Hierarchical organizational structures for managing operating enterprises
3. Linear-functional organizational management structure.
Hierarchical organizational structures for managing operational enterprises.
1. Linear organizational structure.
The simplest control structure is linear. With such an organization, control influences on the object of operation can be transferred only by one dominant person - the manager, who receives information only from his directly subordinate persons and makes decisions (and, accordingly, is responsible) on all issues related to the part of the object he manages. All functions of management and subordination are concentrated in the head, a vertical line of control and a direct path of influence on subordinates are created. Such an organization of management is possible only in small departments of the operation service, for example, when a foreman or foreman directly distributes instructions to everyone working in the department.
With an increase in the volume of operational activities, for example, when accepting new facilities for maintenance, the number of operating personnel and their territorial disunity increase accordingly. In such a situation, direct operational contact between the manager and each employee becomes almost impossible. Therefore, a multi-level hierarchical management system is used, in which 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 (Fig. 1). For example, the repair and construction department is divided into foreman and workshop areas.
A multi-level linear management structure has only vertical connections between elements and is built on the principle of hierarchy. This structure is characterized by a clear unity of command. Each employee or manager reports directly to only one superior person and through him is connected with higher levels of management. Thus, a hierarchical ladder of subordination and responsibility is created in the management apparatus.
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The main advantages of a linear management structure are the relative simplicity of selecting managers and implementing management functions. This organization of management ensures the speed of adoption and implementation of management decisions, the unity and clarity of management and eliminates duplication of powers and inconsistency of orders. All responsibilities and powers are clearly distributed, which provides all the necessary conditions for maintaining the necessary discipline in the team. In addition, it ensures an increase in the manager’s responsibility for the results of the activities of the unit he heads, the executors receive interconnected orders and tasks, provided with resources, and personal responsibility for the final results of the activities of their unit.
The linear organizational structure ensures minimal production costs and minimal cost of operational activities.
The disadvantages of this type of structure include the disconnection of horizontal connections and the possibility of excessive rigidity. When operating modern facilities equipped with a large number of different equipment and made using extraordinary materials, the manager is required to have a high level of universal training, which in turn limits the scale of the department being headed and the manager’s ability to effectively manage it. In addition, a large overload of information, a multiplicity of contacts with subordinates, superiors and related organizations leads to the fact that most of the manager’s time is spent on solving operational problems, and not enough attention is paid to promising issues.
The linear structure is focused on a large amount of information transmitted from one management level to another. Its inflexibility is the reason for limiting initiative among employees at lower management levels. All of these factors make it difficult for the further growth and development of the operating enterprise. Therefore, linear structures can be recommended for small organizations with up to 500 employees with a high level of technological or subject specialization, in the absence of broad cooperative ties between organizations.
This type of organizational management structure is used in the operating conditions of small enterprises with urgent production in the absence of extensive cooperative connections. This type of organizational management structure is used in the operating conditions of small enterprises with urgent production in the absence of extensive cooperative connections with suppliers, consumers, etc. . This structure is used in the management system of individual small divisions and production sites involved in the implementation of work using one or more simple technologies.
To free the head of the operations service from routine work and provide him with the opportunity to focus on strategic directions, the linear-staff organizational structure of management contributes to a certain extent (Fig. 2). This is a linear structure, which additionally includes specialized units (headquarters) that assist the relevant manager in performing individual functions, primarily the functions of strategic planning and analysis. The main task of line managers here is to coordinate the actions of functional services (units) and direct them towards the general interests of the organization.
Rice. 2. Linear-staff organizational structure of management.
Such a structure also ensures minimal production costs and minimal cost of operational activities with great opportunities for the development of the operating enterprise. Therefore, it can be recommended for small and medium-sized enterprises.
To manage departments involved in the full range of work on the technical operation of a complex facility, the manager must have knowledge and skills in diverse fields of science and technology. But it is extremely difficult to select a manager who perfectly knows the design, principles of operation and theory of setting up numerous complex engineering systems, and the work of the structural diagrams of modern buildings. Therefore, preference is often given to a functional management structure, in which the operation of the facility is carried out by several highly specialized departments.
The functional structure is based on the principle of specialization of organizational substructures according to functional characteristics (preventive and repair work, R&D, marketing, supply, etc., i.e. homogeneous types of activities). Each specialized functional substructure is subordinated to the person in senior management responsible for this area of activity (Fig. 3). Each senior manager is delegated authority within the boundaries of the function performed. The performance of individual functions on specific issues is assigned to specialists. Specialists of the same profile are united in structural units of the management system and make decisions that are mandatory for production units. Thus, along with the linear one, a functional organization also operates. The performers are in double subordination. Thus, the worker is obliged to simultaneously follow the instructions of his line manager and functional specialist.
Thus, the functional organizational structure of management consists of several specialized linear structures subordinate to the first person of the company. At the same time, following the instructions of functional bodies (departments of planning, accounting, production maintenance, etc.) within the limits of their competence is mandatory for linear units.
Rice. 3. Functional organizational structure of management. Solid horizontal lines show horizontal control (mandatory) connections.
With a functional management structure, the line manager has the opportunity to deal more with operational management issues, since functional specialists free him from solving special issues. But management commands come from many functional services to one production unit or to one performer, and therefore the problem of mutual coordination of these commands arises, which creates certain difficulties. In addition, the responsibility of performers for fulfilling their duties is reduced, since responsibility for the operation of the facility is actually assigned to many performers.
Therefore, the scope of application of the functional management structure is limited to small and medium-sized enterprise operating services with a large number of specialized works.
3. Linear-functional organizational management structure.
Most operations services are an organized collection of interconnected departments, each of which deals with specific tasks. Therefore, linear-functional management structures are currently most widespread.
The basis of linear-functional structures is the so-called “mine” principle of construction and specialization of the management process according to the functional subsystems of the organization (implementation of operational activities, supply, finance, etc.). For each of them, a hierarchy of services (“mines”) is formed, permeating the entire organization from top to bottom. The results of the work of each service of the organization's management apparatus are assessed by indicators characterizing the fulfillment of their goals and objectives.
The linear-functional management structure (Fig. 4) consists of:
- linear units that carry out the main work in the organization;
- specialized service functional units.
Rice. 4. Linear-functional management structure.
Linear-functional organizational management structures are most effective in a stable environment, are designed to use existing technologies, facilitate the effective implementation of standardized operational activities, and are focused on price competition. They are most effective where the management apparatus performs routine, frequently repeated and rarely changing tasks and functions.
Linear-functional organizational management structures have the advantages of both linear and functional ones. Their advantages are manifested in the management of organizations serving many similar objects.
The disadvantages of a linear-functional structure are violation of the principle of unity of command, difficulties in making and implementing agreed management decisions. A strict division of labor enhances the 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 arise, there is a need for frequent approval of draft solutions at the highest level of management. This circumstance complicates the use of the control system in question, since it is the least responsive to progress in the field of science and technology.
The disadvantages of a linear-functional management structure are aggravated by such business conditions that allow for a discrepancy between the responsibilities and powers of managers at different levels and divisions; controllability standards are exceeded; irrational information flows are formed; operational production management is overly centralized; the specifics of the work of various departments are not taken into account; There are no regulatory and regulatory documents necessary for this type of structure.
The linear-functional structure is most applicable in medium and large enterprises with a workforce of 500 to 3000 people.
When a linear-functional structure is supplemented by a headquarters body, a linear-staff organizational management structure is formed.
The line-staff (headquarters) management structure is also built on the principle of functional specialization of managerial labor, but the main task here is to coordinate the actions of functional services at headquarters at various levels and thereby direct these actions in accordance with the general interests of the organization (Fig. ... 5).
The headquarters reports to the line manager (LR). It is not endowed with the right to make decisions, but only performs the functions of an advisory body preparing draft decisions.
Rice. 5. Line-staff management structure.
Thanks to the unification of functional specialists in one management body, the line-staff management organization ensures the efficiency and quality of decisions due to their comprehensive justification. It practically eliminates conflicting orders and allows line managers to be freed from coordinating the work of various services.
The main advantages of the management structure under consideration are a significant increase in the efficiency of using management potential to solve emergency problems.
However, management systems with a line-staff structure do not effectively solve new problems (transition to the production of new products, changes in technology, etc.). In addition, additional costs are required for the creation of special councils, boards, and commissions for coordination and decision-making.
A line-staff management structure is created for, The most successfully considered structure provides the operational solution of extraordinary tasks - eliminating the consequences of natural disasters, etc.
The development and expansion of an operating enterprise may not be limited to simply increasing the number of facilities served. There are many examples in domestic and world practice when a large enterprise simultaneously designs, constructs and operates its own buildings and structures.
The shortcomings of linear and functional management structures lead to the search for other organizational options that provide more effective management. A possible solution in such cases is a divisional structure. Basically, this model is used to build the structure of fairly large organizations that began to create production departments within their enterprises, giving them a certain independence in carrying out operational activities. At the same time, the administration reserved the right to strict control on general corporate issues of development strategy, design, research and development, investments, etc.
The divisional structure directly follows from the functional one by delegating a significant number of powers to managers heading functional areas, giving them a certain independence (Fig. 6), leaving the development strategy, research and development, financial and investment policy, etc. to the management of the corporation.
Fig.6. Divisional (divisional) management structures. Dashed horizontal lines show horizontal control (recommendation) connections.
Structuring the organization into departments, usually according to one of three criteria:
- by type of activity performed (operation of facilities, provision of additional services, construction, design);
- by customer orientation (consumer specialization);
- by territories served (regional specialization)
In the production departments themselves, management is structured according to a linear-functional type.
The division of functions in the divisional structure is not limited to the classical principle: execution of work - supplies - finance. At large enterprises, departments subordinate to them begin to specialize in performing one type of work or increase the volume of work performed. This entails the emergence of a production structure. The exit of enterprises with these products outside their region leads to the need to create territorial structures. The unpredictability and instability of the external environment require managers to create an innovative structure, where special departments develop, master and prepare for new types of work. Such organizational structures received a certain independence and the right to manage the funds belonging to them not strictly according to instructions, but in accordance with the rapidly changing external environment and internal capabilities. Local initiative has increased, which is implemented by those who come forward with it, while at the same time being fully responsible for the result obtained. It became possible to respond more quickly and effectively to changing situations and to take into account new needs. As a result, minimum production costs and the minimum cost of work performed are ensured.
At the same time, divisional management structures lead to an increase in hierarchy, i.e. vertical management. They will require the formation of intermediate levels of management to coordinate the work of departments, groups, etc. Duplication of management functions at different levels ultimately leads to an increase in the costs of maintaining the management apparatus. In addition, the process of monitoring the actions of new structures becomes significantly more complicated. Negative results of work can only appear over time, when it is too late to correct the situation from above. The expansion of horizontal connections, for all its positiveness, brings a weakening of vertical connections. Difficulties may arise due to duplication and confusion in the network of commands and management decisions. Excessive autonomy of parts of the organization can lead to a complete loss of influence on the part of central structures, and, consequently, subordination to common goals and objectives.
What is a functional management structure? What is it, what is connected with it, what scheme does it have? We will try to answer these questions, as well as others, in the course of this article.
The functional management structure is a type of structure that is formed based on the main directions in which a particular organization operates. In this case, the units will be combined into special blocks.
Many large and medium-sized enterprises and organizations use an approach called “functional” when forming divisions. What does it mean? This means that the functional management structure implies the use of functions in the areas in which the company operates. This may be sales of products, their production and similar actions. The blocks will be formed according to their functions, that is, they will have the same root names that are characteristic of the area of activity.
The functional structure of management has some features: the separation of divisions located within the boundaries of blocks can only be carried out according to certain approaches. Let's give a simple example: the organization of workshops takes place with an eye on the products being manufactured. At the same time, the organization of sites will be dictated by the technologies used in the production of products.
Structure blocks
The functional structure of management assumes the presence of three blocks.
The first is production. It includes those divisions that are in one way or another related to the core products manufactured by the company. The connection can also be between services and their provision, and not only visible in the case of products. The production block also houses auxiliary units that provide all the services necessary for the functioning of the main units. Also in the production block are those divisions that service both auxiliary and main processes. Well, this chain is completed by experimental units. They are responsible for producing prototypes of certain products. The role of departments can be very different. Moreover, it will directly depend on the nature of the activities carried out by the organization. After all, prototypes are not created in every company. And the means that are used for auxiliary production are also not available in every company.
The second block is management. The functional structure of management in this case suggests that the block will contain service, information, pre-production (that is, preparatory), administrative and advisory departments and commissions. Let's look at this issue a little more specifically. Information departments include various kinds of archives and libraries. Service units will carry out their activities dealing with issues related to research in the field of marketing. Administrative commissions are nothing more than legal departments and accounting departments, planning services. But advisory commissions can be presented as committees working in the field of improving technology and the organization as a whole.
The third block, which is used by the functional management structure, is divisions related to the social sphere. Examples include certain children's institutions and health centers, various clubs and recreation centers, and so on.
Where is the functional organizational management structure used?
The question of the scope of application today has already been studied far and wide. There are 5 main areas where a functional organizational management structure is used. The first area is single-product enterprises. The second is enterprises that implement quite complex and long-term projects. They can also be innovative. The third area in which the functional structure of enterprise management is applied is large companies and firms that are concentrated on the production of a certain type of product, that is, which have their own specialization. The fourth area of application of this management structure is the organization of design and research activities. Well, this list is completed by enterprises with a very narrow specialization.
What tasks does a functional control system solve?
In the course of using this structure, several challenges arise that management faces. Let's try to list them:
1) Difficulty in ensuring communications.
2) Leveling the load that falls on a particular unit.
3) Careful selection of personnel and specialists who will be allowed to work in functional departments.
4) Assistance in coordinating departments.
5) Prioritization, selection of specialists.
6) Development and implementation of motivational, special mechanisms.
7) Prevention of separatist processes within units.
What are the advantages of a functional management structure?
1) Specialists are quite competent in the implementation of certain specific functions.
2) Line managers practically do not participate in solving special issues. It is also possible to expand the capabilities that line managers will have while reducing their workload. Managers will be able to engage in operational management of production processes by redirecting issues to other appropriate persons.
3) If necessary, experienced specialists participate in the role of consultants. As a result, there is no longer a need (or is noticeably reduced) to attract specialists with a broader work profile.
4) The risk of erroneous decisions will not be zero, but it will certainly be reduced to it.
5) When performing managerial functions, duplication will be excluded.
What are the disadvantages of a functional management structure?
1) It is quite difficult to maintain constant mutual connections established between services.
2) Decision making requires a lot of time, it is a long procedure.
3) Functional services often lack mutual understanding among themselves. Actions turn out to be uncoordinated, there is no unity in them. At the same time, the responsibility of performers, which they must bear for the work performed, is reduced. All this happens because different performers receive instructions not just from different managers - they receive them from several managers at the same time.
4) There is an excessive interest of certain departments in the implementation of tasks and goals.
5) Personal responsibility is reduced. No one wants to take responsibility for the final result.
6) The control required to monitor the process and its progress is quite complex. Moreover, this applies to individual projects and the entire region as a whole.
7) The organizational form reacts to changes with great difficulty; it has already frozen and is not developing.
Types of functional control system
One of the varieties is the linear-functional management structure. Its diagram is presented in the figures below.
The linear-functional structure is used to divide managerial labor. At the same time, functional units should advise and provide assistance on the development of certain issues, as well as prepare plans, programs, and decisions. The entire load associated with command and control is transferred to the linear units.
The linear-functional management structure, the diagram of which was shown earlier, has its advantages and disadvantages. In fact, they will become the subject of further analysis of the topic.
Managers belonging to functional units have a certain influence on production units, but only in a formal sense. In most cases, they cannot do anything on their own, that is, they are not able to give orders without confirmation from the relevant representatives. In general, the role of functional services has a direct connection with the scale at which activities are carried out. They are also related to the management structures of an organization or enterprise. All technical training falls to the functional services. They should work through the issues in advance and leave options for their solutions. In this case, questions may relate to the management of the production process.
What are the advantages of a linear-functional structure?
1) Decisions and plans are prepared more carefully and deeply. Therefore, they have greater efficiency. Plans may also be related to the specialization of individual employees.
2) Line managers are freed from resolving a number of issues, which, in turn, allows them to reduce their workload. These are issues related to logistics, financial calculations and their planning, as well as other issues.
3) The presence of a certain connection and a clear hierarchical ladder. An employee does not report to several managers, but only to one.
What disadvantages does the linear-functional structure have?
1) Each individual link does not want to work for the common good of the company or take on other people’s tasks. In most cases, a link works only on its own goals, performing a narrow range of functions.
2) There are no close relationships between departments. There is virtually no interaction between these components. This concerns the horizontal.
3) But vertical interaction, on the contrary, is very highly developed. Even much more than necessary.
Scheme
The functional management structure, an example of which was given almost at the very beginning of this article, has the diagram shown below.
It is characterized by the creation of certain divisions. Moreover, each of them will have specific tasks that must be performed.
An example of a linear-functional management structure can be demonstrated by the Federal Migration Service. Another diagram of this management structure is presented below.
Conclusion
The advantages and disadvantages of a functional management structure were discussed during the article. The concept was also defined and the blocks included in the functional management structure were described.
The functional organizational structure of management is a scheme of operation of management bodies in which each of them is assigned to perform a certain range of technological, production, design, financial or information functions. Production units subordinate to the functional body are required to comply with all its instructions.
The most common type of management structure is linear-functional. This management scheme includes linear units that perform the main work in the organization, as well as functional service units. Linear units are involved in decision-making at their level, while divisions help the manager make and develop decisions, and also inform him.
Linear-functional organizational structure: description
This management scheme is based on the mine construction method, in which specialization is carried out by functional subsystems (production, marketing, finance, development and research, personnel, etc.). Each subsystem forms its own hierarchy, which permeates the entire organization from top to bottom. The performance of each service is assessed through indicators that characterize the performance of its tasks. The entire system of rewarding and motivating employees is built accordingly. The final result (the quality and efficiency of the enterprise as a whole) fades into the background, since it is believed that all departments are working to achieve it.
disadvantages and advantages
Positive aspects are the clarity of the system of interaction between departments, unity of command (the manager takes control of overall management), delimitation of responsibility (everyone knows what he is responsible for), and the ability of executive departments to quickly respond to instructions received from above.
The disadvantage of the structure is the absence of links that develop a common work strategy. Managers at almost all levels primarily solve operational problems rather than strategic issues. There are prerequisites for shifting responsibility and red tape when solving problems that require the interaction of several departments. Enterprise management has little flexibility and does not adapt well to change. The organization and divisions have different efficiency and quality of work. The current trend towards formality of indicators tends to create an atmosphere of disunity and fear.
The disadvantages of management in this structure lie in the large number of intermediate links that are located between employees and the decision-making manager. Top-level managers are susceptible to overload. The dependence between work results and the qualifications, business and personal qualities of senior management personnel is increasing.
Thus, we can conclude that in modern conditions the linear-functional organizational structure has more disadvantages than advantages. With this organizational system, it is difficult to achieve high-quality work of the enterprise.
The linear-staff organizational structure is designed to eliminate the shortcomings of the linear scheme. It allows you to eliminate the main drawback, which is associated with the lack of links intended for This structure provides for a reduction in the workload of senior managers, it is possible to attract external experts and consultants. However, the distribution of responsibilities remains unclear.
Let us characterize certain types of organizational management structures/
Linear type The organizational structure of management is formed as a result of the arrangement of positions according to the principle of direct subordination: “superior manager” - “managers” - “performers”. This method is the simplest and most logical; it provides the organization with hierarchical subordination and unity of command indicating what, to whom and how to do it. Hierarchy, with all the options for modifying relations in the organizational structure of management, cannot disappear altogether, since the existence of its various levels most fully corresponds to the task of institutionalizing responsibility.
The linear type of structure gives it stability, reliability, and efficiency of management; As a rule, it is effective in small teams solving relatively simple, repetitive tasks.
At the same time, one must see the inflexibility and limited capabilities of the linear type of organizational structure of management. They are as follows:
When using it, a large load falls on the main subject of management. In this case, he needs to have in-depth knowledge in all areas of work of his subordinates. Therefore, the more diverse the functions performed by subordinates, the more difficult it is for the line manager to exercise effective management;
Strict formalization and subordination in relationships leads to feedback blocking to varying degrees, which reduces management efficiency;
The linear structure exhibits the classic “foreign invention” syndrome, where innovation introduced into departments from outside often fails due to lack of internal support.
The functional type helps to overcome these problems.
Functional type The organizational structure of management is based on the transfer of rights of line management to several subjects of management, each of which carries out one of the specialized functions. As a result, performers have several so-called functional managers.
When constructing organizational management structures functionally, each manager concentrates attention on only one area of work and undoubtedly has greater opportunities for effective management. He can have a deeper and more detailed understanding of the intricacies of the activities of his subordinates than the main subject of management with a linear type of organizational structure construction.
The functional structure ensures the performance of specific functions, allows you to select a highly qualified staff of specialists, and use the special skills of the best workers as a lever of influence on the rest of the staff. It creates conditions for the transfer of skills, the establishment of high standards and performance standards.
Finally, a functional organization allows you to eliminate losses due to duplication, say, when each department has its own accountant or personnel officer.
Functional structures are especially suited to team work and give management the flexibility needed to move people from one task to another to optimize response to changing needs.
However, the functional type of organizational management structure is not free from disadvantages:
Narrow specialization makes it difficult to redistribute employees within management bodies and gives rise to a complex problem of cross-functional coordination;
Significant disadvantages include the loss of centralized principles in management. The performer receives instructions from several functional managers and cannot always determine which instruction should be carried out first; large amounts of time are associated with coordinating actions in management;
The same reasons that help functional departments acquire a single, shared point of view can blind employees and prevent them from seeing the needs of other departments. Overly absorbed in their own professional interests, they may become unresponsive to changing conditions outside the organization, and then their response will slow down, may become inadequate, and resistance to change and innovation will be generated.
Linear-functional type organizational management structure is derived from linear and functional types. It concentrates the positive aspects of each of the latter and is to a certain extent free from the disadvantages inherent in each of them.
The basis of linear-functional structures is the “mine” principle of construction and specialization of the management process according to the functional subsystems of the organization: marketing, finance, planning, production. For each of the subsystems, a hierarchy of services is formed, the so-called “mine,” which permeates the entire organization from top to bottom. The results of the work of each service of the management apparatus are assessed by indicators characterizing the fulfillment of their goals and objectives.
Line managers carry out direct management of production, each of them acts as the sole manager in the corresponding production unit. Line managers are vested with the necessary rights and are responsible for the final results of the activities of the units subordinate to them. Functional services (departments: planning, labor and wages, finance, accounting, etc.) carry out the necessary preparatory work, carry out accounting and analysis of the enterprise’s activities, and develop recommendations for improving the functioning of the enterprise. Based on these recommendations, the line apparatus makes the necessary decisions and gives orders to ensure the implementation of the relevant tasks. The personnel of the line apparatus and functional services are not directly subordinate to each other, but have certain mutual obligations to solve the problems facing the enterprise.
Advantages of the structure: liberation of line managers from unusual functions of providing production with resources; the ability to coordinate actions between linear and functional departments; high degree of specialization of the structural divisions of the enterprise.
Disadvantages of the structure: the need for line managers to constantly coordinate when solving current issues of production, economics, personnel, both with the relevant functional services and senior management; a long chain of commands and, as a result, distortion of communications.
Line-staff (or linear-functional-staff) type organizational management structure can significantly improve the quality of line management by combining specialists into specialized, so-called headquarters units who are engaged in the analysis of management information of statistical, analytical, planning, coordinating and other properties and the development of recommendations and proposals based on it. In order to free the head of the management body from resolving secondary issues, functional managers are charged with the responsibility of giving instructions to management objects on individual functions of the management body.
However, this type of organizational management structure also has certain disadvantages. For example, headquarters units tend to constantly increase their composition, which often entails their separation from solving pressing practical problems. At the same time, the workload on the line manager sharply increases. He becomes an intermediary between the headquarters and other structural units subordinate to him: all information “from below” passes through him, on the basis of which he gives the headquarters unit the appropriate orders, and only then do they go from there to the lower levels of the system in the form of instructions and recommendations. It is in order to relieve the manager’s workload that headquarters units can be given limited rights in relation to subordinate units (for example, only to control and coordinate their activities).
Program-target type The organizational structure of public administration provides the greatest flexibility in management. A program-target management structure is one of the types of organizational management structures, which is an ordered set of structural units united organizationally to solve complex problems. The Program Manager recruiting a team is unlikely to hire unnecessary and incompetent people.
According to the types of organizational mechanism, such structures differ as regular and matrix.
In the first case, employees of the relevant functional departments for whom participation in the Program becomes their main occupation for a time are subordinate to the head of the Program. Upon completion of work in the Program, employees return to their unit. The program director gives tasks to the participants. Disciplinary sanctions are imposed by the line manager on the recommendation of the heads of program-target structures.
Matrix structures management ensure that participants simultaneously perform the functions of the program and in the stationary system, i.e., employment in the program does not relieve them from performing permanent duties. This structure is characterized by double, triple and more complex subordination of structural units. According to this structure, various committees and commissions of specialists from various organizations are created, not related to organizational subordination. Yes, it can be said that it is mobile, flexible, universal, although it can also create damage to specialists in the performance of permanent duties.
The program-target type of organizational structure of management is used in practice in the form of short- and long-term program-target structure, organizational structure of project management.
The short-term program-targeted organizational structure of management is determined by the need to create temporary structural formations (for example, groups of specialists to provide assistance to local territorial authorities, conduct licensing, certification of educational institutions or specialties). The employees included in their composition retain their previous position. The creation of such structures is formalized by a brief order without detailing the responsibilities of their representatives.
Long-term program-targeted organizational management structures are created to regulate the progress of large-scale work designed for a relatively long period. As a rule, they include headquarters units specially formed for these purposes. The activities of such structures require detailed legal regulation.
The organizational structure of project management is formed to ensure the implementation of large-scale projects, when frequent restructuring of the system is possible as intermediate goals are achieved.
When using matrix types of organizational structures, each employee of a functional service is assigned either a specific zone or an object. In this case, this employee is, as it were, in double subordination: to the head of his service and to the curator of the zone (facility). The creation of zonal groups allows employees of various services to coordinate their actions in relation to lower-level units without appealing to higher management.
Coordination organizational structures departments are formed on the basis of existing organizational structures of various services and departments without the allocation of additional staff. These are, for example, various commissions, councils, groups of internal consultants, etc. The advantage of coordination structures is the ability to quickly solve complex problems affecting the interests of many bodies and departments.
Program structures group employees according to services and clientele. There is less uncertainty regarding issues of responsibility and accountability. The size and composition of such units can be determined in accordance with demand with the least deviation.
Thanks to its ability to quickly respond to changes in demand for services, an organization can optimize the use of resources.
After successful completion of the project, team members return to their respective functional areas. The benefit is twofold: people gain new skills as the project progresses; The intensity of traditional separatist conflicts between departments is reduced as employees become familiar with the work of other functional units.
A matrix or mixed-matrix structure, where a special project or task group is “overlaid” on a traditional functional organization and problems are solved through the “transfer of people,” is innovative and promotes innovation in the process of management influence. Here the emphasis is on horizontal connections, the concept of common values and norms is clearly implemented. Job zones overlap, people communicate across job zones, information flows unimpeded, many managers have discretionary funds in their budgets, many managers occupy positions with loose responsibilities, and reward systems are focused on future performance rather than performance. past.
Advances in information technology, and especially the development of computer systems that support project teams, can perform the same function as a matrix management structure without its high cost. All program-targeted structures (project management, innovation services, matrix coordination commissions, etc.), depending on the nature of the circumstances, can be emergency and ordinary, short- and long-term. Recently, more and more emergency target structures have arisen in Russian management practice - government commissions during natural disasters, accidents, local wars, forced migrations, etc.
To summarize, we can draw the following conclusions about the essence and specifics of the organizational structure of public administration.
The choice of the optimal design of organizational management structures depends on a number of factors of direct and indirect influence. The first includes goals, objectives, functions and methods of management, and the second includes personnel, equipment, management technology, and labor organization.
All of these factors together define the principles as the basis for the construction (selection) of organizational structures and management structures.
1. The presence of each structural unit of its own purpose and a certain organizational and legal independence corresponding to this within the apparatus of this body, i.e. authority and responsibility for a specific area of work. Associated with this principle is the normative imposition on the head of each body of the functional responsibility to establish and clearly establish the responsibility of structural units and officials for the specific results of fulfilling the tasks and powers assigned to them. Each function must have someone responsible for its implementation and execution.
2. The conditionality of the structure of the organization to its functions in order to prevent structural redundancy or structural insufficiency. This principle provides for a certain autonomy of individual functions, a tendency towards their self-sufficiency. A newly emerged function, determined by new needs, can be performed by creating a new structural unit or independent body, as well as by more complete and intensive activity of previously existing structures.
3. Organizational support for the function involves the allocation of appropriate human and material resources to organizations. Otherwise, the functions assigned to them will not be performed or will be performed only periodically. Thus, in many government organizations, the functions of forecasting, social modeling, monitoring, and correction of management decisions currently still remain organizationally loose.
4. The organizational structure of government agencies should not be complex. Retrospective analysis shows that as social systems develop, their organizational structures become more complex, this is the result of the expansion of their functions, connections, increasing information flows, etc. The increasing complexity of organizational structures has a number of negative consequences. These include: an increase in the number of management personnel, an increase in the cost of systems, a slowdown in the flow of information, and a decrease in responsiveness. Sometimes this leads to the fact that the client (visitor) does not know which door to knock on to resolve his issue. Simplification of the organizational structure of management is an urgent task.
5. Achieving an optimal combination of centralization and decentralization. The concentration of the main management functions at its upper level allows for effective maneuvering of forces and means in emergency situations. The centralization of supporting management functions - information-analytical, personnel, etc. - has also proven positive. Under normal conditions, if the divisions of the system cover a large territory, excessive centralization of management does not contribute to increasing its efficiency. Moreover, at the same time, efficiency in decision-making, initiative, subordination of units and the sense of their responsibility for achieving set goals are often reduced.
Consequently, in each individual case it is necessary to find the optimal balance between centralization and decentralization of functions, which makes it possible to neutralize, on the one hand, departmental tendencies, and on the other, local ones. Solving this problem allows the upper echelon of management to concentrate attention on large, strategic problems, and the lower echelon - on issues of an operational-tactical nature.
6. Elimination of duplication of functions in organizational management structures. This principle means that several services cannot be held responsible for performing the same function. Sometimes this is unavoidable, but we must strive to ensure that each function corresponds to only one organizational cell.
7. Ensuring relative uniformity of loads on each structural unit. Violation of this requirement can lead to such negative consequences as constant redistribution of staff between services, high staff turnover, chronic understaffing, tension in relationships, etc.
8. The minimum possible number of hierarchical levels in the organizational management structure to ensure the shortest path for the accumulation and passage of information between an order (decision) and its execution.
9. In the organizational structure of management, it is advisable to provide for the possibility of complementarity and interchangeability of workers, so that each person can perform the functions of at least two workers at his level, and the manager can imitate the functions of higher and lower ones in the management hierarchy.
Organizations that carry out such processes as: determining the timing, volume and sequence of work, division of labor and resource provision, need to implement stable relationships between the elements of the management system. For this purpose, an organizational management structure is being developed.
Organizational structure is divided into two types: hierarchical and organic.
A hierarchical structure implies a clearly defined hierarchy, management comes from one center, a strict division of employee functions, and a clear definition of the rights and responsibilities of employees.
Let's take a closer look at the types of hierarchical structures:
1. Linear management structure
The linear structure is suitable for small organizations and for organizations operating in a stable external environment.
To eliminate the weaknesses of the structure it is necessary:
Determine the areas of competence of subordinate managers and delegate appropriate powers to them;
To relieve line managers, introduce a staff unit - an assistant, who will be assigned some of the responsibilities;
To eliminate the problem of shifting responsibility, it is necessary to establish horizontal communication between line managers.
This type of structure is used, as a rule, in small organizations in the initial period of their formation.
2. Functional management structure
The functional structure is most often used for large volumes of specialized work in an enterprise.
How to eliminate structure deficiencies:
If the principle of unity of command is violated, as a rule, there is a decrease in the responsibility of performers. This problem must be solved by introducing motivation and budgeting systems;
It is necessary to clearly define the areas of competence of functional managers, provide the right to make independent decisions within their competencies, as well as clear planning of activities.
Linear and functional structures in their pure form are not used by any large organization in Russia or in the world.
3. Linear-functional structure
The linear-functional structure is suitable for medium and large companies. This structure helps improve the quality of horizontal communications.
This structure is effective where:
Management tasks and functions rarely change;
Mass or large-scale production occurs with a limited range;
Manufacturing is the least susceptible to the progress of science and technology;
External conditions are stable.
This structure is usually used by banks, industrial and state enterprises. It is also effective together with other structures.
To overcome the weaknesses of the linear-functional structureit is necessary to clearly define the powers and responsibilities between line and functional managers.
Linear-functional system using the example of the bank OJSC AK BARS:
Source : OJSC "Ak Bars" Bank, akbars.ru
In modern conditions, a linear-functional structure, as a rule, is used mainly by small and medium-sized organizations and very rarely in transnational companies. For many large companies, the divisional approach has become relevant.
4. Divisional management system
The divisional structure is suitable for organizations that have diversified production or different areas of activity.
This structure was first used by the company "General Motors." The need to implement such a structure was caused by a sharp increase in the size of the company, the complication of technological processes, as well as the diversification of activities. In a rapidly changing environment, the linear-functional structure made it impossible to manage from a single center.
To smooth out the shortcomings of this structure, a clear delineation of functions for each department of the organization is necessary.
Divisional system using the example of the oil company OJSC Rosneft:
Source : OJSC NK Rosneft, rosneft.ru
Sometimes environmental conditions change so rapidly that the process of developing and making decisions in hierarchical structures slows down. For such a case, when an organization is no longer able to effectively interact with the environment, adhocratic (organic) structures have been developed.
In the second part of the article we will look at organic organizational structures.
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