Organizational structure of management. Organizational and production structure of the enterprise

Company- according to the Civil Code of the Russian Federation, an independently operating facility created in accordance with applicable law for the production of works, the provision of services, and the production of products. The company receives the status of a legal entity. person when registered.

Company structure- this is the composition and ratio of its internal links (shops, sections, departments, laboratories and other divisions) that make up a single economic object.

Under the general structure of the enterprise is understood as a complex of production and service units, as well as the enterprise management apparatus. The general structure of the enterprise is characterized by interrelations and relationships between these units in terms of the size of the occupied areas, the number of employees and throughput (capacity). At the same time to production departments include workshops and sections in which the main products, materials, semi-finished products, spare parts are manufactured, various types of energy are produced, and various types of repairs are carried out. TO non-production divisions include units serving the employees of the enterprise: canteens, buffets, first-aid posts, dispensaries, clubs, housing and communal departments, etc.

Production structure of the enterprise - this is a set of main, auxiliary and service departments of the enterprise, ensuring the processing of the input of the system into its output - a finished product with the parameters specified in the business plan.

Main elements production structure are:

plots;

· workplaces.

The organizational construction of the production structure is carried out according to three principles:

· technological - workshops and sections are formed on the basis of the homogeneity of the technological process of manufacturing various products;

· subject - unites workplaces, sections, workshops for the production of a certain type of product;

· mixed - procurement shops and sections are created according to the technological principle, and producing shops and sections - according to the subject.

There are the following types of production structure:

Without a workshop (a production site, i.e. a set of geographically separate workplaces where technologically homogeneous work is performed or the same type of product is manufactured, I am used in small enterprises with relatively simple production processes);

shop (workshop, i.e., an administratively separate part of the enterprise, in which a certain set of works is performed in accordance with intra-factory specialization);

hull (building, that is, the union of several workshops of the same type);

Combined (multi-stage production processes are carried out, hallmark which is the sequence of processes for processing raw materials, for example, metallurgical, chemical, textile industries)

The structure of the enterprise must be rational and economical, provide the shortest ways of transporting raw materials, materials and finished products.

In addition, the production structure of the enterprise is influenced by a number of factors:

industry affiliation of the enterprise;

the nature of the product and methods of its manufacture;

The volume of production and its labor intensity;

level of specialization and cooperation of production;

Features of buildings, structures, equipment used, raw materials and materials.

38. Functions of enterprise management. Composition, content, place in the management structure. The main types of organizational structures of enterprise management.

Control functions - this is a specific type of management activity, which is carried out by special techniques and methods, as well as the corresponding organization of work.

The following functions are distinguished:

goal setting – development of the main, current and long-term goals.

Planning - development of directions, ways, means, measures for the implementation of the goals of the activities of firms, the adoption of specific, targeted, planned decisions relating to their departments and performers.

Organization - this is the process of establishing the order and sequence of purposeful interaction of parts of the system coordinated in space and time in order to achieve the set goals under specific conditions, within a certain timeframe, using methods and means developed for this at the lowest cost.

Coordination - clarification of the nature of the actions of the performers.

Regulation – implementation of measures to eliminate deviations from the mode of operation of the system specified by the organization. It is carried out by scheduling.

Stimulation – development and use of incentives for effective interaction of business entities and their highly productive work.

Control - monitoring the course of ongoing processes in a controlled object, comparing its parameters with the specified ones, identifying deviations.

Activity accounting – measurement, registration, grouping of object data.

Activity analysis is a comprehensive study of activity using analytical, economic and mathematical methods.

Organizational structure of the management apparatus - a form of division of labor in production management. Each division and position is created to perform a specific set of management functions or work. To perform the functions of the unit, their officials are endowed with certain rights to dispose of resources and are responsible for the performance of the functions assigned to the unit.

Distinguish connections:

linear (administrative subordination),

functional (by field of activity without direct administrative subordination),

Interfunctional, or cooperative (between units of the same level).

Depending on the nature of the connections, several main types of organizational management structures are distinguished: linear; functional; linear-functional; matrix; divisional; multiple.

In a linear structure management, each manager provides leadership to subordinate units in all activities. Dignity - simplicity, economy, ultimate unity of command. The main disadvantage is the high requirements for the qualifications of managers. Now practically not used.

The diversification of production and the specialization of management led to the emergence of combined structures, among which the most common is linear functional, combining the main advantages of linear and functional systems and at the same time ensuring the development of specialization in management activities. At the same time, the authority of line managers responsible for production results is preserved.

D- director; FN - functional chiefs; AND - performers

Rice. Functional management structure

Linear-functional structure- step hierarchical. Under it, line managers are single bosses, and they are assisted by functional bodies. The line managers of the lower levels are not administratively subordinate to the functional heads of the higher levels of management. It has been the most widely used.

D- director; FN - functional chiefs; FP - functional divisions; OP - main production units.

Rice. Linear-functional management structure

Divisional. The divisional organizational structure is characterized by decentralization of management functions - production units are given autonomous structures that implement the main management functions (accounting, planning, financial management, marketing, etc.). This allows production departments to independently solve problems related to the development, production and marketing of their own

products. At the same time, the top management of the enterprise can focus on setting and solving strategic tasks.

Matrix structure is characterized by the fact that the performer can have two or more managers (one is a line manager, the other is a program or direction manager). Such a scheme has long been used in R & D management, and is now widely used in firms that work in many areas. It is increasingly replacing the linear-functional one from the application.

Rice. Product Oriented Matrix Management Structure

Multiple Structure combines various structures at different levels of management. For example, a branch management structure can be applied to the entire company, and in branches it can be linear-functional or matrix.

Rice. Project management matrix structure (multiple)

Similar information.

Published with permission from Lanit

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

Under the management philosophy, we will understand the most general principles on the basis of which the organization's management structure is built 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. Let's consider the main types of enterprise management structures from the point of view of their compliance with the ideas of modern quality management.

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 accepted in architecture, we can say that this abstract sets out the main ideas on the basis of which various options solving the problem of organizational structure 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 in many modern enterprises were built in accordance with the principles of management formulated in the early twentieth 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 shortcomings 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 of 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;
• more close connection production with 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, therefore, there are shortcomings common to hierarchical structures - 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 the brigade organization of work is a fairly ancient organizational form, it is enough to recall the worker 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 team in which they are a member). 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 of 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, move to a new project or leave (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 of the project life cycle, 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 performers: 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 day-to-day management, the ability to reduce costs and improve 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 "owner" 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 the 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 facilities and cash. This applies equally to public and private organizations.

Traditionally, the organizational structure covers two types of relationships:

a 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 duties 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 organization structuring, can be obtained on the basis of matrices of the type 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, labor disputes, finance, human resources, 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. The results of each individual activity can be used directly by the same activity, programs and other activities, as well as by the executive body and the 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 core and support 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 units 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.

but geographical position 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 organizational structures discussed, 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 financing. Usually practiced (or traditional) financing of programs 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, a multidimensional organizational structure, although devoid of some significant shortcomings inherent in conventional organizations, 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.

. Company structure -this is the composition and ratio of its internal links (shops, sections, departments, laboratories and other divisions) that make up a single economic object. Distinguish between the general, production and organizational structure of the enterprise

General structure of the enterprise

In the general structure of the enterprise refers to a complex of production and service units, as well as the enterprise management apparatus (Fig. 12). The general structure of the enterprise is characterized by interrelations and relationships between these units in terms of the size of the occupied areas, the number of employees and throughput capacity (capacity).

TO production units include workshops, sections, laboratories in which the main products manufactured by the enterprise are manufactured, undergoing control checks and tests, components purchased from third parties, materials and semi-finished products, spare parts for product maintenance and repair during operation, various types of energy for technological purposes, etc.. To subdivisions serving workers kov belonging to housing and communal services, their services, canteens, canteens, kindergartens and nurseries, sanatoriums, boarding houses, rest houses, dispensaries, medical units, voluntary sports associations, departments of technical training and schools who are engaged in improving the production qualifications, the cultural level of workers, engineering and technical workers and employees.

Production structure of the enterprise

Unlike the general production structure of the enterprise is a form of organization of the production process; it is expressed in the size of the enterprise, the number and composition of shops and services, their planning, as well as in the number of planning of production sites and jobs within the chain.

There are the following types of workshops and sections:

o basic;

o auxiliary;

o serving;

o side effects

Figure 12 . General structure of a manufacturing enterprise

V main workshops a certain stage of the production process is performed for the transformation of raw materials and materials into finished products or a number of stages of the production process for the manufacture of any product or part of it. The main workshops are divided into:

o procurement (foundry, forging, stamping, etc.);

o machining (turning, milling, etc.);

o producing (assembling)

Task auxiliary shops - ensure the normal, uninterrupted operation of the main production shops. These include energy-repair, mechanical-repair, repair-mechanical, etc. service facilities perform the functions of storing products, transporting raw materials, materials and finished products etc.. Side shops are engaged in waste disposal, production of unusual goods (for example, an aircraft manufacturing plant produces refrigerators), providing services to other enterprises and the population, too.

The organizational structure of the main workshops and industries is carried out according to three principles:

technological - shops and sections are formed on the basis of the homogeneity of the technological process of manufacturing various products (concrete, steel-smelting shops, etc.);

subject - unites workplaces, sections, workshops for the production of a certain type of product (shop mills);

mixed - procurement workshops and sections are created according to the technological principle, and producing workshops and sections - according to the subject (see Fig. 13)

The main structural production unit of the enterprise is the production site, which is a set of jobs that perform technologically homogeneous work or various operations for the manufacture of the same or the same type of products. The production of the site is intended for processing inside the workshop. The composition, the number of sites and the relationship between them determine the composition of large production units - workshops and departments of the enterprise in a cycle.

The primary link in the organization of production is the workplace. Workplace- this is a part of the production area where a worker or a group of workers perform individual operations for the manufacture of products or maintenance of the production process.

There are the following types of production structure:

o without workshop (production site, i.e. a set of geographically separate workplaces where technologically homogeneous work is performed or the same type of product is manufactured, I use it in small enterprises with relatively simple production processes)

o workshop (workshop, i.e., an administratively separate part of the enterprise, in which a certain set of works is performed in accordance with intra-factory specialization);

o hull (building, that is, the union of several workshops of the same type);

o Kombinatskaya (multi-stage production processes are carried out, a characteristic feature of which is the sequence of raw material processing processes, for example, metallurgical, chemical, textile industries)

The structure of the enterprise must be rational and economical, provide the shortest ways of transporting raw materials, materials and finished products

Organizational structure of enterprise management

The organizational structure of management is a set of management links interconnected in a certain way. It is characterized by the number of controls, the order of their interaction and the functions they perform. The main purpose of the organizational structure is to ensure the effective operation of management personnel. It is directly related to the production structure of the enterprise. The principle of forming the management structure is the organization and consolidation of certain management functions by divisions (services) of the management apparatus.

The organizational structure of the management apparatus is characterized by a different number of links, the system of "three" is most often used: director (president, manager) - shop manager - foreman. Each of them is personally responsible for the work assigned to him by the robotic worker.

. Foreman is responsible for all aspects of the work of the workshop and performs all the functions of technological and economic management of the workshop with the help of a subordinate control apparatus (Fig. 13). The functional management bodies of large workshops are the planning and dispatching, technological bureau, labor and wages bureau, etc. The head of the workshop reports directly to the director.

Large sections of the workshop (departments, spans) are headed by section chiefs (senior foremen), to whom shift foremen are subordinate. The foreman is the leader and organizer of production and labor on the site. He is backed up directly to the head of the shop, and where there are heads of sections or changes, respectively, to the head of the section or change. A group of workers united in a brigade is led by a foreman who is a senior worker and is not released from production work, receiving an additional payment to the tariff rate for the performance of his duties.

pic 13 . Shop floor management structure

The company is managed by director(president, manager), who can be both the owner of the property and an employee (in the latter case, a contract is concluded with him). To ensure strategic, current and operational management, the enterprise uses a functional management apparatus directly subordinate to the director (president) and his deputies. Each of them manages a certain part of the work of managing the production process and has the corresponding functional services. In the plant management apparatus (company management), functional structural units (departments, services) are distinguished, and in the shops, as a rule, bureaus. The control apparatus consists of the following main services:

o operational management of the enterprise;

o personnel management;

o economic and financial activities;

o information processing;

o administrative management;

o marketing;

o foreign economic relations;

o technical development, etc.

Each service is headed by a chief and reports directly to the director and one of his deputies. Conditional fragment of the organizational structure. OJSC "AvtoZAZ" is shown in Figure 14

The structure of the management apparatus depends on many factors (type of production, specialization, volume of production, design complexity of the product, etc.), so the structure of the plant management (company management) is different.

Achieving high performance results is what all companies strive for without exception. However, without a well-established organizational structure, the enterprise runs the risk of failing.

In this article, we will analyze what the organizational structure of enterprise management is and how to choose it correctly.

Features of choosing the organizational structure of the enterprise

The organizational structure is the basis for performing the functions of enterprise management. So, it is understood as the composition, subordination, interaction and distribution of work between individual employees and entire departments.

In simple terms, the organizational structure of an enterprise is a set of departments, as well as managers, headed by CEO. Her choice depends on many factors:

• age of the organization (the younger the company, the simpler its organizational structure);
• organizational and legal form (JSC, LLC, IP, ...);
• field of activity;
• scale of the company (number of employees, departments, etc.);
• technologies involved in the work of the company;
• communications within and outside the firm.

Of course, when considering the organizational structure of management, it is necessary to take into account such features of the company as levels of interaction. For example, how departments of the company interact with each other, employees with employees, and even the organization itself with the external environment.

Types of organizational structures of enterprise management

Let's take a closer look at the types of organizational structures. There are several classifications, and we will consider the most popular and at the same time the most complete of them.

Linear

Linear structure is the simplest of all existing varieties enterprise management structures. At the head is the director, then the heads of departments, then ordinary workers. Those. everyone in the organization is connected vertically. Typically, such organizational structures can be found in small organizations that do not distinguish the so-called functional units.

This type is characterized by simplicity, and tasks in the organization, as a rule, are completed quickly and professionally. If for some reason the task is not completed, then the manager always knows that he needs to ask the head of the department about the task, and the head of the department, in turn, knows who in the department to ask about the progress of the work.

The disadvantage is the increased requirements for management personnel, as well as the burden that falls on their shoulders. This type of management is applicable only to small businesses, otherwise managers will not be able to work effectively.

Linear staff

If a small firm that used a linear management structure develops, then its organizational structure changes and turns into a linear-staff one. Vertical connections remain in place, however, the leader has a so-called "headquarters" - a group of people who act as advisers.

The headquarters does not have the authority to give orders to the performers, however, it has a strong influence on the leader. Based on the decisions of the headquarters, managerial decisions are also formed.

functional

When the load on employees increases, and the organization continues to grow further, the organizational structure moves from a linear-headquarters to a functional one, which means the distribution of work not by departments, but by functions performed. If earlier everything was simple, now managers can safely call themselves directors of finance, marketing and production.

It is with the functional structure that one can see the division of the organization into separate parts, each of which has its own functions and tasks. A stable external environment is a mandatory element to support the development of a company that has chosen a functional structure for itself.

Such companies have one serious drawback: the functions of management personnel are very blurred. If in a linear organizational structure everything is clear (sometimes even too much), then with a functional organizational structure everything is a little blurry.

For example, if there are problems with sales, the director has no idea who exactly to blame. Thus, the functions of managers sometimes overlap, and when a problem occurs, it is difficult to establish whose fault it occurred.

The advantage is that the company can be diversified and do a great job of it. Moreover, due to the functional separation, the firm can have several goals.

Linear-functional

This organizational structure only applies to large organizations. So, it combines the advantages of both organizational structures, however, it has fewer disadvantages.

With this type of control, all the main connections are linear, and the additional ones are functional.

Divisional

Like the previous one, only suitable for large companies. Functions in the organization are distributed not according to the areas of responsibility of subordinates, but according to the types of product, or according to the regional affiliation of the division.

The division has its own divisions and the division itself resembles a linear or linear-functional organizational structure. For example, a division may have a procurement department, a marketing department, and a production department.

The disadvantage of such an organizational structure of the enterprise is the complexity of relations between departments, as well as high costs for the maintenance of managers.

matrix

Applicable to those enterprises that operate in a market where products must be constantly improved and updated. To do this, the company creates working groups, which are also called matrix. It follows from this that a double subordination arises in the company, as well as a constant collaboration of employees from different departments.

The advantage of such an organizational structure of the enterprise is the ease of introducing new products into production, as well as the flexibility of the company to the external environment. The disadvantage is double subordination, which often causes conflicts in work groups.

conclusions

So, the organizational structure of an enterprise is a company management system and the ease of performing tasks, the flexibility of the company to the external environment, as well as the burden that falls on the shoulders of managers depends on its choice.

If the company is small, then at the stage of formation, as a rule, a linear organizational structure naturally arises in it, and as the enterprise develops, its structure becomes more and more complex, becoming matrix or divisional.

Video - an example of the organizational structure of the company:

What does it cost us to build a house?
Let's draw, let's live.
folk wisdom

I have a nightmare: an excess of bureaucracy in the state,
where illiteracy has recently been eradicated.
Stanislav Jerzy Lec

1. What is the structure of the organization (definitions)

Organization structure and execution of tasks

The structure of the organization and the execution of tasks are very closely related. So closely that if the structure and other elements of the organizational process do not fit together and no effort is made to adapt the structure, then it becomes impossible to perform tasks (Fig. 2).

This lecture describes the main options for the structure of enterprises and their features, which make it possible to choose necessary structure to implement the chosen strategy.

So what is it organization structure? Exists various interpretations this concept.

Ansoff I. (1989) believes that these are static structures for regulating the production activities of the company and the distribution of managerial functions.

Using the approaches of Evenenko L.I. (1983) and Fatkhutdinova R.A. (1997), this formula can be supplemented as follows: organizational structure- this is a set of departments of the organization involved in the construction and coordination of the functioning of the management system, the development and implementation of management decisions, as well as the connections and relations between them arising in the process of management to achieve the intended goals.

There are other definitions as well. Here are some of them.

• The organizational structure shows the area of ​​responsibility of each employee and his relationship with other employees. structural divisions.
• The organizational structure shows who is responsible for what areas of work. It shows the interaction (communication) of individual sections among themselves, allows and requires the use of common sense and the ability to assess the situation at all levels of management.
• The internal organizational structure of enterprises is designed to actually ensure the integration of science and production; production, maintenance and marketing; production and foreign economic activity; economic responsibility of the organization as a whole and its individual production units. All of these definitions and approaches suffer from some shortcomings. First of all, this is a mechanistic approach that excludes the human factor, but takes into account the human resource. However, in the modern business world, it is the human factor that is given priority. And the second - the organization is considered in isolation from the environment. But no organization can live in isolation.

System approach to organization

Another point of view provides a systematic approach to the organization.

Before talking about this approach, let's define systems. A system is a set of stable, in some period of time, group of elements and links between these elements. Systems can be closed, i.e., not having connections with environment or other systems, and open. From this point of view, the organization can be defined as an open system. Therefore, the structure of this system can be represented as a description of the elements, their location and the nature of the connections between them.

What elements are present in the organization? These are the resources: human, material, financial, informational. These elements, grouped differently in different places of the system, form subsystems or divisions of the organization, between which links are formed. (Connections, of course, are also formed within subsystems). The most complex element in the organization system is. First of all, because of the uniqueness of each individual. From the point of view of the organizational structure, especially when building or changing it, it is important to evaluate, and when building the structure, distribute such features of the human resource as Skills, Knowledge, Abilities (including creative and intellectual) so that power, authority and planning, organization of work and control, disposal of other resources and motivation, functions and operations ensure the most effective achievement of the goals and objectives of the organization.

As for the links between the elements of the organizational structure and the organizational structure and environment, they are defined and can be described through resource flows.

Thus, we can propose the following definition of the organizational structure: The structure of an organization is a set of elements-resources distributed in the organization system (human, material, financial, informational), taking into account their features and characteristics and links through resource flows between these elements, elements and the environment .

Often, when building a structure, organizations forget about such features of a human resource as motivation, leadership, etc. This leads to:

• the emergence of unmotivated employees in the organization;
• the emergence of groups with internal leaders who achieve goals that are not related to the goals of the organization;
• an imbalance of power, when individuals in an organization, having received power, begin to solve their own problems at the expense of it and / or use power to gain more power. Moreover, of their own free will, people seeking power rarely

stop and, as they move forward, begin to compete for power, including with the first leader, or leave the organization in search of more power (and losing a qualified employee is not always pleasant). All this significantly reduces the efficiency of the organization.

2. How the structure is built (option) What determines the structure of the organization, what you should first of all pay attention to when building it, these are very important issues. Different organizations do things differently. Some start building from the available resources or even from some of their characteristics, such as powers or from operations and functions.

Given that the organization is open system Moreover, the viability of an organization is determined more by its connections with the external environment than by internal processes, apparently, and it makes sense to build an organizational structure from the external environment, but most likely, from customers and connections with them. This is a marketing approach to structure building and has been around for a long time in the market environment.

That is, when building a structure, we must, first of all, determine what resources (material - products and services, informational) should be transferred to the buyer or society in order to receive other resources (financial, informational) in return. After that, we analyze the possibility of creating resources that are in demand, and if we come to the conclusion that this is real, we begin to create a structure.

First, we determine what final operations need to be done in order to obtain the final product, then we build the technological chain back from this operation (see Fig. 3). Having registered all the operations, we begin to group them according to certain criteria into functions or jobs. Grouping functions or jobs by features will give us divisions. After that, we begin to allocate resources by associating them with functions and operations. At the same time, for the human resource, Job Responsibilities and Qualifications . The Qualification Requirements define the required Skills, Knowledge and Abilities . In addition, it is better to determine the motivation, attitude to leadership and responsibility, to the power of existing employees, especially from management personnel, and only then make a decision on their appointment to positions.

The Peter Principle: In any hierarchical system, each employee strives to achieve his level of incompetence. Consequences: Over time, each position will be filled by an employee who is incompetent in the performance of his duties. The work is done by those employees who have not yet reached their level of incompetence. Peter's hidden postulate according to Godin: Every employee starts with his level of competence. Peter's Transformation: Internal consistency is valued over efficient work. Peter's observation: Overcompetence is more undesirable than incompetence. Peter's Law of Evolution: Competence always contains a grain of incompetence.

In fact, the structure of the organization is not necessarily built from the client. It is built and changed from the most scarce resource for the organization at the time of construction. And this resource is not always buyers' money.

Of course, it is not always possible to implement such a method of building a structure for various reasons. For example, in connection with the already existing technology, structure or culture of the organization. But to take into account such an approach when developing the structure, apparently, it makes sense.

Structure Options

Organizations vary greatly in size, capabilities, and goals. However, the differences in their structure are determined by only a few parameters. By understanding these parameters, it is possible to explore and build the structure of many, if not all, organizations. These parameters are: specialization, formalization, norm of manageability, centralization.

1. Specialization

One of the main differences between organizations is how jobs and tasks are distributed. There are organizations with a high degree of specialization. These are usually large organizations. There are small organizations in which employees perform a wide range of responsibilities. Thus, to some extent, one can say that

that the degree of specialization is determined by the size of the organization. However, you should not expect that people working in small organizations will be able to be professionals in all areas for which they are responsible. On the other hand, it is difficult to expect that personnel in organizations with a high degree of specialization will be able to satisfactorily perform tasks that are not characteristic of them or support changes associated with their reprofiling. In addition, significant efforts are needed to coordinate the work of specialists. That is, at first the organization solves the issue of specialization, and having solved it, it begins to think about integration and coordination.

2. Formalization

At one end of the formalization scale are organizations with few written rules. People in such organizations act most often in accordance with the prevailing situation. On the other hand, there are organizations with clear rules about who, when and how should behave, who makes decisions, who is responsible for what. Most likely, the first type of organization provides more opportunities for creativity. Organizations of the second type provide more security for employees and more certainty, but there is a danger of drowning in papers. At the same time, formal organizations are difficult to change, but they are easier to manage. The leader needs to look for the optimal balance between formalization and informal management.

3. Norm of controllability

The third very important aspect of the structure is the rate of manageability. This indicator is determined by the number of people subordinate to one person. From this point of view, there is a flat organization structure and a tower structure. Studies say that when performing routine, repetitive, structured work, it is possible to have up to 30 people in direct subordination. This is when there are precise instructions and employees do not make their own decisions. A middle-level manager can have up to 10-12 subordinates. Since his subordinates are also managers or office workers, their work is less structured and they are able to make independent decisions. At the level of enterprise management, where strategic decisions are made, the manager can be subordinate to no more than 5 people, otherwise he is immersed in routine information from many sources, begins to make a large number of operational decisions, and he does not have time for strategies and planning.

At the same time, the span of control can be broader with well-trained and trained staff or a high level of formalization.

4. Centralization versus decentralization: who makes the decisions?

In some organizations, important decisions are made only by a certain level of management, in others, almost all personnel are involved in the decision-making process, which can make at least some contribution to the decision. When forming a strategy small organizations, where it is easy to take into account the opinion of all, the second method may be the most effective, but not always. It depends on the training and readiness of the staff. The conducted studies have shown that for the CIS countries, the involvement of employees is often ineffective and does not find support among employees. However, this is not an axiom.

We can say that the organizations of the first type are centralized, the second type are decentralized. At the same time, both systems have a number of advantages and disadvantages in the areas of staff motivation, control over it, delegation of authority, etc.

Types of organizational structures

All organizational structures can be divided into the following types:

• simple linear
• functional;
• divisional (product; regional; project);
• matrix;
• adaptive;
• organic;
• conglomerate, etc.

In this lecture, we will consider the first three as basic ones.

Functional design: When do tasks define structure?

This type of structure is adopted by newly created organizations, so it can be considered basic. Based on this design, departments, divisions and work groups are based on performing specific tasks. This structure allows, as the organization grows, to add departments with new functions. Since employees with the same functions are not dispersed, economies of scale are triggered with this design, employees are stimulated to specialize and develop skills.

The disadvantages include that:

• such a design provokes units to go their own way;
• employees with the same experience and knowledge tend to support each other and oppose other units;
• management may find that it is overwhelmed with the work of creating functional units;
• such a structure pushes employees to perform routine work, inhibits innovation and the ability to respond to changes in external conditions.

Rice. 4. Simple functional design

Divisional Design: When Product, Market or Geographic Niche, Projects define Design

As an organization grows and new products and markets emerge, functional design can become a drag on growth. In this case, he begins to change. Functionally similar departments emerge and serve individual products or product groups, individual customer groups, or geographic regions. Through a series of steps, the structure begins to turn into a production or divisional structure (for example, one accounting department, but different marketing departments for different products). Thus, a single organization is divided into several autonomous units, although there remains a number of departments common to all departments, for example, financial (not to be confused with accounting). This may continue until the complete separation of production and auxiliary units.

Variants are possible in the construction of such a structure. Special divisions can be created for individual products, geographic areas, markets, etc. This design increases the organization's flexibility, sensitivity to competitors and customer needs. Since this separation reduces the size of units to manageable, it allows for better coordination of interaction.

Disadvantages include separation of specialists and loss of economies of scale (eg separate and expensive equipment). The second disadvantage is that the reduction of departments reduces the opportunities for growth of employees (demotivation).

As you can see, the functional and divisional approaches have their advantages and disadvantages. The ability to combine the advantages of both has a matrix structure. It is achieved by superimposing the production structure on the functional one. On the one hand, there are managers for various functions who have power over production, marketing, etc. At the same time, there are production plan managers whose power extends to everything related to any one product. The result is that there are people who report to two leaders. It is important to note that in this case there is a small number of persons in the upper echelon or near it, reporting to two managers, the rest are reporting to only one manager.

Rice. 5

In such a structure, there is a Lead Leader, a person who controls both lines. Then there are people who lead individual departments or projects. And finally, there are managers with two bosses.

Organizations move to a matrix structure most often under certain conditions, which include: a complex and uncertain environment, the need to achieve economies of scale when using internal resources. Especially often this structure is adopted by medium-sized organizations with several production lines, which cannot organize separate production units for each line.

Figure 6 A typical example of matrix design

Table 1 Advantages and disadvantages of the matrix structure

8. Contradictions in the structure

As in everything, in this world, any organizational structure, except positive sides, there are negative ones. TO negative sides In addition to those already listed, there are internal, often innate contradictions that must be remembered and taken into account when working. I would like to introduce some of them.

The basic contradictions built into the structure are:

• specialization versus integration (first we specialize people and units, then we start work on integration and coordination;
• lack of functions against duplication (some functions and operations are not performed when others are duplicated);
• underutilization of resources versus overload (some resources of the organization are idle, others are overloaded beyond the norm);
• lack of clarity versus lack of creativity (if the organization is completely clear about everything, then it is difficult to engage in creative problem solving, and vice versa)
• autonomy versus dependence (both should have reasonable limits, just how to define them);
• delegation versus centralization;
• many goals against their absence (lack of goals leads the organization nowhere, many goals destroy priorities);
• super-responsibility versus irresponsibility (responsibility is not delegated, it is assumed by everyone. And if one person has taken on a lot of responsibility, then this means that others either do not want to take responsibility, or they did not get anything).

Another group of contradictions are contradictions that give rise to conflicts between employees. These conflicts are often observed in organizations in our country, and many of you will recognize them.

Line staff vs full-time: Production or Support

As the organization grows and develops, more and more personnel appear in it who are not associated with the main production or service process. These are accountants, lawyers, human resources specialists, computer specialists, marketers, etc. These are, first of all, specialists, and secondly, they are often quite close to management (they are physically closer). Managers listen to their advice or advice from line (production) personnel and accept one or the other. These situations plus different working conditions inevitably lead to conflicts between them.

Accounting vs Development Personnel

Many organizations have departments for long-term planning, strategic planning, marketing, etc. These departments think in terms of more than a year. Financiers, especially accountants, often think in terms of a financial year. This creates controversy and misunderstanding.

Sales staff vs production staff

Sales, marketing, etc. staff always focused on the client. The personnel of production departments are most often focused on the production process. This gives rise to conflicts and contradictions between them.

The last three contradictions are most often resolved at the level of the leader at which the lines of subordination of these divisions meet. Most often this is the first leader. These contradictions do not allow the leader to make rational decisions, since he is forced, in order to maintain peace in the organization, to satisfy the requirements of one or the other, that is, to make political decisions. In addition, the manager loses considerable time to resolve disputes. You can probably get rid of these problems through strategic management (setting goals, planning how to achieve them) and through building the culture of the organization (developing a mission, ethical code, creating traditions, norms, etc.).

Unfortunately, only a few domestic organizations in Kazakhstan are seriously engaged in strategic management, and very few think about organizational culture.

9. Organizational structure and environment

After making sure that the external environment and internal conditions of the organization largely determine the structure of the organization, and even the style of managing the organization, we can ask the following question: does the external environment determine through various effects (complexity, stability, uncertainty, availability of resources)

task execution? Despite the apparent simplicity of the question, the answer to it is quite complicated. Indeed, in order to explore the relationship between environment, internal structure, and performance, we must recognize the leading role of strategy in this. First of all, the environment influences the strategy. In turn, different strategies define a different structure. The relationship between structure and strategy is mutual. In terms of these conclusions, the link between environment, strategy, structure and execution is assured. Successful organizations are those that provide high level congruence between these elements.

10. Technology and interdependence

Another very important part of the structure (in terms of technology) is interdependence, which is determined by how people, departments or production units depend on each other to complete tasks.

Most low level is a collective addiction. Such dependence occurs when parts of one organization work independently and tasks are not shared between them.

Serial dependency is when the product of one division is the raw material for another.

And interdependence occurs when the product of one department is the raw material for another, and vice versa.

11. When to change the structure?

The last question I would like to answer in this lecture is when to change the structure?