Published with permission from Lanit

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

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

Both the Deming quality management program and the principles of Total Quality Management are actually aimed at changing the structure of the enterprise management system. Let's consider the main types of enterprise management structures from the point of view of their compliance with the ideas of modern quality management.

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

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

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

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

Hierarchical type of control structures

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

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

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

Linear organizational structure

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

Fig.1. Linear control structure

Advantages of a linear structure:

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

Disadvantages of a linear structure:

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

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

Linear - headquarters organizational structure

This type of organizational structure is the development of a linear one and is designed to eliminate its most important drawback associated with the lack of links strategic planning. The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any subordinate units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one (Fig. 2).

Fig.2. Linear - headquarters management structure

Advantages of a linear - staff structure:

• deeper than in the linear, study of strategic issues;
• some unloading of top managers;
• the possibility of attracting external consultants and experts;
• in empowering headquarters units with functional leadership, such a structure is a good first step towards more effective organic management structures.

Disadvantages of a linear - staff structure:

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

Conclusion: a linear - staff structure can be a good intermediate step in the transition from a linear structure to a more efficient one. The structure allows, although to a limited extent, to embody the ideas of the modern philosophy of quality.

Divisional management structure

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

Fig.3. Divisional management structure

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

Advantages of a divisional structure:

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

Disadvantages of the divisional structure:

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

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

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

Organic type of management structures

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

Brigade (cross-functional) management structure

The basis of this management structure is the organization of work in working groups (teams). The form of the brigade organization of work is a rather ancient organizational form, it is enough to recall the worker artels, but only from the 80s did its active use begin as an organization management structure, in many respects directly opposite to the hierarchical type of structures. The main principles of such a management organization are:

• autonomous work of working groups (teams);
• independent decision-making by working groups and horizontal coordination of activities;
• replacement of rigid managerial ties of a bureaucratic type with flexible ties;
• involvement of employees from different departments to develop and solve problems.

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

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

Fig.4. Cross-functional organizational structure

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

Benefits of a brigade (cross-functional) structure:

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

Disadvantages of the brigade (cross-functional) structure:

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

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

Project management structure

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

Benefits of a project management structure:

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

Disadvantages of the project management structure:

• very high qualification requirements, personal and business qualities of the project manager, who must not only manage all stages life cycle project, but also take into account the place of the project in the company's project network;
• fragmentation of resources between projects;
• the complexity of the interaction of a large number of projects in the company;
• complication of the process of development of the organization as a whole.

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

Matrix (program - target) management structure

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

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

Fig.6. Matrix management structure at Toyota

Advantages of the matrix structure:

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

Disadvantages of matrix structures:

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

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

Multidimensional organizational structure

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

Traditionally, the organizational structure covers two types of relationships:

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

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

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

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

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

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

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

Fig.7. Scheme of interaction between activities and programs

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

Rice. 8. Scheme of interaction of activities

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

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

Fig.9. Structure of coordination in large organizations

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

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

Fig.10. 3D organizational structure

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

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

Benefits of a Multidimensional Organizational Structure

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

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

Disadvantages of a Multidimensional Organizational Structure

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

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

Linear structure It is a system of management with unity of command at all levels.

Peculiarities:

· It is formed as a result of the construction of the administrative apparatus only from mutually subordinate bodies in the form of a hierarchical ladder;

· At the head of each subdivision is a leader, endowed with all powers and exercising sole leadership of subordinate employees, concentrating all management functions in his hands. The head himself is directly subordinate to the head of the highest level;

In a linear structure, the division of the control system into its constituent parts is carried out according to the production feature, taking into account the degree of concentration of production, technological features, breadth of product range, etc.;

· With such a construction, the principle of unity of command is observed to the greatest extent: one person concentrates in his hands the management of the entire set of operations, subordinates carry out the orders of only one leader. The higher management body does not have the right to give orders to any performers, bypassing their immediate supervisor;

· The structure is used by small and medium-sized firms that carry out simple production, in the absence of broad cooperative ties between enterprises.

Unity and clarity of command;

· Consistency of actions of performers;

· A clear system of mutual relations between the manager and the subordinate;

Responsiveness to direct instructions;

· Obtaining by executors of interconnected orders and tasks provided with resources;

· Personal responsibility of the head for the final results of the activities of his unit.

Disadvantages of a linear structure:

High demands on the manager, who must have extensive versatile knowledge and experience in all management functions and areas of activity carried out by subordinates, which limits the manager's ability to good governance;

· Overload of top-level managers, a huge amount of information, a flow of paperwork, multiple contacts with subordinates and managers;

· Tendency to red tape when dealing with issues related to several departments;

Lack of planning and preparation links management decisions.

The classical scheme of the linear organization of the management structure is shown in fig. 12.

Rice. 12. Scheme of the linear organizational structure of management.

Functional structure based on subordination in areas of management activity. In fact, a particular unit has several senior managers. For example, the head of a shop with such a structure will have the heads of the departments of supply, sales, planning, wages ... But each of these leaders has the right to influence only in his field of activity. With a functional structure, divisions are allocated for specific duties and tasks. If the size of the organization is significant, then the functional units are divided in turn into smaller structures, the so-called secondary units.

Peculiarities:

Each governing body is specialized in performing individual functions at all levels of management;

Fulfillment of the instructions of each functional body within its competencies mandatory for production units;

Solutions for general issues taken collectively;

The functional specialization of the management apparatus significantly increases its efficiency, since instead of universal managers who must understand the performance of all functions, a staff of highly qualified specialists appears;

The structure is aimed at performing constantly recurring routine tasks that do not require prompt decision-making;

They are used in the management of organizations with a mass or large-scale type of production, as well as with an economic mechanism of a costly type, when production is the least susceptible to scientific and technical progress.

Advantages:

· High competence of specialists responsible for the implementation of specific functions;

Releasing line managers from dealing with many special issues and expanding their ability to operational management production;

· The basis for the use of experienced specialists in the work of consultations is being created, the need for generalists is reduced.

Flaws:

· Difficulties in maintaining constant relationships between various functional services;

· Lengthy decision-making process;

Lack of mutual understanding and unity of action between functional services;

· Reducing the responsibility of performers for the work as a result of the fact that each performer receives instructions from several managers;

· Duplication and inconsistency of instructions and instructions received by employees, since each functional head and specialized unit puts its issues in the first place.

The classical scheme of the functional organizational structure of management is shown in fig. 13.

performers

Rice. 13. Scheme of the functional organizational structure of management.

Linear-functional management structure is the most common type of hierarchical structure. It is based on the principle of building and specializing the management process according to the functional subsystems of the organization (production, marketing, finance, personnel, etc.). For each of them, a vertical of power is created, penetrating the entire organization from top to bottom.

Peculiarities:

Provides such separation management work in which line management links are called upon to command, and functional ones - to advise, help in the development of specific issues and the preparation of appropriate decisions, programs, plans;

· Heads of functional departments (marketing, finance, R&D, personnel) exercise influence on production departments formally. As a rule, they do not have the right to give them orders on their own;

The role of functional services depends on the scale economic activity and the management structure of the firm as a whole;

Functional services carry out all technical training production, prepare options for solving issues related to the management of the production process.

Advantages:

Releasing line managers from solving many issues related to planning financial settlements, logistics, etc.;

· Building relationships "manager-subordinate" on the hierarchical ladder, in which each employee is subordinate to only one leader.

Flaws:

Each link is interested in achieving its narrow goal, and not the overall goal of the company;

· Lack of close relationships and interaction at the horizontal level between production units;

· Overly developed vertical interaction system;

· Accumulation at the top level of authority to solve, along with strategic, a set of operational tasks (as a result of vertical connections "leader-subordinate").

The scheme of the linear-functional organizational structure of the organization is shown in fig. 14.

	LEGAL SERVICE				SECTOR OF SOCIOLOGICAL RESEARCH

SERVICES

DIVISIONS

Rice. 14. Scheme of a linear functional organizational structure.

Divisional structure- this is the division of the organization into elements and blocks according to the types of goods or services, customer groups or geographic regions. The enterprise actually functions as a combination of several sub-enterprises. Each of them carries out the workflow, based on own resources and own staff.

Peculiarities:

· The need to apply a divisional structure arose in connection with a sharp increase in the size of enterprises, the diversification of their activities, and the complication of technological processes;

· The key figures in the management of organizations with this structure are not the heads of functional departments, but managers who head production departments;

· The structuring of the organization by departments is carried out, as a rule, according to one of the criteria: by manufactured products (product specialization), by consumer orientation, by regions served;

· Heads of secondary functional services report to the manager of the production unit;

· Assistants to the head of the production department control the activities of functional services in all factories of the department, coordinating their activities horizontally.

Advantages:

· Closer connection of production with consumers, accelerated reaction to changes in the external environment;

· Improving the coordination of work in departments due to subordination to one person;

The emergence of divisions competitive advantage small firms.

Flaws:

· Growth of hierarchy, vertical of management;

· Duplication of management functions at different levels leads to an increase in the cost of maintaining the administrative apparatus;

· Duplication of work for different departments.

The classical scheme of the divisional structure is shown in fig. 15. The global divisional structure is shown in fig. 16 .

A, B, C, D - product, region, consumer group

Rice. 15. The classical scheme of the divisional structure.

a) global product structure: A1, B1, C1 - product

A1, B2, V2 - region

b) global regional structure: A1, B1, C1 - region

A2, B2, B2 - product

Rice. 16. Global divisional structure.

Distinctive features of a linear-functional management structure from a divisional one:

Linear-functional	Divisional
Ensure the completion of specialized tasks controlled by plans and budgets	Decentralized operations of divisions with centralized evaluation of results and investments
Most effective in a stable environment	Most effective in a changing environment
Promotes efficient production standardized goods and services	Suitable for conditions of interconnected diversification by product or region
Provide savings on management costs	Oriented to operational decision-making
Provides specialization of functions and competence	Create organizational conditions for an interdisciplinary approach
Focused on price competition	Operate successfully with non-price competition
Designed to leverage current technology and an established market	Oriented to the development of new markets and new technologies
Production specialization that exceeds the capacity of central planning	Intervention from the top level of the organization to enhance the coordination of units and increase the efficiency of their activities
Quick resolution of problems within the competence of one functional service	Rapid resolution of complex cross-functional problems
Vertical integration, often exceeding the full capacity of specialized units	Diversification within the corporation or the acquisition of external organizational units

Line-staff structure. For the first time the concept of headquarters was applied in the army Alexander the Great. The main idea was to divide the officers into two groups: those who planned the battle and those who controlled the soldiers. The first group of officers were assistants to senior officers. The second group consisted of combat officers. The line-headquarters structure is a linear structure, supplemented by specific units for the preparation of management decisions. These divisions do not have lower levels of management, they do not make decisions. Their task is to analyze the options and consequences of decisions for a particular leader to whom this "headquarters" unit is attached.

Examples of such units may be a computer bureau, a legal service, a research group. The staff apparatus is classified into three groups: advisory, service and personal. Advisory apparatus consists of professionals in areas of activity (law, technology, economics ...). Service apparatus provides the activities of the head in auxiliary areas. This could be a PR support group, analysis of correspondence flows, documentation review… Personal device- This is a type of service device. It includes a secretary, an assistant, an assistant... The personal apparatus usually has no formal authority, but it has great power. By filtering information, employees of the personal apparatus can control access to the manager.

Organization by department quite well implements the basic principles of a unified business policy, has a greater ability to adapt than a linear-functional management structure. However, departments sometimes become large and have the disadvantages of overgrown structures.

Structure of a single strategic business provides for concentration in production structures only linear (production) management units necessary to ensure current production activities. All supporting functions are concentrated in common divisions at the level of management structures under the general director. Such a structure allows organizing management with a focus on the overall goals of the activity. However, its implementation is most convenient for large-scale mass production based on an in-line production process.

Matrix structure- this is an attempt to use the advantages of the two previous options for management structures (divisional and a single strategic business). There are two managers for each management unit. One for the production profile, the second - for the functional one. Each production facility has a complete set of management units, but each of them is simultaneously included in a single corresponding management department. It turns out, for example, that the supply is provided by employees of a single department, the head of which is subordinate to the general director. For all employees of the department, a single methodological orientation is observed.

However, the department consists of groups of employees, each of which is assigned to one of the production facilities and at the same time reports to its head, subordinate to the general director. Other management functions are organized in a similar way. The advantages of the matrix structure are flexible use of limited resources, efficiency in adapting to external conditions, high level of managerial skills. The main disadvantage of the matrix structure- its complexity. Problems arise due to the imposition of vertical and horizontal powers, the emergence of tendencies towards anarchy of ordinary employees. Dual reporting managers may receive conflicting instructions and must find compromise solutions. The effectiveness of the functioning of the matrix management structure is determined by the clarity of the goals set and their understanding at all levels.

Program target structure- this is a temporary structure of subordination of departments and individual employees, focused on solving a specific problem. This structure regulates the timing of implementation and the scope of activities, the goals set, and resource provision. Program-target management is used by the enterprise in the event of situations that have no analogues in the past and fall out of the traditional mode of operation. It can be emergencies, development of new types of products, overcoming the crisis, entering new markets. Program-target management is implemented within the framework of the main management system. At the same time, a special set of measures is singled out that make up a single target complex, a special temporary subordination of departments and individual employees is built.

When designing organizational management structures, it must be taken into account that any structure is based on the pillars shown in Fig. 16. In the theory of organization, there are the following stages in the design of organizational structures (Fig. 17). There are requirements for the organizational structure (Fig. 18) and principles for creating an effective organizational structure for management (Fig. 19).

Rice. 16. Pillars of an effective organizational structure.

Rice. 17. Stages of designing organizational structures.

Rice. 18. Requirements for the organizational structure.

Rice. 19. Principles for creating an effective organizational management structure.

Organizations that carry out such processes as: determining the timing, scope and sequence of work, division of labor and resource provision, need to implement sustainable relationships between the elements of the management system. To do this, an organizational management structure is being developed.

The organizational structure is divided into two types: hierarchical and organic.

The hierarchical structure implies a clearly defined hierarchy, management comes from one center, a strict division of the functions of employees, a clear definition of the rights and obligations of employees.

Let us consider in more detail the types of hierarchical structures:

1. Linear control structure

The linear structure is suitable for small organizations and for organizations operating in a stable environment. external environment.

For elimination weaknesses structure is necessary:

Determine the areas of competence of lower-level managers and delegate appropriate powers to them;

To unload line managers enter staff unit- an assistant to whom to assign part of the duties;

To eliminate the problem of shifting responsibility, it is necessary to establish horizontal communication between line managers.

This type of structure is used, as a rule, in small organizations in the initial period of their formation.

2. Functional management structure

The functional structure is most often used for large volumes of specialized work in the enterprise.

How to eliminate structure flaws:

In violation of the principle of unity of command, as a rule, there is a decrease in the responsibility of performers. This problem must be solved by introducing systems of motivation and budgeting;

It is necessary to clearly define the areas of competence of functional managers, granting the right to make independent decisions within their competence, as well as clear planning of activities.

Linear and functional structures in their pure form are not used by any large organization in Russia and in the world.

3. Linear-functional structure

Linear-functional structure is suitable for medium and large companies. This structure contributes to the improvement of the quality of horizontal communications.

This structure is effective where:

Management tasks and functions rarely change;

There is a mass or large-scale production with a limited range;

Production is the least susceptible to the progress of science and technology;

External conditions are stable.

Such a structure is used, as a rule, by banks, industrial and state enterprises. It also works well with other structures.

To overcome the weaknesses of the linear-functional structureit is necessary to clearly define the powers and responsibilities between line and functional managers.

Linear-functional system on the example of the bank JSC "AK BARS":

Source : JSC "Ak Bars" Bank, akbars.ru

In modern conditions, a linear-functional structure, as a rule, is used mainly by small and medium-sized organizations and very rarely in transnational companies. For many large companies the divisional approach has become relevant.

4. Divisional management system

The divisional structure is suitable for organizations that have a diversified production or a different focus of action.

For the first time this structure was applied by the company "General Motors. The need to introduce such a structure was caused by a sharp increase in the size of the company, the complication of technological processes, as well as the diversification of activities. In a rapidly changing environment, the linear-functional structure made it impossible to manage from single center.

To smooth out the shortcomings of this structure, a clear delineation of functions for each department of the organization is necessary.

Divisional system on the example of the oil company OJSC Rosneft:

Source : OAO NK Rosneft, rosneft.ru

Sometimes the conditions of the external environment change so rapidly that the procedure for developing and making decisions slows down in hierarchical structures. For the case where the organization is no longer able to communicate effectively with environment adhocracy (organic) structures were developed.

In the second part of the article, we will look at organic organizational structures.

• Next >

Forms and methods of implementing the principles of formation of organizational structures make it possible to distinguish several types of them. So, according to the level (degree) of differentiation and integration of management functions, two classes of structures are distinguished:

• mechanistic, or bureaucratic, pyramidal, based on the centralist type of integration;
• organic, or adaptive, multidimensional, based on a combination of centralist and free types of integration.

Mechanistic (bureaucratic) pyramidal structures

Sustainability and rationalism were the priority parameters for the formation of bureaucratic structures for managing organizations already at the beginning of the 20th century. The concept of bureaucracy, formulated then by the German sociologist Max Weber, contains the following characteristics of a rational structure:

• a clear division of labor, which leads to the emergence of highly qualified specialists in each position;
• hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it;
• the presence of an interconnected system of generalized formal rules and standards, ensuring the uniformity of the performance by employees of their duties and the coordination of various tasks;
• formal impersonality of execution by officials official duties;
• recruitment in strict accordance with qualification requirements; protection of employees from arbitrary layoffs.

Pyramid bureaucratic structures include: linear, functional, linear-functional, linear-staff, divisional organizational structures.

Linear organizational structure of management

The linear structure implements the principle of unity of command and centralism, provides for the performance of all management functions by one leader, subordination to him on the rights of unity of command of all lower divisions (Fig. 11.1).

This is one of the simplest organizational management structures. In linear structures, a hierarchy is clearly manifested: at the head of each structural unit there is a head endowed with all powers, who exercises sole management of subordinate employees and concentrates all management functions in his hands.

With linear management, each link and each subordinate has one leader, through whom all control commands pass through one channel at a time. In this case, management links are responsible for the results of all activities of managed objects. We are talking about the allocation of managers per object, each of which performs all types of work, develops and makes decisions related to the management of this object.

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 head of a higher level above him, a kind of hierarchy of leaders of this specific organization(for example, section manager, department head, store director, site foreman, engineer, shop manager, enterprise director). In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. In a linear management structure, each subordinate has his own boss, and each boss has several subordinates. This structure operates in small organizations, and in large ones - at the lowest level of management (section, brigade, etc.).

The linear organizational structure of management has its advantages and disadvantages (Table 11.1).

Table 11.1

Advantages and disadvantages of a linear management structure

Advantages

Flaws

Unity and clarity of command. Consistency of actions of performers. Ease of management (one communication channel). Clearly defined responsibility. Efficiency in decision making. Personal responsibility of the head for the final results of the activities of his unit.

High demands on the leader, who must be comprehensively prepared in order to provide effective leadership in all management functions. Lack of links for planning and preparation of decisions. Information overload of medium levels due to many contacts with subordinate and higher organizations. Difficult communication between units of the same level. The concentration of power at the top level of management.

In the functional structures, functional units are created, endowed with authority and responsibility for the results of their activities. Linear links differ from functional ones by the integration of object management functions, a set of powers and responsibilities. The bottom line is that the performance of certain functions on specific issues is assigned to specialists, i.e. each governing body (or executor) is specialized in the implementation certain types management activities. In an organization, as a rule, specialists of the same profile are combined into specialized structural units (departments), for example, a planning department, accounting, etc. Thus, the overall task of managing the organization is divided, starting from the middle level, according to the functional criterion. Hence the name - functional management structure (Fig. 11.2). Instead of universal managers who have to understand and perform all management functions, there is a staff of specialists with high competence in their field and responsible for a certain area (for example, planning and forecasting).

The functional structure implements the principle of separation and consolidation of management functions between structural divisions, provides for the subordination of each linear division lower level several higher-level managers who implement management functions. The advantages and disadvantages of this structure are presented in Table. 11.2.

Table 11.2

Advantages and disadvantages of the functional management structure

Advantages

Flaws

High competence of specialists responsible for the implementation of functions (increasing professionalism). Exemption of line managers from solving some special issues. Standardization, formalization and programming of management processes and operations. Elimination of duplication and parallelism in the performance of managerial functions. Reducing the need for generalists. Centralization strategic decisions and decentralization of operations.

Excessive interest in the implementation of the goals and objectives of their units. Difficulties in maintaining constant relationships between different functional units. Emergence of tendencies of excessive centralization. Duration of decision-making procedures. Relatively frozen organizational form, with difficulty responding to changes. The complexity of the division of power (multiplicity of subordination).

Experts point to a close relationship between the size of the firm and the organizational structure of management. The expansion of the size of the enterprise, the complication of internal relationships create conditions, and also necessitate the adoption integrated solutions aimed at restructuring the organization of intra-company management, an increase in the size of the firm leads to a deepening of structural differentiation (branches, levels of management, organizational units).

In turn, this leads to an increase in administrative and management costs, as well as costs associated with coordination, but does not reduce the advantage of homogeneity of large firms, which is due to the fact that these firms are managed from a single center. However, the structural differentiation inherent in big firms, requires the use of indirect (economic) methods of management and coordination of the activities of various organizational units.

Types of committees

There is no doubt about the advantage of using committees in such work, where coordination of actions of management units, consultation in decision-making, determination of powers and responsibilities, and development of a work schedule are required.

New types of organizational structures

Currently, such types of structures are developing as network and virtual organizations, organizations with "internal" markets, multidimensional organizations, market-oriented organizations, entrepreneurial organizations, participatory, adhocracy, intellectual, learning organizations, circular corporations, etc.

A network structure means that an organization disaggregates its core functions (manufacturing, sales, finance, research and development) between individual contracting companies brokered by a small parent organization. The organizational chart of a hypothetical network organization is shown in fig. 11.10.

Network organizations differ from organizations of other types in a number of ways. First, network organizations rely more on market mechanisms than on administrative forms of resource management. Second, many of the networks that have recently been developed involve a more active and motivated role for participants. Thirdly, in an increasing number of industries, networks are an association of organizations based on cooperation and mutual ownership of shares by group members - manufacturers, suppliers, trading and financial companies.

The so-called virtual organization or structure is closely related to the network structure. Unlike traditional mergers and acquisitions, partners in virtual organizations share costs, use each other's production experience and access to international markets.

The hallmarks of networked virtual organizations of the future can be summarized as follows:

1. usage information technologies to establish strong contacts;
2. joining forces to realize new opportunities;
3. lack of traditional boundaries - with close cooperation between manufacturers, suppliers, customers, it is difficult to determine where one company begins and another ends;
4. the main advantages and disadvantages of such organizations are given in Table. 11.7;
5. trust - partners share a sense of "common destiny", realizing that the fate of each of them depends on the other;
6. Excellence – Since each partner brings their “core competencies” to the union, it is possible to create an organization that is modern in every way.

Table 11.7

The main advantages and disadvantages of the network structure of the organization

Advantages	Flaws
Competitiveness at the global level. Flexible use of labor force. High adaptability to market requirements. Reducing the number of hierarchy levels (up to 2-3 levels) and, accordingly, the need for managerial personnel.	Lack of direct control over the activities of the company. Possibility of unwanted loss of group members (if the subcontractor retires and his company goes bankrupt). Low employee loyalty.

Multidimensional organization. This term was first used in 1974 by W. Goggin when describing the structure of Dow Corning Corporation. Multidimensional organizations are an alternative to the traditional type of organizational structures. As we know, in traditional organizational structures, the allocation of organizational units occurs, as a rule, according to one of the following criteria:

• functional (finance, production, marketing);
• grocery (for example, factories or production units that produce various goods and services);
• market (say, by regional principle or by type of consumer).

Depending on the specifics of the activity, one or another criterion prevails in the construction of the organizational structure. Over time, under the influence of external changes and changes in the company itself (its size, scope of activities, other internal factors), the very organizational structure of the company, and the prevailing principle of separating divisions can change. For example, with access to regional markets, the traditional linear-functional structure can be transformed into a regional divisional one. At the same time, reorganization is a rather lengthy and complicated process.

In a dynamic external environment, the company must be able to respond instantly to changes, so a structure is required that would not need to be rebuilt. Such a structure is a multidimensional organization.

Multidimensional organizations are organizations in which structural units simultaneously perform several functions (as if in several dimensions) (Fig. 11.11), for example:

• provide their production activities the necessary resources;
• produce certain kind a product or service for a specific consumer or market;
• ensure the sale (distribution) of their products and serve a specific consumer.

The basis of a multidimensional organization is an autonomous working group (subdivision) that implements all three functions: supply, production, distribution.

Such a group may be a "profit center". Sometimes these can be independent companies.

Units are easily included in the organizational structure and can leave it, their viability depends on the ability to produce goods and services that are in demand. Product or service-oriented divisions pay internal and external suppliers on a contractual basis. Functional divisions (production, warehouse, personnel, accounting) provide services mainly to other divisions of the company, being suppliers for them. Thus, there is an internal market within the organization. Divisions respond flexibly to changing needs of internal and external customers. Consumers automatically control their suppliers. At the same time, the performance of the unit does not depend on the performance of another unit, which facilitates the control and evaluation of the unit's performance.

Features of multidimensional organizations are as follows:

• departmental budgets are developed by the departments themselves, the company invests in them or gives loans;
• in multidimensional organizations there is no dual subordination, as in a two-dimensional matrix model, the leadership of the group is one;
• many divisions within a multidimensional organization can also be multidimensional. Divisions can also be multidimensional, even if the organization as a whole is not multidimensional (for example, a regional branch of a large corporation may have a multidimensional structure, while the corporation as a whole is a divisional structure);
• there is no need to carry out any reorganization of the organizational structure as a whole and the relationship of autonomous groups, units can simply be created, eliminated or modified;
• each division of the organization can be completely autonomous, engaging in both recruitment and sales of finished products, etc .;
• the main indicator of the effectiveness of the work of autonomous groups is the profit received; this simplifies the analysis and control over the activities of groups, reduces bureaucratization, and the management system works more efficiently.

The main advantages and disadvantages of multidimensional organizations are given in Table. 11.8.

Table 11.8

Key Advantages and Disadvantages of Multidimensional Organization

Advantages	Flaws
Flexibility and adaptability to changes in the external environment. Reduction of bureaucracy and simplification of the management system. Focus on ends, not means. The combination of broad autonomy of departments using the synergy effect at the organization level.	In itself, the multidimensionality of the structure does not ensure the efficiency of the work of departments. tendency towards anarchy. Competition for resources within the organization. Lack of direct control over units. Difficulties in the implementation of strategic projects.

Circle organization. The basic principle of the circular organization is the democratic hierarchy. Leaders are not commanders, but act more like leaders. Unlike the hierarchical structure of traditional organizations, a circular organization has such features as the lack of undivided authority of leaders, the possibility of participation of each member of the organization in management, collective decision-making by the management of each member of the organization. These principles are implemented through the features of the structure of the circular organization, the main of which is that a council is formed around each leader (Fig. 11.12).

Each council, in addition to the head of the unit, includes his subordinates, as well as third-party representatives - heads of other structural units, external clients and consumers, public representatives. Participation in the council is mandatory for managers, but is voluntary for subordinates.

virtual organization. The emergence of the concept of a virtual organization is associated with the publication in 1992 of the monograph "Virtual Corporation" by W. Davidow and M. Malone.

A virtual organization is a network that includes the union of human, financial, material, organizational, technological and other resources various enterprises and their integration using computer networks. This allows you to create a flexible and dynamic organizational system, the most adapted to the rapid creation of a new product and its introduction to the market. A virtual organization does not have a geographical center; the functioning of its divisions is coordinated with the help of modern information technologies and telecommunications.

The development of information technology has made it possible to make the physical presence of managers in the workplace unnecessary. Virtual associations are grouped according to the design principle, i.e. on a temporary basis.

as the need arises to create a certain product, implement a project, make a profit. The concept of a virtual organization creates fundamentally new business opportunities and is widely used in the 21st century.

An organization with an "internal market". The evolution of organizational structures is gradually evolving from hierarchical bureaucratic structures to matrix and project structures, and in recent decades to decentralized networks and business units.

The concept of "internal markets" is in stark contrast to the hierarchical structure. On the one hand, it allows you to use the potential of entrepreneurship within the organization, on the other hand, it has the disadvantages of market relations.

The basic principle of such organizations is the broad autonomy of departments (both linear and functional). The divisions are treated as autonomous " domestic enterprises who buy and sell goods and services, participate in intra-company and inter-company relationships.

We list the principles of formation and functioning of organizations with "internal markets":

1. Transformation of the hierarchy into internal business units. All divisions are transformed into autonomous "internal enterprises", becoming responsible for the results of activities.

2. Creation of economic infrastructure, including general systems reporting, communications and incentives.

3. Purposeful stimulation of synergy.

4. All departments are accountable for results, creative entrepreneurship is encouraged. Each division is treated as a small separate company that independently manages its activities and manages resources. Divisions are given the freedom to conduct business operations within and outside the organization.

5. Auxiliary functional divisions are commercial centers that sell their services to both other divisions of the firm and external customers.

So, considering the trends in the development of organizations and organizational structures, it can be noted that modern organization- This:

• market oriented organization. These are organic, rapidly adaptable divisional or matrix organizations in which all of their parts (R&D, manufacturing, human resources, marketing, sourcing, sales, finance, service) are clustered around a market or markets. These are organizations "driven by the market";
• entrepreneurial organization, i.e. an organization more focused on growth and on available opportunities and achievements than on controlled resources;
• participatory organization - an organization that maximizes the participation of employees in management;
• adhocracy organization - an organization that uses a high degree freedom in the actions of employees, their competence and ability to independently solve emerging problems. This is an organic structure of a matrix, project, network type, with a predominance of informal horizontal connections. Often the structure of the organization is completely absent, the hierarchical structure is constantly changing, vertical and horizontal connections are predominantly informal;

An analysis of the experience of building organizational structures shows that the formation of management units is significantly influenced by the external and internal environment of the organization. This is the main reason for the impossibility of applying a single model of the management structure for all organizations. In addition, this impossibility is due to the specific features of a particular organization. The creation of a modern effective management structure should be based on scientific methods and principles of building organizational structures.

Home feature new systems of intra-company management should be: orientation to the long term; conducting fundamental research; diversification of operations; innovative activity; maximum use of the creative activity of the staff. Decentralization, reduction of levels in the administrative apparatus, promotion of employees and their payment depending on real results will become the main directions of changes in the administrative apparatus.

The process of modification of organizational management structures is developing in a number of specific areas. The main ones are the following.

1. Implementation of decentralization of production and marketing operations. To this end, within the largest companies, semi-autonomous or autonomous branches have already been created or are being created, fully responsible for profit and loss. These departments are entrusted with full responsibility for the organization of production and marketing activities. Each department fully finances its activities, enters into partnerships with any organizations on a commercial basis.

2. Innovative expansion, search for new markets and diversification of operations. This direction is implemented through the creation of innovative companies within the framework of large companies focused on the production and independent promotion of new products and technologies on the markets and operating on the principles of "risk financing". The widespread practice of large companies is the creation of small enterprises in the most promising areas, aimed at gaining a strong position in the market in the shortest possible time.

3. Debureaucratization, constant increase in the creative production efficiency of the personnel. To this end, a wide variety of measures are being taken, including the distribution of shares among the staff and the formation of enterprises collectively owned by their employees.

In modern conditions, not only fundamentally new forms of organization for our country are required, not only radically different methods of management, but also transitional modes of activity, a gradual transformation of one structure into another. In order to comprehensively take into account both the internal characteristics of organizations and dynamically changing external circumstances, as well as emerging progressive trends, it is necessary to use a systematic approach to the formation and reorganization of enterprises.

The systematic approach to the formation of the organizational structure is manifested in the following:

• do not lose sight of any of the management tasks, without which the implementation of the goals will be incomplete;
• to identify and interconnect, in relation to these tasks, a system of functions, rights and responsibilities along the vertical of management;
• explore and institutionalize all connections and relationships along the horizontal of management, i.e. to coordinate the activities of different links and management bodies in the performance of common current tasks and the implementation of promising cross-functional programs;
• provide an organic combination of vertical and horizontal management, meaning finding the optimal ratio of centralization and decentralization in management for the given conditions.

All this requires a carefully developed step-by-step procedure for designing structures, a detailed analysis and definition of a system of goals, a thoughtful selection of organizational units and forms of their coordination, and the development of relevant documents.

Depending on the nature of the links between the departments of the organization, the following types of organizational structures are distinguished: linear, functional, linear-functional (headquarters) and matrix.

(Figure 2.3) is one of the simplest organizational management structures. The scheme is built on the principle of "the result is a triangle." It is characterized by the fact that at the head of each structural unit there is a single leader, endowed with all powers and exercising sole leadership of subordinate employees and concentrating all management functions in his hands.

With linear management, each link and each subordinate has one leader, through whom all control commands pass through one single channel. Evaluation of performance results in a linear management structure has the form of a triangle. In this case, management links are responsible for the results of all activities of managed objects. We are talking about the allocation of managers per object, each of which performs all types of work, develops and makes decisions related to the management of this object.

Rice. 2.3.

Since in the linear management structure decisions are passed along the chain “from top to bottom”, and the head of the lower level of management is subordinate to the head of a higher level above him, a kind of hierarchy of the heads of the organization is formed (for example, site foreman, engineer, shop manager, director of the enterprise). Schematically, the linear control structure can be represented in the form of fig. 2.4.

Rice. 2.4.

In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any performers, bypassing their immediate superior. As can be seen from fig. 2.4, in a linear management structure, each subordinate has a boss, and each boss has several subordinates. Such a structure functions in small organizations at the lowest level of management (section, brigade, etc.).

In a linear structure, the organization's management system is assembled according to production characteristics, taking into account the degree of concentration of production, technological features, the range of products, etc.

Examples of enterprises with a linear organizational structure can be, for example, for large enterprises operating in a fairly stable external environment, "Komi Energy Retail Company" (Fig. 2.5), for government organizations"Federal Antimonopoly Service (FAS)" of Russia (Fig. 2.6).

As can be seen from fig. 2.5, at the head of the organization is a single leader, each unit has a chief through whom all management teams pass. As a result, the management structure of the Komi Energy Retail Company fully complies with the main criteria of linear management.

The linear organizational structure of management has its advantages and disadvantages.

Advantages:

• unity and clarity of command;
• coordination of actions of performers;
• ease of management (one communication channel);

Rice. 2.5.

The management structure of the organization "Komi Energy Retail Company"

Rice. 2.B. The management structure of the organization "Federal Antimonopoly Service (FAS)" of Russia

• clear responsibility;
• efficiency in decision-making;
• personal responsibility of the head for the final results of the activities of his unit.

Flaws:

• high demands on the leader, who must be comprehensively prepared to provide effective leadership in all management functions;
• lack of links for planning and preparing decisions;
• information overload, many contacts with subordinates, superiors and shift structures;
• difficult connections between authorities;
• concentration of power at the top.

Serious shortcomings of the linear structure to a certain extent can be eliminated by the functional structure. Functional management is carried out by a certain set of units specialized in the performance of specific types of work necessary for decision-making in the linear management system.

The idea is that the performance of individual functions on specific issues is entrusted to specialists, i.e. each governing body (or executor) is specialized in the performance of certain types of activities. In an organization, as a rule, specialists of the same profile are combined into specialized structural units (departments), for example, a marketing department, a planning department, accounting, etc. Thus, the overall task of managing an organization, starting from the middle level, is divided according to the functional criterion into several elements. Hence the name - functional management structure.

Rice. 2.7.

Functional management exists along with linear management, which creates a double subordination of performers. As can be seen from fig. 2.7, instead of universal managers who must understand and perform all management functions, a staff of specialists appears who are highly competent in their field and are responsible for a certain direction (for example, planning and forecasting). Such functional specialization of the management apparatus significantly increases the effectiveness of the organization.

An example of an enterprise with a functional organizational structure can be, for example, StroyHolding LLC, CEO which has its own analytical department (Fig. 2.8). As can be seen from the figure, in the LLC StroyHolding organization, specialists of the same profile are combined into separate divisions. This division can significantly improve the efficiency of company management.

Like a linear structure, a functional structure has its advantages and disadvantages. Advantages:

• high competence of specialists responsible for the implementation of specific functions;
• release of line managers from solving some special issues;
• standardization, formalization and programming of phenomena and processes;
• exclusion of duplication and parallelism in the performance of managerial functions;
• reducing the need for generalists. Flaws:
• excessive interest in the implementation of the goals and objectives of "their" units;
• difficulties in maintaining constant relationships between various functional services;
• emergence of tendencies of excessive centralization;
• lengthy decision-making process;
• relatively frozen organizational form, with difficulty responding to changes.

The disadvantages of linear and functional management structures are largely eliminated linear functional structures(Fig. 2.9).

With such a management structure, the full power is assumed by the line manager, who heads a certain team. In developing specific issues and preparing appropriate decisions, programs, plans, he is assisted by a special apparatus consisting of functional units (departments, departments, bureaus, etc.).

Rice. 2.8.

Rice. 2.9.

Thus, the linear-functional structure includes special units under line managers that help them carry out the tasks of the organization.

The main scope of the linear-functional organizational structure is large state structures, for example, the Federal Migration Service (FMS) (Fig. 2.10), in which a number of units carry out organizational and methodological management of activities territorial bodies FMS of Russia.

Advantages of a linear functional structure:

• deeper preparation of decisions and plans related to the specialization of employees;
• release of the chief line manager from in-depth problem analysis;
• opportunity to attract consultants and experts. Disadvantages of a linear-functional structure:
• lack of close relationships and interaction at a horizontal level between production departments;
• insufficiently clear responsibility, since the one who prepares the decision, as a rule, does not participate in its implementation;
• overly developed system of interaction along the vertical: subordination according to the management hierarchy, i.e. tendency towards over-centralization.

The matrix control structure is created by combining the structures of two

Rice. 2.10.

types: linear and program-target. During the functioning of the program-target structure, the control action is aimed at fulfilling a certain target task, in the solution of which all parts of the organization participate.

As can be seen from fig. 2.11, special headquarters bodies (persons or a group of persons) are introduced into the established linear-functional structure (temporarily or permanently), which coordinate the existing horizontal connections for the implementation of a specific program (project), while maintaining the vertical relations inherent in this structure. The main part of the workers involved in the implementation of the program is subordinate to at least two managers, but on different issues.

With a matrix management structure, the program (project) manager does not work with specialists, but with line managers to whom they are directly subordinate, and determines what and when should be done for a specific program. Linear

Rice. 2.11.

leaders decide who and how will perform this or that work.

An example of a matrix organizational structure of an enterprise can be, for example, the organizational structure of a university (Fig. 2.12).

The matrix structure also has its advantages and disadvantages. Advantages of the matrix structure:

• the ability to quickly respond and adapt to changing internal and external conditions of the organization;
• increasing the creative activity of administrative and managerial personnel through the formation of program units that actively interact with functional structures;
• rational use of personnel through specialization various kinds labor activity;
• increase in motivation of activity due to decentralization of management and strengthening of democratic principles of leadership;
• strengthening control over individual tasks of the project;
• reducing the burden on high-level managers by delegating a certain part of the authority;
• increasing personal responsibility for the implementation of the program as a whole and its constituent elements.

Disadvantages of the matrix structure:

Complex structure of subordination, as a result of which there are problems associated with setting the priorities of tasks and allocating time for their implementation;

Rice. 2.12.

• the presence of an unhealthy competitive spirit among program managers;
• the need for constant monitoring of the balance of power between the tasks of management by objectives;
• difficulty in acquiring the skills needed to work on the new program.

Matrix management structures, which supplemented the linear functional organizational structure, opened up a qualitatively new direction in the development of the most flexible and active program-targeted management structures. They are aimed at raising the creative initiative of managers and specialists and identifying opportunities for a significant increase in production efficiency.

Control questions

• 1. What are the goals of the organization's management?
• 2. What are the tasks of the organization's management?
• 3. What are the functions of the organization's management?
• 4. What is managerial activity In the organisation?
• 5. What is the essence of the vertical division of labor?
• 6. What is the essence of the horizontal division of labor?
• 7. What is the essence of the functional division of labor?
• 8. What types of organizational structures do you know?
• 9. What are the advantages of a matrix organizational structure?
• 10. What are the advantages of a linear functional organizational structure?