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

The diversity 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 repair shop cannot have anything in common with the structure of a large machine-building enterprise that produces a wide range of machines and equipment. In turn, the organizational structure of a transnational corporation and a financial-industrial group is incomparable. Small enterprises do not have any complex problems with the organizational structure. If the functions at such an enterprise are carried out properly (without an excessive number of services and not necessitated hierarchical structures), then their implementation requires such a limited number of workers that the problems of the structure fade into the background before the problems associated with the personal characteristics of managers (their knowledge, experience , work style, organizational abilities, responsible performance of official duty).

However, problems of organizational structure arise not only in large enterprises. The organization of vertical and horizontal communications and 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, as well as 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. Below we consider the main types of organizational structures that have developed to date.

The relationships between the elements of the management structure are maintained through connections, which are usually divided into horizontal and vertical. The first ones are of 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 structured 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, a so-called middle layer is formed, which in turn can consist of several levels.

Linear organizational management structure

This is one of the simplest organizational management structures. It is characterized by the fact that at the head of each structural unit at any level there is a single manager who carries out all management functions and exercises sole management of the employees subordinate to him.

With linear management, each link and each subordinate has one manager, through whom all management commands pass through one single channel. In this case, management levels are responsible for the results of all activities of managed objects. Since in a 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 manager of a higher level above him, a kind of hierarchy of managers 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 executors, bypassing their immediate superior.

Linear organizational management structure has its advantages

a very clear system of relationships like “boss - subordinate”;

explicit responsibility;

quick response to direct orders;

simplicity of building the structure itself;

high degree of “transparency” of the activities of all structural units.

lack of support services;

lack of ability to quickly resolve issues arising between different 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 certain functions on specific issues is assigned to specialists, i.e. Each management body (or executive) is specialized in performing certain types of activities.

The performers are in double subordination. Thus, a worker is obliged to simultaneously follow the instructions of his line manager and a 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 solving special issues.

But management 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 fulfilling their duties is reduced.

The functional structure has its advantages and disadvantages:

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

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

reducing the need for general specialists;

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

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

it becomes possible to create headquarters substructures.

significant complication of connections 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 procedure;

difficulty coordinating the activities of the organization;

emergence of a tendency towards excessive centralization

Specialists form a headquarters under line management that prepares data for them in order to competently resolve special issues. 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, who must play the role of an intermediary between functional services and subordinate production units, increases sharply. He receives information flows from subordinate departments, gives tasks to functional services, develops decisions, and issues commands from top to bottom.

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

Functional organization aims to stimulate the quality of work and creativity of workers, as well as economies of scale in the production of goods or services. However, maintaining interaction between different functions is a complex task. The implementation of different functions involves different deadlines, goals and principles, which makes coordination and scheduling of activities difficult. In addition, a functional orientation is associated with a preference for standardized tasks, encouragement of 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, or for organizations operating internationally, simultaneously in several markets in countries with different regulations. The logic of this form is centrally coordinated specialization. It is difficult to trace the contribution of each element of resources to the final result and the overall profitability of the organization. In fact, the current trend toward disintegration (i.e., buying rather than producing components, etc.) reflects the understanding of many firms that the necessary coordination of costs and resources is reflected in performance. A functional organization may fail due to improper modification because the logic of the 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 a linear structure (Fig. 2), built on the basis of a vertical management hierarchy and based on the strict subordination of the lower management level to the higher one. With this structure, the performance of highly specialized functions is intertwined with a system of subordination and responsibility for the direct implementation of tasks for the design, production of products and their delivery to consumers

Advantages: Opportunity to obtain a high degree of professional specialization of employees. Accurately identify locations and required resources (especially personnel). Promotes standardization, formalization and programming of the process. Disadvantages: Makes horizontal alignment difficult. Has 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 is ensured between vertical and horizontal relationships within a department or organization as a whole. Divisions are allocated based on one criterion; this could be either the production of a certain type of product, or serving a region, or working with a certain type of consumer, or another characteristic. Heads of functional services depend on the manager in charge of the department 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 fragmented between different bodies that manage technical developments, purchase of raw materials and materials, production, sales, etc. This process is most typical for enterprises where a huge amount of the number of homogeneous products and economies of scale in production are significant. One of the conditions for decentralization of the structure can be a situation when the market is a single whole and differs high degree consumption concentrations.

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, and 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 products and their sales markets, functional management structures, due to the disunity of rights and responsibilities for individual functions, lose the ability to respond to changes. In the management process, conflicts arise when choosing priorities, decision-making is delayed, communication lines are lengthened, and the implementation of control functions becomes difficult.

The structure of the organization according to the linear-functional principle (with grouping by types of management) is shown in Fig. 9.4. This type includes structures that are formed either on a product or 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, branches can also be specialized in sales markets.

The divisional form can be considered as a combination of organizational units serving a specific market and managed centrally. Its logic lies in the combination of departmental autonomy with a centrally controlled process of resource allocation and evaluation of results. Although divisional firms can easily expand into related industries, there is a danger of overexpansion. Thus, many similar firms that expanded their activities in new markets were unable to properly evaluate their results and make investment decisions. Divisional firms are also exposed to the danger of modifications that violate the chosen logic of the organization's functioning.

presence of trends towards decentralization;

high degree of independence of divisions;

unloading of managers of the basic management level;

high degree of survival in the modern market;

development of entrepreneurial skills among division managers.

emergence of duplicating functions in divisions:

weakening of connections between employees of different divisions;

partial loss of control over the activities of divisions;

Matrix organizational management structure

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

The work is ensured by creating targeted units where leading specialists unite to jointly develop the program. The program manager determines what should be done and when, and who and how will do 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 managers' creative initiative in increasing production efficiency. Matrix management structures facilitate the restructuring of production based on the latest technological processes and more productive equipment.

The matrix structure promotes the collective expenditure of resources, which is essential when production involves 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. Because in a matrix organization, employees are recruited from various 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 improve resource efficiency;

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

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);

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 preparations, rationally organizing labor, with the optimal use of raw materials, material and energy resources, and exercise control over the work of subordinates.

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

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

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

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

The Company owns separate property, which is accounted for on its independent balance sheet, and can, in its own name, acquire and exercise property and personal non-property rights, bear responsibilities, be a plaintiff and defendant in court, in arbitration and arbitration courts. The company is 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 limits of the value of the shares they own.

The state and its bodies are not liable for the obligations of the Company, nor is the Company liable for the obligations of the state and its bodies.

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

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

All types of pre-design, survey, design, research, regulatory and other work 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, facilities of construction organizations, buildings for housing, social and cultural purposes and other objects, buildings and structures.

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

The organizational structure of enterprise management reflects the composition and subordination of linear and functional management levels; 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 developing specific issues and preparing appropriate decisions, programs and plans by a special management apparatus, consisting of functional units (departments, groups). Such units carry out their decisions either through the top manager, or directly convey them to specialized services or individual performers at a lower level. Functional departments do not have the right to independently give orders to production departments.

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 the general meeting of shareholders of the Company.

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

Department for design and release of projects;

Financial and economic department;

Office;

Department for the Protection of State Secrets;

HR 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 of production, research, design and experimental work, introduction of advanced equipment and technology, organization of development, mastery of new types of products in production; safe working conditions, providing production with technological equipment and repair services, develops plans for enterprise development, reconstruction and modernization, monitors compliance with design, engineering and technological discipline, coordinates work on issues of patent and inventive activity, standardization and unification, certification and rationalization of jobs , metrological support.

Subordinate to the Chief Engineer:

Deputy Chief Engineer;

Chief project engineers;

Marketing Department;

Department of Airfields and General Plans;

Department of technology for aircraft maintenance and repair, 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 construction organization;

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

Research Department;

Design Work Automation Department.

JSC PIiNII VT Lenaeroproekt has created a single vertical leadership line and a direct path of active influence on subordinates. The advantage of this control structure is simplicity, reliability and cost-effectiveness. The manager in this case must cover all aspects of the enterprise's activities.

Functional divisions carry out all technical preparation of production, prepare options for resolving 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 management structure of JSC PIiNII VT “Lenaeroproekt” include:

clear division of labor (qualified specialists in each area);

high management hierarchy;

availability of standards and operating rules;

hiring in accordance with qualification requirements.

The main disadvantages are:

the development of “narrow” specialists - technicians - rather than managers (managers). For JSC PIiNII VT Lenaeroproekt, this led to the fact that almost all management positions were filled by highly qualified and experienced technical specialists, but not all of them well mastered a new specialty for themselves - manager (professional manager);

Responsibility for the financial results of the enterprise as a whole rests solely with the head of the enterprise, and the criterion for assessing the activities of the heads of most structural divisions is the physical volume of products produced, for non-production ones - the solution of engineering problems, etc. At the same time, they strive 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 diversification of activities;

heads of specialized departments are focused on routine current work.

Rights and responsibilities in enterprise management 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 makes it possible to organize effective interaction between various structural divisions to achieve the development goals of the enterprise.

The management of JSC PIiNII VT Lenaeroproekt is quantitatively and qualitatively provided with personnel; the level of education, qualifications, and work experience of management employees satisfy the requirements of the enterprise. There is no tendency to replace executives with higher levels of education and qualifications.

Conclusion

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

The structure of an organization can be characterized from the standpoint 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.

Characterizing the organizational structures in general, we can note:

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 participants in the production process, the culture of the organization's members.

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 fits in 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 key to 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. d.e. n.a.g. Porshneva. M.: INFRA-M, 2000;

Efremov B. S. Business strategy. M.: Finpress, 1998;

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

Electronic resources

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

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

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

A functional area is a list of work performed by a specific department of an organization. This concept is related to the category “management function”, but is not identical to it. For example, in performing such a function as planning, both the planning department and other divisions of the organization, in particular, line managers of production departments, take part.

The main factors influencing the structure of an organization are its scale, the nature of the work (narrow specialization or conglomerate), position in the market (leader or outsider), products produced (knowledge-intensive, traditional, etc.). Taking these factors into account, departmentalization is carried out, i.e. allocation in the structure of the main parts, departments and blocks, divisions and divisions, services, bureaus.

Functional organizational structure:

Traditionally, the functions of direct production, circulation (supply of resources and sale of finished products and services), financial and investment spheres are highlighted here. This approach was also acceptable for the structure of territorial government bodies.

Depending on the scale of the organization, further allocation of elements is carried out. A large factory, university, or hospital has large number specialized units. Comparatively small organizations of the same profile have fewer divisions, and the functions they perform are more complex.

The advantages of the functional structure are: specificity of departmental responsibilities; stimulating business activity and professional growth of performers; reduction of duplication, and therefore - rational use resources, improved coordination.

The advantages of a functional structure are clearly manifested when the number of functions is limited. As their range expands, the chain of command lengthens and the likelihood of conflicts increases. With the increasing concentration of production, its inversification and internationalization, the need for other bases for building the structure increases.

The functional structure presupposes the specialization of units for individual management functions at all levels. Such an organization significantly improves the quality of management due to the specialization of managers; instead of universal managers, specialists competent in their fields appear.

The activities of an enterprise can be viewed as a combination of different functional areas. The activity of these areas is reflected in functional processes. Table 1 presents the functional areas of the enterprise, identified by functional characteristics and the processes occurring in them.

Table 1: Functional areas of management and processes occurring in them

	Functional area of ​​management	Processes occurring in the functional area
	Operational management	1.1. Development of strategic plans. 1.2. Connections with the external environment. 1.3. Acceptance management decisions. 1.4. Formation of orders and instructions.
	Pre-production management	2.1. Calculation of standards. 2.2. Work quality management. 2.3. Technology control. 2.4. Production capacity planning.
	Production management	3.1. Quality management of services provided. 3.2. Boiler equipment management. 3.3. Drawing up summaries and schedules of work performed.
	Economic Planning Management	4.1. Production capacity planning. 4.2. Drawing up a workforce deployment plan. 4.3. Determination of the operating mode of the enterprise. 4.4. Analysis of reserves of economic activity. 4.5. Financial planning. 4.6. Capital investment management. 4.7. Management of enterprise funds.
	HR management	5.1. Planning the number of employees. 5.2. Staffing. 5.3. Vacation planning. 5.4. Drawing up staffing schedules. 5.5. Preparation of orders. 5.6. Accounting for personnel movement.
	Accounting	6.1. Crediting, debiting. 6.2. Cash flow. 6.3. Production accounting. 6.4. Profit analysis. 6.5. Movement of material and commodity values. 6.6. Executive estimates reports. 6.7. Payroll. 6.8. Preparation of reports for the tax service.
	Raw materials management	7.1. Determining the needs for materials, resources and components. 7.2. Control over storage and quality of materials. 7.3. Drawing up reports and documentation. 7.4. Procurement activities. 7.5. Accounting for the movement of materials and equipment. 7.6. Communication with suppliers. 7.7. Conclusion of contracts.
	Automation of management tasks	8.1. Setting tasks. 8.2. Development of tasks. 8.3. problem solving.

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

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

Goals of creation:

1. Coordination of management, identification of superiors and subordinates, managers and performers.
2. Distribution of rights and responsibilities for representatives of all levels of the organization.

Types of enterprise structures

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

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

There is also a division into mechanistic and organic company structures. Mechanistic provides for a rigid hierarchy, the predominance of vertical connections, many horizontal divisions, a directive method of management, a single leadership center that makes almost all management decisions individually. Overall it's quite complex circuit, communications between participants are regulated and limited, mainly by orders and instructions.

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

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

Linear

Here a strict hierarchy and horizontal subordination of the lower to the higher is assumed. The manager alone makes decisions and manages his subordinates. In general, the organization repeats the company’s production hierarchy; division takes into account the specifics of production. It is used mainly by small companies producing simple products.

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

If the company has already described an organizational structure, you need to make sure that it is not outdated and shows how orders are actually given, decisions are made and responsibilities are distributed in the company. It happens that a business is developing dynamically, while management does not pay attention to formalizing the management system; they may “forget” to include positions, entire services, or even recently acquired business areas in the organizational structure. Only when they begin to form a hierarchy of financial responsibility centers do they suddenly remember that “here we have a branch in Samara!”

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

It repeats the linear one, but the boss has an additional headquarters for collecting and analyzing information, developing management decisions, and planning. Representatives of the headquarters do not make decisions, but only provide information and analytical support for the activities of the leader, relieving him of part of the load.

Functional organizational structure of the enterprise

Departments are formed in the company - financial, marketing, production, etc. Each department has its own head. Each department performs its own function in the work of the company. This division makes it possible to obtain functional managers-managers who specialize in their areas. The functional organizational structure of the company is effective in mass production or service, where there is no need for operational management and constant development of new solutions.

Advantages

Flaws

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

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

Linear construction allows you to tightly manage the company, and functional managers take on the task of creating work standards through instructions, schedules and regulations. Typically, functional managers do not give orders, but work on issues related to the launch of new products.

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

The company is divided into production departments according to areas depending on the selected criterion. This may be a territorial, product, consumer or other principle. The formed division is distinguished by great independence; within it, functional managers report to the head of the division, who reports to the head office. Production issues The head of the division decides, the head office is engaged in strategic planning, development of new products, and research.

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

In the 70s of the 20th century, companies began to appear with organic structures. These include the following options.

It is created to solve a specific problem by a specially selected group of specialists. After implementation, the group disbands. It is used primarily in the development of innovations, at the intersection of several science-intensive areas. In project groups, closer personal connections are formed, which have a positive impact on the quality of work of all group members.

The founder of this scheme is the Toyota company. The company puts the creation of innovations on stream, therefore, to support such work, targeted programs are created that deal with certain issues. If the issue is limited in time, then a project group is created. Subordination is double - to the program manager and to the head of the functional unit whose employees work under the program. For the target program, a special functional committee is formed, no more than five people. A secretary is appointed to conduct the affairs of the committee. The committee periodically reviews issues that require solutions, creates project groups, and establishes rules for relationships between departments, both vertically and horizontally.

Advantages

Flaws

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

For the full operation of this scheme, a high corporate culture is required; constant training of employees and high demands on their business and professional qualities are necessary; Responsibility is blurred due to double subordination - to the project and the unit; competition for resources between projects and departments, conflicts between their leaders; work standards may be violated due to an employee's involvement in project work

A direct analogy is the working cooperatives of the late 80s. Under this scheme, teams make decisions and coordinate their activities independently. There are developed horizontal communications. For their activities, teams involve various specialists. If a team is divided into functional units, then it is called cross-functional and resembles a matrix structure. If there is no such division, then it is called a brigade and resembles a design one. The circuit shows maximum efficiency when high level specialists and good technical equipment.

What requirements must the organization's structure satisfy?

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

Basic development principles:

1. Balance between a rigid hierarchy and the ability to remain flexible when making decisions. The structure must have the ability to self-organize, set new goals and remain active.
2. The set of operations performed within the company should be stable and cyclical, so as not to develop new procedures each time. Key points of operation must be organized.
3. Paths for transmitting management decisions should be as short as possible, and the decisions themselves should be made on the basis of competence, responsibility and availability of information.
4. The distribution of responsibilities should occur in accordance with the processes being performed.

Achieving high performance results is what all companies, without exception, strive for. However, without a clearly established organizational structure, the enterprise risks failure.

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 an enterprise

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

Speaking in simple language, the organizational structure of an enterprise is a set of divisions, as well as managers headed by the general director. Its choice depends on many factors:

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

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

Types of organizational structures for 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 types of enterprise management structures. At the head is the director, then the heads of departments, then ordinary workers. Those. everyone in the organization is vertically connected. Typically, such organizational structures can be found in small organizations that do not have so-called functional divisions.

This type is simple, and tasks in the organization are usually 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 completion of 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 demands on management personnel, as well as the burden that falls on their shoulders. This type of management is only applicable to small businesses, otherwise managers will not be able to work effectively.

Line-staff

If a small company 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 manager has a so-called “headquarters” - a group of people who act as advisors.

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, management decisions are also formed.

Functional

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

It is with a 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 an essential element of supporting the development of a company that has chosen a functional structure.

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 clear), then with a functional organizational structure everything is a little blurry.

For example, if problems arise with sales, the director has no idea who exactly to blame. Thus, the functions of management sometimes overlap and when a problem occurs, it is difficult to determine whose fault it was.

The advantages are that the company can be multidisciplinary and cope well with this. Moreover, due to functional separation, a firm can have multiple goals.

Linear-functional

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

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

Divisional

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

A 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 this organizational structure of the enterprise is the complexity of connections between departments, as well as the high costs of maintaining managers.

Matrix

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

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

Conclusions

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

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 look, becoming matrix or divisional.

Video - an example of a company's organizational structure:

When we talk about organizational structure, we mean the conceptual framework around which a group of people is organized, the foundation on which all functions rest. An enterprise organizational structure is essentially a manual that explains how an organization is structured and how it operates. More specifically, organizational structure describes how decisions are made in a company and who its leaders are.

Why is it necessary to develop the organizational structure of an enterprise?

• The organizational structure gives a clear understanding of the direction in which the company is moving. A clear structure is a tool that can help you maintain order in your decision making and overcome various disagreements.
• The organizational structure binds the participants. Thanks to it, people who join the group have distinctive features. At the same time, the group itself has certain characteristics.
• The organizational structure is formed inevitably. Any organization by definition implies some kind of structure.

Elements of organizational structure

The organizational structure of any organization will depend on who its members are, what problems it solves, and how far the organization has come in its development.

No matter what organizational structure you choose, three elements will always be present.

• Control

A specific person or group of people who makes decisions in an organization.

• The rules by which the organization operates

Many of these rules may be stated explicitly, while others may be hidden but no less binding.

• Distribution of labor

The distribution of labor may be formal or informal, temporary or permanent, but in every organization there will certainly be a certain type of distribution of labor.

Traditional organizational structures

These structures are based on functional division and departments. They are characterized by the fact that the powers of strategic and operational tasks are concentrated at the top level.

There are several types of traditional structures.

• Linear organizational structure

The most simple structure of all that exist. Characterized by the presence of a certain chain of command. Decisions come from the top down. This type of structure is suitable for small organizations such as small accounting firms and law firms. The linear structure makes it easy to make decisions.

Advantages:

• The simplest type of organizational structure.
• As a result of strict management, strict discipline is formed.
• Quick decisions lead to quick and effective actions.
• There is clarity in the structures of power and responsibility.
• Since control rests with one boss, in some cases he can be flexible.
• There are good career prospects for people who do quality work.

Flaws:

• There are opportunities to influence the head of the department.
• A constant problem is the lack of specialization.
• The department head may be overloaded with work.
• Communications are carried out only from top to bottom.
• A boss who has power may misuse it for his own benefit.
• Decisions are made by one person.

Line-staff organization

This structure is characterized by the presence of line managers and departments, which in fact do not have the right to make decisions. Their main task is to assist the line manager in performing individual management functions. The decision-making process in such a structure is slower.

Advantages:

• Allows employees to quickly complete tasks.
• Helps employees assume responsibility and specialize in specific functions.
• Helps line managers concentrate on specific tasks.
• With organizational changes, the risk of resistance is minimal.
• Employees feel that their contributions are valued.

Flaws:

• There may be confusion among employees.
• Employees do not have enough knowledge to focus on results.
• Too many levels of hierarchy.
• Employees may disagree, which slows down work.
• A more expensive structure than a simple line organization due to the presence of department heads.
• Decisions may take too long to make.

Functional structure

This type of organizational structure classifies people according to the function they perform in professional life.

Advantages:

• High degree of specialization.
• Clear chain of command.
• Clear understanding responsibility.
• High efficiency and speed.
• No need for duplication of work.
• All functions are equally important.

Flaws:

• Communication faces several barriers.
• The focus is on people, not the organization.
• Decisions made by a single person may not always benefit the organization.
• As a company grows, it becomes more difficult to control the activities within it.
• Lack of teamwork between different departments or units.
• Since all functions are separate, employees may not know what is going on with their colleagues.

Divisional structure

These include types of structures that are based on different departments in the organization. They group employees based on products, markets, and geographic location.

• Product (commodity) structure

This structure is based on organizing employees and work around different products. If a company produces three different products, then it will have three different divisions for those products. This type of structure is best suited for retail stores with many products.

Advantages:

• Structural units that are not working can be easily closed.
• Each unit can be managed as a separate structural unit.
• Fast and easy decision making.
• Greater independence for decision makers.
• Individual products receive separate attention depending on the problems that arise.
• The organization is characterized by high productivity and efficiency.

Flaws:

• Since each structural unit operates independently, organizational goals cannot be achieved.
• Unhealthy competition among internal departments.
• A large number of organizational levels hinders business development.
• All units cannot be equal.
• Marketing individual products can vary greatly in cost.

Market structure

Employees are grouped based on the market in which the company operates. A company might have five different markets, under this structure each would be a separate division.

Advantages:

• Employees can communicate with customers in the local language.
• They are available to clients.
• Problems in a specific market can be addressed in isolation.
• Since people are responsible for a specific market, tasks are completed on time.
• Employees specialize in working in a specific market.
• New products may be introduced for specialized markets.

Flaws:

• There may be intense competition among employees.
• Decision making can cause conflict.
• Productivity and efficiency are difficult to define.
• All markets may not be treated as equal.
• There may be a lack of communication between supervisors and employees.
• Employees may misuse their authority.
• Geographical structure

Large organizations have offices in various locations. The organizational structure in this case follows the zonal structure.

Advantages:

• Good communication among employees at the same location.
• Local workers are more familiar with the local business environment and can adapt to geographic and cultural differences.
• Clients feel better connected to local managers who can speak their language.
• Reports on the performance of individual markets.
• Decisions are made carefully.
• New products or product modifications may be introduced to meet the needs of a particular area.

Flaws:

• There may be unhealthy competition among different geographic areas.
• Company ethics and principles may vary from region to region.
• Keeping track of each area's performance and profits can be time-consuming.
• There may be poor communication among employees in different regions.
• Interaction between employees of different regions may not work out.

Matrix structure

This is a combination of product and functional structures. It combines the advantages of both structures for greater efficiency. This structure is the most complex of the existing ones. Distinctive feature matrix structure - subordination of employees to two or more managers of the same level.

There is a functional matrix. In this type of matrix structure, project managers oversee the functional aspects of the project. However, they have very limited power; in fact, the head of the functional unit manages the resources and the project.

Advantages:

• Employees do not work on temporary jobs.
• The head of the functional unit manages the project.
• The head of the functional unit is responsible if anything goes wrong.
• The more the project manager communicates with employees, the better the results.
• The project manager can really influence the situation without being in control.
• Decision making is concentrated in the hands of the head of the functional unit.

Flaws:

• The project manager may experience apathy from employees.
• The project manager does not have complete authority.
• Without supervision, employees may show less productivity across the entire unit.
• The project manager has weak power that does not allow him to control employees.
• The project manager has no control over managing the workload and prioritizing tasks.
• The project manager cannot give a report on the work.

There is also a project matrix, when the project manager is primarily responsible for the work, while the head of the functional unit can provide methodological advice and allocate resources.