who manage subdivisions and managers who manage the implementation of the project is established. The most important task of the top management of the enterprise in these conditions is to maintain a balance between the two organizational alternatives.

Consequently, a distinctive feature of the organizational structure of matrix type management is the presence of two managers at the same time, who have equal rights.

There is a system of dual subordination, which is based on a combination of two principles - functional and project (product).

Matrix control structures can be of two types. In the first case, the project manager interacts with two groups of subordinates: with permanent members of the project team and with other employees of functional subsections who report to him on a temporary basis for a limited range of issues. At the same time, the subordination of performers to the direct heads of subsections, departments, and services is maintained. In this case, only performers from the relevant functional subsections can temporarily report to the project manager.

Benefits matrix structure are:

1) integration of different types of activities of the enterprise within the framework of implemented projects, programs;

2) obtaining high-quality results from a large number of projects, programs, products;

3) a significant increase in the activity of employees of the management apparatus as a result of the formation of project (program) teams that actively interact with functional subsections, strengthening the relationship between them;

4) attraction of managers of all levels and specialists in the field of active creative activity from the implementation of organizational projects and, first of all, from the accelerated technical improvement of production;

5) reducing the burden on senior managers by delegating authority, making decisions to the middle level while maintaining the unity of coordination and control over key decisions at the highest level;

6) strengthening the personal responsibility of a particular leader both for the project (program) as a whole and for its elements.

But the development of matrix structures is very often seen as an achievement of development. management theory which is very difficult to implement in practice.

To shortcomings matrix structures include:

1) the complexity of the matrix structure. For practical implementation, for its implementation, the necessary long-term training of employees and the appropriate organizational culture;

2) in connection with the system of dual subordination, it explodes the principle of unity of command, which often leads to conflicts; within this structure, an ambiguity in the role of the performer and his leaders is generated, which creates tension in relations between members of the labor collective of the enterprise;

3) within the framework of the matrix structure, there is a tendency towards anarchy, since in its conditions rights and responsibilities are not clearly distributed among its elements;

4) the struggle for power, because within the framework of this structure there are no clearly defined powers of authority;

5) the presence of additional costs for the maintenance of a larger number of managers, as well as for resolving conflict situations;

6) ambiguity and loss of accountability hinder the achievement of high quality results;

7) there are difficulties with the prospective use of specialists in this enterprise;

8) there is a partial duplication of functions;

9) managerial decisions are made untimely, as a rule, their characteristic group adoption;

10) the traditional system of relationships between subsections is violated;

11) complicates full-fledged control by management levels. At the same time, it should be noted that the transition to matrix structures, as a rule, does not cover the entire enterprise, but only some part of it, and the scale of application of individual elements of the matrix approach at enterprises is quite significant.

The organizational structure, which is a certain ordering of tasks, roles, powers and responsibilities, creates the conditions for the enterprise to carry out its activities and achieve the established goals. It develops and changes under the influence of the peculiarities of the enterprise strategy, its internal complexity and changes in the external environment. A wide range of structures extends from stable monolithic formations to dynamic multifaceted structures of modern organizations.

The variety of organizational structures is associated with differences in the field of activity, the nature and complexity of the products produced, the size, degree of differentiation and territorial location of enterprises. Thus, the structure of a small trade organization or a repair shop cannot have anything in common with the structure of a large machine-building enterprise producing a wide range of machinery and equipment. In turn, the organizational structure of a transnational corporation and a financial and industrial group is incomparable with it. In small enterprises, there are no complex problems with the organizational structure. If the functions in such an enterprise are carried out properly (without an excessive number of services and unnecessary hierarchical constructions), then their implementation requires such a limited number of employees that structural problems fade into the background before problems related to the personal characteristics of managers (their knowledge, experience , work style, organizational skills, responsible performance of duty).

At the same time, problems of organizational structure arise not only at large enterprises. The organization of vertical and horizontal connections, project management is also necessary in medium-sized enterprises. This is directly related to all cases where there is an intermediate management team between the top management of the organization and the personnel performing direct work, and also when it is generally possible to implement a certain division of labor. Under all conditions, the problem arises of choosing one or another type of organizational structure that is adequate to the real requirements of the external and internal environment, the tasks of meeting consumer demand, technological and social development, and achieving cost-effective results. The main types of organizational structures that have developed to date are discussed below.

The relationships between the 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.

Linear organizational structure of management

This is one of the simplest organizational management structures. It is characterized by the fact that at the head of each structural unit of any level is a one-man manager who performs all management functions and exercises sole leadership of subordinate employees.

With linear management, each link and each subordinate has one leader, through whom all control commands pass through one single channel. In this case, management links are responsible for the results of all activities of managed objects. Since in the linear management structure decisions are passed down the chain "from top to bottom", and the head of the lower level of management is subordinate to the head of a higher level above him, a kind of hierarchy of leaders of this particular organization is formed. In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any performers, bypassing their immediate superior.

The linear organizational structure of management has its advantages

a very clear system of relationships such as "boss - subordinate";

express responsibility;

quick response to direct orders;

ease of construction of the structure itself;

a high degree of "transparency" of the activities of all structural units.

lack of support services;

the inability to quickly resolve issues that arise between various structural divisions;

high dependence on the personal qualities of managers at any level.

Functional organizational structure of management

The idea is that the performance of individual functions on specific issues is entrusted to specialists, i.e. each governing body (or executor) is specialized in the performance of certain types of activities.

The performers are in double subordination. So, the worker is obliged to simultaneously fulfill the instructions of his line manager and the functional specialist. With a functional management structure, the line manager has the opportunity to deal more with operational management issues, because. functional specialists free him from dealing with special issues.

But control commands come from many functional services to one production unit or to one performer, and therefore the problem of mutual coordination of these commands arises, which creates certain difficulties. In addition, the responsibility of performers for the performance of their duties is reduced.

The functional structure has its advantages and disadvantages:

removal of most of the load from the highest level of management;

stimulating the development of informal ties at the level of structural blocks;

reducing the need for generalists;

it becomes possible to actively include various service services in the OSU - improving the quality of products;

strengthening vertical links and strengthening control over the activities of lower levels

it becomes possible to create headquarters substructures.

significant complication of communications within the enterprise;

the emergence of a large number of new information channels;

the emergence of the possibility of transferring responsibility for failures to employees of other departments;

lengthy decision-making process;

difficulty in coordinating the activities of the organization;

the emergence of a tendency towards excessive centralization

Under the line management, specialists form a headquarters that prepares data for them in order to competently solve special problems. In this case, the functional bodies are subordinate to the line manager. Their orders are given to production units only after agreement with the latter. This makes it possible to resolve issues more competently. But with a linear-functional management structure, the load on the line manager increases sharply, who must play the role of an intermediary between functional services and production units subordinate to him. He perceives information flows from subordinate units, gives tasks to functional services, develops decisions, issues commands from top to bottom.

The linear-functional structure also has its positive and negative sides:

The functional organization is aimed at stimulating the quality of work and the creative potential of workers, as well as economies of scale due to the increase in the scale of production of goods or services. However, maintaining interaction between different functions is a difficult task. The implementation of different functions involves different time frames, goals and principles, which makes it difficult to coordinate activities and schedule them. In addition, functional orientation is associated with a preference for standard tasks, encouraging narrowly limited perspectives, and reporting on performance.

The functional structure is not suitable for organizations with a wide range of products operating in an environment with rapidly changing consumer and technological needs, as well as for organizations operating internationally, simultaneously in several markets in countries with different laws. The logic of this form is centrally coordinated specialization. It is difficult to track the contribution of each element of resources to the final result and the overall profitability of the organization. In fact, the current trend towards disintegration (i.e. buying rather than manufacturing components, etc.) reflects the realization by many firms that the necessary coordination of costs and resources used is reflected in performance. A functional organization can fail due to improper modification, because the logic of this organization is centralized control, which does not easily adapt to product diversification.

In its pure form, the functional structure is practically not used. It is used in organic combination with linear structure(Fig. 2), built on the basis of a vertical hierarchy of management and based on the strict subordination of the lower level of management to the highest. With such a construction, the performance of highly specialized functions is intertwined with a system of subordination and responsibility for the direct execution of tasks for designing, manufacturing products and supplying them to consumers.

Advantages: Opportunity to obtain a high degree of professional specialization of employees. Accurately identify locations and required resources (especially personnel). Contributes to the standardization, formalization and programming of the process. Disadvantages: Makes horizontal alignment difficult. Difficulty responding to change

The main figure is the manager in charge of the department. He is subordinate to a number of assistants who perform the function of coordinating individual functional services. Thanks to this combination, a fairly successful compromise between vertical and horizontal relationships within a unit or organization as a whole is provided. Units are allocated on the basis of one criterion; it can be either the production of a certain type of product, or the service of a region, or work with a certain type of consumer, or another sign. The heads of functional services depend on the manager in charge of the unit and report to him.

The divisional structure also has its advantages and disadvantages:

Decentralization of management within the framework of a linear functional structure leads to the fact that the division of rights and responsibilities is split up between different bodies that manage technical development, purchase of raw materials and materials, production, marketing, etc. This process is most typical for enterprises that produce a huge the number of homogeneous products and economies of scale in production are significant. One of the conditions for the decentralization of the structure can be a situation where the market is a single entity and is characterized by a high degree of concentration of consumption.

At the same time, the development of diversification of production, the sharp complication of internal and external relations, the dynamism of the introduction of technical innovations, the fierce struggle for markets for products lead to serious difficulties and in many cases completely exclude the use of functional forms of management. With the growth in the size of corporations, the expansion of the range of manufactured products and markets for their sales, the functional management structures, due to the disunity of rights and responsibilities for individual functions, lose their ability to respond to ongoing changes. In the management process, conflicts arise in the choice of priorities, decision-making is delayed, communication lines are lengthened, and the implementation of control functions becomes difficult.

The construction of an organization according to a linear-functional principle (with grouping by type of management) is shown in fig. 9.4. This type includes structures that are formed either on a product or on a territorial basis. Such structures are more often used by large diversified corporations that produce a wide range of products for various markets. The most typical for them is a product management structure, in which departments specialized in types of products with independent economic activities are subordinate to the central headquarters of the organization.

With a divisional structure, departments can also be specialized in sales markets.

The divisional form can be viewed as a combination of organizational links serving a specific market and managed centrally. Its logic is to combine the autonomy of departments with a centrally controlled process of resource allocation and evaluation of results. While divisional firms can easily infiltrate related industries, there is a danger of over-expansion. Thus, many such firms, expanding their activities in new markets, were unable to properly assess its results and make investment decisions. Divisional firms are also at risk of modifications that violate the chosen logic of the organization.

tendencies towards decentralization;

high degree of independence of divisions;

unloading managers of the base level of management;

high degree of survival in today's market;

development of entrepreneurial skills in managing divisions.

emergence of duplicating functions in divisions:

weakening of ties between employees of different divisions;

partial loss of control over the activities of divisions;

Matrix organizational structure of management

The matrix structure combines two types of structures: linear and program-target. Vertically (linear structure), the board is built in separate areas of activity (production, supply, sales). Horizontally (program-target structure) management of programs, projects, topics is carried out. When determining horizontal links, a program or project manager and his deputies for individual topics, a responsible executor in each specialized unit are appointed, and a special program management service is organized.

The work is ensured through the creation of target units, where leading specialists are brought together to jointly develop the program. The program manager determines what and when should be done, and who and how will perform this or that work is decided by the line manager.

Thus, the matrix management structure supplemented the linear-functional organizational structure with new elements. This created a qualitatively new direction in the development of program-targeted and problem-targeted forms of management. These forms contribute to the rise of the creative initiative of managers in the matter of increasing the efficiency of production. Matrix management structures encourage the restructuring of production based on the latest technological processes and more productive equipment.

The matrix structure contributes to the collective expenditure of resources, which is essential when the output is associated with the need to use rare or expensive types of resources. At the same time, a certain flexibility is achieved, which, in essence, is absent in functional structures, since in them all employees are permanently assigned to certain functional units. Since employees in a matrix organization are recruited from different functional departments to work on a specific project, labor resources can be flexibly reallocated depending on the needs of each project. Along with flexibility, the matrix organization opens up great opportunities for effective coordination of work.

The matrix structure has its advantages and disadvantages:

allows you to overcome intra-organizational barriers without interfering with the development of functional specialization

the principle of centralized leadership is not violated

more efficient day-to-day management, the ability to reduce costs and increase the efficiency of resource use;

the relative autonomy of project teams or program committees contributes to the development of decision-making skills, managerial culture, and professional skills among employees.

Difficulty in establishing clear responsibility for work on the instructions of the unit and on the instructions of the project or program (a consequence of double subordination);

high requirements for qualifications, personal and business qualities of employees working in groups, the need for their training.

With this structure, the manager of the production department is obliged to conduct production preparation, rationally organizing labor, with the optimal use of raw materials, material and energy resources, and to exercise control over the work of subordinates.

Characteristics of the organizational structure of JSC "PIiNII VT "Lenaeroproekt"

Open Joint Stock Company "Design and Survey and Research Institute of Air Transport "Lenaeroproekt" was established in accordance with the Federal Laws of December 21, 2001 No. 178-FZ "On the Privatization of State and Municipal Property", of December 26, 1995 No. 208-FZ "On joint-stock companies" by reorganizing the Federal State Unitary Enterprise "Design and Research and Research Institute of Air Transport "Lenaeroproekt" on the basis of the order of the Government of the Russian Federation of August 25, 2006 No. 1184-r and the order of the Federal Agency for Federal Property Management of October 18, 2006 No. 208.

The Company's founder is the Russian Federation represented by the Federal Agency for Federal Property Management.

Society is legal entity- a commercial organization, the authorized capital of which is divided into a certain number of shares, certifying the obligations of shareholders in relation to the Company.

The Company owns separate property recorded on its independent balance sheet, can acquire and exercise property and personal non-property rights on its own behalf, incur obligations, be a plaintiff and defendant in court, in arbitration and arbitration courts. The Company shall be liable for its obligations with all its property.

The Company is not liable for the obligations of its shareholders. Shareholders are not liable for the obligations of the Company and bear the risk of losses associated with the activities of the Company, within the value of their shares.

The state and its bodies are not liable for the obligations of the Company, just as the Company is not liable for the obligations of the state and its bodies.

The main activity of JSC "PIinii vt" Lenaeroproekt "is the design of airport complexes of various classes in full, including runways, technical support facilities, buildings and structures for passenger service and cargo handling, hangars and aircraft repair enterprises.

The modern "Lenaeroproekt" is a comprehensive research and design institute capable of solving problems of any complexity in the field of designing air transport facilities and civil engineering. The enterprise is developing dynamically, striving to meet all technical requirements, while maintaining the achievements of previous years, constantly expanding the scope of its interests not only on the territory of the Russian Federation, but also beyond its borders.

All types of pre-project, survey, design, research, regulatory and other works are carried out to ensure capital construction (technical re-equipment, reconstruction, expansion, new construction) and major repairs of buildings and structures of airports, aircraft repair enterprises, flight and technical schools, objects of construction organizations, structures for housing and social and cultural purposes and other objects, buildings and structures.

When analyzing and designing organizations, one should consider the relationship of their elements, the structure, as well as the mechanism of interaction of these elements within the framework of certain goals and a given structure of the organization. The organizational structure and the organizational mechanism in all the variety of their manifestations form the organizational forms of management.

The organizational structure of enterprise management reflects the composition and subordination of linear and functional levels of management, in JSC "PIiNII VT "Lenaeroproekt" the management structure has a linear-functional form.

With this type of organizational structure of the enterprise, the line manager, who reports directly to the director, is assisted in the development of specific issues and the preparation of appropriate decisions, programs and plans by a special management apparatus, consisting of functional units (departments, groups). Such divisions carry out their decisions either through the top manager, or directly bring them to specialized services or individual performers at a lower level. Functional divisions do not have the right to independently give orders to production divisions.

The management of the current activities of the Company is carried out by the General Director of the Company (sole executive body), who is accountable to the Board of Directors and general meeting shareholders of the Company.

If the General Director of the Company is unable to perform his duties, the Board of Directors has the right to decide on the formation of a temporary sole executive body of the Company and on holding an extraordinary general meeting of shareholders to resolve the issue of early termination of powers Director General and on the formation of a new sole executive body of the Company.

Under the current management structure, the following are directly subordinate to the General Director:

Chief Engineer;

Legal Counsel;

Department of registration and release of projects;

Financial and Economic Department;

office;

Department for the Protection of State Secrets;

Human Resources Department.

The first deputy director is the chief engineer. The main function of the chief engineer is to manage the entire technical side of the enterprise's activities: technical preparation for production, research, design and experimental work, the introduction of advanced equipment and technology, the organization of development, development in production of new types of products; safe conditions labor, providing production with technological equipment and repair services, develops plans for the development of the enterprise, reconstruction and modernization, monitors compliance with design, engineering and technological discipline, coordinates work on patent and inventive activities, standardization and unification, certification and rationalization of jobs, metrological security.

The chief engineer is subordinate to:

Deputy Chief Engineer;

Chief project engineers;

Marketing department;

Department of Airfields and General Plans;

Department of Aircraft Maintenance and Repair Technology, Aviation Fuel Supply, Fire Fighting, Environmental Protection, Freight Transportation Technology;

Technical department;

Department of power supply, lighting equipment, automation and instrumentation;

Architectural and construction department;

Department of Radio Engineering, Meteorological Flight Support, Air Traffic Control and Communications;

Department of heat supply, ventilation, water supply and sewerage;

Department of estimates and organization of construction;

Department of engineering-topographic and engineering-geological surveys, geophysical and land management works;

Research Department;

Department of automation of design work.

A unified vertical line of leadership and a direct path of active influence on subordinates has been created at JSC "PIiNII VT "Lenaeroproekt". The advantage of such a control structure is simplicity, reliability and economy. The head in this case should cover all aspects of the enterprise.

Functional divisions carry out all the technical preparation of production, prepare options for solving issues related to the management of production processes, relieve line managers from planning financial calculations, logistics of production and other issues.

Like any organizational structure, the linear-functional management structure has its advantages and disadvantages.

The advantages of the organizational structure of management of JSC "PIiNII VT "Lenaeroproekt" include:

a clear division of labor (skilled specialists in each area);

high hierarchy of management;

existence of standards and rules of activity;

recruitment in accordance with qualification requirements.

The main disadvantages are:

the development of rather "narrow" specialists - techies, rather than managers (managers). For OJSC “PIiNII VT “Lenaeroproekt”, this led to the fact that highly qualified and experienced technical specialists worked in almost all managerial positions, but not all of them have mastered a new specialty for themselves - a manager (professional manager);

responsibility for financial results the enterprise as a whole is borne solely by the head of the enterprise, and the criterion for evaluating the activities of the heads of most structural divisions is the physical volume of manufactured products, for non-production - the solution of engineering and technical problems, etc. At the same time, they tend to distance themselves from responsibility for the financial and economic results of the unit's activities, and, in addition, the traditional system of intra-company accounting simply does not allow these results to be objectively assessed;

the structure "resists" the expansion of the diversification of activities;

heads of specialized divisions are focused on routine current work.

The rights and obligations in the management of the enterprise are clearly distributed, and are recorded in job descriptions and other documents regulating this area. There is no practice of reducing management costs at the enterprise. A rigid hierarchy allows you to organize effective interaction between various structural units to achieve the goals of the enterprise development.

The composition of the management of JSC "PIiNII VT "Lenaeroproekt" is quantitatively and qualitatively provided with personnel, the level of education, qualifications, work experience of executives meet the requirements of the enterprise. A trend to replace executives with higher levels of education and qualifications is not required.

Conclusion

Thus, the study allows us to draw the following conclusions.

It is possible to characterize the structure of an organization in terms of its complexity, degree of centralization, formalization and configuration of the organization. In terms of complexity, it is necessary to note the differentiation and integration of the organization. In this case, differentiation can be both vertical and horizontal.

Describing the organizational structure as a whole, it can be noted:

1) there are no ideal, perfect structures, but each structure can be quite effective under certain circumstances, so it is necessary to constantly weigh the advantages and disadvantages of each organizational structure before using them;

2) the structure of any organization or its part must correspond to the goals of the organization, moreover, it must be formed on the basis of a tree of goals;

3) the social structures of the organization depend not only on the goals, but also on other organizational components - organizational technology, the composition of the participants in the production process, the culture of the members of the organization.

Organizational management structures are needed, because. they contribute to organizational effectiveness. The lack of an organizational management structure creates chaos in the enterprise: employees do not understand what they should do, how they should do it and with whom they should work; heads of various departments have no idea how their work is combined with the work of other departments. OSU is the connecting element that allows all disparate departments to carry out their work in a coordinated manner, in a single vein of the task assigned to the organization.

List of sources used

Bowman K. Fundamentals of strategic management. - M.: Academy, 1997;

Vikhansky O.S. Strategic Management. - M.: Gardarika, 1998;

Organization management. Textbook / Ed. e. n.A.G. Porshnev. Moscow: INFRA-M, 2000;

Efremov B.C. Business strategy. Moscow: Finpress, 1998;

Management: Textbook for universities / M.M. Maksimtsov, A.V. Ignatieva, etc. - M .: Banks and exchanges, UNITI, 1998

Electronic resources

http://www.inventech.ru/lib/

http://www.marketing.spb.ru/lib/