This type of organizational structure is the development of a linear one and is designed to eliminate one of its shortcomings associated with the lack of strategic planning links.
The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any subordinate units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one.
Fig.1.
So, the headquarters perform preliminary analysis information coming from the lower echelons, prepare analytical reports and reviews on it, develop draft orders and orders. In addition, the headquarters eliminate one of the most important shortcomings of the usual linear structure, carrying out tactical and strategic planning of activities within their service.
Staff structures are created in the following cases:
- 1. liquidation of consequences or prevention of natural disasters, accidents, catastrophes. For example, a flood relief headquarters, a civil defense headquarters;
- 2. development new products, new technology, which is not traditional for this enterprise. So, during the Great Patriotic War headquarters units were formed to organize the production of tanks at tractor factories;
- 3. solution of a sudden extraordinary problem, for example, associated with the aggressive behavior of competitors in the market and the need to develop a response.
The headquarters unit can be both temporary and permanent in nature and perform a consulting role in the formulation and implementation of a specific problem or task.
When creating a headquarters for conducting consulting activities, both on a temporary and permanent basis, as a rule, their powers are significantly limited. For example, the legal department, marketing and human resources departments, etc. They pass their decisions only through the head of the enterprise. In this case, the scheme of the linear-staff organizational structure will change somewhat.
Headquarters and their employees, as a rule, do not have the right to make decisions and manage units.
Advantages of a linear - staff structure:
- 1. deeper than in the linear, study of strategic issues;
- 2. some unloading of top managers;
- 3. 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:
- 1. violation of the principle of unity of command;
- 2. the complexity of coordinating production tasks and staff programs;
- 3. the emergence of social and psychological problems in the team;
- 4. the predominance of organizational and administrative methods of management over economic ones.
Compared with the linear one, with a linear-staff organizational structure, overhead costs increase, but the economic efficiency of the enterprise increases by improving the quality of decisions made and reducing the time for their adoption.
However, with the increase in the size of the enterprise, the manager is no longer able to cope with the increasing flow of emerging issues, which he must first consider and send to the headquarters. Economic efficiency the enterprise begins to decrease, and the transition of the enterprise to a linear-functional organizational structure of management will be required.
The main scope of linear-staff organizational structures is small and medium-sized wide-profile enterprises.
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.
Conclusion
The effectiveness of management is largely related to the choice of the organizational structure of the enterprise.
The structure can be compared to the frame of the management system building, built to ensure that all processes occurring in it are carried out in a timely manner and with high quality. Hence the attention that leaders of organizations pay to the principles and methods of building organizational structures, the choice of their types and types, the study of trends in change and assessment of compliance with the tasks of organizations.
The perfection of the organizational structure of management largely depends on how the principles of construction were followed during its construction:
- 1. An expedient number of management links and the maximum reduction in the time it takes for information to pass from the top manager to the direct executor;
- 2. A clear separation of the constituent parts of the organizational structure (the composition of its divisions, information flows, etc.);
- 3. Ensuring the ability to quickly respond to changes in the managed system;
- 4. Granting authority to resolve issues to that unit,
- 5. who has the most information on this issue;
- 6. Adaptation of individual divisions of the management apparatus to the entire management system of the organization as a whole and to the external environment in particular.
Therefore, the most important task of managing a modern enterprise is to use all available opportunities in such a way as to ensure the effective functioning of the entire production system, survival and development in a highly competitive environment
Organization management represents hard work, which cannot be performed formally or according to a template.
Organizations are created to achieve a variety of goals, to meet the various needs of people, which is why they are so diverse.
The organization has its own structure.
Organization structure - this is a logical relationship and interdependence of management levels and departments.
The structure of the organization consolidates the horizontal and vertical division of labor, the placement and interconnection of personnel, the possibility of its successful operation.
Structure is given great importance in the analysis organizational system production in general
Best Structure is one that enables an organization to communicate effectively with external environment, to distribute and direct the efforts of its employees in a productive and expedient way, and thus meet the needs of customers and achieve their goals with high efficiency.
In management theory, there are several types of organizational management structures:
- 1) linear;
- 2) functional;
- 3) linear-functional;
- 4) line staff;
- 5) divisional;
- 6) matrix.
Essence linear structure Management consists in the fact that at the head of each team there is one leader who is accountable to a higher leader. Subordinates carry out orders only from their immediate supervisor.
Rice. 4. Linear control structure
Advantages linear type structures:
- - Establishing clear and simple links with departments;
- - receipt by subordinates of clear and interconnected tasks and orders;
- - full responsibility each leader for the results of work;
- - Ensuring unity of action from top to bottom.
The linear control system is the simplest, works well at the lower levels of management of small enterprises, and is effective when the range of problems to be solved is small.
Lack of Linear Structure - the leader must be competent in all areas of management, which leads to an overload of the leader.
Functional structure is based on the division of functions between structural divisions with the simultaneous subordination of all lower divisions.
Rice. 5. Functional control system
Advantages of a functional management system:
- - increasing the competence of management due to the involvement of qualified specialists in certain areas of management;
- - increasing the flexibility of the system, which easily responds to the needs of the organization by creating new functional services.
The functional form of communication violates the unity of command and the principle of unity of command, and the responsibility for work is reduced.
Often found in research and design organizations.
Linear-functional structure is based on the observance of unity of command, the linear construction of structural units and the distribution of management functions between them. This structure is applicable to large organizations with a clear division of labor.
Rice. 6. Linear - functional management structure
Linear-functional structure is currently the main basic type of structures.
It ensures maximum stability of the organization, creates the most favorable basis for the formal regulation of powers and responsibilities.
However, it does not always have the necessary flexibility and adaptability when new tasks arise, and does not ensure the coordination of activities for the implementation of new programs.
Line-headquarters structure is a linear structure, where at each link a headquarters has been created, consisting of production, technological, planning departments; services of chief specialists; individual bureaus important for the production of specialists.
The line manager approves the decisions prepared by the headquarters and transfers them to subordinates for execution.
The advantages of the line-staff structure is that, if necessary, the head of the organization can make a single decision.
The line-staff structure provides for the creation of social, professional and consulting units of the head. Basically, this structure is used in medium-sized enterprises.
On the large enterprises used divisional organizational structure management , in which complex linear-functional system divided into relatively independent blocks.
With this structure, the authority to manage the production and marketing of products is transferred to one manager responsible for this species products.
Headquarters-1 - headquarters for the head of the organization
Headquarters-2 - headquarters of specialists under the head of the middle level
Performer - lower-level performers.
If the organization's activities cover different geographical (or international) zones, then it is advisable to organize the divisional structure according to the territorial principle.
Rice. 7. Linear - staff management structure
The divisional structure, while increasing the flexibility of management, has serious drawbacks. They hinder the growth of labor productivity, limit the possibility of using large high-performance equipment.
Widespread in large and international companies received matrix structure , which provides for the implementation of targeted programs (projects).
The matrix structure allows for the dual subordination of departments and individual workers.
Powers to the head of the target program (project) are delegated by the top manager. He is responsible in general for the integration of all activities and resources related to this project (program), for planning, compliance with the implementation schedule.
The advantages of the matrix structure are that it allows you to achieve flexibility, redistribute labor resources depending on the needs of each target program (project), coordinate various types of activities and use of resources.
The choice of the type of structure depends on the organization itself and the speed of change in the external environment.
Rice. 8. Divisional management structure
Rice. 9. Matrix control structure
A mixed management structure is possible.
Rice. 10. Mixed management structure
Questions for self-control.
.1. What are the basic principles of personnel management systems?
.2. Describe the organizational and administrative methods of personnel management?
.3. Give a description economic methods personnel management?
.4. What refers to the socio-psychological methods of personnel management?
.5. What is the essence of the linear management structure?
.6. What is the functional management system based on?
.7. Describe the linear-functional management structure?
.8. What is a line-staff management structure?
.9. What is the essence of the divisional organizational structure of management?
.10. What is provided when using the matrix control structure?
We bring to your attention the journals published by the publishing house "Academy of Natural History"
This type of organizational structure is the development of a linear one and is designed to eliminate its most important drawback associated with the lack of strategic planning links. The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any subordinate units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one (Fig. 2).
Fig.2. Linear - headquarters management structure
Advantages linear - headquarters 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.
Flaws linear - headquarters 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.
Examples of compiling the organizational structure of management
Rice. 1 Functional structure manufacturing company
An ordered set of specific functions and their relationship to achieve the goals of the company constitute the functional structure of the enterprise. Enlarged functional structure manufacturing enterprise shown in fig. one.
The functional structure of the enterprise depends on the characteristics production process and is completely independent of the size of the firm. In small enterprises, functions can be combined (and in the limiting case can be assigned to one or several people), in large ones they are differentiated.
On the basis of the functional structure, the production structure of the enterprise is built, that is, the specific composition of workshops, divisions and services of the enterprise, depending on the type of production and the chosen organization of production (according to the technological or subject-closed principle) and the size of the enterprise.
Rice. 2 Typical organizational structure of enterprise (firm) management (organogram)
The accepted abbreviations in fig. 2.
AHO - administrative and economic department.
BREEZE - bureau of rationalization and invention.
VOHR - armed guards.
DDU - preschool institutions.
DOC - children's health center.
ZHKO - housing and communal department.
ITC - information and computing center.
Medical unit - medical sanitary unit.
OASUP - department of automated production control systems.
OVES - department of foreign economic relations.
OGK - department of the chief designer.
OGM - department of the chief mechanic.
OGMet - department of the chief metallurgist.
OGMeter - department of the chief metrologist.
OGT - department of the chief technologist.
OGE - department of the chief power engineer.
OIKh - department of tool economy.
OK - personnel department.
OKK - department of cooperation and equipment.
OKS - department of capital construction.
OMA - department of mechanization and automation.
OMTS - department of material and technical supply.
ONZIS - department for supervision of buildings and structures.
ONTI - department of scientific and technical information.
OOTB - department of labor protection and safety.
OOTiZ - department of organization of labor and wages.
OOOOS - department of environmental protection.
OPK - personnel training department.
DOS - department of standardization and normalization.
OTD - department of technical documentation.
OTK - department technical control.
PDO - planning and dispatching department.
PEO - planning and economic department.
FO - financial department.
TsZL - the central factory laboratory.
Thus, the functional structure of the enterprise is the basis for the development of the production structure, on the basis of which the organizational management structure is created, taking into account the selected system:
- linear;
- functional;
- linear functional;
- divisional;
- matrix;
- combined.
AT industrial production the most widely used linear-functional organizational structure of management. Line managers under her are single bosses and are fully responsible for the work of the unit (director, deputy director for production, shop manager, site manager, senior foreman, foreman, foreman). Functional leaders ( Chief Engineer, head economist, chief accountant, etc.) make up the headquarters of the director and manage the functional services (OGK, OGM, OGE, etc.).
A typical organizational structure for managing an enterprise (firm) is shown in Figure 2.
Workshops, as the largest structural units, have their own internal organizational management structure (see Fig. 3). basis production activities workshops are production sites representing the grassroots level of enterprise management, which also have an organizational management structure (see Fig. 4).
The organizational structure of enterprise (firm) management can also be considered as a system that includes a set of subsystems. Such subsystems can be classified as production subsystems, functional subsystems, and target subsystems.
Production subsystems- Structural units whose activities are directly related to the production of products (production, workshops, sites).
Functional subsystems- structural units whose activities are aimed at providing various areas of the enterprise in accordance with its functional areas (production, marketing, finance, etc.).
Target subsystems- Structural units whose activities are related to the achievement of specific goals that are part of the overall goal of the enterprise.
Rice. 3 Organizational structure of shop management (example)
Rice. 4 Organizational structure of the production site management (example)
In many ways, the effectiveness of enterprise management depends on a clear delineation of the competence of individual management services (divisions), their responsibility and the provision of normal working relationships in them.
Therefore, the skeleton of management - its organizational structure must be overgrown with the "muscles of management". This is supported by the following regulations:
- regulations on departments and services;
- job instructions.
The following structure of the regulation on the department (service) has developed:
- general provisions;
- tasks;
- structure;
- functions;
- rights;
- relationships with other departments;
- a responsibility.
The primary element of the management structure is the official position. Job descriptions provide a clear delineation of duties and rights between employees of the company. They contain:
- common part;
- main tasks and responsibilities;
- rights;
- employee responsibility.
Usually job description is the basis for appraisal of an employee based on the results of his activities.
Tasks
1. Create the structure of the ODU of the Middle Volga (Operational Dispatch Control)
CEO
Deputy CEO
Director of Mode Management - chief dispatcher
Deputy chief dispatcher
Operational dispatch service
Electric mode service
Relay protection and automation service
Short term and operational planning modes
Personnel Simulator Training Service
Director for Development of Dispatch Control Technologies
Deputy Director for Development of Dispatch Control Technologies
Market support service
Service long term planning modes and balances
Development and Technological Re-equipment Service
Advanced Development Service
Technical Controlling Director
Technical Control Service
Service technical audit
Director of information technology
Service operational operation automated control systems
Service of automated systems and dispatch control
Service of software and hardware systems
Telecommunications Service
Department for Automation of Financial and Economic Activities
Director of Finance and Economics
Economics and Finance Service
Investment and Procurement Service
Service accounting and reporting
Director of general issues
Deputy Director for General Affairs
Service of Administrative and Economic Support
Engineering Support Service
CEO's councelor
Human Resources Service
Security and Special Programs Service
Legal Department
2.Create the structure of JSC "Grid Company"
JSC " network company»
- a transmission and distribution company electrical energy power plants to consumers in the Republic of Tatarstan, as well as creating conditions for connecting new consumers.
Grid Company is among the top ten similar companies in Russia in terms of transmitted power (about 80 in total).
OJSC "Grid Company" includes 9 branches, each of which performs the functions of transmitting electrical energy, technological connection, operation and maintenance of electric grid facilities located on a territorial basis.
- Almetyevsk electrical networks
- Bugulma electrical networks
- Buinsk electrical networks
- Yelabuga electrical networks
- Kazan Electric Networks
- Naberezhnye Chelny electrical networks
- Nizhnekamsk electrical networks
- Volga Electric Networks
- Chistopol Electric Networks
The structure of each of the nine branches includes separate structural subdivisions: electric grid districts (RES) and urban electric grid districts (GRES).
Today, 373 35-500 kV substations are in operation in 9 branches of JSC "Grid Company". 739 power transformers (autotransformers) with a voltage of 35-500 kV with a total capacity of 16,290.2 MVA are in operation.
Structure (OKO - customer service department, RPU - district production site)
JSC "Tatenergosbyt"
Almetyevsk OKO
Aznakaevsky OKO
Muslyumovsky OKO
Sarmanovsky OKO
Bugulma OKO
Bavlinsky OKO
Leninogorsk OKO
Cheremshansky OKO
Yutazinsky OKO
Apastovsky OKO
Buinsky OKO
Verkhne-Uslonsky OKO
Drozhzhanovsky OKO
Kaibitskiy OKO
Kamsko-Ustyinsky OKO
Severo-Nurlatsky OKO
Tetyushsky OKO
Kazan city branch - branch of JSC "Tatenergosbyt"
East OKO
Western OKO
Northern OKO
Central OKO
Southern OKO
Naberezhnye Chelny branch - branch of JSC "Tatenergosbyt"
Northeast OKO
Naberezhnye Chelny OKO
Electrotechnical OKO
Southwestern OKO
Chistopol branch - branch of JSC "Tatenergosbyt"
Aksubaevsky OKO
Alekseevsky OKO
Alkeevsky OKO
Novosheshminsky OKO
Nurlat OKO
Spassky OKO
Chistopol OKO
| JSC "Tatenergosbyt" | ||||||||||||||||||||
| Management of JSC "Tatenergosbyt" | ||||||||||||||||||||
| Almetyevsk branch - branch of JSC "Tatenergosbyt" | ||||||||||||||||||||
| Bugulma branch - branch of JSC "Tatenergosbyt" | ||||||||||||||||||||
| Buinsk branch - branch of JSC "Tatenergosbyt" | ||||||||||||||||||||
| ||||||||||||||||||||
| Yelabuga branch - branch of JSC "Tatenergosbyt" | ||||||||||||||||||||
Hierarchical organizational structures for managing operational enterprises
3. Linear-functional organizational structure of management.
Hierarchical organizational structures for managing operational enterprises.
1. Linear organizational structure.
The simplest control structure is linear. With such an organization, control actions on the object of operation can be transferred only by one dominant person - the manager, who receives information only from his directly subordinate persons and makes decisions (and, accordingly, is responsible) on all issues related to the part of the object that he manages. All management and subordination functions are concentrated at the head, a vertical line of control and a direct way of influencing subordinates are created. Such an organization of management is possible only in small subdivisions of the operation service, for example, when a foreman or foreman directly distributes instructions to each worker in the subdivision.
With an increase in the volume of operational measures, for example, when accepting new facilities for maintenance, the number of operating personnel and their territorial division. In such a situation, direct operational contact between the manager and each employee becomes almost impossible. Therefore, a multi-level hierarchical management system is used, in which the superior manager exercises sole leadership of subordinate subordinate managers, and subordinate managers report only to one person - their immediate superior (Fig. 1). For example, the repair and construction department is subdivided into foreman and workshop sections.
A multi-level linear control structure has only vertical connections between elements and is built on the principle of hierarchy. This structure is characterized by a clear unity of command. Each employee or manager reports directly to only one superior person and through him is connected with higher levels of management. Thus, a hierarchical ladder of subordination and responsibility is created in the management apparatus.
Rice.
The main advantages of the linear management structure is the relative simplicity of the selection of leaders and the implementation of management functions. Such an organization of management ensures the promptness of the adoption and implementation management decisions, unity and clarity of command and excludes duplication of authority and inconsistency of orders. All duties and powers are clearly defined, which ensures all the necessary conditions for supporting necessary discipline in a collective. In addition, increased responsibility of the head for the results of the activities of the unit he leads, the receipt by the executors of interconnected orders and tasks provided with resources and personal responsibility for the final results of the activities of their unit.
The linear organizational structure ensures the minimum production costs and the minimum cost of operational activities.
The disadvantages of this type of structures include the disunity of horizontal connections, the possibility of excessive rigidity. When operating modern facilities equipped with a large number of various equipment and made using extraordinary materials, a high level of universal training is required from the manager, which in turn limits the scale of the department headed and the manager’s ability to effectively manage it. In addition, a large overload of information, a plurality of contacts with subordinate, higher and related organizations leads to the fact that most of the manager’s time is spent on making decisions. operational tasks and forward-looking issues are not given sufficient attention.
The linear structure is focused on a large amount of information transmitted from one level of control to another. Its inflexibility is the reason for the restriction of initiative among workers at lower levels of management. All of these factors make it difficult for the further growth and development of the operating enterprise. Therefore, linear structures can be recommended for small organizations with the number of employees up to 500 people with a high level of technological or subject specialization, in the absence of broad cooperative ties between organizations.
This type of organizational management structure is used in the conditions of functioning of small enterprises with urgent production in the absence of branched cooperative ties . This structure is used in the management system of individual small units, production sites engaged in the performance of work on one or more simple technologies.
To free the head of the operation service from routine work and provide him with the opportunity to focus on strategic areas, to a certain extent, the linear - staff organizational structure of management contributes (Fig. 2). This is a linear structure, which additionally includes specialized units (headquarters) that help the relevant manager in the performance of certain functions, primarily the functions of strategic planning and analysis. The main task of line managers here is to coordinate the actions of functional services (links) and direct them in line with the general interests of the organization.
Rice. 2. Line-staff organizational structure of management.
Such a structure also ensures the minimum production costs and the minimum cost of operational activities while great opportunities development of the operating enterprise. Therefore, it can be recommended for small and medium enterprises.
To manage the departments involved in the full range of works on the technical operation of a complex object, the manager must have knowledge and skills in the versatile fields of science and technology. But to choose a leader who knows the device, the principles of operation and the theory of setting up numerous complex engineering systems, the work of constructive schemes of modern buildings is extremely difficult. Therefore, a functional management structure is often preferred, in which the operation of the facility is performed by several highly specialized divisions.
The functional structure is based on the principle of specialization of organizational sub-structures according to functional features(production of preventive and repair works, research and development, marketing, supply, etc., i.e. homogeneous types of activity). Each specialized functional substructure reports to a person senior management responsible for this area of activity (Fig. 3). Each senior manager is delegated powers within the boundaries of the function performed. The performance of individual functions on specific issues is assigned to specialists. Specialists of the same profile are united in structural units of the management system and make decisions that are binding on production units. Thus, along with the linear, there is also a functional organization. The performers are in double subordination. So, the worker is obliged to simultaneously fulfill the instructions of his line manager and the functional specialist.
Thus, the functional organizational structure of management consists of several specialized linear structures subordinate to the first person of the company. At the same time, the fulfillment of the instructions of functional bodies (departments of planning, accounting, production maintenance, etc.) within their competence is mandatory for linear divisions.
Rice. 3. Functional organizational structure of management. Solid horizontal lines show horizontal control (mandatory) links.
With a functional management structure, the line manager has the opportunity to deal more with operational management issues, since functional specialists free him from solving special issues. But management commands come from many functional services to one production unit or to one performer, and therefore the problem of mutual coordination of these commands arises, which creates certain difficulties. In addition, the responsibility of performers for the performance of their duties is reduced, since the responsibility for the operation of the facility is actually assigned to many performers.
Therefore, the scope of the functional management structure is limited to small and medium-sized enterprise operation services with a large number of specialized works.
3. Linear-functional organizational structure of management.
Most operations services are an organized set of interrelated units, each of which deals with specific tasks. Therefore, linear-functional management structures are currently the most widespread.
The basis of linear-functional structures is the so-called "mine" principle of construction and specialization management process according to the functional subsystems of the organization (performance of operational activities, supply, finance, etc.). For each of them, a hierarchy of services (“mines”) is formed, penetrating the entire organization from top to bottom. The results of the work of each service of the organization's management apparatus are evaluated by indicators that characterize the fulfillment of their goals and objectives.
Linear-functional management structure (Fig. 4), consists of:
- line units that carry out the main work in the organization;
- specialized service functional units.
Rice. 4. Linear-functional control structure.
Linear-functional organizational management structures are most effective in a stable environment, are designed to use existing technologies, contribute to the effective implementation of standardized operational activities, and are oriented towards price competition. They are most effective where the management apparatus performs routine, frequently recurring and rarely changing tasks and functions.
Linear-functional organizational management structures have the advantages of both linear and functional. Their advantages are manifested in the management of organizations that serve many of the same type of objects.
The disadvantages of the linear-functional structure are the violation of the principle of unity of command, the difficulty in making and implementing agreed management decisions. Rigid division of labor contributes to the strengthening of the interest of each management body in the performance of only "its" function, which is typical for functional units. Therefore, when new, non-standard, complex, inter-functional tasks appear, there is a need for frequent approval of draft decisions at the highest level of management. This circumstance complicates the use of the control system under consideration, since it is the least susceptible to progress in the field of science and technology.
The shortcomings of the linear-functional management structure are exacerbated by such business conditions under which a discrepancy between the responsibilities and powers of managers of different levels and departments is allowed; controllability standards are exceeded; irrational information flows are formed; overly centralized operational management production; the specifics of the work of various departments are not taken into account; there are no regulatory and regulatory documents necessary for this type of structure.
The linear-functional structure is most applicable in medium and large enterprises, with a staff of 500 to 3000 people.
When the linear-functional structure is supplemented by a headquarters body, a linear-staff organizational structure of management is formed.
The line-staff (headquarters) management structure is also built on the principle of functional specialization of managerial work, however, the main task here is to coordinate the actions of functional services at headquarters various levels and thus the direction of these actions in accordance with the general interests of the organization (Fig. ... 5).
The headquarters reports to the line manager (LR). It is not vested with the right to make decisions, but only performs the functions of an advisory body preparing draft decisions.
Rice. 5. Line-staff management structure.
Thanks to the unification of functional specialists in one management body, the line-staff organization of management ensures the efficiency and quality of decisions due to their comprehensive justification. It virtually eliminates conflicting orders and allows you to release line managers from activities to coordinate the work of various services.
The main advantages of the management structure under consideration are a significant increase in the efficiency of using management potential to solve urgent problems.
However, management systems with a linear staff structure do not effectively solve new problems (transition to the production of new products, changes in technology, etc.). In addition, additional costs are required for the creation of special councils, boards, commissions for coordination and decision-making.
The line-headquarters management structure is created for the most successfully considered structure provides the prompt solution of extraordinary tasks - the elimination of the consequences of natural disasters, etc.
The development and expansion of an operating facility may not be limited to a simple increase in the number of facilities to be serviced. In domestic and world practice, there are many examples when a large enterprise is simultaneously engaged in the design, construction and operation of its own buildings and structures.
The disadvantages of linear and functional management structures lead to the search for other options for an organization that provides more effective management. Possible Solution in such cases is a divisional structure. Basically, according to this model, quite large organizations build the structure, which, within the framework of their enterprises, began to create production departments, giving them a certain independence in the implementation of operational activities. At the same time, the administration reserved the right to strict control over corporate-wide issues of development strategy, design, research and development, investment, etc.
The divisional structure directly follows from the functional one when delegating a significant number of powers to the managers who head the functional areas, granting them a certain independence (Fig. 6), leaving the development strategy, research and development, financial and investment policy, etc. to the management of the corporation.
Fig.6. Divisional (divisional) management structures. Dashed horizontal lines show horizontal control (recommendatory) links.
Structuring the organization by departments, as a rule, according to one of three criteria:
- by type of activity performed (operation of facilities, provision of additional services, construction, design);
- by consumer orientation (consumer specialization);
- by served territories (regional specialization)
In the production departments themselves, management is built according to a linear-functional type.
The division of functions in the divisional structure is not limited to the classical principle: work performance - deliveries - finance. In large enterprises, departments subordinate to them begin to specialize in the performance of any one type of work or increase the volume of performance. This entails the emergence of a production structure. The exit of enterprises with these products outside their region leads to the need to create territorial structures. The unpredictability and instability of the external environment require managers to create an innovative structure, where special departments develop, master and prepare for the implementation of new types of work. Such organizational structures received a certain independence and the right to dispose of their funds not strictly according to instructions, but in accordance with the rapidly changing external environment and internal capabilities. The local initiative has increased, which is being implemented by those who come forward with it, while at the same time being fully responsible for the result. It became possible to respond faster and more efficiently to changing situations and to take into account new needs. As a result, the minimum production costs and the minimum cost of the work performed are ensured.
At the same time, divisional management structures lead to an increase in hierarchy, i.e. vertical of control. They will require the formation of intermediate levels of management to coordinate the work of departments, groups, etc. Duplication of management functions at different levels ultimately leads to an increase in the cost of maintaining the administrative apparatus. In addition, the process of monitoring the actions of new structures becomes much more complicated. Negative results of the work can only appear over time, when it will be too late to correct the situation from above. The expansion of horizontal ties, for all its positivity, brings about a weakening of vertical ties. Difficulties may arise due to duplication and confusion in the network of commands and managerial decisions. Excessive autonomy of parts of the organization can lead to a complete loss of influence on the part of the central structures, and, consequently, subordination to common goals and objectives.
Introduction…………………………………………………………………………….2
1. The concept and essence of the organizational structure of management……………3
2. Linear - headquarters organizational structure of the enterprise…………….9
Conclusion…………………………………………………………………………10
List of used literature……………………………………………...13
Introduction
A modern enterprise is a complex production system that includes such elements as fixed assets, raw materials, labor and financial resources. The most important task of management is the use of these elements in such a way as to ensure the effective functioning of the entire production system, survival and development in a highly competitive environment.
Due to the fact that the work of the enterprise is divided into its component parts, performed by various employees, someone must coordinate and direct the efforts. The activity of coordinating the work of others is the essence of management. In order for the enterprise to operate successfully, managerial work must be clearly separated from non-managerial. The company must appoint managers and define the scope of their duties and responsibilities.
The structure of the organization is a way of building the relationship between the levels of management and functional areas, which ensures the optimal achievement of the goals of the organization under given conditions.
"Organization management structure", or "organizational management structure" (OSU) - one of key concepts management, closely related to the goals, functions, management process, the work of managers and the distribution of powers between them. Within the framework of this structure, the entire management process takes place (the movement of information flows and the adoption of managerial decisions), in which managers of all levels, categories and professional specializations participate. The structure can be compared to the frame of the management system building, built to ensure that all processes occurring in it are carried out in a timely manner and with high quality. Hence the attention that the leaders of organizations pay to the principles and methods of building organizational structures, the choice of their types and types, the study of trends in change and the assessment of compliance with the tasks of organizations - this shows the relevance and importance of this topic in modern conditions.
1. The concept and essence of the organizational structure of management
The management structure is understood as an ordered set of stably interconnected elements that ensure the functioning and development of the organization as a whole. OSU is also defined as a form of division and cooperation of management activities, within the framework of which the management process is carried out according to the relevant functions aimed at solving the set tasks and achieving the intended goals. From these positions, the management structure is presented as a system of optimal distribution of functional duties, rights and responsibilities, the order and forms of interaction between its constituent bodies and people working in them.
The key concepts of management structures are elements, connections (relationships), levels and powers. The elements of the OSU can be both individual employees (managers, specialists, employees), and services or bodies of the administrative apparatus, which employ a certain number of specialists performing certain functional duties. There are two areas of specialization of OSU elements:
a) depending on the composition of the structural divisions of the organization, the links of the management structure that carry out marketing, management of production, scientific and technological progress, etc., are singled out;
b) based on character common functions performed in the management process, bodies are formed that are involved in planning, organizing production, labor and management, controlling all processes in the organization.
The relationships between the elements of the management structure are supported by links, which are usually divided into horizontal and vertical. The first are in the nature of coordination and are single-level.
The second is the relationship of subordination. The need for them arises when the management system is built hierarchically, that is, when there are different levels of management, each of which pursues its own goals.
With a two-level structure, upper levels of management (management of the organization as a whole) and lower levels (managers who directly supervise the work of performers) are created. With three or more levels in the OSU, the so-called middle layer is formed, which in turn can consist of several levels.
In the management structure of the organization, linear and functional relationships are distinguished. The first is the essence of the relationship regarding the adoption and implementation of management decisions and the movement of information between the so-called line managers, that is, persons who are fully responsible for the activities of the organization or its structural divisions. Functional links are associated with certain management functions. Accordingly, such a concept as authority is used: line personnel, staff and functional. The powers of line managers give the right to resolve all issues of development of the organizations and divisions entrusted to them, as well as to give orders that are mandatory for other members of the organization (divisions). The powers of staff personnel are limited to the right to plan, recommend, advise or assist, but not order other members of the organization to carry out their orders. If this or that employee of the administrative apparatus is given the right to make decisions and perform actions that are usually performed by line managers, he receives the so-called functional powers.
There are complex relationships of interdependence between all the above components of the OSU: changes in each of them (say, the number of elements and levels, the number and nature of connections and the powers of employees) necessitate a revision of all the others. So, if the management of the organization decides to introduce a new body into the OSU, for example, a marketing department (whose functions have not been performed by anyone before), it is necessary to simultaneously answer the following questions: what tasks will the new department solve? to whom will he be directly subordinated? what bodies and divisions of the organization will bring the necessary information to him? At what hierarchical levels will the new service be presented? What powers are given to employees of the new department? what forms of communication should be established between the new department and other departments?
An increase in the number of elements and levels in the OSU inevitably leads to a multiple increase in the number and complexity of relationships that arise in the process of making managerial decisions; the consequence of this is often a slowdown in the management process, which in modern conditions is identical to the deterioration of the quality of the functioning of the organization's management.
There are many requirements for the management structure, reflecting its key importance for management. They are taken into account in the principles of the formation of the OSU, the development of which was devoted to many works of domestic authors in the pre-reform period. The main of these principles can be formulated as follows:
1. The organizational structure of management should, first of all, reflect the goals and objectives of the organization, and, therefore, be subordinate to production and its needs.
2. An optimal division of labor between the governing bodies and individual workers should be provided for, ensuring the creative nature of the work and the normal workload, as well as proper specialization.
3. The formation of the management structure should be associated with the definition of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal links between them.
4. Between functions and responsibilities, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain a correspondence, the violation of which leads to dysfunction of the management system as a whole.
5. The organizational structure of management is designed to be adequate to the socio-cultural environment of the organization, which has a significant impact on decisions regarding the level of centralization and detail, the distribution of powers and responsibilities, the degree of independence and the extent of control of leaders and managers. In practice, this means that attempts to blindly copy management structures that function successfully in other socio-cultural conditions do not guarantee the desired result.
The implementation of these principles means the need to take into account the formation (or restructuring) of the management structure of many different factors influencing the OSU.
The main factor "setting" the possible contours and parameters of the management structure is the organization itself. It is known that organizations differ in many ways. A wide variety of organizations in the Russian Federation predetermines the plurality of approaches to building management structures. These approaches are different in organizations of commercial and non-commercial, large, medium and small, located at different stages of the life cycle, having different level division and specialization of labor, its cooperation and automation, hierarchical and "flat", and so on.
Obviously, the management structure of large enterprises is more complex than that required by a small firm, where all management functions are sometimes concentrated in the hands of one or two members of the organization (usually a manager and an accountant), where, accordingly, there is no need to design formal structural parameters. As the organization grows, and hence the volume of managerial work, the division of labor develops and specialized units are formed (for example, in personnel management, production, finance, innovation, etc.), the well-coordinated work of which requires coordination and control. Building a formal governance structure that clearly defines roles, relationships, powers, and levels becomes imperative.
It is important to pay attention to the interface between the management structure and the phases of the life cycle of an organization, which, unfortunately, is often forgotten by designers and specialists who solve the problem of improving management structures. At the stage of the inception of the organization, management is often carried out by the entrepreneur himself. At the stage of growth there is a functional division of labor of managers. At the stage of maturity in the management structure, the tendency towards decentralization is most often realized. During the decline stage, measures are usually developed to improve the management structure in accordance with the needs and trends in changing production. Finally, at the stage of termination of the existence of the organization, the management structure is either completely destroyed (if the company is liquidated), or it is reorganized (as soon as this company is acquired or taken over by another company that adapts the management structure to the phase of the life cycle in which it is located).
The formation of the management structure is influenced by changes organizational forms where enterprises operate. So, when a company joins any association, say, an association, a concern, etc., there is a redistribution of management functions (of course, some functions are centralized), so the management structure of the company also changes. However, even if an enterprise remains independent and independent, but becomes part of a network organization that temporarily unites a number of interconnected enterprises (most often to take advantage of a favorable situation), it has to make a number of changes to its management structure. This is due to the need to strengthen the functions of coordination and adaptation to the management systems of other companies in the network.
An important factor in the formation of management structures is the level of development of information technology at the enterprise. The general trend towards decentralization of "electronic intelligence", that is, the growth in the number of personal computers while increasing use at the enterprise level local networks, leads to the elimination or reduction of the volume of work on a number of functions at the middle and grassroots levels. This applies, first of all, to the coordination of the work of subordinate units, the transfer of information, and the generalization of the results of the activities of individual employees. A direct result of the use of local area networks can be to expand the scope of control of managers while reducing the number of levels of management in the enterprise.
In this context, it is worth noting that modern development information systems leads to the formation of a new type of enterprises, which in Western literature are called "virtual" companies (organizations). They are understood as sets of independent (most often small in size) enterprises, which are, as it were, nodes on an information network that ensures their close interaction. Unity and focus in the work of these firms are achieved through flexible electronic communication based on information technology, which permeates literally all areas of their activities. Therefore, the boundaries between their constituent organizations become "transparent", and each of them can be considered a representative of the company as a whole.
2. Linear - headquarters organizational structure of the enterprise
This type of organizational structure is the development of a linear one and is designed to eliminate one of its shortcomings associated with the lack of strategic planning links.
The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any subordinate units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one.
Fig.1. Linear - headquarters organizational structure of the enterprise
Thus, the headquarters perform a preliminary analysis of the information coming from the lower echelons, prepare analytical reports and reviews on it, and develop draft orders and orders. In addition, the headquarters eliminate one of the most important shortcomings of the usual linear structure, carrying out tactical and strategic planning of activities within their service.
Staff structures are created in the following cases:
liquidation of consequences or prevention of natural disasters, accidents, catastrophes. For example, a flood relief headquarters, a civil defense headquarters;
development of new products, new technology, not traditional for this enterprise. So, during the Great Patriotic War, headquarters units were formed to organize the production of tanks at tractor factories;
solving a sudden unusual 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 both temporary and permanent in nature and perform a consulting role in the formulation and implementation of a specific problem or task.
When creating a headquarters for conducting consulting activities, both on a temporary and permanent basis, as a rule, their powers are significantly limited. For example, the legal department, marketing and human resources departments, etc. They pass their decisions only through the head of the enterprise. In this case, the scheme of the linear-staff organizational structure will change somewhat.
Headquarters and their employees, as a rule, do not have the right to make decisions and manage units.
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:
violation of the principle of unity of command;
the difficulty of coordinating production tasks and headquarters programs;
the emergence of social and psychological problems in the team;
the predominance of organizational and administrative methods of management over economic ones.
Compared with the linear one, with a linear-staff organizational structure, overhead costs increase, but the economic efficiency of the enterprise increases by improving the quality of decisions made and reducing the time for their adoption.
However, with the increase in the size of the enterprise, the manager is no longer able to cope with the increasing flow of emerging issues, which he must first consider and send to the headquarters. The economic efficiency of the enterprise begins to decrease, and the transition of the enterprise to a linear-functional organizational structure of management will be required.
The main scope of linear-staff organizational structures is small and medium-sized wide-profile enterprises.
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.
Conclusion
The effectiveness of management is largely related to the choice of the organizational structure of the enterprise.
The structure can be compared to the frame of the management system building, built to ensure that all processes occurring in it are carried out in a timely manner and with high quality. Hence the attention that leaders of organizations pay to the principles and methods of building organizational structures, the choice of their types and types, the study of trends in change and assessment of compliance with the tasks of organizations.
The perfection of the organizational structure of management largely depends on how the principles of construction were followed during its construction:
1) An expedient number of management links and the maximum reduction in the time it takes for information to pass from the top manager to the direct executor;
2) A clear separation of the constituent parts of the organizational structure (the composition of its divisions, information flows, etc.);
3) Ensuring the ability to quickly respond to changes in the managed system;
4) Granting authority to resolve issues to that unit,
which has the most information on the subject;
5) Adaptation of individual divisions of the management apparatus to the entire management system of the organization as a whole and to the external environment in particular.
Therefore, the most important task of managing a modern enterprise is to use all available opportunities in such a way as to ensure the effective functioning of the entire production system, survival and development in a highly competitive environment.
List of used literature
Organizational structures management(OSU)
Abstract >> ManagementFig.5 and Fig.6. At the core linearly-staff structures management lies linear structure, but at linear leaders create special units ...
Akberdin R.Z., Kibanov A.Ya. Improving the structure, functions and economic relationships of the management units of enterprises in the forms of management: Textbook. - M.: 2009. - 342s.
Bolshakov A. S. Management / Tutorial. - St. Petersburg: Peter, 2000. - 160 p.
Brass A. Management: basic concepts, types, functions, modern school, 2006 - 247 p.
Vesnin V.R. Management in questions and answers: Textbook. M.: Prospekt, 2007. - 176 p.
Vikhansky O.S. Management: Textbook. M.: Economist, 2003.- 528 p.
Gerchikova I.N. Management. - M .: Textbook. UNITI, 2008. - 280s.
Egorshin A.P. Personnel Management. N. Novgorod: NIMB, 2009.- 300p.
Kabushkin N.I. Fundamentals of Management: Textbook. M.: New knowledge, 2006. - 336 p.
Libkind E.V., Ryabikova N.E., Organizational structures of management: lecture notes and guidelines for the topic on the discipline: "Management" - Orenburg: GOU OSU, 2003. - 42 p.
To others linearly - headquarters structure management, also built on the principle of functional ... staff bodies management from project managers or matrix structures. matrix structure management ...