Shemetev A.A. Mechanistic and organic management structures: which structure is better to choose? Mechanistic organizational structures A mechanistic organizational structure is characterized by

The mechanistic type of organization is a rigid organizational system that is somewhat similar to a mechanism. On the contrary, the organic type is a more plastic organizational system, which is more associated with a living organism rather than with a technical device.

The mechanistic type of organization is more characteristic of Western civilization, and the organic type is more characteristic of Eastern civilization, which is associated with the ethnic and cultural characteristics of the external social environment.

Mechanical type of organization

For the first time, the name of the bureaucratic structure was associated with the approach of M. Weber, who proposed a normative model, which was called rational bureaucracy (or ideal structure). In accordance with this model, all employees of the enterprise are required to act in strict compliance with the instructions, without deviating from them. The mechanistic type (structure) of the organization received its second name from the machine mechanism.

The mechanistic type of organization works depending on the established order, which determines its accuracy and reliability. Work that is completed in a certain period of time is planned in advance, which makes it easier to anticipate.

The technology for performing work is very simple, since employees perform repeatedly repeated operations (movements, actions), often brought to the point of automation.

Features of the mechanistic type of organization

The mechanistic type of organization is characteristic of enterprises with a high level of standardization, which applies to products, technologies, materials and raw materials, equipment, as well as to the behavior of personnel.

The mechanistic type of organization is a rigid structure that cannot be changed. With the help of a mechanistic type of organization, it is impossible to manage the process of change. The word “bureaucracy” is often applied to the mechanistic type of organization, which is associated with rigidity, incompetence, absurdity and ineffectiveness of rules. The bureaucratic model includes the possibility of the manifestation of the listed negative phenomena in accordance with certain conditions.

Mechanical approach to organization design

A mechanistic approach to organization design can be characterized by the use of formal rules and procedures, including centralized decision making, narrowly defined job responsibilities, and a rigid hierarchy of authority. Given these characteristics, an enterprise can operate with high efficiency only if it uses routine technology and has a simple and non-dynamic external environment.

Most researchers consider the mechanistic approach to be synonymous with Weber's bureaucratic organization. This structure has the advantages of versatility, predictability and performance. These advantages can only be realized under the following conditions:

1. Accurate definition of the overall goals and objectives of the enterprise,
2. The ability to divide the organization’s work into separate operations;
3. Central planning;
4. Reliable measurement of work performance by each employee;
5. Motivating staff through monetary rewards;
6. Recognition of the legitimate authority of the leader.

Construction of the mechanistic structure

The mechanistic type of organization can be built in such a way that employees can behave predictably and are held accountable for their actions.

There are several features that characterize the mechanistic type of organization: a high degree of centralization of authority; top-down communication and decision making; high degree of application of standards: a large number of detailed rules and standard operating procedures; precisely separated roles and tasks.

Due to the predictability of employee behavior and the functions they perform, company activities can be programmed in order to achieve predictable results. The mechanistic type of organization is in accordance with a stable environment. Enterprises of this type are most characteristic of mass production.

Examples of problem solving

EXAMPLE 1

Linear organizational management structure- This is the most common type of mechanistic structure.

A multi-level management system in which a superior manager exercises sole management of the subordinate managers subordinate to him, and subordinate managers report to only one person - their immediate superior manager. According to this principle, a hierarchy of services is formed that permeates the entire organization to the very bottom.

The line management structure is simple and easy to understand. Clearly defined rights and responsibilities of all its participants create conditions for prompt decision-making.

In its pure form, the linear structure is found mainly in small organizations that have not yet found their place in the market; in organizations that do not have subordinates with a high or average level of culture; in organizations where the production process is well established and there is no need for frequent changes in goals and technologies.

Figure 1 shows a diagram of the linear organizational structure.

Advantages of a linear management structure:

· a clear system of mutual connections between functions and departments;

· a clear system of unity of command - one manager concentrates in his hands the management of the entire set of processes that have common goal;

· clearly expressed responsibility;

· quick response of executive departments to direct instructions from superiors;

· consistency of actions of performers;

· efficiency in decision making;

· simplicity organizational forms and clarity of relationships;

· minimum production costs and minimum cost of products.

Disadvantages of a linear management structure:

· lack of links dealing with issues strategic planning;

· in the work of managers at almost all levels, operational problems (“turnover”) dominate over strategic ones;

· overload of top-level managers;

· tendency to red tape and shifting responsibility when solving problems that require the participation of several departments; · low flexibility and adaptability to changing situations; · criteria for the effectiveness and quality of work of departments and the organization as a whole are different; · tendency to formalize the assessment of the effectiveness and quality of work of departments leads to usually to the emergence of an atmosphere of fear and disunity; · a large number of “levels of management” between workers producing products and the decision maker; · increased dependence of the organization’s performance on qualifications, personal and business qualities senior managers.

The noted shortcomings lie not in the plane of a specific linear organizational management structure, but in the plane of the organization of the enterprise’s work, and can be eliminated by replacing some of the bureaucratic elements with economic ones.

As the organization grows, technology becomes more complex, and the range of manufactured products expands, the need arises to create additional functional units in the enterprise structure that solve general and functional problems.

Functional organizational structure of management - structure of management bodies, in which each management body is specialized in performing a certain range of production, technological, design, financial, information or support functions. Compliance with the instructions of the functional body within its competence is mandatory for production units.

It emerged as an inevitable result of the increasing complexity of the management process. The peculiarity of the functional structure is that although unity of command is maintained, special divisions are formed for individual management functions, whose employees have knowledge and skills in this area of ​​management.

In principle, the creation of a functional structure comes down to grouping personnel according to the broad tasks that they perform. The specific characteristics and features of the activities of a particular division (block) correspond to the most important areas of activity of the entire enterprise.

The traditional functional blocks of an enterprise are the departments of production, marketing, and finance. This wide areas activities, or functions, that every enterprise has to ensure the achievement of its goals.

If the size of the entire organization or a given department is large, then the main functional departments can, in turn, be subdivided into smaller functional units. They are called secondary, or derivatives. The main idea here is to maximize the benefits of specialization and avoid overloading management. In this case, it is necessary to exercise certain caution so that such a department (or division) does not put its own goals above the general goals of the entire enterprise.

Figure 2 shows a diagram of the functional organizational structure.

Figure 2 – Diagram of the functional organizational structure of management

Benefits of a functional management structure:

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

· expanding the capabilities of line managers to operational management production as a result of their release from the preparation of information on issues of functional activity;

· the functional structure of production management is aimed at performing constantly recurring routine tasks that do not require prompt decision-making. Functional services usually include specialists highly qualified, performing specific types of activities depending on the tasks assigned to them.

The disadvantages of functional management structures include:

· difficulties in maintaining constant relationships between various functional services;

· lengthy decision-making procedure;

· hierarchy in the structure of relationships;

· lack of mutual understanding and unity of action between employees of functional services of different production departments of the company;

· reduction of the responsibility of performers for work as a result of depersonalization in the performance of their duties, since each performer receives instructions from several managers;

· duplication and inconsistency of instructions and orders received by employees “from above”, since each functional manager and specialized department puts their issues first;

· violation of the principles of unity of command and unity of management.

The essence of the functional structure of the organization is that all complex decisions requiring technical, economic, legal, psychological and other special knowledge should be made only by employees specializing in these areas who have the necessary competence, which is not available to ordinary line managers.

Although the functional structure allows for the management of organizational processes with the inclusion of the largest number of competent specialist managers, professionals in narrow fields of knowledge and activity, the functional structure is practically not used in modern organizations due to its ineffectiveness.

As the experience of organizations has shown, the effect is achieved only if one person, a single manager, is responsible for the entire production process in a department or in one area. actually we're talking about about the line manager. The constant change of specialist managers inevitably gives rise to irresponsibility and lack of control over activities; double subordination, as well as role conflicts and uncertainty of role settings. Due to these circumstances, the functional structure in its pure form is not currently used.

Linear-functional organizational management structure. The practice of using linear structures has suggested some ways to overcome their shortcomings, in particular the combination of a centralized linear structure and a highly specialized functional structure.

The essence of a linear-functional structure is that the organizational structure includes separate structural units (divisions) that perform highly specialized functions at a high professional level. The influence of the activities of these structural units extends to individual aspects of the linear structure in this way: at some point in the activity, the line manager transfers his management rights to representatives of the functional structure, but makes sure that the prerogatives of the functional manager do not go beyond his competence. For example, to improve the production process, the intervention of designers is required; the head of the corresponding production area facilitates the work of the designers, but in general does not interfere in the details of their activities. As soon as the designers complete their work, the site manager fully regains the prerogatives of power and manages everything production process on site, including the implementation of the designers’ recommendations.

Linear units make decisions, and functional units inform and assist the line manager in developing specific issues and preparing appropriate decisions, programs, plans for making specific decisions.

Functional services communicate their decisions to executives either through the top manager or (within special powers) directly. As a rule, functional services do not have the right to independently issue orders production units. The role and powers of functional units depend on the scale economic activity and the management structure of the company as a whole.

Functional services carry out all technical preparation of production; prepare options for resolving issues related to the management of the production process; relieve line managers from planning, financial calculations, logistics of production, etc.

The linear-functional structure (and its derivatives) is probably one of the most common in medium-sized enterprises.

Figure 3 shows a diagram of the linear-functional structure.

The linear-functional management structure has a number of advantages:

· quick implementation of actions according to orders and instructions given by higher-level managers to lower-level ones,

· rational combination of linear and functional relationships;

· stability of powers and responsibility for personnel.

· unity and clarity of management;

· higher efficiency of decision making and implementation than in a linear structure;

· personal responsibility of each manager for performance results;

· professional problem solving by specialists of functional services.

Disadvantages of a linear-functional structure.

· duplication of managerial functions and functional specialists in progress management activities;

· insufficient decision-making efficiency for large enterprises and enterprises operating in a dynamic market;

· reluctance of managers to take responsibility for decisions made;

· the emergence of intra-production barriers that limit the scope of interest of functional units in the effective development of production

· disagreements between line and functional services;

· opposition of line managers to the work of functional specialists;

· misinterpretation of information transmitted to line managers by functional managers.

In addition, a linear-functional structure is often understood as a structure in which an enterprise is divided into several independent linear structural divisions, each of which performs its own specific functions, for example, marketing, production, etc. In this case, the structure has the characteristics of both a linear and divisional structure (depending on the level of delegation of authority).

Divisional organizational management structure. One of the noticeable trends in the organizational restructuring of enterprises in a transition economy is a significant increase in the independence of individual parts of management structures and the creation of subsidiaries on this basis. Around large enterprises A network of small mobile firms is being formed that can quickly adapt to changing demand. Thanks to this, manufacturing enterprises are brought closer to the consumer sector, and the process of selling products is accelerated. From the production and organizational structure of many large enterprises, divisions with a full production cycle are distinguished. On the one hand, independent economic entities are created, focused on certain consumers, and on the other hand, the integrity of production and production is maintained. technological complex, general orientation and profile of its activities.

Departure from use strictly functional diagrams management of corporations in favor of a divisional structure of organizing activities by departments is quite clearly visible with the development of diversification of production. However, in practice there is a certain restraint regarding decentralization, and its acceptable limits are established. This is due to the fact that the negative aspects of excessive freedom of branches and enterprises in choosing areas have become clearly visible production activities and taking responsibility management decisions. That's why senior managers Many corporations, without abolishing departments that have gained sufficient independence, make significant amendments to their organizational structure, subordinating them to their authority to a much greater extent.

The divisional form can be considered as a combination of organizational units serving a specific market and managed centrally. Its logic lies in the combination of departmental autonomy with a centrally controlled process of resource allocation and evaluation of results.

The structure of organizations on a divisional basis is determined by grouping by type of management. This type includes structures that are formed either on a product or territorial basis, or are consumer-oriented. The most typical is a product management structure, in which departments specialized in types of products with independent economic activities are subordinate to the central management of the organization.

At product/commodity organization divisions are allocated in accordance with the various products that the company produces, and these can be quite different products - not necessarily car models or different kinds soft drinks, etc. This type of organization may involve the production of different parts at different branches, and their assembly at other branches. So, if we again take the automotive industry as an example, engines can be produced in one division, bodies in another, various electrical parts in a third, and finished product assembly in several branches. In this case, each branch concentrates attention on a certain type of product, adapts its internal structure to its production, and promptly solves many problems that previously, in a linear-functional organization, would have required discussion either at the very top or in large functional units, which significantly slowed down the decision-making process.

Very common in the world territorial type of divisional structure. This is especially true for multinational companies. Each country or group of countries has its own characteristics, they are primarily related to the behavior of buyers and the choice of the right marketing strategy in the field of assortment, pricing, product promotion, etc. Centralize marketing activities in a multinational corporation means deliberately reducing profits. This circumstance pushes companies to allocate branches on a territorial basis. This type of structure is also important for Russia with its regions that are so different from each other both in their economic development and in cultural traditions.

Client principle allocation of divisions in the divisional structure does not quite deservedly occupy third place. It is due to the fact that there are not many companies that are clearly oriented only towards it in building their structure. The example given at the beginning of this chapter of a manufacturer of office supplies for individual consumers, corporate clients And government organizations may illustrate its possible application in practice. There are manufacturers of children's toys that distinguish divisions based on the age of customers: one division produces products for children 1-2 years old, another - for 3-5 year olds, a third - for younger children school age. At the same time, from a methodological point of view, the client criterion is the most important and, ultimately, the only one used in the divisional structure. The difference in goods is, first of all, a difference in the clients for whom they are produced; the difference in territories is again, first of all, a difference in the people who inhabit them. Therefore, ultimately, behind the first two more common criteria there is one single client principle for allocating divisions.

The divisional organizational structure diagram is presented in Figure 4.

The advantages of a divisional structure are:

· higher adaptability compared to pre-existing structures;

· improving coordination of the activities of functional departments within divisions;

· opportunities for further development of divisional independence, decentralized organization of financial flows;

The most important advantage of the divisional structure is the possibility of developing internal cost accounting.

IN general view within financial structure The enterprise has three types of divisions:

1) profit centers - divisions that generate profit or must necessarily be profit-oriented in their activities (6if today they are not able to earn money inside and outside the company, this indicates incompetent management);

2) loss centers - those divisions whose existence is considered necessary for the organization as a whole, but which, by definition, are unable to earn money (according to the classical economic theory, coming from Adam Smith, there should not be such divisions, but real economic practice is replete with examples of this kind: educational centers companies, medical institutions, departments related to product development and testing, etc.)

3) venture centers - divisions that today bring well-justified losses, but tomorrow are capable of generating profit (primarily these include new divisions of the company that are currently spending more money for their development, which generates profit).

Organizational system, consisting of such centers, is almost impossible to develop within the framework of a linear-functional structure. How much profit did the accounting or planning department bring? This question most often turns out to be rhetorical. To answer it, very complex calculation procedures are required, which are effective, as a rule, only when there are independent organizations providing similar services.

The disadvantages of the divisional structure are:

· duplication of management functions in various departments;

· less economical compared to a linear-functional structure;

· complexity of distribution of powers between the central headquarters and divisions.

High cost and duplication of functions become a serious obstacle to the introduction of divisional management structures at domestic enterprises. a lack of Money, the inability to ensure the profitability of individual productions most often leads the management of organizations to the idea that the linear-functional structure is not only the simplest and most understandable, but also the most effective in Russian conditions.

The following types of mechanistic organizational structures are distinguished: linear, functional, divisional, linear-functional (headquarters).

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

Figure 3.2 - Flat control structure

Figure 3.3 - Multi-level (high) management structure

In a linear management structure, decisions are passed down the chain “from top to bottom”, and the head of the lower level of management is subordinate to the manager of a higher level above him. That. a kind of hierarchy of managers of this particular organization is formed (for example, a site foreman, a workshop manager, an enterprise director). Linear organizational management structure has its advantages and disadvantages

Advantages of linear OSU. It implements the principle of unity of command and, accordingly, the personal responsibility of each manager for his own work results and for the results of the work of his subordinates.

Disadvantages of linear OSU: 1 The head of the organization must be a “universal” specialist, understand all issues of the enterprise’s activities: economic, technical, social, organizational, and so on. As a result, this structure does not provide high-quality, competent solutions to management problems and effective management. 2. The work of line managers is dominated by decisions on operational tasks. The solution to promising and strategic issues is not given due attention. 3. The “long” path of decisions through the levels of the management hierarchy reduces the efficiency of management and the timeliness of its response to changes in the management object and in the external environment. 4. Due to the large number of intermediate links, in the event of unsatisfactory performance of one of them, a “failure” occurs in the entire control system. 5. Due to complexity modern enterprise Due to the large number and variety of tasks being solved, the communication channels in this OSU are overloaded with information. As you can see, the linear structure, along with its advantages, has a number of serious disadvantages, which to a certain extent can be eliminated by the functional structure.

Functional organizational structure organization management

Figure 3.4 - Functional management structure

Functional management carried out by a certain set of departments specialized in performing specific types of work necessary for making decisions in the line management system. The performance of individual functions on specific issues is assigned to specialists, i.e. each governing body (or performer) is specialized in executing individual species activities, for example, marketing department, planning department, accounting, etc. Thus, the overall task of managing an organization is divided starting from the middle level according to functional criteria.

Advantages of a functional organizational management structure:

Competent solution of management problems related to certain management functions due to a high level of specialization;

Increasing the volume of promising and strategic decisions on the management functions performed and the development of the enterprise;

Increasing management efficiency through timely resolution of specialized management tasks,

Reducing information load on communication channels;

Relieving the highest levels of management from consideration of current issues.

Disadvantages of a functional organizational management structure:

Violation of the principle of unity of command;

This structure, while freeing the head of the enterprise from solving functional problems, simultaneously contributes to a sharp increase in the amount of work on coordination and coordination of the activities of functional services and their managers. Top management is forced to act as a dispatcher-coordinator of the activities of functional managers, and the latter constantly coordinate their actions, which leads to unjustified losses of working time at meetings;

Control over both the implementation of individual management functions and the activities of the management apparatus as a whole is becoming more complicated, since management activities are mostly aimed at solving complex, complex problems;

The number of management staff is increasing significantly.

The shortcomings of both linear and functional management structures are largely eliminated by line-staff and line-functional structures.

Line-staff OSU. In it, the head of the enterprise delegates one part of his powers to line managers, and transfers the other part to the headquarters. In this regard, line and staff powers are allocated. Line authority is exercised through line communication. In a line-staff structure, line managers are vested with line powers: directors, heads of production, workshops, sections, shifts, and branch directors.

Line manager:

Possesses legitimate authority to direct his direct subordinates to achieve their goals;

Formulates, in agreement with the superior manager, the goals of the work of his department. Sets specific tasks for his subordinates, transferring part of the authority to them. Establishes deadlines for completing tasks, requirements for work results and responsibility of subordinates;

Participates in decision-making on all issues related to the activities of the unit entrusted to him;

Organizes work to achieve set goals, controls, coordinates and motivates the activities of subordinates;

Carries out in his department personnel work. Participates in personnel selection, inducts employees into positions, makes proposals for evaluating their work.

The scope of authority of the line manager of a structural unit is determined by the superior manager.

Figure 3.5 - Linear and staff structure of the company

Types of staff powers:

Recommendation powers. Such powers are vested in the headquarters, which should only advise line managers on functional issues in the event that the line manager seeks advice from headquarters employees. Line managers can follow the recommendations of the headquarters, or they can ignore them, or even make a decision without turning to the headquarters for help.

Mandatory approvals. Here the headquarters is vested with powers under which line managers are required to coordinate their actions with the apparatus on a certain range of problems. However, even after discussing the situation with headquarters, line managers make decisions and act independently.

Concurrent powers- powers giving the headquarters the right to reject decisions of line management. They are introduced to prevent gross errors in decision making and to balance the power of line management and headquarters.

Functional authority- powers under which the headquarters can, within its competence, prohibit or prescribe any actions to lower line managers.

Linear-functional OSU is a special case of a line-staff organizational structure of management. In a linear-functional organizational structure, combining the principles of linear, functional and staff management, the performance of special functions is closely intertwined with a system of subordination and responsibility for the direct solution of management tasks. This OSU is based on the regulation of linear and functional connections. In it, line managers have linear powers, and functional ones have functional powers in relation to subordinate line managers and line managers in relation to their subordinates. Linear-functional management systems have the advantages of both linear and functional ones. A significant disadvantage of a linear-functional operating system is the rigid division of labor. This contributes to the increased interest of each management body in performing only “its” function, which is typical for functional divisions. Therefore, when new, non-standard, complex, cross-functional tasks appear, there is a need for frequent approval of draft solutions on top level management.

Divisional management structure. These are structures based on the allocation of large, autonomous production units (departments, divisions) and their corresponding levels of management, granting these units operational and production independence and transferring responsibility for making a profit to this level. The main elements of the divisional OSU are branches and the central headquarters (central office). Divisional structures were created on the basis of linear-functional ones. The restructuring of the activities of the central apparatus was carried out in the direction of unloading it through the transfer of operational management functions to the management of the departments. Typically, the central office performs the following functions: - carries out a unified scientific, technical, financial, marketing, sales and personnel policy; - performs the functions of a financial investor; - directs branches to new markets; - develops a strategy for the company’s activities; - evaluates performance results. Branches- the main link in the system corporate governance. The modern branch is the entrepreneurial division of a company, functioning as a profit center. The department usually:

Carries out the production process, marketing and sales of products, purchase of raw materials, materials, components, own design and technological developments, personnel selection;

Maintains accounting and control financial activities;

Receives profit and is responsible for its receipt.

Divisional operating systems can be created in several versions. The most common ones are: grocery, regional, consumer-oriented and mixed.

Figure 3.6 - Divisional product structures

Divisional organizational structures compared to linear-functional ones, they have the following advantages:

Orient personnel towards achieving the final results of the company’s activities (production of specific types of products, meeting the needs of a specific consumer, saturation of a specific regional market with goods);

Transfer responsibility for profit generation to the divisional level;

Allow top management to concentrate on strategic planning and management of the organization;

Promote the business career of branch managers;

Improve the development of communications;

Ensure more rapid adoption of management decisions;

Easier to adapt to changes in market conditions and external environment;

They function more successfully under non-price competition;

Focused on developing new markets and technologies;

Better adapted to product diversification.

Disadvantages of divisional OSU:

Expanding the independence of departments can lead to different views between the central apparatus and the management of departments on solving management problems. This contributes to the emergence of conflict situations;

The creation of departments increases the number of levels of management hierarchy;

In divisional organizational management structures, the duplication of functions and operations performed at different levels of management is increasing; - the number of management personnel increases significantly compared to linear-functional organizational structures.

Linear The organizational structure is based on the principle of unity of distribution of orders, according to which only a higher authority has the right to give orders. Compliance with this principle should ensure unity of management. Such an organizational structure is formed as a result of constructing a management apparatus from mutually subordinate bodies in the form of a hierarchical ladder, i.e. Each subordinate has one leader, and a leader has several subordinates. Two managers cannot communicate directly with each other, they must do so through the nearest higher authority. This structure is often called single-line.

Figure 2 - Linear structure

Advantages linear structure:

A clear system of mutual connections between functions and departments;

A system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;

Clearly expressed responsibility;

Quick response of executive departments to direct instructions from superiors.

Flaws linear structure:

Lack of links involved in strategic planning; in the work of managers at almost all levels, operational problems (“turnover”) dominate over strategic ones;

Tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;

Low flexibility and adaptability to changing situations;

The criteria for the effectiveness and quality of work of departments and the organization as a whole are different;

The tendency to formalize the assessment of the effectiveness and quality of work of departments usually leads to the emergence of an atmosphere of fear and disunity;

A large number of “management levels” between workers producing products and the decision maker;

Overload of top-level managers;

Increased dependence of the organization's performance on the qualifications, personal and business qualities of senior managers.

IN modern conditions the disadvantages of the structure outweigh its advantages. This structure is poorly compatible with modern quality philosophy. Organizational structure of enterprise management.

Functional The organizational structure is based on the creation of divisions to perform certain functions at all levels of management. Such functions include research, production, sales, marketing, etc. Here, with the help of directive leadership, the lower levels of management can be hierarchically connected with various more high levels management. The transmission of orders, instructions and messages is carried out depending on the type of task.

Figure 3 - Functional structure

For example, a worker in a workshop receives instructions not from one person (the foreman), but from several staff units, i.e. The principle of multiple subordination applies. Therefore, such an organizational structure is called multiline.

The functional structure of production management is aimed at performing constantly recurring routine tasks that do not require prompt decision-making. Functional services usually include highly qualified specialists who perform specific types of activities depending on the tasks assigned to them.

TO benefits such a structure can be attributed to:

Reduction of coordination links;

Reducing duplication of work;

Strengthening vertical connections and strengthening control over the activities of lower levels;

High competence of specialists responsible for performing specific functions.

TO shortcomings:

Ambiguous distribution of responsibility;

Difficult communication;

Lengthy decision-making procedure;

Conflicts arise due to disagreement with directives, since each functional manager puts his own issues first.

Linear-functional The management structure of the enterprise consists of:

Linear units that carry out the main work in the organization;

Specialized service functional units.

Linear units make decisions, and functional units inform and assist the line manager in developing specific issues and preparing appropriate decisions, programs, plans for making specific decisions.

Figure 4 -Linear-functional structure: F – conventional image head of functional service

Functional services communicate their decisions to executives either through the top manager or (within special powers) directly. As a rule, functional services do not have the right to independently give orders to production units. The role and powers of functional units depend on the scale of economic activity and the management structure of the company as a whole.

Functional services carry out all technical preparation of production; prepare options for resolving issues related to the management of the production process; relieve line managers from planning, financial calculations, logistics of production, etc.

The larger the company and the more complex its management system, the more ramified its functional apparatus. The linear-functional management structure has a number of advantages:

Prompt implementation of actions according to orders and instructions given by higher-level managers to lower-level ones,

Rational combination of linear and functional relationships;

Stability of powers and responsibility for personnel.

Unity and clarity of management;

Higher efficiency in making and implementing decisions than in a linear structure;

Personal responsibility of each manager for performance results;

Professional problem solving by functional service specialists.

Divisional(departmental) structure is the most advanced type of organizational structure of a hierarchical type, sometimes it is even considered something between bureaucratic (mechanistic) and adaptive structures. In some cases, these structures can be found in the literature under the name “fractional structures”.

Divisional structures are structures based on the allocation of large autonomous production and economic units (departments, divisions) and the corresponding management levels, granting the units operational and production independence, with the transfer of responsibility for making a profit to this level.

A department (division) is an organizational commodity-market unit that has the necessary functional units of its own.

The structuring of the organization into departments is carried out according to three principles:

Product - taking into account the characteristics of the products manufactured or services provided;

Consumer;

Regional - depending on the territories served.

There are three types of divisional structures:

Divisional productive structures;

Customer-oriented organizational structures;

Divisional-regional structures.

With a divisional product structure, the authority to manage the production and sales of any product or service is transferred to one manager, who is responsible for this type products.

Heads of functional services (production, procurement, technical, accounting, marketing, etc.) must report to the manager for this product.

Organizations with such a structure are able to quickly respond to changes in competitive conditions, technology and consumer demand. Activities for the production of a certain type of product are under the leadership of one person, which improves coordination of work.

A possible disadvantage of the product structure is an increase in costs due to duplication of the same types of work for different types products. Each product department has its own functional divisions.

An example of a product divisional structure is OJSC AVTOVAZ, where the service of the vice president for technical development, which includes: a scientific and technical center that ensures the creation and production of new and modernized car models; production of technological equipment that manufactures machine tool products; production of molds and dies, manufacturing technological equipment.

When creating consumer-oriented organizational structures, units are grouped around a certain number of consumers (for example, the army and civilian industries, industrial, technical and cultural products). The goal of such an organizational structure is to serve the needs of specific customers as well as an organization that serves just one group. An example of an organization that uses consumer-oriented management structures is commercial banks. The main groups of service consumers in this case will be: individual clients, organizations, other banks, international financial organizations.

If the organization’s activities are extended to a number of regions in which it is necessary to use different strategies, then it is advisable to form a divisional management structure on a territorial basis, i.e., use a divisional-regional structure. All activities of the organization in a particular region must be reported to the appropriate manager responsible to the highest governing body of the organization. The divisional-regional structure facilitates the solution of problems associated with local customs, peculiarities of legislation and the socio-economic environment of the region. Territorial division creates conditions for training management personnel of departments (divisions) directly on site.

Advantages of a divisional structure:

It provides management of multidisciplinary enterprises with a total number of employees of about hundreds of thousands and geographically remote divisions;

Provides greater flexibility and faster response to changes in the environment of the enterprise compared to linear and line-staff;

By expanding the boundaries of independence of departments, they become “profit centers”, actively working to improve the efficiency and quality of production;

Closer connection between production and consumers.

Disadvantages of the divisional structure:

A large number of“floors” of the management vertical; between workers and the production manager of a unit - 3 or more levels of management, between workers and company management - 5 or more;

Separation of headquarters structures of departments from company headquarters;

The main connections are vertical, so there remain shortcomings common to hierarchical structures - red tape, overworked managers, poor interaction when resolving issues related to departments, etc.;

Duplication of functions on different “floors” and, as a result, very high costs of maintaining the management structure;

As a rule, departments maintain a linear or line-staff structure with all its disadvantages.

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

Organizational management structures

Under organization management structure is understood as an ordered set of interconnected elements that are in stable relationships with each other, ensuring their functioning and development as a single whole.

The elements of the structure include individual employees of the organization, services, departments and other parts of the management apparatus. In any operating system, each of its elements has a specific place and corresponding connections, through which the interaction of elements occurs in the management process (direct and indirect connections).

The relationships between them are determined and maintained through four types of organizational connections:

• horizontal;
• vertical;
• linear;
• functional;
• cross-functional.

Horizontal connections– connections that consolidate the nature of the coordination of elements; usually single-level.

Vertical connections– connections that consolidate the nature of the subordination of elements in the hierarchy of management in the organization; as a rule, multi-level (i.e., they characterize the presence of several levels of management).

Linear connections– connections between line managers, characterizing the movement of management decisions and information between them. They arise between departments and managers at different levels of management. Typically, this type of connection appears where one manager is administratively subordinate to another.

Functional connections– connections between the main management functions in the organization, characterizing the movement of information and management decisions between them. Also, this type of communication characterizes the interaction between departments and managers related to the management of certain activities at different levels of management in the absence of administrative subordination between them.

Cross-functional connections are connections that arise between departments of the same level.

OSUs are divided into mechanistic (bureaucratic) and adaptive (organic).

Linear organizational management structure- This is the most common type of mechanistic structure.

A multi-level management system in which a superior manager exercises sole management of the subordinate managers subordinate to him, and subordinate managers report to only one person - their immediate superior manager. According to this principle, a hierarchy of services is formed that permeates the entire organization to the very bottom.

The line management structure is simple and easy to understand. Clearly defined rights and responsibilities of all its participants create conditions for prompt decision-making.

In its pure form, the linear structure is found mainly in small organizations that have not yet found their place in the market; in organizations that do not have subordinates with a high or average level of culture; in organizations where the production process is well established and there is no need for frequent changes in goals and technologies.

Advantages of a linear management structure:

· a clear system of mutual connections between functions and departments;

· a clear system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;

· clearly expressed responsibility;

· quick response of executive departments to direct instructions from superiors;

· consistency of actions of performers;

· efficiency in decision making;

· simplicity of organizational forms and clarity of relationships;

· minimum production costs and minimum cost of products.

Disadvantages of a linear management structure:

· lack of links dealing with strategic planning issues;

· in the work of managers at almost all levels, operational problems (“turnover”) dominate over strategic ones;

· overload of top-level managers;

· tendency to red tape and shifting responsibility when solving problems that require the participation of several departments; · low flexibility and adaptability to changing situations; · criteria for the effectiveness and quality of work of departments and the organization as a whole are different; · tendency to formalize the assessment of the effectiveness and quality of work of departments leads to usually leading to an atmosphere of fear and disunity; · a large number of “levels of management” between workers producing products and the decision maker; · increased dependence of the organization’s performance on the qualifications, personal and business qualities of senior managers.

The noted shortcomings lie not in the plane of a specific linear organizational management structure, but in the plane of the organization of the enterprise’s work, and can be eliminated by replacing some of the bureaucratic elements with economic ones.

As the organization grows, technology becomes more complex, and the range of manufactured products expands, the need arises to create additional functional units in the enterprise structure that solve general and functional problems.

Functional organizational structure of management - structure of management bodies, in which each management body is specialized in performing a certain range of production, technological, design, financial, information or support functions. Compliance with the instructions of the functional body within its competence is mandatory for production units.

It emerged as an inevitable result of the increasing complexity of the management process. The peculiarity of the functional structure is that although unity of command is maintained, special divisions are formed for individual management functions, whose employees have knowledge and skills in this area of ​​management.

In principle, the creation of a functional structure comes down to grouping personnel according to the broad tasks that they perform. The specific characteristics and features of the activities of a particular division (block) correspond to the most important areas of activity of the entire enterprise.

The traditional functional blocks of an enterprise are the departments of production, marketing, and finance. These are the broad areas of activity, or functions, that every enterprise has to ensure that its goals are achieved.

If the size of the entire organization or a given department is large, then the main functional departments can, in turn, be subdivided into smaller functional units. They are called secondary, or derivatives. The main idea here is to maximize the benefits of specialization and avoid overloading management. In this case, it is necessary to exercise certain caution so that such a department (or division) does not put its own goals above the general goals of the entire enterprise.

Figure 2 shows a diagram of the functional organizational structure.

Figure 2 – Diagram of the functional organizational structure of management

Benefits of a functional management structure:

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

· expanding the capabilities of line managers for operational production management as a result of their release from preparing information on functional activities;

· the functional structure of production management is aimed at performing constantly recurring routine tasks that do not require prompt decision-making. Functional services usually include highly qualified specialists who perform specific types of activities depending on the tasks assigned to them.

The disadvantages of functional management structures include:

· difficulties in maintaining constant relationships between various functional services;

· lengthy decision-making procedure;

· hierarchy in the structure of relationships;

· lack of mutual understanding and unity of action between employees of functional services of different production departments of the company;

· reduction of the responsibility of performers for work as a result of depersonalization in the performance of their duties, since each performer receives instructions from several managers;

· duplication and inconsistency of instructions and orders received by employees “from above”, since each functional manager and specialized department puts their issues first;

· violation of the principles of unity of command and unity of management.

The essence of the functional structure of the organization is that all complex decisions requiring technical, economic, legal, psychological and other special knowledge should be made only by employees specializing in these areas who have the necessary competence, which is not available to ordinary line managers.

Although the functional structure allows for the management of organizational processes with the inclusion of the largest number of competent specialist managers, professionals in narrow fields of knowledge and activity, the functional structure is practically not used in modern organizations due to its inefficiency.

As the experience of organizations has shown, the effect is achieved only if one person, a single manager, is responsible for the entire production process in a department or in one area. In fact, we are talking about the line manager. The constant change of specialist managers inevitably gives rise to irresponsibility and lack of control over activities; double subordination, as well as role conflicts and uncertainty of role settings. Due to these circumstances, the functional structure in its pure form is not currently used.

Linear-functional organizational management structure. The practice of using linear structures has suggested some ways to overcome their shortcomings, in particular the combination of a centralized linear structure and a highly specialized functional structure.

The essence of a linear-functional structure is that the organizational structure includes separate structural units (divisions) that perform highly specialized functions at a high professional level. The influence of the activities of these structural units extends to individual aspects of the linear structure in this way: at some point in the activity, the line manager transfers his management rights to representatives of the functional structure, but makes sure that the prerogatives of the functional manager do not go beyond his competence. For example, to improve the production process, the intervention of designers is required; the head of the corresponding production area facilitates the work of the designers, but in general does not interfere in the details of their activities. As soon as the designers complete their work, the site manager regains full authority and manages the entire production process at the site, including the implementation of the designers' recommendations.

Linear units make decisions, and functional units inform and assist the line manager in developing specific issues and preparing appropriate decisions, programs, plans for making specific decisions.

Functional services communicate their decisions to executives either through the top manager or (within special powers) directly. As a rule, functional services do not have the right to independently give orders to production units. The role and powers of functional units depend on the scale of economic activity and the management structure of the company as a whole.

Functional services carry out all technical preparation of production; prepare options for resolving issues related to the management of the production process; relieve line managers from planning, financial calculations, logistics of production, etc.

The linear-functional structure (and its derivatives) is probably one of the most common in medium-sized enterprises.

Figure 3 shows a diagram of the linear-functional structure.

The linear-functional management structure has a number of advantages:

· quick implementation of actions according to orders and instructions given by higher-level managers to lower-level ones,

· rational combination of linear and functional relationships;

· stability of powers and responsibility for personnel.

· unity and clarity of management;

· higher efficiency of decision making and implementation than in a linear structure;

· personal responsibility of each manager for performance results;

· professional problem solving by specialists of functional services.

Disadvantages of a linear-functional structure.

· duplication of functions of the manager and functional specialists in the process of management activities;

· insufficient decision-making efficiency for large enterprises and enterprises operating in a dynamic market;

· reluctance of managers to take responsibility for decisions made;

· the emergence of intra-production barriers that limit the scope of interest of functional units in the effective development of production

· disagreements between line and functional services;

· opposition of line managers to the work of functional specialists;

· misinterpretation of information transmitted to line managers by functional managers.

In addition, a linear-functional structure is often understood as a structure in which an enterprise is divided into several independent linear structural divisions, each of which performs its own specific functions, for example, marketing, production, etc. In this case, the structure has the characteristics of both a linear and divisional structure (depending on the level of delegation of authority).

Divisional organizational management structure. One of the noticeable trends in the organizational restructuring of enterprises in a transition economy is a significant increase in the independence of individual parts of management structures and the creation of subsidiaries on this basis. A network of small mobile firms is being formed around large enterprises, capable of quickly adapting to changing demand. Thanks to this, manufacturing enterprises are brought closer to the consumer sector, and the process of selling products is accelerated. From the production and organizational structure of many large enterprises, divisions with a full production cycle are distinguished. On the one hand, independent economic entities are created, focused on specific consumers, and on the other hand, the integrity of the production and technological complex, the general focus and profile of its activities are preserved.

The departure from the use of strictly functional schemes for managing corporations in favor of a divisional structure of organizing activities by departments can be quite clearly seen with the development of diversification of production. However, in practice there is a certain restraint regarding decentralization, and its acceptable limits are established. This is due to the fact that the negative aspects of excessive freedom of departments and enterprises in choosing areas of production activity and making responsible management decisions have become clearly visible. Therefore, the top managers of many corporations, without abolishing departments that have gained sufficient independence, make significant amendments to their organizational structure, subordinating them to their authority to a much greater extent.

The divisional form can be considered as a combination of organizational units serving a specific market and managed centrally. Its logic lies in the combination of departmental autonomy with a centrally controlled process of resource allocation and evaluation of results.

The structure of organizations on a divisional basis is determined by grouping by type of management. This type includes structures that are formed either on a product or territorial basis, or are consumer-oriented. The most typical is a product management structure, in which departments specialized in types of products with independent economic activities are subordinate to the central management of the organization.

At product/commodity organization divisions are allocated in accordance with the various products that the company produces, and these can be quite different products - not necessarily car models or different types of soft drinks, etc. This type of organization may involve the production of different parts at different branches, and their assembly at other branches. So, if we again take the automotive industry as an example, engines can be produced in one division, bodies in another, various electrical parts in a third, and finished product assembly in several branches. In this case, each branch concentrates attention on a certain type of product, adapts its internal structure to its production, and promptly solves many problems that previously, in a linear-functional organization, would have required discussion either at the very top or in large functional units, which significantly slowed down the decision-making process.

Very common in the world territorial type of divisional structure. This is especially true for multinational companies. Each country or group of countries has its own characteristics, they are primarily related to the behavior of buyers and the choice of the right marketing strategy in the field of assortment, pricing, product promotion, etc. Centralizing marketing activities in a multinational corporation means that profits will be reduced. This circumstance pushes companies to allocate branches on a territorial basis. This type of structure is also important for Russia with its regions that are so different from each other both in their economic development and in cultural traditions.

Client principle allocation of divisions in the divisional structure does not quite deservedly occupy third place. It is due to the fact that there are not many companies that are clearly oriented only towards it in building their structure. The example given at the beginning of this chapter of a manufacturer of office supplies for individual consumers, corporate clients and government organizations can illustrate its possible application in practice. There are manufacturers of children's toys that distinguish divisions based on the age of customers: one division produces products for children 1-2 years old, another for 3-5 year olds, and a third for children of primary school age. At the same time, from a methodological point of view, the client criterion is the most important and, ultimately, the only one used in the divisional structure. The difference in goods is, first of all, a difference in the clients for whom they are produced; the difference in territories is again, first of all, a difference in the people who inhabit them. Therefore, ultimately, behind the first two more common criteria there is one single client principle for allocating divisions.

The divisional organizational structure diagram is presented in Figure 4.

The advantages of a divisional structure are:

· higher adaptability compared to pre-existing structures;

· improving coordination of the activities of functional departments within divisions;

· opportunities for further development of divisional independence, decentralized organization of financial flows;

The most important advantage of the divisional structure is the possibility of developing internal cost accounting.

In general, within the financial structure of an enterprise there are three types of divisions:

1) profit centers - divisions that generate profit or must necessarily be profit-oriented in their activities (6if today they are not able to earn money inside and outside the company, this indicates incompetent management);

2) loss centers - those divisions whose existence is considered necessary for the organization as a whole, but which, by definition, are unable to earn money (according to classical economic theory coming from Adam Smith, such divisions should not exist, but real economic practice abounds in this kind examples: company educational centers, medical institutions, departments related to product development and testing, etc.)

3) venture centers - divisions that today bring well-justified losses, but tomorrow are capable of generating profit (primarily these include new divisions of the company, which currently spend more money on their development than they bring in profit).

An organizational system consisting of such centers is almost impossible to develop within the framework of a linear-functional structure. How much profit did the accounting or planning department bring? This question most often turns out to be rhetorical. Answering this requires very complex calculation procedures, which are usually only effective when there are independent organizations on the market that provide similar services.

The disadvantages of the divisional structure are:

· duplication of management functions in various departments;

· less economical compared to a linear-functional structure;

· complexity of distribution of powers between the central headquarters and divisions.

High cost and duplication of functions become a serious obstacle to the introduction of divisional management structures at domestic enterprises. The lack of funds and the inability to ensure the profitability of individual productions most often lead the management of organizations to the idea that the linear-functional structure is not only the simplest and most understandable, but also the most effective in Russian conditions.

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