In order to avoid crisis phenomena, top management must effectively manage the process of enterprise development, primarily through the management system, creating an effective organizational structure.

Organizational structure enterprise management is a means of helping managers achieve their goals. Since goals are derived from the overall strategy of the enterprise, the close relationship between strategy and structure makes sense. Accordingly, the organizational structure must adhere to a certain strategy. And if managers make significant changes to their organizational strategy, they must modify the organizational structure to accommodate and sustain these changes. According to the organizational structure of the enterprise, the enterprise management system is being developed.

Over time, the organizational structure and enterprise management system may undergo certain changes. Assuming that the process of development of the organizational structure is cyclical, it is possible to distinguish three phases in its development: balance; disharmony and change. In the first phase, the organizational structure of management corresponds in content and form to the needs of the enterprise. In the second phase, at first imperceptibly, and then more and more significantly, the imbalance between the actual and necessary state of the system is traced under the influence of actively acting internal and external factors... Applying an appropriate set of management methods, at the third stage, the phase of changes, the system is transferred from an unbalanced state to a state of equilibrium.

The organizational structure of enterprise management is the basis of the management system, which determines the composition, subordination and interaction of its elements determines required amount management personnel, carries out its distribution by divisions, regulates administrative, functional and informational relationships between employees of the management apparatus and divisions, establishes the rights, duties and responsibilities of managers, etc.

The links between the elements of the management system that determine the corresponding type of organizational management system of the enterprise are divided into:

Linear - arise between departments and leaders of different management levels and assume the subordination of one leader to another;

Functional - characterize the interaction of managers performing certain functions at different levels of management, however, there is no administrative subordination between them;

Cross-functional - take place between divisions of the same management level.

The task of the manager in the management process is to provide all the components of an enterprise of this form and combine them so that the enterprise is one whole and functions purposefully. That is why at any enterprise there is a certain subordination between its components and management levels, a clear distribution of power, rights and responsibilities.

To display the structural relationships of the main levels and divisions of the enterprise, their subordination in practice, use certain schemes of the organizational structure of management. Such schemes are only a skeleton of the management system, since they do not disclose the composition and content of the functions, rights and duties of units and officials.

Types of organizational structures of enterprise management

Depending on the existing connections between the elements of the control system, there are linear, functional, linear-functional, divisional, matrix organizational structures, etc.

Linear organizational structure of management

There are only single-channel connections between the elements of this structure (Fig. 2.7).

Rice. 2.7. v

Enterprises emerge as organizations with a simple structure. The planning of the organization reflects its owner in the role of president with all employees who report directly to him. A simple (linear) structure is determined not by the presence, but by the absence of any characteristics in it. We have a low level of specialization, few rules according to which activities are carried out, and the centralization of powers in the hands of one person - the owner. Simple organization is "inaccessible". It mainly consists of two or three vertical levels and an amorphous group of empowered employees who have the right to centrally make decisions. A simple structure is most often found in small businesses, where the manager and the owner act as one person. It is mobile and requires little investment. With an increase in the size of the enterprise, the decision-making process becomes more complicated, a simple structure loses its advantages, since the limitedness of its capabilities leads to a heavier leadership.

The rules of a simple structure give way to more formalized rules with an increase in production or sales, with an increase in the number of employees and management personnel. In this case, new levels of management are formed to coordinate the activities of the enterprise. From the functional and commodity methods of departmentization, the two most popular versions of bureaucratic planning have emerged, which are called functional and divisional structures, respectively.

Functional organizational structure of management

Provides for the division of management functions between separate divisions of the management apparatus. Moreover, each production unit receives orders simultaneously from several heads of functional departments. The functional structure expands the functional orientation, making it the dominant form for the enterprise. The benefits of functional structure arise from the specialization of labor. Consolidation of such specialties provides an opportunity to save costs on scale, minimize duplication of functions of personnel and equipment, and provide employees with comfort and pleasure, as it allows them to speak "in the language of their colleagues." Among the main disadvantages functional system the fact that in pursuit of functional goals, the enterprise often forgets about its main interests. Full responsibility can be assigned to any one department, therefore, employees of individual departments are isolated from others and are poorly versed in the duties of employees of other departments (Figure 2.8).

Rice. 2.8. Functional management structure: K - general manager; B - performer; F - functional leader

Divisional organizational structure of management

It is a structure made up of self-sufficient departments or divisions. Relying on the commodity department, each division as a whole retains independence, in which its manager is responsible for performance and has the full right to make strategic and current decisions. For this control system, only strategic functions management is carried out centrally at the corporate level, and each production unit has its own ramified management structure, which ensures its autonomous functioning.

The main advantage of a divisional structure is its focus on results. Divisional managers are fully responsible for the products manufactured. In addition, the divisional structure frees headquarters staff from day-to-day production details so they can focus on long-term and strategic planning.

The main disadvantage of the divisional structure is the duplication of activities and resources. For example, each business unit may have a marketing research department. In the absence of independent subdivisions, all marketing research of the enterprise can be centralized and the expense of those costs that the division requires.

The linear-functional organizational structure of management assumes the distribution of powers and responsibilities according to the functions of management and decision-making along the vertical. At the same time, management is organized according to a linear scheme, and the functional divisions of the management apparatus help line managers to solve management problems (Fig. 2.9).

Rice. 2.9. v

Matrix organizational structure of management (Fig. 2.10). Whereas the functional structure offers the benefits that come from specialization, the divisional structure focuses more on results, but loses from the duplication of activities and resources, the matrix structure combines the advantages of functional specialization with the focus and responsibility that product departmentalization provides. Along with the line managers of the enterprise and a rational management apparatus for the matrix structure, temporary project groups are also formed.

A unique characteristic of the matrix is ​​that employees in this structure have at least two supervisors: a functional department manager and a product manager or project manager. The latter manages the functional employees who are part of the project manager's team, but authority is shared between both managers. The project manager is primarily responsible for managing

employees of the project team with regard to project objectives, but decisions about promotions, recommended salaries and annual revisions of these figures remain the responsibility of the function manager. For effective work the project manager and the functional department manager should regularly communicate and coordinate the requirements for their joint subordinates.

The advantage of the matrix lies primarily in the ability to facilitate the coordination of a heterogeneous set of complex and interrelated projects, while simultaneously adhering to the savings generated by the grouping of functional specialists. The main disadvantages of the matrix are the confusion it creates and its tendency to exacerbate power struggles. By getting rid of consistent leadership, the ambiguity deepens substantially. Confusion is caused by a lack of understanding of who will report to whom. Accordingly, such confusion and ambiguity breeds power struggles.

For example, the matrix management structure is used in the American concern "Motorola". So, the head of the Ukrainian representative office of "Motorola" has a manager who is permanently in Ukraine and performs the functions of the chief administrator. At the same time, each employee of the representative office (there are 20 of them in total and almost all have the status of managers) is subordinate to the director of his direction, who is responsible for the Eastern European region. For example, a department mobile phones is accountable to the director of this direction in the UK. The PR and wireless communications departments are controlled by directors from Germany. Financial activities are controlled by Motorola's Moscow office. AHR manager from Ukraine leads the work of his colleagues in Eastern Europe, Asia and Africa. Thus, the company gets rid of a multi-level hierarchy, has no more than 6 levels of subordination.

Group structure.

When using a group structure, an enterprise is formed by working groups or teams that carry out its activities. Team members have the authority to make decisions that affect them, as there is no clear leadership sequence in such a work environment.

Organization without borders.

This type of organization of enterprise management is not limited to the framework or categories imposed by traditional structures, it erases the historical boundaries around the enterprise, increasing its dependence on the external environment. Instead of creating functional specialties, concentrated in departments that perform separate tasks, in this structure, employees are grouped to acquire certain basic knowledge. Borderless organizations are hard-to-reach companies that try to remove vertical, horizontal, and inter-organizational barriers. The emergence of such organizations that can quickly respond to changes in the external environment and adapt to it, contributed to the globalization of markets and competitors, changes in technology, etc.

The organizational structure of enterprise management should ensure an effective decision-making process. However, at enterprises in which ownership is separated from management functions, in order to balance the interests of owners and managers and exercise control by owners over the activities of managers, it becomes necessary to form additional management bodies (in addition to executive bodies) through which the interests of the owners should be realized. the enterprise regarding the decision-making procedure and the implementation of enterprise management. For joint stock companies, in particular, such bodies are the general meeting, the supervisory board and the audit commission. When developing the organizational structure of enterprise management, its management should focus on production feasibility and legislative acts that regulate the composition of management bodies for enterprises created in the organizational and legal form of economic societies.

According to the Economic Code of Ukraine, the owner of the enterprise exercises his rights regarding the management of the enterprise directly or through his authorized bodies in accordance with the charter of the enterprise or other constituent documents. To manage economic activities, the owner (owners) or an authorized body shall appoint (elect) the head of the enterprise. In all enterprises that use hired labor, a collective agreement should be concluded between the owner or his authorized body and the labor collective, which regulates production, labor and social relations labor collective with the administration of the enterprise.

In control theory organizational structure is determined as an abstract category characterized by three such parameters: the degree of complexity, the degree of formalization and the degree of centralization. Under the complexity how much distinctive features has an organization. The deeper the division of labor, the more vertical levels in the management hierarchy, the more structural units, the more difficult it is to coordinate the activities of people in the organization. The scope of the developed rules and procedures, guided by which the organization directs the behavior of its employees, and is a formalization. The more rules and regulations governing what can and what is forbidden for the employees of the organization, the more formalized is the structure of the organization. Centralization determines the place where decision-making power is concentrated. If all decisions (or most of them) are made by senior leaders, then the organization is centralized. Decentralization means that the decision-making power is transferred (delegated) from the higher levels of management to the lower ones.

In the process of implementing the function of the organization management task is to give all the components of the organization such a form and so “dock” them with each other so that the enterprise is a single whole and functions as efficiently as possible. Therefore, at any enterprise there is a subordination of its constituent parts, levels of management, a clear division of power, rights and responsibilities.

To depict the structural relationships of the main levels and divisions of the enterprise, their subordination in practice are used organizational structure charts... These schemes are only the "skeleton" of the management system, since they do not disclose the composition and content of the functions, rights and responsibilities of departments and officials.

In business practice, it can be applied several types of organizational structures depending on the scale of activity, production and technological features, strategic and current tasks of the enterprise (firm).

1. Linear organizational structure of management - it is such a structure, between the elements of which there is only single-channel interaction(fig. 2.2, a). With such an organizational structure of management, each subordinate has only one leader, who performs all administrative and special functions in the corresponding structural unit. Benefits organizational structure of management of a linear type are: clarity of relationships, uniqueness of teams, efficiency of preparation and implementation of management decisions, reliable control. But at the same time, the leader must be a highly qualified generalist, capable of solving any strategic and current issues in the activities of subordinate units (links).

The organizational mechanism of enterprise management has many components, but it must necessarily represent a single system in which the functioning of individual elements is interdependent and interdependent. At the present time in Russia in the field of management organization there are especially many problems due to the peculiarities of the current state of its transitional economy.

The organizational management mechanism is a system of management actions, techniques and procedures aimed at implementing the functions of an enterprise, as well as the theory and practice of management, based on the priority of corporate principles and solving organizational problems. It includes: design, creation and improvement of organizational structures, clear delineation of functions, distribution of organizational tasks, duties, rights and responsibilities of structural units and individual performers, establishing relationships between them, strict adherence to established rules organizational behavior making management decisions.

Of particular importance here is the characterization of a number of the most important parameters of the management system, primarily the issues of the formation of organizational structures.

The structure of enterprise management, or the organizational structure of management, is one of the key concepts of 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 management decisions), in which managers of all levels, categories and professional specializations participate.

The organizational structure of management is understood as an ordered set of stably interconnected elements that ensure the functioning and development of an enterprise as a whole.

The organizational structure of management is defined in the same way as a form of division and cooperation of management activities, within which the management process is carried out according to the corresponding functions aimed at solving the tasks and achieving the intended goals. From these positions, the management structure is presented in the form of a system of optimal distribution of functional duties, rights and responsibilities, the order and forms of interaction between the management bodies that are part of it and the people working in them. Key concepts the organizational structure of management are elements (links), links (relationships) and powers.

The elements of the structure include individual workers, services and other links of the management apparatus, and the relationship between them is maintained thanks to connections, which are usually subdivided into horizontal and vertical. Horizontal links are of the nature of coordination and are, as a rule, single-level. Vertical links are subordination links, and the need for them arises when management is hierarchical, i.e. if there are several levels of control. Relationships in the management structure can be linear and functional. Linear connections reflect the movement of management decisions and information between the so-called line managers, i.e. persons fully responsible for the activities of the enterprise or its structural divisions. Functional connections are formed along the line of information flow and managerial decisions on certain management functions. Accordingly, such a concept as powers is used, i.e. the right to make decisions. The distribution of powers makes the structure hierarchical. Credentials

are quite different. They are divided by functions, by the scope of management and by the volume of authorized activities.

Many requirements are imposed on the management structure, which are taken into account in the principles of the formation of organizational structures. The main of these principles can be formulated as follows.

The organizational structure of management should first of all reflect the goals and objectives of the enterprise, and therefore, be subordinate to production and change along with the changes taking place in it.

The organizational structure of management should reflect the functional division of labor and the scope of authority of management employees. These powers are determined by procedures, rules and job descriptions and tend to expand towards higher levels of government.

The management structure must correspond to the social and cultural environment of the enterprise, and when building it, it is necessary to take into account the conditions in which it will operate. In practice, this means that attempts to blindly copy organizational structures of management that have been successful in other enterprises are doomed to failure if the working conditions are different.

As a result of the vertical division of labor, levels of management are formed - those parts of the enterprise, within which and in relation to which independent decisions without their obligatory agreement with the above or below located parts.

The number of levels of management is determined by the hierarchy of the enterprise - the structure of power. The number of management levels at modern manufacturing enterprises can reach 12, and in non-production - 9.

Regardless of how many levels of management there are, managers have traditionally been divided into two categories: lower-level managers, or operational managers; senior executives.

The typology of organizational structures considers the following types of structures: traditional (linear, linear-functional, which are based on a combination of the principles of linear and functional departmentisation), divisional, matrix (and its varieties) and combined.

The linear management structure is most acceptable for simple forms of production, therefore, historically, it arose first. The distinctive features of this structure are the direct impact on production and the concentration of all management functions in one hand. Hence - the impossibility of fulfilling contradictory tasks and orders, full responsibility of the head for the results of work, ensuring the principle of one-man management. But this structure has a number of disadvantages, the main of which is the need for a leader to have versatile knowledge in all areas of activity. to be able to effectively manage the organization in the absence of specialists in the implementation of certain management functions.

The functional management structure is based on different principles, it arose with the development of specialization of work related to the receipt and distribution of resources. The functional structure has no shortcomings of the linear one, here the issues are solved more competently, the line managers are not required to have in-depth knowledge of all aspects of production management. A major drawback of this structure is the violation of the unity of managerial responsibility and responsibility for work.

The line-functional structure includes special units under the line managers that help to carry out the tasks of the organization. The first (line) manager in the development of specific issues and the preparation of appropriate decisions, programs, plans is assisted by a special management apparatus, consisting of functional units (departments, departments, groups, bureaus). Such units carry out their decisions either through the top manager, or (within the limits of special powers) directly communicate them to specialized services or individual performers at a lower level. Functional units, as a rule, do not have the right to independently give orders to production units.

Within the divisional management structure, the division of the enterprise into elements and blocks occurs according to the types of goods or services, groups of recipients or geographic regions. The divisional structure helps to eliminate a number of problems arising in the linear-functional structure. It has advantages in various industries, especially in gamut, where production is weakly subject to market fluctuations and depends little on technological innovations, since in this structure, interaction with the external environment is still based on a mechanistic approach.

In general, the divisional structure of the organization allows it to continue its growth and effectively manage various types of activities and in different markets. The heads of production departments within the framework of the product or territory assigned to them coordinate activities not only "along the line", but also "by function", thereby developing the required qualities of general leadership.

But within the manufacturing departments, there is a tendency to "shorten" goals. Due to the growth of the management staff due to the creation of branches, overhead costs increase. Centralized distribution of key resources in case of their shortage can lead to the development of organizational conflicts.

Matrix structure of management - management organization that combines vertical linear and functional links of management with horizontal ones. It is a complex structure, but effective. She is considered the most flexible, as she quickly adapts to changes in the external environment.

In the matrix structure, along with permanent functional departments, temporary project teams are formed to solve specific problems. Project team members often remain on the staff of functional departments, which makes it easy to move staff from one project to another and make better use of it.

The matrix structure also has its advantages and disadvantages. The creation of a matrix organizational structure for enterprise management is considered appropriate if there is a need to master a number of new products in a short time, implement technological innovations and quick response on market fluctuations.

In practice, structures of two types are distinguished:

Mechanistic, characterized by the use of formal procedures and rules, a rigid hierarchy of power in the enterprise, and centralized decision-making. These include linear, functional, linear-functional, product, regional, market-oriented, divisional structure;

Organic, characterized by a moderate use of formal rules and procedures, decentralization, flexibility of the structure of power, participation in management of lower levels

10 Economy, enterprises

her. This type includes design, matrix, program-target structures.

Improving the organizational structure is a natural, necessary and constant process for all enterprises and organizations. It is conditioned not only by guidelines stated in the economic literature, but also the specific market situation, goals, values, development prospects, as well as the experience and knowledge of managers. The practice is replete with combined structures that combine the properties of traditional, divisional and matrix structures.

Factors influencing the construction of organizational management structures are situational in nature. The following groups of such situational factors can be distinguished:

The state of the external business environment, i.e. everything that surrounds the enterprise;

Work technology at the enterprise;

Strategic choice of the management of the enterprise in relation to its goals.

All of these factors can, individually or in combination, influence the design decision of an enterprise through the components that are contained in each of them.

An organizational structure is a behavioral system, people and their groups, constantly entering into various relationships to solve common problems. Such multilateralism of the organizational mechanism is incompatible with the use of any unambiguous methods - either formal or informal. Therefore, it is necessary to combine scientific methods and principles of the formation of structures (a systematic approach) with a large expert and analytical work, the study of domestic and foreign experience.

The process of forming the organizational structure includes the formulation of goals and objectives, determining the composition and location of units, their resource support (including the number of employees), the development of regulatory procedures, documents, provisions that consolidate and regulate the forms, methods, processes that are carried out in the organizational management system ...

This entire process can be carried out in three major stages.

1. Formation of a common structural diagram, which in all cases is of fundamental importance, since this determines the main characteristics of the enterprise, as well as directions,

according to which a more in-depth design of both the organizational structure and other critical aspects systems (the ability to process information).

2. Development of the composition of the main divisions and relations between them. It consists in the fact that the implementation of organizational decisions is envisaged not only in general for large linear-functional and program-target blocks, but also up to independent (basic) divisions of the management apparatus, the distribution of specific tasks between them and the construction of intra-organizational ties. Basic subdivisions are understood as independent structural units (departments, bureaus, departments, sectors, laboratories), into which linear-functional and program-target subsystems are organizationally divided. Basic units can have their own structure.

3. Regulation of the organizational structure. Provides for the development quantitative characteristics management apparatus and management procedures. It includes:

Determination of the composition of the internal elements of the basic units (bureaus, groups and positions);

Determination of the design number of units;

Distribution of tasks and work between specific performers;

Establishing responsibility for their implementation;

Development of procedures for performing management work in departments;

Calculations of management costs and performance indicators of the management apparatus in the context of the designed organizational structure.

Each company creates its own, specific structure, taking into account such factors as:

Scale of production;

The structure and capacity of the occupied market;

Features of the consumer contingent;

Properties and breadth of the product range;

Competition trends and prospects.

In recent years, there has been an active reorganization process management structures both in large intersectoral complexes and in medium-sized organizations operating within the same industry or market area. The most important factors determining such a reorganization are:

Activation of innovative processes in various areas of production and market activities;

Development of entrepreneurship, involving the constructive use of the creative initiative of members of collectives of enterprises and organizations;

Implementation information technologies modifying the management process;

Effort of competition.

Formation of a new company, complete or partial transformation of the activities of economic entities, restructuring of enterprises, development and implementation of investment projects require preliminary design in order to have an effective enterprise management mechanism. The formation of such a mechanism should be based not only on experience, analogy, familiar schemes and intuition, but also on scientific methods organizational design.

Organizational design is the process of matching the key elements of an enterprise (structure, people, tasks, decision and reward systems, and informal organization and culture) and its strategy that lead to success. The enterprise design process is not a means of choosing a single project or a decision once made. Enterprises are gradually changing, and their structures must change with them. Some changes are accumulating and occurring over a relatively long time; other changes are happening quickly, rapidly. For both types of change, the enterprise must adapt its structure in order to be able to continue to operate effectively.

In the course of organizational design in relation to a particular company, decisions are made about the division of labor and specialization; departmentalization and cooperation; links between departments and coordination, the scope of manageability and control. As a result of the design, the following are established: the hierarchy of the enterprise and its links; distribution of powers and responsibilities; centralization and decentralization in enterprise management; differentiation and integration of structural elements and functions. The listed tasks cannot be solved without taking into account all external and internal conditions for the functioning of the enterprise in their development and change.

Currently, when forming organizational management structures in Russia, it is considered advisable to use four main methods. The analogy method is used in the development based on the analysis of advanced typical management structures for enterprises operating in similar conditions. The expert method is based on the study of the enterprise, identification of its most significant features, "bottlenecks" in the work of the apparatus and the development of recommendations based on the opinions of experts, as well as on the generalization of the results of best practices in the field of management organization. The method of structuring goals is the development of a system of goals for an enterprise and its subsequent combination with the structure being developed. Consequently, the structure is based on a systematic approach, analysis and substantiation of options for its construction and functioning.

The method of organizational modeling is also relevant, within the framework of which formalized mathematical, graphic and machine descriptions of the distribution of powers and responsibilities at the enterprise are developed, in order to assess the degree of rationality of various options for organizational decisions based on clearly formulated criteria.

Rapid changes (dynamism) of the market environment sharply raise the problem of survival and sustainability of the enterprise. In order to increase the resilience of the enterprise to unfavorable market conditions, new organizational forms are being created: holdings (multifunctional organizations, authorized capital which are controlling stakes in other enterprises) and financial and industrial groups (vertically integrated technological structures).

At the present stage, there is a formation of such organizational management structures that most fully meet the established principles and functions of management, correspond to the circumstances and conditions existing at this enterprise and in its external environment. A number of features can be distinguished that will determine the type of structure, more or less suitable for this enterprise: the type of products (or services), technological processes, diversification of the enterprise, its scale, interaction with the external environment, etc.

The modern information society imposes new requirements for the design of an enterprise, which have revealed a tendency towards a transition from hierarchical structures to organic structures with flexibility, adaptability, reduced hierarchy, a high level of horizontal integration, self-organization of personnel, and innovation.

Among the new types of enterprises that successfully operate in the information environment, there are: edhocratic, multidimensional, participatory, entrepreneurial and market-oriented enterprises, as well as new type structures - network.

Edhocratic enterprises are characterized by a high degree of freedom in the actions of employees, their competence and ability to independently solve emerging problems.

Multidimensional enterprises are those in which departments (working groups) independently and simultaneously perform three functions: supply management, production management and sales management. Such autonomous divisions have the status of profit centers.

Participatory enterprises are focused on employee participation in the management process (in setting goals; in decision-making; in solving tactical and operational problems). At the same time, a more complete motivation of their work is ensured, and a sense of the owner is formed.

Entrepreneurial enterprises include those that are based on the principles of entrepreneurship (self-regulation of activities, consumer priority, competitiveness, etc.).

Market oriented enterprises integrate the properties of all considered enterprises. These include various organic businesses in which all functions are grouped around a specific market (or markets).

The transfer of market relations to intra-firm communications (internal markets), the informatization of business activities have brought about network structures. Within the framework of these structures, the management system forms one of the main components of the resource potential of the enterprise - management.

Network enterprises differ from other types of enterprises in a number of ways. First, if in recent decades While enterprises using traditional forms of organization preferred to contain all the necessary resources in their structure, many network enterprises use the collective assets of several enterprises located at different points in the value chain. Second, networked enterprises rely more on market mechanisms than on administrative forms of resource management. Thirdly, many modern networks suggest more effective and motivated

the role of their participants. Fourth, in a growing variety of industries (including the production of computers, cars, etc.), networks are an association of enterprises based on cooperation and mutual ownership of shares of group members - manufacturers, suppliers, trading and financial companies. The network enterprise combines elements of specialization of a functional form, the autonomy of a divisional structure and the ability to transfer resources of a matrix enterprise.

V recent times Among the generally accepted methods of designing organizational management structures, the concept of “setization” has appeared, meaning ways of formatting companies-networks and networks of companies using the latest information technologies. Certain activities in the networkization process can be transferred to other companies specializing, for example, in marketing research, provision of raw materials and materials, preparation of financial statements, recruitment and improvement of their qualifications, after-sales service of products of one industry or group of companies.

The most striking example of a network enterprise is a chain of stores (Seventh Continent, Pyaterochka, etc.).

Organizational structure management determines the composition of the divisions of the management apparatus, their interdependence and interrelation. The group of managers and specialists entrusted with responsibility for the implementation of the process of developing and implementing management decisions is manadgement Department enterprise. The management apparatus includes management personnel throughout the enterprise, as well as its structural divisions. In practice, structures of two types are distinguished:

1) mechanistic, characterized by the use of formal procedures and rules, a rigid hierarchy of power in the organization, centralized decision-making. These include linear, functional, linear-functional, product, divisional structure, etc.;

2) organic, characterized by a moderate use of formal rules and procedures, decentralization, flexibility of the power structure, participation in management of lower levels. This type includes design, matrix, program-target structures.

Let's consider some of the listed organizational structures.

Linear management structure – a structure that is formed as a result of building a management apparatus only from mutually subordinate bodies in the form of a hierarchical ladder. With this structure, management decisions form linear connections. These decisions include administrative functions (organization) and procedures (decision making). This control scheme is based on linear schemes.

The leader in such a structure is called linear and covers both administrative and other functions. Moreover, there may be no feedback informing the manager about the progress of work. Administrative functions and procedures can be delegated by the main manager "to lower levels of the hierarchy. Members of each of the lower levels of management are directly subordinate to the head of the next, higher level. The use of this structure is advisable in enterprises with a small number of personnel and small volumes and nomenclature of production ...

Functional management structure - the structure under which it is supposed to create subdivisions to perform certain functions at all levels of management. In this case, managerial decisions are divided into linear and functional, each of which is mandatory for execution. In this structure, common and functional leaders do not interfere in each other's affairs. Each leader is responsible for only a part of the functions. There may be no feedback.

Modification of this structure - functional and object management structure, where within; functional departments are allocated the most qualified specialists responsible for the implementation of all work on a specific object. This enhances the personification of responsibility for the entire range of work to unjustifiably increase the role of individual objects to the detriment of the interests of the enterprise as a whole.

Linear-functional management structure - a structure in which management influences are divided into linear - mandatory and functional - recommendatory.

The general manager carries out a linear influence on all members of the structure, and the heads of the functional (economic, engineering and technical, etc.) departments have a functional influence on the work performers.

Line-staff command structure - a structure that assumes the formation of specialized functional units to help line managers - headquarters for solving specific tasks (analytical, coordination, network planning and management, special, etc.). The headquarters are not endowed with an administrative function, but prepare recommendations, proposals and projects for line managers.

"Product" management structure - a structure, a feature of which is the separation of functions for the manufactured product at the production and service level of the enterprise. This allows for separate accounting, sales, procurement, etc.

Innovation and production management structure – This is a structure that provides for a clear division of the management of divisions that carry out innovative functions - strategic planning, development and preparation of production of new products and the functions of day-to-day operational management of established production and sales of mastered products.

The emergence of such a structure is a consequence of the excessive workload of the management apparatus of the current operational work, which deprives its employees of the opportunity to engage in systematic updating of products, equipment and production technology. The use of such a structure is rational with a significant scale of production of periodically updated products.

Project management structure – structure focused on providing efficient concurrency management in an enterprise or in a series of organizations major projects... At the same time, certain groups of units participating in individual projects, headed by the leaders of these projects, receive autonomy. The project manager is fully responsible for its timely and high-quality development and implementation. He is endowed with all the rights to manage subordinate units and does not have subordinate units that are not directly related to the preparation of the project.

These structures can be created in centralized and decentralized forms. In a decentralized form, functional and auxiliary departments are divided into project departments and are subordinate to project managers, and in a centralized form, they become common to all project departments and are subordinate to the head of the enterprise.

Matrix management structure – a structure that combines vertical linear and functional control connections with horizontal ones. The personnel of functional units, while remaining in their composition and subordination, must also follow the instructions of project managers or special headquarters, councils, etc., formed to manage individual projects and works. Project managers establish the composition and priority of work, and the heads of functional units are responsible for their proper and timely completion. These structures can be applied in individual organizations as well as for systems of organizations.

Divisional management structure characterized by the allocation of practically independent units within the organization - "divisions" - by product, innovation or sales markets. It is used in the practice of corporate governance, when the managed organization belongs to the category of large and largest in terms of production and number of employees, and is also characterized by a variety of products, breadth of sales markets.

Previous

Organizational structure- this is the composition (list) of departments, services and subdivisions in the management apparatus, their systematic organization, the nature of subordination and accountability to each other and the top management body of the company, as well as a set of coordination and information links, the procedure for the distribution of management functions in different levels and subdivisions of the management hierarchy.

The basis for building the organizational structure of enterprise management is the organizational structure of production.

The main types of organizational structures.

1. Linear - straight vertical ties, a high degree of centralization, work plan and control of its implementation. Planning and control vertically from the manager to the production subdivisions. Suppression of creativity, initiative, quick reaction to non-traditional ideas.

Advantages and disadvantages. The advantages of the linear structure are due to the ease of use. All responsibilities and authorities are clearly distributed here, and therefore conditions are created for an operational decision-making process, to maintain the necessary discipline in the team. Among the shortcomings of the linear organization of the organization, rigidity, inflexibility, inability to further growth and development of the enterprise are usually noted. The linear structure is focused on a large amount of information transferred from one level of management to another, limiting the initiative of workers at the lower levels of management. She makes high demands on the qualifications of managers and their competence in all matters of production and management of subordinates.

Rice. 4.1.1. Linear management structure: R - manager; L - line management bodies (line managers); And - performers

2. Functional - functional specialization at all levels of management, which is usually used in the execution of clearly structured individual tasks. Planning and control is carried out by functional divisions, work is performed by production units for each function. Specificity - coordination different types activities, the emergence of discussions when solving complex tasks, which is typical for the process of introducing innovations. The functional structure (Fig. 4.1.2) has developed as an inevitable result of the increasing complexity of the management process. The peculiarity of the functional structure lies in the fact that although one-man management remains, special divisions are formed for individual management functions, whose employees have the knowledge and skills to work in this area of ​​management.

Rice. 4.1.2. Functional management structure: P - head; F - functional management bodies (functional leaders);

And - performers

3. Linear-functional - inherent in most p / p, has traditionally wide application and builds on the benefits of functional specialization. The planning of work is carried out by a functional unit, it is carried out by a production unit. Everyone is subordinate to the leader. Under line management, specialists form a headquarters, which prepares data for him to competently resolve special issues. In this case, the functional bodies are subordinate to the line manager. Their orders are given to production units only after agreement with him, which contributes to a more competent solution of issues. But with a linear-functional management structure, the load on the line manager, who must play the role of an intermediary between the functional services and the production units subordinate to him, sharply increases. He perceives flows of information from subordinate units, gives tasks to functional services, develops solutions, and issues commands from top to bottom.

Currently, the linear-functional (headquarters) structure in industry plays a leading role. This structure is based on linear control. The role of the functional organs varies depending on the level of management. The higher the level, the more role the functional organs play. At the site management level, the impact of functional services is negligible, but at the enterprise management level they do a lot of planning work, technical training production, development of management decisions. Minus: Than larger production and the more ramified the management apparatus, the more difficult it is to coordinate the work of the line manager.

Rice. 4.1.3. Linear-functional management structure: R-head: F -functional governing bodies (functional leaders): L - linear governing bodies: I - performers

4. Matrix - character by adding to L-F managers for projects that are responsible for the competitiveness of the system. In the case of large projects, the coordinating body takes over the manager's function. This structure enables management to make decisions quickly, efficiently and informally. Reduces bureaucracy, creates Better conditions for creative work.

5. Divisional - for multinomenclature concerns, subdivided into productions by types of products (divisions). Functional divisions are available both for production and for concerns as a whole. This type of structure is often characterized as a combination of centralized coordination with decentralized management (decentralization while maintaining coordination and control).

The key figures in the management of organizations with a divisional structure are not the heads of functional units, but the managers (managers) who head the production departments.

Marketing organization is a structural structure designed to manage marketing functions, which establishes subordination and responsibility for the implementation of certain tasks. Marketing structure is critical to successful implementation marketing concept. The management structure is understood as an ordered set of stably interconnected elements that ensure the functioning and development of an organization as a whole.

Marketing organization at the enterprise includes in its composition: construction (improvement) of the organizational structure of marketing management; selection of marketing specialists with appropriate qualifications; distribution of tasks, rights and responsibilities in the marketing management system; creation of conditions for effective work of marketing services employees (organization of their workplaces, provision of the necessary information, office equipment, etc.); organization of effective interaction of marketing services with other services of the organization.

Organizational structure marketing activities at an enterprise can be defined as a set of services, departments and divisions, which include employees engaged in one or another marketing activity.

The choice of the organizational structure of marketing is due to:

· Features of the target market segments and product range of the company;

· Functional specialization of departments;

· The type of distribution channel;

· The presence of sales personnel at the company;

· A territorial factor, since the structure of local management should correspond to the specifics of the work of sales personnel with consumers;

· Flexibility of organizational structures of management, i.e. the ability to quickly and timely respond to changes of various kinds, which is a necessary condition for the organization to adapt to the new realities of life.

The choice of the organizational form should be justified by the analysis of the economic activity of the enterprise, the degree of its independence. The choice of this or that policy is determined by the level of development and market stability.

In practice, large organizations operating in more stable markets often use more centralized structures to ensure greater integration.

Companies professing high level decentralization of management - say, in the case of the release of products that are very different in the range of products supplied to equally different markets - they may not at all develop at the level of their headquarters any uniform marketing policy for the company.

Let us recall the types of company-wide organizational structures:

• functional,
• grocery / commodity,
• geographic (matrix)
• market.
• and various combinations of the listed principles.

Functional Marketing Organization the simplest organizational structure of management, in which the activities of specialists in marketing departments are organized on the basis of the marketing functions that they perform. The functional approach is often used when a company promotes one product or a narrow product range, addressed to one target market segment. However, as the product range and markets of the firm grow, this scheme is rapidly losing its effectiveness.

The main thing dignity functional structure of management - it is easy to operate.

Product (commodity) organization- organizational structure of marketing management, in which for the development and implementation of strategies and current plans Marketing for a specific product or group of products is the responsibility of the product manager, who is subordinate to the employees who perform all the marketing functions necessary for this product. Often, such an organizational structure is an addition to the functional organization, another level of management.

Matrix /Geographicorganizational structure

allows you to specialize in certain territorial zones, knowing their consumers well. It often complements the product mix. Localization is carried out on a territorial basis, and product orientation is supported by product managers. She has great flexibility. The disadvantage is the need for well-functioning coordination with other “geographic” divisions and the dispersion of responsibility and authority. This approach is based on an orientation towards both the products the company offers and the markets it serves.

Manager functions... Product Line Managers coordinate advertising and market research, as well as interactions with sales representatives.

Market based organizational structure

This approach is used if the company serves several target markets and each of them is dominated by different buying habits. The main advantage of such an organizational structure is customer orientation, concentration of market activities in target markets.

Market manager functions in many respects similar to the functions of a product line manager, however, they assume responsibility for planning and market research, advertising and coordinating the actions of sales personnel.

With all the originality organizational forms marketing, each of them must meet the following criteria.

1. Flexibility, mobility, adaptability.

2. Simplicity of the marketing organizational structure - indispensable condition its effectiveness. The complexity of the structure always increases the cost of the management process, makes it more cumbersome, and therefore less susceptible to ongoing changes. Simplicity is also one of the conditions for effective communication between marketing departments and the presence of a small number of its links.

3. Correspondence of the scale, complexity of the structure of the marketing service to the structural and spatial dismemberment of the organizational structure of the company, the peculiarities of the profile of its activities, the nature of the strategic goals and the tasks corresponding to them.

4. Compliance of the organizational structure of marketing with the nature of the products produced, the breadth, completeness and depth of the assortment. This means that in any organizational structure a commodity principle should be incorporated to one degree or another.

5. Orientation of the marketing organizational structure, with all its competitive differences, to end consumers. Any organizational structure that does not adhere to this principle is ultimately doomed to failure.

6. Endowment of the marketing organizational structure with proper rights, including focal points that allow her to integrate all economic activity firms in order to achieve market goals.

Table 12.3. Advantages and Disadvantages of Marketing Service Organizational Structures 4
Dignity	disadvantages
I. Functional organization
Ease of management Unambiguous description of the responsibilities of each employee Competition between individual participants as an incentive to increase work efficiency; clear division of responsibility and competence; ease of control; fast and economic forms of decision making; simple hierarchical communications; personified responsibility	Decrease in the quality of work with the expansion of the range of goods Competition between individual functional participants - the struggle for private, rather than general interest, lack of specialized product units; due to lack of special services by regions, their specificity is not taken into account or difficulties arise with the introduction of the product to certain markets; complex communications between performers; pronounced authoritarian leadership style; overload of managers. difficulties of coordination; lack of motivation among employees due to a lack of understanding of the ultimate goal.
II. Commodity organization
Full marketing of each product The ability to study the specifics of needs and the main consumers for each product; the manager dealing with a particular product has the ability to coordinate various marketing costs for this product; the manager can quickly respond to market demands; full managerial awareness makes it easier to identify capable employees as they are involved in all areas of operational marketing. clearly assign responsibility for the market performance of individual products	A wide range of responsibilities of one employee, which makes it difficult to develop qualifications The presence of overlapping (in a functional sense) departments a commodity organization often requires more costs than expected (initially managers are appointed responsible for the main product; however, soon managers responsible for less important goods appear in the structure of the enterprise , each of which has its own staff of assistants). excessive concentration on the product can divert attention from the current market situation. excessive picky about financial performance in the short term.
III. Market organization
Better coordination of services when entering the market Possibility of developing a comprehensive go-to-market program More reliable market forecast, taking into account its specifics	Complex structure Low degree of specialization of the work of departments Duplication of functions Poor knowledge of the product nomenclature Lack of flexibility
IV. Commodity market organization
Better organization of work when entering the market Possibility of developing a comprehensive program for entering the market More reliable market forecast, taking into account its specifics Sufficient knowledge of the product	The highest cost of maintaining a service Possibility of conflict in case of ambiguous solution of issues on the same market by different services (intersection of marketing results)