Organization of the enterprise. Proper organization of work Rules for the use of work clothes

Any work is effective only if it is properly organized. Why is this necessary and how best to do it is a question that has been discussed for a long time among not only professional managers, but also ordinary employees who want to optimize their work in order to achieve better results.

Why is proper organization of work necessary?

Proper organization of work is an opportunity for a person engaged in any type of activity to rationally spend his life energy, leaving some of his energy for personal life, relaxation, and communication. At the same time, the issue of maximizing the use of all the capabilities and potential of an employee to achieve financial success and realize creative and professional goals does not lose relevance. The positive significance of proper organization of work is determined by a type of activity in which a person has the opportunity to work at the same time, in a familiar environment, alternating active mental or physical activity with eating, rest and recuperation.

The key to good work is its proper organization

Only properly organized working hours will help you complete all the planned work on time, and will allow you not only to attract attention and earn the encouragement of senior management, recognition of the team, but also to receive a promotion, moral or material gratitude.

“Golden” advice formulated by successful top managers can help with this:

Don't forget to make a plan for the next week. Try to schedule complex or most important tasks at the beginning of the work week. Once you complete a task, cross it off the list - this will make it clearer to you what still needs to be accomplished.
50% of success depends on the correct organization of the workplace. Order on the table, the absence of unnecessary, wasteful things that distract you from your main activity will help you concentrate and quickly solve assigned tasks. It is very important if you have a lot of work and papers to have a protective desk cover. This will protect your table from unnecessary dirt and scratches, which will only irritate you. If you need to choose protection for your table, follow the link http://www.slimpad.ru/nast-plansh/. You should also remember that your best assistant is an organizer.
Plan your work day by time, taking into account meetings, meals, breaks and even coffee breaks. Spend most of your time on the work process.
Set realistic deadlines for yourself to complete your planned tasks, taking into account your mental and professional capabilities and physical strength. Try to complete everything on time. If you managed it earlier, give yourself a small gift - spend the free time on rest.
Learn to refuse. Sometimes, the word “no” said at the right time saved large companies and financial institutions from bankruptcy. Helping your employees can become a habit and then a burdensome responsibility. You should not help at the expense of your work or free time.
Learn to listen. Awareness is the key to success. It is also necessary to clearly separate useful knowledge from “dummy” - unnecessary conversations, discussions of colleagues or gossip, typical of almost any team.
Be decisive. An eternally doubtful person is a problem both for the employee himself and for his superiors.
Learn! If your work involves creativity, try, at least occasionally, to abandon templates and repetitions. If you have enough time, try a new solution, do not neglect the advice of more successful and experienced employees.
Little things take up a lot of time. Don't spray yourself. Your attention should be focused on the main problem. You can sharpen pencils all day or solve social problems, but your main work will not advance.
Be grateful! Don't forget to say "thank you" to those who helped you even in a small way.

To achieve the goals and perform the corresponding tasks, the manager must create an organizational structure (organizational management system) of the enterprise. In the most general sense of the word, the structure of a system is a set of connections and relationships between its elements. In turn, the organizational management system is a set of departments and positions connected by relationships and subordination. When creating a management structure, the manager must take into account, to the greatest possible extent, the specifics of the enterprise’s activities and the features of its interaction with the external environment.

The process of creating an organizational management structure usually includes three main stages:

■ determination of the type of organizational structure (direct subordination, functional, matrix, etc.);

■ allocation of structural divisions (management apparatus, independent divisions, target programs, etc.);

■ delegation and transfer of authority and responsibility to lower levels (management-subordination relationships, centralization-decentralization relationships, organizational mechanisms of coordination and control, regulation of the activities of departments, development of regulations on structural divisions and positions).

Methods for designing organizational structures. There are four methods for designing organizational structures. These are the analogy method, the expert method, the goal structuring method and the organizational modeling method. Let's look at them in more detail.

1. The analogy method consists of developing, based on an analysis of best practices, standard management structures for enterprises operating in similar conditions.

2. The expert method consists in studying the organization, identifying and understanding its most significant specific features, “bottlenecks” in the work of the apparatus, and developing recommendations based on both expert opinions and generalization and understanding of the most advanced trends in the field of management organization.

3. The method of structuring goals involves developing a system of goals for the organization and its subsequent combination with the structure being developed. Thus, the structure is built on the basis of a systematic approach, which manifests itself in the form of graphic descriptions of this structure with qualitative (partially quantitative) analysis and justification of options for its construction and operation.

4. The organizational modeling method is the development of formalized mathematical, graphical or computer descriptions of the distribution of powers and responsibilities in an organization in order to assess the degree of rationality of organizational decisions based on clearly formulated criteria. At the same time, a formal description of an organization becomes its model if it can be used to evaluate various options for constructing an organizational management structure and its individual blocks.

The organization and management of the work of the enterprise is carried out by the management apparatus. The structure of the enterprise management apparatus determines the composition and interrelation of its divisions, as well as the nature of the functions assigned to them. Since the development of such a structure is associated with establishing a list of relevant departments and the staff of their employees, the manager determines the relationship between them, the content and volume of work they perform, the rights and responsibilities of each employee. From the point of view of quality and efficiency of management, the following main ones are distinguished: types of management structures enterprise:

■ hierarchical type, which includes a linear organizational structure, a functional structure, a linear-functional management structure, a staff structure, a linear-staff organizational structure, a divisional management structure;

■ organic type, including a brigade, or cross-functional, management structure; project management structure; matrix, or program-targeted, management structure.

Let's look at them in more detail.

Hierarchical type of management structures. In modern enterprises, the most common hierarchical management structure is (Fig. 2.5). Such management structures were built in accordance with the management principles formulated by F. Taylor at the beginning of the 20th century. The German sociologist M. Weber, having developed the concept of rational bureaucracy, gave the most complete formulation of six principles.

1. The principle of hierarchy of management levels, in which each lower level is controlled by a higher level and is subordinate to it.

Following from the previous principle, the powers and responsibilities of management employees correspond to their place in the hierarchy.

2. The principle of division of labor into separate functions and specialization of workers according to the functions performed.

3. The principle of formalization and standardization of activities, ensuring the uniformity of employees’ performance of their duties and the coordination of various tasks.

4. The principle arising from the previous one is the impersonality of employees performing their functions.

5. The principle of qualified selection, according to which hiring and dismissal are carried out in strict accordance with qualification requirements.

An organizational structure built in accordance with these principles is called a hierarchical or bureaucratic structure.

All employees can be differentiated into three main categories: managers, specialists, performers. Managers- persons performing the main function (GF) and exercising general management of the enterprise, its services and divisions. Specialists- persons performing the main function (PF) and engaged in analyzing information and preparing decisions on economics, finance, scientific, technical and engineering problems, etc. Performers- persons performing an auxiliary function (AF), for example, work on the preparation and execution of documentation, economic activities.

The nature of the structure of the management apparatus is usually determined by:

■ volume of work performed;

■ complexity of manufactured products;

■ number of employees;

■ level of production specialization;

■ degree of technological equipment.

The management structure of various enterprises has much in common. This allows the manager, within certain limits, to use so-called standard structures. A necessary condition for this should be taking into account the specifics of production of the enterprise for which a variant of the organizational management system is being developed.

Let's look at some of the organizational structures that belong to the hierarchical type.

Linear type of organizational structure (type of direct subordination). This version of the management structure is based on the principle of unity of command, which involves granting the manager broad rights and powers to perform his functions. The manager has the right to individually make decisions on the management of the unit and bears personal responsibility for the activities of the team. The manager himself is usually subordinate to a higher management body. However, the head of this command structure does not have the right to give orders to his subordinates without the permission of the immediate supervisor (manager) (Fig. 2.6).

Advantages of the structure: a clear system of mutual connections, clear responsibility, quick response and feedback in response to instructions from senior management.

Disadvantages of the structure: lack of departments for production planning and preparation of decisions, a tendency to red tape when solving related problems of departments, overload of top-level managers.

Functional type of organizational structure. A feature of this type of organizational structure is that each structural unit specializes in performing a specific function. For industrial enterprises operating in a market economy, the following main functions are typical: research and development, production, marketing, finance. Fulfilling the orders of the head of a functional unit within the limits of his authority is mandatory for lower-level structural units (Fig. 2.7).

Advantages of the structure: freeing heads of production departments from the need to resolve special issues, the ability to use experienced specialists, reducing the need for economists.

Disadvantages of the structure: complication of relationships, difficulty in coordinating management actions, manifestation of tendencies towards excessive coordination.

Linear-functional type of organizational structure. This is one of the most common options for organizational structure of enterprises. The essence of this type of structure is that production management is provided by both the line apparatus and functional services (Fig. 2.8).

The basis of linear-functional structures is the “mine” principle of construction and specialization of the management process according to the functional subsystems of the organization: marketing, finance, planning, production (Fig. 2.9). For each of the subsystems, a hierarchy of services is formed, the so-called “mine,” which permeates the entire organization from top to bottom. The results of the work of each service of the management apparatus are assessed by indicators characterizing the fulfillment of their goals and objectives.

Line managers carry out direct management of production, each of them acts as the sole manager in the corresponding production unit. Line managers are vested with the necessary rights and are responsible for the final results of the activities of the units subordinate to them. Functional services (departments: planning, labor and wages, financial, accounting
riya, etc.) conduct the necessary preparatory work, carry out accounting and analysis of the enterprise’s activities, develop recommendations for improving the functioning of the enterprise. Based on these recommendations, the line apparatus makes the necessary decisions and gives orders to ensure the implementation of the relevant tasks. The personnel of the line apparatus and functional services are not directly subordinate to each other, but have certain mutual obligations to solve the problems facing the enterprise.

Advantages of the structure: liberation of line managers from unusual functions of providing production with resources; the ability to coordinate actions between linear and functional departments; high degree of specialization of the structural divisions of the enterprise.

Disadvantages of the structure: the need for line managers to constantly coordinate when solving current issues of production, economics, personnel, both with the relevant functional services and senior management; a long chain of commands and, as a result, distortion of communications.

Staff type of organizational structure. This variant of the structure is primarily intended for organizing the work of senior managers. Under such a manager, a group of departments is created whose purpose is to obtain and analyze the necessary information, prepare and provide management with the necessary set of options
solving a specific problem (Fig. 2.10).

Advantages of the structure: high-quality preparation of plans and solution options, high degree of specialization of activities, professionalism of the staff.

Disadvantages of the structure: tendency towards excessive centralization of management; reducing personal responsibility of employees for work results.

Line-staff management structure. The line-staff management structure has the same characteristics as the line-functional structure. It provides for the functional division of managerial labor in headquarters services at different levels (Fig. 2.11).

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

Advantages of the structure: deeper elaboration of strategic issues than in a linear one; some relief for senior managers; A good first step towards more effective organic management structures is to provide functional leadership to headquarters units; the possibility of attracting external consultants and experts.

Disadvantages of the structure: insufficiently clear distribution of responsibility due to the fact that the persons preparing the decision do not participate in its implementation; tendency towards excessive centralization of management; many of the disadvantages are similar to those of the linear structure, partly in a weakened form.

Divisional management structure. Divisional (from English. division- separation) management structures began to emerge towards the end of the 20s. XX century, when the size of enterprises increased sharply (Fig. 2.12). They have become multidisciplinary, technological processes have become more complex.

Large corporations, the first to use these management structures, began to provide a certain independence to their production units. Management remained in charge of development strategy, research and development, financial and investment policies. This type of structure combines centralized coordination and control of activities with centralized management. The key figures in the management of an organization with a divisional structure are not the heads of functional departments, but managers heading production departments, the so-called divisions.

Structuring by divisions, as a rule, is carried out according to one of the criteria: by manufactured products - product specialization(for example, the well-known company Procter and Gamble was built on this principle; by targeting certain consumer groups - consumer specialization; by serviced territories - regional specialization(the already mentioned Procter and Gamble company). Peak practical The use of these structures occurred in the 60s and 70s. XX century

Advantages of the structure. Such a structure is capable of ensuring the management of multi-industry enterprises with a total number of employees of the order of hundreds of thousands and divisions geographically remote from each other. A divisional structure provides greater flexibility and a faster response to changes in the environment of the enterprise compared to a linear and line-headquarters structure. Branches become “profit centers” as the boundaries of their independence expand. There is a closer connection between production and consumers.

Disadvantages of the structure: a large number of “floors” of the management vertical; disunity between the headquarters structures of the departments and the company headquarters; the main connections are vertical, so there remain shortcomings common to hierarchical structures, for example, red tape, overworked managers, poor interaction when resolving issues related to departments, and so on; duplication of functions on different “floors”, and as a result, very high costs of maintaining the management structure; In departments, as a rule, a linear or line-staff structure with all its disadvantages is preserved.

Organic type of management structures. Organic management structures began to develop from the late 70s. XX century Such structures are also called adaptive, as they are able to quickly respond to market changes. The main property of organic type management structures is their ability to change their form, quickly adapting to changing conditions. Varieties of structures of this type are matrix (program-target), project and brigade forms of structures.

Matrix type of organizational structure. This structure was first proposed by Kaori Ishikawa and to this day, with minor changes, it operates at Toyota and many other companies (Fig. 2.13). This control structure is also called program-targeted.

This version of the organizational structure is based on the program-target principle of performing work, which involves developing a program (project, topic, task) to achieve a specific goal. The manager heading the program is endowed with the necessary rights to attract the relevant production and functional departments for the duration of a particular stage of work. At the same time, specialists from such departments participating in the implementation of this stage of the program continue to report to their immediate supervisors. With a matrix control structure, several programs can be executed simultaneously. The main thing is that there are enough material, financial and qualified labor resources for their implementation. Thus, with a matrix type of organizational structure, vertical and horizontal lines of executive power operate in parallel, which requires, first of all, top-level managers to clearly coordinate the work being carried out.

Advantages of the structure: orientation towards achieving the ultimate goal of the program; cross-functional coordination of work; effective ongoing planning; rational use of quality resources; increasing the degree of control over work; unloading of top management.

Disadvantages of the structure: difficulties in ensuring a balance of power between managers at the vertical and horizontal levels; disruption of communications between permanent and temporary work participants; complexity of reporting and monitoring work; the threat of double subordination for employees; high requirements for personnel qualifications.

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

Advantages of the structure: high flexibility and reduction in the number of management personnel compared to hierarchical structures.

Disadvantages of the structure: very high requirements for the qualifications, personal and business qualities of the project manager. Such a manager must not only manage all stages of the project life cycle, but also take into account the project’s place in the company’s network of projects. There is a fragmentation of resources between projects. There is complexity in the interaction of a large number of projects in the company. The process of developing an organization as a whole becomes more complicated.

Brigade (cross-functional) management structure. This is a very ancient organizational form. The first examples of such a management structure were workers' artels. The basis of this structure is the organization of work into work groups or teams (Fig. 2.14).

The greatest use of the brigade structure was observed from the late 70s - 80s. XX century The main principles of this structure are: autonomous work of working groups (teams); independent decision-making by working groups and horizontal coordination of activities; replacing rigid bureaucratic management ties with flexible ties, as well as attracting employees from different departments to develop and solve problems. In such organizations, functional divisions may be preserved, but they may also be absent (Fig. 2.15).

Advantages of the brigade structure: reduction of the management apparatus and increase in management efficiency; flexible use of personnel, their knowledge and competence; creating conditions for self-improvement; the ability to apply effective planning and management methods; reducing the need for general specialists.

Disadvantages of the team structure: increased complexity of interaction (this is especially evident in a cross-functional structure); difficulty in coordinating the work of individual teams; the need for highly qualified and responsible personnel and high requirements for communications.

Improving the organization of the enterprise. The work of running a business is complex and varied. To ensure the coordinated work of all structural divisions and a strict distribution of functions between them, it is advisable for an enterprise to have internal production regulations (regulations on departments, workshops, sectors, groups, teams, etc.). They must clearly define the tasks of the unit, its structure, subordination, and develop the duties and responsibilities of its manager and employees. Clear distribution of responsibilities among subordinates is critical to successful management
enterprise.

To ensure the necessary flexibility and efficiency of management, the manager should empower employees with rights and distribute corresponding responsibilities in such a way that emerging issues are resolved at the lowest possible level of management. The specific range of rights and responsibilities of employees of management systems departments is provided for by job descriptions that should be available at each workplace. Job descriptions significantly increase the responsibility of the employee, specify his functions and enable the manager to clearly control the progress of their implementation.

A prerequisite for achieving success in work is the competent organization of verification of the execution of the assigned work. Every violation of the established procedure, every unsatisfactory performance of the duties assigned to a particular employee must entail appropriate sanctions.

The need to improve the management system is due to objective processes associated with the increasing complexity of production and economic relations: an increase in the volume of work on collecting and processing information; changes (expansion) in the areas of activity of enterprises.

A special place here belongs to the problem of collecting and processing information and the quality of decisions made on its basis.

Research conducted abroad shows that in some cases the actual flow of information is approximately 4-5 times greater than the human ability to perceive and process it.

As a result, only part of the information is used usefully, which ultimately affects the production process. Statistics show that lower and often middle management spend at least 40-50% of their working time collecting information and drawing up reports. Therefore, only such management is effective that allows you to process increasing flows of information in a short time and use the objectively required number of indicators contained in it. Solving the problem is possible only with the help of appropriate means of mechanization and automation of information processing. However, technical means by themselves cannot ensure high management efficiency.

Therefore, it is extremely important for a manager to economically justify the choice of technical means in each specific case; determine the most rational organizational forms of using these funds; Before implementation, review existing systems and work methods, change documentation forms and routes.

Considerable reserves for increasing the productivity of managerial labor lie in eliminating losses of working time, combining functions, and developing the division and specialization of labor among management employees. The main prerequisite for reducing the amount of management work is to improve the production and organizational structure of the enterprise by combining related divisions and rationally reducing their number.

Simplification and reduction of documentation and reporting, rationalization of document flow, and improvement of office work are also essential for reducing the amount of management work.

This chapter is devoted to the characteristics and features of the external and internal environment of the enterprise (organization). Particular attention is paid to the complexity, mobility and uncertainty of the environment in a market economy. The basic principles of organizational structure of enterprises are given. Varieties of organizational structures are analyzed: linear, functional, linear-functional, staff, etc. Directions for improving the organization of work of enterprises are shown. The main functions of the management apparatus and options for the distribution of labor in the management system are considered. The importance of management in the formation of enterprise management bodies is emphasized. The features of management at enterprises of various organizational forms are shown.

External environment

The environment is a set of objective conditions in which the company operates. There are internal and external environments of the enterprise.

The external environment is a complex of factors that have a direct impact on the production, financial and economic activities of the company. The influence of external environmental factors on the stability of a company’s position in the market was recognized only in the 50s. XX century, when a number of countries embarked on the path of post-industrial development.

All environmental factors can be divided into two main groups: direct and indirect effects (Fig. 2.1).

Direct exposure environment. Consumers. This is one of the main factors for any enterprise, since they determine what products to produce and at what price they can be sold. Consumers (legal entities and individuals) are a factor reflecting the diversity of the external environment.

Suppliers of material, labor and financial resources. In Russia, timely provision of enterprises with resources is an urgent problem. The issues of providing enterprises with finance and quality labor resources are especially acute.

Competitors. Along with consumers, this is the most important factor determining the strategy, goals and objectives of the enterprise. Even successful sales of products cannot in some cases save an enterprise from collapse due to the tough position of competitors.

Uncertainty about the real value of the enterprise, in turn, makes it difficult both to optimize capital investments and to find external investors.

Currently, in economically developed countries, product manufacturers are subject to requirements that many of them cannot meet. This is due to the fact that we have to work in markets oversaturated with goods. To top it all off, the exchange rate may constantly change, there may be a real threat of strikes, etc. As a rule, every second enterprise in the United States goes bankrupt in the first two years of operation.

American bankruptcy statistics are a near future for Russia: after all, according to Goskomstat, 40% of all enterprises in Russia are unprofitable,

In recent years, Russia has seen an increase in the number of enterprises declared bankrupt by court and put up for competition for the purpose of restructuring and changing the profile of production. The number of bankruptcies that are not accompanied by any official procedures is also growing - firms simply curtail their activities or move to other owners. Particularly affected were areas such as trade, banking and brokerage activities, sale and purchase of real estate.

There are objective reasons for the increase in the number of bankruptcies in Russia: the formation of a powerful competitive environment, saturation of some market segments, uncertainty of property rights and the absence of a full-fledged judicial system.

Thus, there is an obvious influence of various environmental factors on the activities of Russian enterprises. Managers in whose work must constantly take this circumstance into account.

Internal environment

It is necessary to distinguish between the goals of the enterprise and the divisions included in its structure. There may be a discrepancy between goals, but the contradictions that arise are usually not of a fundamental nature and the manager can easily resolve them. Common goals unite the team of the enterprise and increase the effectiveness of its work.

Problems are solved to achieve set goals. In management, the following main tasks are distinguished; working with personnel, working with objects and means of labor, working with information. The main and most difficult task of a manager is working with personnel, people.

The influence of production technology on management is quite large. example: cooking (according to the client's individual order) in a good restaurant and standard food (set lunch) in a cheap fast food restaurant. Standardization simplifies the requirements for the employee, but at the same time it changes the requirements for the manager: a clear organization of production is needed. You can usually find advantages in both individual and mass production.

Staff (people). Speaking about the enterprise as a whole, we must remember that managers and subordinates are people with individual characteristics. A person is the central figure in any organization. The work of personnel in a company is a complex combination of various factors influencing the results of its activities. These factors include: human potential, ability to perform any specific work, needs (physiological and psychological), perception (people perceive the same events differently), values (wealth, power), influence of the team (group, mass of people), leadership.

The elements of the internal environment listed above are closely interconnected and interdependent. Indeed, a change in the goals of an enterprise, for example, leads to a clarification of the tasks facing it and may, accordingly, lead to a change in the technological process, as well as the management structure.

Organization of enterprise work

The process of creating an organizational management structure usually includes three main stages:

determination of the type of organizational structure (direct subordination, functional, matrix, etc.);
allocation of structural divisions (management apparatus, independent divisions, target programs, etc.);
delegation and transfer to lower levels of authority and responsibility (relationships of management - subordination, relations of centralization - decentralization, organizational mechanisms of coordination and control, regulation of the activities of departments, development of regulations on structural divisions and positions).

Methods for designing organizational structures. There are four methods for designing organizational structures. These are the analogy method, the expert method, the goal structuring method and the organizational modeling method. Let's look at them in more detail.

1. The analogy method consists of developing, based on an analysis of best practices, standard management structures for enterprises operating in similar conditions.

2. The expert method consists in studying the organization, identifying and understanding its most significant specific features, “bottlenecks” in the work of the apparatus, and developing recommendations based both on the opinions of experts and on generalization and understanding of the most advanced trends in the field of management organization.

4. The method of organizational modeling is the development of formalized mathematical, graphical or computer descriptions of the distribution of powers and responsibilities in an organization in order to assess the degree of rationality of organizational decisions based on clearly formulated criteria. At the same time, a formal description of an organization becomes a model if it can be used to evaluate various options for constructing an organizational management structure and its individual blocks.

The organization and management of the work of the enterprise is carried out by the management apparatus. The structure of the enterprise management apparatus determines the composition and interrelation of its divisions, as well as the nature of the functions assigned to them. Since the development of such a structure is associated with establishing a list of relevant departments and the staff of their employees, the manager determines the relationship between them, the content and volume of work they perform, the rights and responsibilities of each employee. From the point of view of management quality and efficiency, the following main types of enterprise management structures are distinguished:

hierarchical type, which includes a linear organizational structure, a functional structure, a linear-functional management structure, a headquarters structure, a linear-headquarters organizational structure, a divisional management structure;
organic type, including a brigade, or cross-functional, management structure; project management structure; matrix, or program-target management structure.

Let's look at them in more detail.

Hierarchical type of management structures. In modern enterprises, the most common hierarchical management structure is (Fig. 2.5).

Such management structures were built in accordance with the management principles formulated by F. Taylor at the beginning of the 20th century. The German sociologist M. Weber, having developed the concept of rational bureaucracy, gave the most complete formulation of six principles.

The principle of hierarchy of management levels, in which each lower level is controlled by a higher level and is subordinate to it.
Following from the previous principle, the powers and responsibilities of management employees correspond to their place in the hierarchy.
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 employees’ performance of their duties and the coordination of various tasks.
The principle that follows from the previous one is the impersonality of employees performing their functions.
The principle of qualified selection, according to which hiring and dismissal are carried out in strict accordance with qualification requirements.

An organizational structure built in accordance with these principles is called a hierarchical or bureaucratic structure.

All employees can be differentiated into three main categories: managers, specialists, performers. Managers are persons who perform the main function (MF) and carry out general management of the enterprise, its services and divisions. Specialists are persons who perform the main function (PF) and are engaged in analyzing information and preparing decisions on economics, finance, scientific, technical and engineering problems, etc. Performers are persons performing an auxiliary function (AF), for example, work on the preparation and execution of documentation, economic activities.

The nature of the structure of the management apparatus is, as a rule, determined;

volume of work performed;
complexity of manufactured products;
number of employees;
level of production specialization;
degree of technological equipment.

Let's look at some of the organizational structures that belong to the hierarchical type.

Linear type of organizational structure (type of direct subordination). This version of the management structure is based on the principle of unity of command, which involves granting the manager broad rights and powers to perform rvo functions. The manager has the right to individually make decisions on the management of the unit and bears personal responsibility for the activities of the team. The manager himself is usually subordinate to a higher management body. However, the head of this command structure does not have the right to give orders to his subordinates without the permission of the immediate supervisor (manager) (Fig. 2.6).

Advantages of the structure: a clear system of mutual connections, clear responsibility, quick response and feedback in response to instructions from senior management.

Disadvantages of the structure; lack of departments for production planning and preparation of decisions, a tendency to red tape when solving related problems of departments, overload of top-level managers.

Functional type of organizational structure. A feature of this type of organizational structure is that each structural unit specializes in performing a specific function. For industrial enterprises operating in a market economy, the following main functions are typical: research and development, production, marketing, finance. Fulfilling the orders of the head of a functional unit within the limits of his authority is mandatory for lower-level structural units (Fig. 2.7).

Advantages of the structure: freeing heads of production departments from the need to resolve special issues, the ability to use experienced specialists, reducing the need for economists.

Disadvantages of the structure: complication of relationships, difficulty in coordinating management actions, manifestation of tendencies towards excessive coordination,

Linear-functional type of organizational structure. This is one of the most common options for organizational structure of enterprises. The essence of this type of structure is that production management is provided by both the line apparatus and functional services (Fig. 2.8).

For each of the subsystems, a hierarchy of services is formed, the so-called “mine,” which permeates the entire organization from top to bottom. The results of the work of each service of the management apparatus are assessed by indicators characterizing the fulfillment of their goals and objectives.

Line managers carry out direct management of production, each of them acts as the sole manager in the corresponding production unit. Line managers are vested with the necessary rights and are responsible for the final results of the activities of the units subordinate to them. Functional services (departments: planning, labor and wages, financial, accounting, etc.) carry out the necessary preparatory work, record and analyze the activities of the enterprise, and develop recommendations for improving the functioning of the enterprise. Based on these recommendations, the line apparatus makes the necessary decisions and gives orders to ensure the implementation of the relevant tasks. The personnel of the line apparatus and functional services are not directly subordinate to each other, but have certain mutual obligations to solve the problems facing the enterprise.

Staff type of organizational structure. This variant of the structure is primarily intended for organizing the work of senior managers. Under such a leader, a group of departments is created whose purpose is to obtain and analyze the necessary information, prepare and provide management with the necessary set of options for solving a specific problem (Fig. 2.10).

Advantages of the structure; high-quality preparation of plans and solution options, high degree of specialization of activities, professionalism of the staff.

Disadvantages of the structure: tendency towards excessive centralization of management; reducing personal responsibility of employees for work results.

Line-staff management structure. The line-staff management structure has the same characteristics as the line-functional structure. It provides for the functional division of managerial labor in headquarters services at different levels (Fig. 2.11).

Divisional management structure. Divisional (from the English division - separation) management structures began to emerge towards the end of the 20s. XX century, when the size of enterprises increased sharply (Fig. 2.12). They have become multidisciplinary, technological processes have become more complex.

Large corporations, the first to use these management structures, began to provide a certain independence to their production divisions. The management remained in charge of development strategy, research and development, financial and investment policies. This type of structure combines centralized coordination and control of activities with centralized management. The key figures in the management of an organization with a divisional structure are not the heads of functional departments, but managers heading production departments, the so-called divisions.

Structuring by divisions, as a rule, is carried out according to one of the criteria: by manufactured products - product specialization (for example, the well-known company Procter and Gamble is built on this principle; by targeting certain consumer groups - consumer specialization; by territories served - regional specialization ( the already mentioned Procter and Gamble company). The peak of the practical use of these structures occurred in the 60s and 70s of the 20th century.

Advantages of the structure. Such a structure is capable of ensuring the management of multi-industry enterprises with hundreds of thousands of employees and divisions geographically remote from each other. A divisional structure provides greater flexibility and a faster response to changes in the environment of the enterprise compared to a linear and line-headquarters structure. Branches become “profit centers” as the boundaries of their independence expand. There is a closer connection between production and consumers.

Organic type of management structures. Organic management structures began to develop from the late 70s. XX century Such structures are also called adaptive, as they are able to quickly respond to market changes. The main property of organic type management structures is their ability to change their form, quickly adapting to changing conditions. Varieties of structures of this type are matrix (program-target), project and brigade forms of structures.

Matrix type of organizational structure. This structure was first proposed by Kaori Ishikawa and to this day, with minor changes, it operates at Toyota and many other companies (Fig. 2.13). This control structure is also called program-targeted.

This version of the organizational structure is based on the program-target principle of performing work, which involves developing a program (project, topic, assignment) to achieve a specific goal. The manager heading the program is endowed with the necessary rights to attract the relevant production and functional departments for the duration of a particular stage of work. At the same time, specialists from such departments participating in the implementation of this stage of the program continue to report to their immediate supervisors. With a matrix control structure, several programs can be executed simultaneously. The main thing is that there are enough material, financial and qualified labor resources for their implementation. Thus, with a matrix type of organizational structure, vertical and horizontal lines of executive power operate in parallel, which requires, first of all, top-level managers to clearly coordinate the work being carried out.

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

Advantages of the structure; high flexibility and reduction in the number of management personnel compared to hierarchical structures.

Disadvantages of the structure; very high requirements for the qualifications, personal and business qualities of the project manager. Such a manager must not only manage all stages of the project life cycle, but also take into account the project’s place in the company’s network of projects. There is a fragmentation of resources between projects. There is complexity in the interaction of a large number of projects in the company. The process of developing an organization as a whole becomes more complicated.

Brigade (cross-functional) management structure. This is a very ancient organizational form. The first examples of such a management structure were workers' artels. The basis of this structure is the organization of work into working groups or teams (Fig. 2.14).

The greatest use of the brigade structure was observed (late 70s - 80s of the XX century. The main principles of such a structure are: autonomous work of working groups (teams); independent decision-making by working groups and horizontal coordination of activities; replacement of rigid management ties of a bureaucratic type with flexible ties , as well as the involvement of employees from different departments to develop and solve problems. In such organizations, functional divisions may be maintained, but they may also be absent (Fig. 2.15).

Improving the organization of the enterprise. The work of running a business is complex and varied. To ensure the coordinated work of all structural divisions and a strict distribution of functions between them, it is advisable for an enterprise to have internal production regulations (regulations on departments, workshops, sectors, groups, teams, etc.). They must clearly define the tasks of the unit, its structure, subordination, and develop the duties and responsibilities of its manager and employees. A clear distribution of responsibilities among subordinates is crucial for the successful management of an enterprise.

A special place here belongs to the problem of collecting and processing information and the quality of decisions made on its basis.

Research conducted abroad shows that in some cases the actual flow of information is approximately 4-5 times greater than the human ability to perceive and process it.

Considerable reserves for increasing the productivity of managerial labor lie in eliminating losses of working time, combining functions, and developing the division and specialization of labor among management staff. The main prerequisite for reducing the amount of management work is to improve the production and organizational structure of the enterprise by combining related divisions and rationally reducing their number.

Simplification and reduction of documentation and reporting, rationalization of document flow, and improvement of office work are also essential for reducing the amount of management work.

» Organization of employee work

Organization of employee work

Employees and the organization of employee work are a key factor in the success of any company. At the same time, the presence of high-quality employees alone will not give you maximum returns. It is extremely important to effectively organize the work of your team, use the capabilities and competencies of employees to the maximum, creating conditions in which each employee can express themselves in the best light. How to effectively organize the work of full-time specialists, and, what is especially difficult, but important at the start of a business, freelancers. How to work with remote employees and those who work part-time? Proper organization of employee work will solve many problems.

The General Director calls the head of the department:
– I’m dissatisfied with you, you manage your subordinates poorly.
- Why?!
“You look tortured, but they look happy.”
But it should be the other way around!

Ask any venture capitalist what is most important when starting out as an entrepreneur, and he will say: the most important thing is to assemble a team! At the same time, in order to attract promising or already highly qualified specialists, you need to be able to create competitive, motivating working conditions for each of them. This is not for a nascent business; there is no budget to organize such conditions? But it is not always necessary - what is more important is the time budget for building a work process and managerial will, multiplied by entrepreneurial flexibility.

Not only the professional skills and work experience of each new team member are important. An important role is played by the character of a person, as well as his desire to work in a developing company, readiness for and instability that are inherent in such work. And you need to protect yourself: discuss in detail all the working conditions with each employee and draw up a written contract/agreement.

Globally, the specifics of working with employees fundamentally depend on what type of employee registration we are talking about - full-time or freelance. More on this below.

Working with staff members

To understand what it means to be a manager of full-time employees, imagine that you have lost your hands. But instead of hands, you have several assistants who will carry out your instructions and requests. Your managerial task: get the job done using only the potential of your assistants. In the process of leadership, you may periodically have a desire to regain your hands, because you could do a better job than your subordinates. You need to learn to suppress this desire in yourself. You can't sew your hands back. Therefore, it is important to strive to pump up the “muscles” of your assistants, to strengthen understanding and interaction between them. This is the only way you can do work that exceeds the capabilities of one person.

At the start of business development, you should hire those and only those employees with whom you plan to build long-term working relationships and whom you trust completely. Another option (rarely encountered) is if the employee has exceptional competence, without which your business is practically incapable, and this specialist does not agree to except for regular registration. This applies to both full-time and part-time employees you employ.

As for the purely legal side of the matter, the nuances are not only that the process of registering a person as a staff member is associated with a difficult procedure for preparing various documents, but also in your professional and personal comfort. The fact is that any legal delays in the event of disagreements (and at the start they often happen!) will take a lot of effort and time, and now you need them more than ever.

Convincing arguments to hire an employee:

Has proven himself to be excellent in the past (perhaps by working with you on a freelance basis for a long time), capable of producing tangible results
- Has exceptional competence in your area of business
- Does a lot of strategically important work
- I have already invested a lot of skills, effort, and labor into your business project

The need for a job description

This document (or its analogue) is fundamental in the relationship between an employee and, especially in the situation of registering a person as a staff member. After all, the job description contains not only the qualification requirements for the position held, but also the duties of the employee, as well as his responsibility for certain actions.

If there is no job description, then the employer is in a losing position in relations with the employee. So, you most likely will not be able to:

Objectively evaluate the employee’s performance
- distribute labor functions among all employees
- temporarily transfer an employee to another job
- competently build relationships of subordination between employees.

In addition, almost any action of the employer that will cause a negative reaction from the employee, in the absence of a job description, can be challenged, and successfully, in court.

Typically, the job description specifies the following data: tasks, qualification requirements, functions, rights, duties and responsibilities of the employee. The most optimal would be the joint development of instructions by a specialist dealing with personnel issues with the head of the department (often at the start - he is also the owner of the business) where the employee works. On the one hand, the immediate manager will not miss any important provisions that should be recorded in the job description of his subordinate, and on the other hand, the HR specialist will help to stay within the legal framework.

As a rule, a job description is drawn up in three copies - one each for the employee, the employer and the head of the department.

The agreement should mention not only the size and bonuses, but also the working conditions of new employees. It is also necessary to stipulate intellectual property rights, non-disclosure of official secrets and many other issues. Contact a lawyer as soon as you register your company. This is real money and real people, so it better be documented. At the same time, it is extremely important to find a balance: on the one hand, you evaluate the person, on the other hand, you need not to “dry up the relationship” with legal procedures.

Controlling staff turnover, which cannot be avoided

It is common knowledge that frequent staff changes create problems for companies. But in some cases it is inevitable. Someone should work in positions that are not too prestigious, not very promising - where they do not stay for a long time. Losses from staff turnover can be reduced, but only if you take control of it. The problem of staff shortages is felt most strongly in entry-level positions and at the initial stage of a company’s formation. Typically, the number of applicants for entry-level positions with work experience is not as large as it might seem. Personnel without work experience require special training. In these conditions, staff turnover can become a real disaster: new employees leave the company without having time to work out the funds invested in them.

4 ways to counter the processes of frequent personnel changes

1. Motivate morally and financially

One of the reasons for frequent changes of personnel in entry-level positions is low salaries. That is why a system of monetary incentives can become one of the most effective motivation tools. For example, a personnel problem exists among operators and typesetters of various information. The work, it must be said, is not easy, as it requires mastering complex software products, knowledge of documentation and constant concentration. There is not much functional diversity, starting salaries for new hires are low, and career growth is generally limited. The department's employees, for the most part, are students and young professionals, having received qualifications or graduated from a university, often quit to go to work in their specialty.

There are several options. First, you need to get operators as interested as possible in studying the documentation for various types of work. This will make operators more versatile and diversify their work. They will be able to perform work in any area, so the departure of one of these employees can be experienced almost painlessly. And the salaries of such universal operators can be significantly increased - there will be a material incentive for development. In addition, for vacant positions in other areas, you can promise to consider such employees as a priority - this will increase the career component of motivation.

2. Agree with the employee on paper

Another way to control staff turnover is to enter into special agreements with such employees. For example, you can sign a contract with students, which stipulates their obligation to work in the company for a certain time after training and internship. They gain invaluable experience, and your company gains trained and interested employees. These temporary and partly monetary investments will pay off compared to the costs of searching for, for example, secretaries, whose turnover is usually very high, and constant change is a significant blow to the daily internal needs of the company.

3.Create a good work environment

Another factor that can keep an employee in a company, despite low wages, is a good psychological climate. Very often, employees such as customer support center representatives feel like cogs performing a simple function. Meanwhile, the feeling that they are doing important work and are valuable to the company is of great importance for any specialist. These issues can be resolved, for example, by arranging regular breakfasts, organizing joint leisure time for the best employees with one of the top leaders of your company, with you personally as an incentive.

4. Retain your immediate supervisor

Also, one of the important factors that shapes the psychological climate for a particular employee is the personality of the immediate supervisor. Imagine, the team has changed, the immediate leader has left, and people, feeling instability or following the leader, leave. Therefore, long-term relationships with department heads are an effective way to avoid line staff turnover.

The most important thing here is to correctly and wisely combine the listed tools in specific conditions, at a specific stage of development of your business, taking into account the capabilities of your organization.

Working with employees on a freelance, remote basis

The eMarketer study, “The Remote Workforce Is Changing the World,” begins: “If you doubt that remote workers are starting to play a significant role in the labor market, keep in mind that this report was written in a Parisian café with wireless Internet access to Australians. expert working for an American company and was sent for approval to a manager who works from home in New Jersey."

Indeed, taking into account labor market trends, informatization processes, as well as the needs of a startup business, we can safely say that high-quality work with freelancers has already become no less important a component of business than working with full-time employees. How exactly to build effective work with people at a distance, with whom, moreover, according to the terms of work, either an oral agreement has been created, or an agreement has been concluded such as an agency agreement?

Various online tools, for example, social networks, which allow you to bring together the specialists necessary to work on a project, having previously introduced them to each other, significantly help to solve these problems. The effect of teamwork must be present here too. Colleagues who do not meet in person to discuss work issues often do not have the same mutual understanding that is inherent in teams working in the same office. And this is an important condition for creating a favorable atmosphere within the team and high efficiency.

6 tips for organizing effective work for remote employees

What to do if you have a dozen excellent specialists working for you as a freelancer or not in the office, but on the so-called “remote” basis? But what if the employees you need do not live in the same city as you, but perhaps in different parts of the country, or even... the world? It is not so uncommon when, for example, an accountant from Vladivostok, a website system administrator from Kyiv, a translator from Paris, and a lawyer from Vilnius can work for one company. How to bring these people together, give them the opportunity to communicate with each other, without spending huge amounts of money on communication fees and other related processes?

It often happens that the nature of an employee’s duties allows him to work outside the office, while for him the opportunity to work from home is a serious motivating factor (due to family circumstances, remote location of housing, non-standard sleep patterns, etc.)

It is also important to take into account the specifics of the work, in which we are not talking about working from home, but about working in between meetings from a meeting room at the client’s premises or from a cafe with wi-fi. This is relevant for those who spend a lot of time at off-site meetings, for example, sales managers. Such employees save a lot of time because they do not need to return to the office between meetings to do full-time work.

1. Invest funds (money, time) in an online resource where participants can maintain constant communication

One of the main problems of most “remote” employees is the inability, due to physical distance, to get to know other team members and find out what contribution each of them makes to the project.

Using online tools such as social networks, which connect college and university students for example and allow them to learn a lot about each other, can really help in this case.

If there are sufficient funds, another option would be to create a website as an entire content-service environment with a designated intranet zone that supports the company’s internal business processes and communications between employees. Access to the resource must be 24 hours a day. This will help your team members, who work remotely and relatively independently, from time to time track the progress of each other's work, solve current problems and understand what other employees are doing. of this approach are obvious. In practice, few people use it. This can become your competitive advantage.

2. Find “communicators” and try to make them at least 15% of the team

"Communicators" are people who, as a result of their individual abilities, skills, or previous work, have many connections to useful people outside the team.

At Nokia, for example, the need to perform a wide variety of tasks encourages employees to expand their personal connections. As a result, each employee constantly communicates with at least 10 people outside his department.

But be careful: having too many “communicators” risks giving the team too many external connections, which can cause it to lose its sense of identity and shared purpose.

3. Divide the project into stages so that the completion of one of them does not depend excessively on the progress of the other.

A virtual team, due to the residence of its members in different parts of the country and even the world, has the potential advantage of working on a project around the clock. At Nokia, too, team members from Helsinki hand over work to their American colleagues at the end of the day.

However, coordinating work across time zone differences can become a constant challenge. Many teams get bogged down by having some members wait for others to complete a task. Therefore, it is important to assign tasks to team members located in different parts of the world that will allow them to move forward at their own pace, without waiting for others.

4. Encourage frequent communication among team members, but do not force frequent mandatory meetings

Members of successful teams communicate frequently with each other. In this case, the method can be very different: from a program like ICQ to voice or email. In order not to clog each other's mail, the BP company has established certain rules: who should receive what letter, who is in the copy and how much time is allowed for a response.

Likewise, a few simple rules can be applied to team gatherings. Gathering participants at the right time sometimes requires considerable effort. This can be avoided if an atmosphere of trust and goodwill reigns in the team, which is created, among other things, by constant “electronic” contact between the participants.

5. Assign mostly tasks that are important and stimulating.

Because remote workers or entire teams often aren't monitored on an hourly basis, the tasks assigned to them must stimulate and challenge them, or risk the remote team crumbling under the weight of disinterest in the work.

Awareness of the importance of work encourages enthusiastic implementation of work and the proposal of various fresh ideas. An example of this is the work of two virtual teams: the collaboration that led to the emergence of the online encyclopedia Wikipedia, and the creation of Linux, an open source operating system.

6. When building an entire virtual team, look for as many volunteers as possible.

The example of Wikipedia and Linux has shown that virtual teams thrive when they are made up of volunteers with valuable skills, people who have already proven their interest in the project by their willingness to join the team.

Additionally, for employees who primarily work in an office setting, elements of remote or home working can be extremely helpful when they need to focus on a complex task—for example, while working on a lengthy document. In the usual office bustle and noise, when an employee is constantly being asked for something, thereby distracting him, the completion of such a task, which requires four to five hours of pure focused time, can stretch over many days and weeks.

The crisis also showed that in the event of sharply negative market events or a significant drop in profits, it is disproportionately easier to reduce or completely freeze the work of freelance employees than to reduce the corresponding department in the company. And similarly, after the crisis is over, restoring the activities of such employees, especially if contact has been maintained with them, is much easier than creating the corresponding unit from scratch.

The elements of remote work, applied correctly, can reduce unproductive time of individual employees, as well as the required office space, by approximately 30 percent.

Implementation of Skype or similar Internet instant messengers into work

Think about it: how much time do your key employees spend in traffic jams? How much time and money do you and your colleagues spend on business trips around the country? How many weeks does it take to resolve important issues because it is impossible to gather key decision makers in one place at one time? At the same time, how many people do you know who are ready to hold this meeting, for example, via Skype? But this is one of the most popular and simple programs in the world for communicating and solving business issues online. It is downloaded for free. What Skype also allows you to do for free:

Make free calls over the Internet to other Skype users. Communicate with them using your voice, or your voice and video
- See the status of people from the contact list: “online”, “out of office”, etc.
- Exchange chat messages, files
- Its main advantage is its very wide distribution throughout the world.

It is also worth noting that Skype has a free feature on the Internet - a business panel that allows you to see the number of calls of Skype corporate users, who called and where. This is very convenient not only for controlling telephone costs, but also, for example, for managing the work intensity of the sales department, whose employees actively call customers.

Risks of introducing online technologies at work

Just like boosting sales, online tools need to be implemented carefully in running a company. Especially when it comes to employees working from home or from other places outside the office (cafes, etc.). There is a risk of decreased efficiency - and not because employees are lazy. Even the most motivated employees involved in the work of the company are, first and foremost, people. And like all of us, they tend to succumb to temptation.

To ensure that the risks of implementing online management tools are minimal and the benefits are maximized, you need to take care of the following points:

Build management and information companies that provide effective control over use and obtain adequate results
- Rigidly establish in the corporate standard the correct combinations of offline and online in various management situations in the company;
- Introduce online tools gradually, in a certain logical sequence; take on the next tool only after making sure and measuring the effectiveness of the previous one.

How not to relax employees when working remotely

Here are some tips to help maintain a working mood and a good intensity of the work process:

1. Regular planning meetings. When an employee is not physically in the office, this principle must be observed much more strictly. Sometimes it is worth increasing the density of information contact with employees, for example, by resorting to additional phone calls. So, sometimes you can pre-arrange a call with such an employee at 10.30 on a work issue.

2. Transparency of time, plans, tasks of employees. This requires serious work with your company's information infrastructure.

3. Building a clear connection between an employee’s motivation (not necessarily material) and his effectiveness. When you are not around, it becomes more difficult to control the process, and therefore, the more important it is to control the result.

4. Selective control measures, such as analysis of work intensity (for example, recording the number of outgoing calls made by managers of the sales department, office PBX, etc.). Just don’t overdo it with these methods; resort to such control methods only occasionally, to check.

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organization- 4.23 organization: A person or group of persons and necessary means with the distribution of responsibilities, powers and relationships. Note 1 Adapted from ISO 9000:2005. Note 2 An association of persons organized for some... ... Dictionary-reference book of terms of normative and technical documentation

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Books

Organization of activities of a commercial bank: Academician/O. M. Markova-M.: ID FORUM, SIC INFRA-M, 2016.-496 pp., Markova O.M.. Organization of the activities of a commercial bank: Academician/O. M. Markova-M.: ID FORUM, SIC INFRA-M, 2016.-496 p…
Organization of the activities of the Central Bank. Textbook, Yu. S. Golikova, M. A. Khokhlenkova. The textbook presents in detail and comprehensively the structure, organization of activities and functions of central banks. The main attention is paid to the functioning of the Bank of Russia in modern...