Management organizational structure presentation. Presentation Organization structure Ivanova A.A.

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MANAGEMENT “Organizational management structures”

The organizational activity of the subject of management is understood. It is individual and depends on the characteristics of economic activity. An organizational structure is a set of management units located in strict subordination and ensuring the relationship between the managing and managed subsystems. The following elements are distinguished in the organization's management structure: - units (departments); - management levels.

Bureaucratic organizational structures Organic (adaptive) organizational structures linear - matrix - line-staff functional - divisional

The linear structure is characterized by the fact that at the head of each structural unit there is a single manager, vested with all powers and exercising sole management of the employees subordinate to him and concentrating in his hands all management functions. 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.

1. A clear system of mutual connections between departments. 2. A clear system of unity of command, effective use of the central management apparatus. 3. Clearly expressed responsibility. 4. Quick response of performers to direct instructions from superiors. 5. Efficiency in decision-making at one level of management. 6. Simplicity of organizational forms and clarity of relationships. 7. Minimum production costs.

1. A lot of time to implement management decisions. 2. Small initiative at all levels. 3. Weak opportunities for career growth for managers. 4. Low flexibility and adaptability in relation to the external environment. 5. Tendency to red tape and shifting problems when resolving issues that require the participation of several departments. 6. The criteria for the effectiveness and quality of work of departments and the organization as a whole are different. 7. The tendency to formalize performance evaluation leads to an atmosphere of fear and mistrust. 8. Increased dependence of work results on the qualifications and business qualities of managers.

It is characterized by the fact that functional management is carried out by a certain set of departments specialized in performing specific types of work necessary for making decisions in the line management system. The idea of ​​the management structure is that the performance of certain functions on specific issues is assigned to specialists, that is, each management body is specialized in performing certain types of activities. In an organization, as a rule, specialists of the same profile are united in specialized structural units (departments), for example, the marketing department, planning department, accounting, logistics, etc. Thus, the overall task of managing an organization is divided, starting from the middle level, according to functional criteria. Functional and line management exist together, which creates double subordination for performers.

1. Effective management due to the high specialization of management personnel. 2. Good control over the implementation of strategic decisions. 3. Opportunity for career growth and development. 4. No duplication of linear and functional relationships. 5. Reducing the time it takes for information to pass through. 6. Less workload for management.

1. Difficulties in coordinating the activities of various departments. 2. Lengthy decision-making procedure. 3. Loss of mutual understanding in actions between employees of functional services. 4. A high degree of interest in achieving the goals of functional units to the detriment of the overall goals of the organization. 5. Reduced responsibility due to lack of unity of command.

It is a linear-functional management structure, supplemented by a headquarters body. Headquarters structures are created in the following cases: - liquidation of consequences or prevention of natural disasters, accidents, catastrophes; - development of new products, new technology, not traditional for this enterprise.; - solving a sudden extraordinary problem, for example, related to the aggressive behavior of competitors in the market and the need to develop a response. The headquarters unit can be either temporary or permanent in nature and perform an advisory role in the formulation and implementation of a specific problem or task.

1. Detailed study of strategic and tactical issues. 2. Unloading (partial) of top management in analyzing information and developing proposals. 3. Possibility of attracting external experts and consultants. 4. Unloading of functional departments.

1. Insufficiently clear division of responsibility, because external consultants are not responsible for the results of decisions. 2. Tendencies towards excessive centralization of management. 3. Other disadvantages inherent in the linear management structure.

Structures based on the allocation of large production and economic divisions, granting them operational and production independence and transferring responsibility for making a profit to this level. The structures are characterized by full responsibility of department heads for the results of the activities of the divisions they head. In this regard, the most important place in the management of companies with a divisional structure is occupied not by the heads of functional departments, but by the managers heading production departments. The structuring of a company into departments (divisions) is carried out, as a rule, according to one of three principles: divisional-productive structures; customer-oriented organizational structures; divisional-regional structures.

1. Prompt response to changes in external operating conditions. 2. Bringing the one who makes the decision closer to the one who implements it. 3. Good conditions for the growth of managers. 4. High degree of coordination of management activities within one division. 5. Closer connection between producer and consumers. 6. “Responsibility centers” work more effectively on issues of increasing profits.

1. The presence of internal competition for resources and personnel. 2. Difficulty in separating overhead costs and calculating costs. 3. The difficulty of coordinating the interests of various divisions. 4. Red tape and congestion due to a large number of vertical connections. 5. Duplication of functions at various levels of management. 6. The departments maintain a linear management structure. 7. The remoteness of the central apparatus from specific areas of the organization’s activities, and therefore, this leads to an increase in the number of personnel and other problems associated with abuse.

The basis of the matrix structure is formed by a linear-functional structure, which is complemented by program management structures. In addition to the head of the organization, a program manager is appointed, whose rank is higher than the rank of the head of the organization. Matrix structures are very diverse: project management, temporary task forces, permanent complex groups. Temporary target groups are actively used by small businesses that are based on venture capital. Elements of the matrix organization, and in some cases the matrix department as a whole, were applied in the electronics industry and in other areas of so-called high technology. An autonomous structure is created to implement a specific project. It is similar to one of the divisions of the divisional structure

1.Integration of various types of company activities within the framework of ongoing projects and programs. 2. Obtaining high-quality results for a large number of projects, programs, products. 3. Significant activation of the activities of managers and employees of the administrative apparatus. 4. Involving managers at all levels and specialists in the field of active creative activity. 5. Reducing the workload on top management level managers by transferring decision-making powers to the middle level. 6. Strengthening the personal responsibility of a particular manager. 7. Achieving greater flexibility and coordination of work. 8. Overcoming intra-organizational barriers without interfering with the development of functional specialization.

1. The complexity of the matrix structure for practical implementation. 2. The structure is complex, cumbersome and expensive to implement and operate. 3. It is a difficult and sometimes incomprehensible form of organization; 4. In connection with the system of dual subordination, the principle of unity of command is undermined. 5. There is a tendency towards anarchy; under the conditions of its operation, rights and responsibilities are unclearly distributed between its elements. 6. This structure is characterized by a struggle for power. 7. Excessive overhead costs due to employing more managers. 8. Difficulties arise with the future use of specialists in this company; 9. There is partial duplication of functions; 10. Management decisions are not made in a timely manner; typically characterized by group decision making.

The organizational activity of the subject of management is understood. It is individual and depends on the characteristics of economic activity. An organizational structure is a set of management units located in strict subordination and ensuring the relationship between the managing and managed subsystems. The following elements are distinguished in the organization's management structure: - units (departments); - management levels. 2

4 The linear structure is characterized by the fact that at the head of each structural unit there is a single manager, vested with all powers and exercising sole management of the employees subordinate to him and concentrating in his hands all management functions. 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.

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1. A clear system of mutual connections between departments. 2. A clear system of unity of command, effective use of the central management apparatus. 3. Clearly expressed responsibility. 4. Quick response of performers to direct instructions from superiors. 5. Efficiency in decision-making at one level of management. 6. Simplicity of organizational forms and clarity of relationships. 7. Minimum production costs. 6

1. A lot of time to implement management decisions. 2. Small initiative at all levels. 3. Weak opportunities for career growth for managers. 4. Low flexibility and adaptability in relation to the external environment. 5. Tendency to red tape and shifting problems when resolving issues that require the participation of several departments. 6. The criteria for the effectiveness and quality of work of departments and the organization as a whole are different. 7. The tendency to formalize performance evaluation leads to an atmosphere of fear and mistrust. 8. Increased dependence of work results on the qualifications and business qualities of managers. 7

It is characterized by the fact that functional management is carried out by a certain set of departments specialized in performing specific types of work necessary for making decisions in the line management system. The idea of ​​the management structure is that the performance of certain functions on specific issues is assigned to specialists, that is, each management body is specialized in performing certain types of activities. In an organization, as a rule, specialists of the same profile are united in specialized structural units (departments), for example, the marketing department, planning department, accounting, logistics, etc. Thus, the overall task of managing an organization is divided, starting from the middle level, according to functional criteria. Functional and line management exist together, which creates double subordination for performers. 8

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1. Effective management due to the high specialization of management personnel. 2. Good control over the implementation of strategic decisions. 3. Opportunity for career growth and development. 4. No duplication of linear and functional relationships. 5. Reducing the time it takes for information to pass through. 6. Less workload for management. 10

1. Difficulties in coordinating the activities of various departments. 2. Lengthy decision-making procedure. 3. Loss of mutual understanding in actions between employees of functional services. 4. A high degree of interest in achieving the goals of functional units to the detriment of the overall goals of the organization. 5. Reduced responsibility due to lack of unity of command. 11

It is a linear-functional management structure, supplemented by a headquarters body. Headquarters structures are created in the following cases: - liquidation of consequences or prevention of natural disasters, accidents, catastrophes; - development of new products, new technology, not traditional for this enterprise.; - solving a sudden extraordinary problem, for example, related to the aggressive behavior of competitors in the market and the need to develop a response. The headquarters unit can be either temporary or permanent in nature and perform an advisory role in the formulation and implementation of a specific problem or task. 12

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1. Detailed study of strategic and tactical issues. 2. Unloading (partial) of top management in analyzing information and developing proposals. 3. Possibility of attracting external experts and consultants. 4. Unloading of functional departments. 14

Structures based on the separation of large production and economic divisions, granting them operational and production independence and transferring responsibility for making a profit to this level. The structures are characterized by full responsibility of department heads for the results of the activities of the divisions they head. In this regard, the most important place in the management of companies with a divisional structure is occupied not by the heads of functional departments, but by the managers heading production departments. The structuring of a company into departments (divisions) is carried out, as a rule, according to one of three principles: divisional-productive structures; customer-oriented organizational structures; divisional-regional structures. 16

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18 1. Prompt response to changes in external operating conditions. 2. Bringing the one who makes the decision closer to the one who implements it. 3. Good conditions for the growth of managers. 4. High degree of coordination of management activities within one division. 5. Closer connection between producer and consumers. 6. “Responsibility centers” work more effectively on issues of increasing profits.

19 1. Presence of internal competition for resources and personnel. 2. Difficulty in separating overhead costs and calculating costs. 3. The difficulty of coordinating the interests of various divisions. 4. Red tape and congestion due to a large number of vertical connections. 5. Duplication of functions at various levels of management. 6. The departments maintain a linear management structure. 7. The remoteness of the central apparatus from specific areas of the organization’s activities, and therefore, this leads to an increase in the number of personnel and other problems associated with abuse.

The basis of the matrix structure is formed by a linear-functional structure, which is complemented by program management structures. In addition to the head of the organization, a program manager is appointed, whose rank is higher than the rank of the head of the organization. Matrix structures are very diverse: project management, temporary task forces, permanent complex groups. Temporary target groups are actively used by small businesses that are based on venture capital. Elements of the matrix organization, and in some cases the matrix department as a whole, were applied in the electronics industry and in other areas of so-called high technology. An autonomous structure is created to implement a specific project. It is similar to one of the divisions of the divisional structure 20

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22 1.Integration of various types of company activities within the framework of ongoing projects and programs. 2. Obtaining high-quality results for a large number of projects, programs, products. 3. Significant activation of the activities of managers and employees of the administrative apparatus. 4. Involving managers at all levels and specialists in the field of active creative activity. 5. Reducing the workload on top management level managers by transferring decision-making powers to the middle level. 6. Strengthening the personal responsibility of a particular manager. 7. Achieving greater flexibility and coordination of work. 8. Overcoming intra-organizational barriers without interfering with the development of functional specialization.

23 1. The complexity of the matrix structure for practical implementation. 2. The structure is complex, cumbersome and expensive to implement and operate. 3. It is a difficult and sometimes incomprehensible form of organization; 4. In connection with the system of dual subordination, the principle of unity of command is undermined. 5. There is a tendency towards anarchy; under the conditions of its operation, rights and responsibilities are unclearly distributed between its elements. 6. This structure is characterized by a struggle for power. 7. Excessive overhead costs due to employing more managers. 8. Difficulties arise with the future use of specialists in this company; 9. There is partial duplication of functions; 10. Management decisions are not made in a timely manner; typically characterized by group decision making.

The production structure of an enterprise is a spatial form of organization of the production process, which includes the composition and size of the production divisions of the enterprise, the forms of their relationships with each other, the ratio of divisions in terms of capacity (equipment throughput), number of employees, as well as the location of divisions on the territory of the enterprise.

Requirements for the production structure of the enterprise: 1. simplicity of the production structure; 2. absence of duplicate production units; 3. ensuring the direct flow of the production process based on the rational placement of units on the plant territory; 4. proportionality of the capacity of workshops, sections, equipment throughput; 5. stable forms of specialization and cooperation of workshops and sections; 6. adaptability, flexibility of the production structure (the ability to quickly restructure the entire organization of production processes in accordance with changing market conditions).

Factors influencing the nature and features of the structure of enterprises 1. Industry affiliation of the enterprise 2. Nature of the production process 3. Design and technological features of the product 4. Scale of production 5. Nature of specialization 6. Scientific and technological progress

Types of workplaces: (Depending on the assignment of production area to the workplace) Stationary Mobile workplaces. Mobile jobs include categories of workers such as adjusters, repairmen, and transport workers. They are not allocated production space.

The sites are created according to two principles: 1. Technological. The site consists of the same type of equipment (a group of lathes, a group of milling and drilling machines); Workers at the site perform a certain type of operation. There is no assignment to workplaces for the production of certain types of products. This type of site is typical for small-scale and single types of production organization. 2. Subject-closed. At such a site, various types of equipment are used, which are located along the technological process. Workplaces specialize in the manufacture of a certain type of product (parts). The site employs workers of various specialties. A variation of this type of section are production lines. This type of site is typical for large-scale and mass production; its operation is more efficient compared to a site created according to a technological principle.

According to their purpose, workshops are divided into: 1) main production of main profile products or a completed part of the production process. According to the stages of the production process, the main workshops are divided into procurement, processing and production; 2) ensuring the production of products auxiliary for their intended purpose for the main workshops (tool shop, repair shop, energy sector, construction shop); 3) servicing the provision of production services to both the main and supporting workshops (transport facilities, energy facilities, construction shops); 4) pilot production and testing of mock-ups and prototypes of new types of products being designed; 5) auxiliary and collateral. Ancillary workshops include workshops that extract and process auxiliary materials, for example, a quarry for the extraction of molding earth, peat mining, a refractory workshop that supplies the main workshops with refractory products (at a metallurgical plant). Ancillary workshops also include workshops for the production of containers for packaging products. Side shops are those in which products are made from production waste, for example, a consumer goods shop. In recent years, the share of these workshops in the production structure has increased significantly; 6) auxiliary cleaning of the factory territory, growing agricultural products.

Technological specialization deals with a specific part of the production process. The products produced by the workshop change frequently and are not assigned to work stations. This type of industrial structure is the least effective compared to the subject and part-unit structure. The main disadvantages of the technological structure include: high labor intensity of products and low efficiency of the resources used, and therefore high production costs; large losses of time for frequent readjustment of equipment, transport work for moving objects of labor from one site to another, large losses of time for inter-shift and inter-operational storage of parts and semi-finished products. This entails a high production cycle time for the product, low turnover of working capital and, consequently, relatively low profitability of production.

The subject or component-unit structure of the main workshops is typical for the mass production of products of a stable range; with this type of production structure, each workshop specializes in the production of one or several structurally similar products. In workshops, sections are created according to a subject-closed principle. Advantages of the subject structure compared to the technological one: it promotes the introduction of progressive, high-performance specialized equipment (automated production lines, flexible production systems); planning is simplified, as well as inter-shop and intra-shop cooperation; production cycles for manufacturing parts and assemblies are shortened; the responsibility of workshop and site workers for product quality and fulfillment of the nomenclature plan increases; Labor productivity increases, other economic indicators of workshops and the enterprise as a whole improve.

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1. Concept of organizational management structure 2. Types of organizational management structures 3. Design of organizational management structures

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Organizational structure

a set of management units located in strict subordination and ensuring the relationship between the control and managed systems.

Slide 4

OSU ELEMENTS: 1. links 2. connections 3. levels

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Management structure requirements:

Optimality Efficiency Reliability Cost-effectiveness Flexibility Sustainability

Slide 6

Types of operating systems bureaucratic (mechanistic structures according to M. Weber) Adaptive (organic) 1. linear 2. functional 3. linear-functional 4. divisional (product, consumer, regional) 1. project 2. matrix, etc.

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Linear management structure

Slide 8

Table 1. Advantages and disadvantages of a linear structure

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Head of the enterprise Staff Expert 3 Expert 2 Expert 1 Line manager 4 Line manager 3 Line manager 2 Line manager 1 Linear communications Staff communications Fig. Line-staff management structure Line-staff organizational structure With the growth of an organization, its management has a need to attract special experts. These may be referents, legal services, marketing research specialists, labor protection services, independent control bodies, etc. If they get involved in the work, its structure becomes linear - headquarters.

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Head of the enterprise Staff Expert 3 Expert 2 Expert 1 Line manager 4 Line manager 3 Line manager 2 Line manager 1 Linear communications Staff communications Fig. Line-staff management structure

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General Director Financial Director Chief Designer Commercial Director Production Director Fig.. Functional structure of a manufacturing enterprise Rector Vice-Rector for Administrative and Economic Work Vice-Rector for Academic Affairs Vice-Rector for Research Work Fig. Functional structure of the university Functional management structure Functional management is carried out by a set of departments specialized in performing specific types of work necessary for decision-making. Specialists of the same profile are united in specialized structural units (departments), for example, marketing department, planning department, accounting department, etc.

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Table - Advantages and disadvantages of the functional structure

Slide 13

Linear-functional management structure