Types of organizational structures. Basic organizational management structures

a) Rigid organizational structures

1. Linear

The structure of an organization in which there are no divisions, and the number of employees does not exceed the manager’s controllability. There are only linear vertical connections in the structure; there are no horizontal connections. Full responsibility for work on all management functions rests with the manager.

Several middle managers may report to the head of an organization. But at the same time, the specialization of management occurs not on a functional basis, but on the volume of work (for example, the heads of two departments of the store, having the same set of functions, report to the head of the store)

Advantages and disadvantages of a linear structure:

Clear levels of management and subordination and communication

Efficiency and accuracy of management reactions

Preventing one performer from receiving conflicting tasks

Excessive information overload of the manager

Increasing deadlines for completing tasks that require collaboration between several departments

2. Functional

Specialization of management occurs within the framework of a functional approach, i.e. in the main areas of activity: production, marketing, finance, research. The head of the organization has specialists subordinate to him who manage all the performers at once.

Advantages and disadvantages of the functional structure

Effective organization of horizontal connections

Wide possibilities for coordinating one solution across various functional departments

The principle of unity of command is violated and the performance of performers is reduced.

Coordination of activities is not in the hands of one person, but lies equally with all specialists

The head of the organization is required to have deep and diverse knowledge

3. Line-staff

The first “hybrid” of linear and functional structures. Under line managers, a group of specialists is created - “headquarters” or “apparatus”. At the organizational level, employees of the apparatus deal with general problems of its development, and in divisions they solve specific problems. The headquarters has the powers:

Conciliatory (when making decisions that require the opinion of staff specialists)

Parallel (when developing alternative solutions along with the line manager)

The headquarters has a linear structure.

Headquarter types:

– advisory (a certain set of specialists on an ongoing basis)

– servicing (for one of the servicing management functions: marketing, financing, planning, business management, legal services, etc.)

– personal (a type of service apparatus; a type of assistant secretary)

Advantages and disadvantages of the headquarters structure:

The headquarters allows you to combine the benefits of linear and functional structures

The headquarters frees the manager from most of the analytical work and concentrates on his core activities

The results of the work of the headquarters may not be suitable for a specific situation, because the headquarters is not related to the main activities of the organization

The line manager may not listen to the recommendations of the headquarters, even if he is wrong

It is difficult to assess the effectiveness of the organization’s headquarters based on the results of their activities, because it is very difficult to determine what effect the organization has achieved thanks to the recommendations given by the headquarters

4. Linear-functional

The most common type of structure, which is based on the “mine” principle of constructing and specializing the management process according to the functional subsystems of the organization (marketing, production, finance, etc.). For each of them, a hierarchy of services (“mine”) is formed, permeating the entire organization from top to bottom. The results of the work are monitored according to the degree of achievement of the set goals. The line manager is generally responsible for the final result, whose main task is to ensure that all services contribute and their work is coordinated.

The implementation of a linear-functional management structure can also be implemented on the basis of a headquarters structure. In such a structure, there are parallel linear (obligatory) and functional (recommendatory) connections.

Advantages and disadvantages of a linear-functional structure:

Effective where routine and rarely changing functions are performed

Well suited for managing small organizations

Well suited for enterprises with mass and large-scale production

Suitable for companies operating in international markets if the product and technology requirements are the same in all markets

Ineffective information exchange, lack of horizontal communications

High centralization of operational management

If the organization is large, there is too high a standard of controllability at the top level of management (a large number of functional deputies for the manager)

Do not allow you to quickly respond to changes in science and technology and other environmental factors (due to ineffective communication between subsystems, high level of formalization)

Not suitable for heterogeneous requirements for the product and technology of the enterprise in different markets (segments)

5. Divisional

The divisional structure is based on the principle of separating the organization’s production departments (subsidiaries and branches) as independent management objects. Accordingly, the key figures in the organization are not the heads of functional areas, but the managers of production departments. Such divisions become not only cost centers, but also profit centers, increasing the efficiency of their activities through independent decision-making. Organizational structuring can occur:

– by manufactured products or services (product specialization)

– by customer orientation (consumer specialization)

– by territories served (regional specialization)

The use of a divisional structure is also possible when integrating an organization to form a holding company, financial group, etc.

In a divisional structure, operational management is decentralized. Top management is engaged in general goal setting and performs the following functions:

A) industrial relations (exchange of products or products of work in progress within the organization)

B) administrative relations (coordination and control)

C) financial connections (control of expenses and profit, or control of the distribution of funds from a centralized fund)

Advantages and disadvantages of the divisional structure:

Close connection with the market and consumer

The ability to quickly respond production and management to changes in the external environment

Increasing hierarchy of the structure, the need for intermediate levels of coordinating management, which leads to a decrease in the efficiency of communications and an increase in management costs

1. Design

In the management system, a project is a temporary unit that is liquidated after completion of work (conducting various experiments, mastering new types of products or technologies, management methods, etc.).

2. Matrix

It is built on the principle of double subordination of performers: to the line manager (project manager) and to the functional manager (head of the functional unit). Organization of work comes down to the creation of temporary working groups within the organization to solve necessary tasks (projects). The resources allocated for this can be redistributed in the future, i.e. the same employee or equipment performs various tasks, without introducing new positions and units, and is used in scientific research organizations. The matrix structure contains vertical connections (across functional divisions), which determine the methods and principles of work, and horizontal connections (across ongoing projects), which determine the scope of work.

3. Program-targeted

They take shape in multidisciplinary organizations related to the innovation sector, using the principle of creating divisions for major strategic goals.

4. Adhocratic (special)

They consist of relatively loosely connected groups of specialists and a small number of support personnel. Used in scientific institutions, development companies, hospitals, educational institutions.

One type of such structure is an inverted pyramid structure. In such structures, professional specialists are placed at the top level of management, while managers are at the lower level and perform the functions of administrator and coordinator. Such structures can be used where professionals have the experience and knowledge to enable them to act independently and skillfully meet the needs of clients.

5. Fragmentary

A set of independent target groups (teams, committees) engaged in the theoretical solution of problems important to the life of the organization. Such groups consist of narrow specialists.

6. Brigade

The basis of the structure is the group form of organization of labor and production. The basic principles on which the brigade structure is built:

– autonomous operation

– independent decision making and horizontal coordination

– replacement of rigid connections with flexible ones

– attracting employees from other functional departments to develop and solve problems

The transition to a brigade structure requires significant preparation:

Distribution of personnel among teams (10-15 people)

Appointment of a manager based on the nature of the work

Organization of work on the principles of mutual assistance, interchangeability, personal responsibility, adaptability

Bringing staff to a state of universality

Organizing a combination of collective and shared responsibility

Stimulating economically beneficial cooperation

Organization of the relationship between the remuneration of each employee and the overall results

Concept and types of organizational structures

The company is created as a functional-hierarchical structure that ensures the implementation of management functions, maintains appropriate vertical and horizontal connections and separation of management elements.

An organizational structure is a set of relationships and relationships between divisions of enterprises that arise in the management process, relationships, rights and responsibilities of employees for performing specific types of activities. Its main function is to ensure control and coordination of activities.

Vertical division is determined by the number of levels of management, as well as subordination and directive relationships. Horizontal division is carried out according to functional characteristics. It can be oriented:

– on subprocesses of industrial production (with its technological specialization);

– manufactured products (with subject specialization of departments);

– spatial production conditions (territorial specialization of system functions).

The organizational structure regulates the division of tasks into departments and units; their competence in solving specific problems and the general interaction of the elements of this structure.

Basic laws of rational organization:

– distribution of tasks in accordance with the most important areas of activity of the management system;

– bringing management tasks into line with the principles of competence and responsibility (coordination of competence and responsibility, coordination of the “solution field” and available information, the ability of competent functional units to solve new problems);

– mandatory distribution of responsibility;

– short control paths;

– balance of stability and flexibility;

– ability for goal-oriented self-organization and activity;

– stability of cyclically repeated actions.

The following factors influence the organizational structure:

– size of the enterprise;

– technology used;

- environment.

Organizational structure of the management apparatus– a form of division of labor in production management. Each division and position is created to perform a specific set of management functions or jobs. To perform the functions of the unit, officials are vested with certain rights to manage resources and are responsible for performing the functions assigned to them.

The diagram of the organizational structure of management reflects the static position of divisions and positions and the nature of the connections between them.

There are connections:

– linear (administrative subordination);

– functional (in the field of activity without direct administrative subordination);

– cross-functional, or cooperative (between departments of the same level).

Depending on the nature of the connections, several main types of organizational management structures are distinguished:

– linear;

– functional;

– linear-functional;

– divisional;

– matrix;

– multiple.

IN linear In the management structure, each manager provides leadership to lower-level units in all types of activities. Its advantages are simplicity, economy, and extreme unity of command. The main disadvantage is the high requirements for the qualifications of managers (Figure 31).

Figure 31 – Linear management structure

Functional organizational structure - the connection between administrative management and functional management (Figure 32).

Figure 32 – Functional management structure

In Figure 32, the administrative connections of functional chiefs with performers I1 - I4 are the same as for performer I5 (they are not shown in order to ensure the clarity of the figure). In this structure, the principle of unity of command is violated and coordination is difficult, but a high degree of professional elaboration of decisions is ensured.

Linear-functional structure– step-hierarchical. In this case, line managers are single-managers, and they are assisted by functional bodies. Line managers at lower levels are not administratively subordinate to functional managers at higher levels of management (Figure 33).

Figure 33 – Linear-functional management structure

D- director; FN - functional chiefs; FP - functional units; OP – main divisions

Sometimes such a system is called a headquarters system, since functional managers at the appropriate level make up the headquarters of the line manager (in Figure 33, functional heads make up the director’s staff).

Divisional(branch) structure is shown in Figure 34. Divisions (branches) are distinguished either by area of ​​activity or geographically.

Figure 34 – Divisional management structure

Matrix The structure (Figures 35 and 36) is characterized by the fact that the contractor may have two or more managers (one is linear, the other is the head of the program or direction). This scheme has long been used in R&D management, and is now widely used in companies working in many areas. It is increasingly replacing the linear-functional management structure.

Figure 35 – Product-oriented matrix management structure

Figure 36 – Matrix structure of project management

Plural the structure unites various structures at different levels of management. For example, a branch management structure can be used for the entire company, while its branches use a linear-functional or matrix structure.

Comparison of management structures. Analysis of the advantages and disadvantages of management structures allows us to find criteria for their optimal use.

The linear-functional system ensures, starting from the second level of the hierarchy, the division of management tasks “by function”. Headquarters can be created in central and other government bodies, forming a staff hierarchy.

This management structure is characterized by:

– high centralization of strategic decisions and decentralization of operational ones;

– organization of directive communications on a single-line principle;

– the predominant use of coordination tools with technical support.

Generally speaking, headquarters should advise and participate in the preparation of decisions, but not give specific directives. However, due to their professional competence, their employees often have a strong informal influence on line managers. If they perform only a recommendatory function, then there is a risk that their work has little influence on the course of production processes.

The structure has the following advantages:

– ensures high professional specialization of employees;

– allows you to accurately determine where decisions are made and the resources needed;

– promotes standardization, formalization and programming of management processes.

Flaws:

– the formation of goals specific to functional units makes it difficult to coordinate them horizontally;

– the structure is inert and difficult to respond to changes.

Divisional management structures are focused on products, technologies, sales markets, and regions. This ensures:

– relatively greater independence of division heads;

– organization of directive communications on a linear basis;

– relatively powerful use of a coordination tool with technical support;

– quick response to market changes;

– freeing the company’s top managers from the need to make operational and routine decisions;

– reduction in the number of conflict situations due to the homogeneity of goals in the division.

The disadvantages of this structure include:

– relatively high costs of coordinating decisions due to decentralization, up to separate funding from the budget for determining settlement prices;

– with decentralization, the benefits of cooperation are lost, which often requires centralization of the performance of individual functions (R&D, procurement, etc.).

Multidimensional forms of organization and management are characterized by the use of two (matrix) or several (tensor) criteria for the division of tasks.

The common features of these organizational forms are:

– limited space for decision-making by management authorities;

– organization of directive communications on a multilinear principle;

– high costs of coordination between authorities.

It is possible to distinguish between production-oriented and project-oriented structures.

The structure aimed at production is not limited by time frames. There is a functional area of ​​management (where many stable organizational decisions are located) and product management (a horizontal slice that covers all enterprises). The problems of such an organization are:

– in regulating problem solving in the need for competence and responsibility of product managers;

– high coordination costs;

– possible directive conflicts.

Project-focused structures tend to be time-bound and typical for complex and risky projects (see Figure 36). Their problems are:

– in conflicts between authorities and project managers (conflicting instructions, resource conflicts);

– managers’ uncertainty about the reality of deadlines for completing project tasks.

For enterprises (firms) operating on the international market, a three-dimensional management structure can be used: product-region-function. Problems with such a management structure:

– conflict over power between representatives of several authorities;

– the predominance of working in groups and, therefore, a possible delay in decision making, as well as collective responsibility, that is (irresponsibility).

Therefore, unambiguous regulation of competence and normal working relationships between partners are required. Management includes three aspects:

– “Who” controls “whom” (institutional aspect);

– “How” management is carried out and “how” it affects the managed (functional aspect);

– “What” is controlled (instrumental aspect).

Requirements for organizational structure:

1 Optimality. The management structure is considered optimal if rational connections are established between the links and levels of management at all levels with the least number of management levels;

2 Efficiency. The essence of this requirement is that during the time from decision making to its execution, irreversible negative changes do not occur in the managed system, making the implementation of the decisions made unnecessary.

3 Reliability. The structure of the control apparatus must guarantee the reliability of information transmission, prevent distortion of control commands and other transmitted data, and ensure uninterrupted communication in the control system;

4 Cost-effective. The task is to ensure that the desired effect of management is achieved with minimal costs for the management apparatus. The criterion for this can be the ratio between resource costs and useful results.

5 Flexibility. The ability to change in accordance with changes in the external environment.

6 Stability of the management structure. The constancy of its basic properties under various external influences, the integrity of the functioning of the control system and its elements.

The organizational structure, which represents a certain ordering of tasks, roles, powers and responsibilities, creates the conditions for the enterprise to carry out its activities and achieve established goals. It develops and changes under the influence of the characteristics of the enterprise's strategy, its internal complexity and changes in the external environment. The wide range of structures extends from stable monolithic formations to dynamic multifaceted structures of modern organizations.

The diversity of organizational structures is associated with differences in the field of activity, the nature and complexity of the products produced, the size, degree of differentiation and territorial location of enterprises. Thus, the structure of a small trade organization or repair shop cannot have anything in common with the structure of a large machine-building enterprise that produces a wide range of machines and equipment. In turn, the organizational structure of a transnational corporation and a financial-industrial group is incomparable. Small enterprises do not have any complex problems with the organizational structure. If the functions at such an enterprise are carried out properly (without an excessive number of services and not necessitated hierarchical structures), then their implementation requires such a limited number of workers that the problems of the structure fade into the background before the problems associated with the personal characteristics of managers (their knowledge, experience , work style, organizational abilities, responsible performance of official duty).

However, problems of organizational structure arise not only in large enterprises. The organization of vertical and horizontal communications and project management is also necessary in medium-sized enterprises. This is directly related to all cases where there is an intermediate management team between the top management of the organization and the personnel performing direct work, as well as when it is generally possible to implement a certain division of labor. Under all conditions, the problem arises of choosing one or another type of organizational structure that is adequate to the real requirements of the external and internal environment, the tasks of meeting consumer demand, technological and social development, and achieving cost-effective results. Below we consider the main types of organizational structures that have developed to date.

The relationships between the elements of the management structure are maintained through connections, which are usually divided into horizontal and vertical. The first ones are of the nature of coordination and are single-level. The second is the relationship of subordination. The need for them arises when the management system is structured hierarchically, that is, when there are different levels of management, each of which pursues its own goals. With a two-level structure, upper levels of management (management of the organization as a whole) and lower levels (managers who directly supervise the work of performers) are created. With three or more levels in the OSU, a so-called middle layer is formed, which in turn can consist of several levels.

Linear organizational management structure

This is one of the simplest organizational management structures. It is characterized by the fact that at the head of each structural unit at any level there is a single manager who carries out all management functions and exercises sole management of the employees subordinate to him.

With linear management, each link and each subordinate has one manager, through whom all management commands pass through one single channel. In this case, management levels are responsible for the results of all activities of managed objects. Since in a linear management structure decisions are passed down the chain “from top to bottom”, and the head of the lower level of management is subordinate to the manager of a higher level above him, a kind of hierarchy of managers of this particular organization is formed. In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any performers without bypassing their immediate superior.

Linear organizational management structure has its advantages

a very clear system of relationships like “boss - subordinate”;

explicit responsibility;

quick response to direct orders;

simplicity of building the structure itself;

high degree of “transparency” of the activities of all structural units.

lack of support services;

lack of ability to quickly resolve issues arising between different structural divisions;

high dependence on the personal qualities of managers at any level.

Functional organizational structure of management

The idea is that the performance of certain functions on specific issues is assigned to specialists, i.e. Each management body (or executive) is specialized in performing certain types of activities.

The performers are in double subordination. Thus, the worker is obliged to simultaneously follow the instructions of his line manager and the functional specialist. With a functional management structure, the line manager has the opportunity to deal more with operational management issues, because 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.

The functional structure has its advantages and disadvantages:

removing most of the load from the highest level of management;

stimulating the development of informal connections at the level of structural blocks;

reducing the need for general specialists;

it becomes possible to actively include various service services in the operating system - improving the quality of products;

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

it becomes possible to create headquarters substructures.

significant complication of connections within the enterprise;

the emergence of a large number of new information channels;

the emergence of the possibility of transferring responsibility for failures to employees of other departments;

lengthy decision-making procedure;

difficulty coordinating the activities of the organization;

emergence of a tendency towards excessive centralization

Specialists form a headquarters under line management that prepares data for them in order to competently resolve special issues. In this case, the functional bodies are subordinate to the line manager. Their orders are given to production units only after agreement with the latter. This makes it possible to resolve issues more competently. But with a linear-functional management structure, the load on the line manager, who must play the role of an intermediary between functional services and subordinate production units, increases sharply. He receives information flows from subordinate departments, gives tasks to functional services, develops decisions, and issues commands from top to bottom.

The linear-functional structure also has its positive and negative sides:

Functional organization aims to stimulate the quality of work and creativity of workers, as well as economies of scale in the production of goods or services. However, maintaining interaction between different functions is a complex task. The implementation of different functions involves different deadlines, goals and principles, which makes coordination and scheduling of activities difficult. In addition, a functional orientation is associated with a preference for standardized tasks, encouragement of narrowly limited perspectives, and reporting on performance.

The functional structure is not suitable for organizations with a wide range of products, operating in an environment with rapidly changing consumer and technological needs, or for organizations operating internationally, simultaneously in several markets in countries with different regulations. The logic of this form is centrally coordinated specialization. It is difficult to trace the contribution of each element of resources to the final result and the overall profitability of the organization. In fact, the current trend toward disintegration (i.e., buying rather than producing components, etc.) reflects the understanding of many firms that the necessary coordination of costs and resources is reflected in performance. A functional organization may fail due to improper modification because the logic of the organization is centralized control, which does not easily adapt to product diversification.

In its pure form, the functional structure is practically not used. It is used in organic combination with a linear structure (Fig. 2), built on the basis of a vertical management hierarchy and based on the strict subordination of the lower management level to the higher one. With this structure, the performance of highly specialized functions is intertwined with a system of subordination and responsibility for the direct implementation of tasks for the design, production of products and their delivery to consumers

Advantages: Opportunity to obtain a high degree of professional specialization of employees. Accurately identify locations and required resources (especially personnel). Promotes standardization, formalization and programming of the process. Disadvantages: Makes horizontal alignment difficult. Has difficulty responding to change

The main figure is the manager in charge of the department. He is subordinate to a number of assistants who perform the function of coordinating individual functional services. Thanks to this combination, a fairly successful compromise is ensured between vertical and horizontal relationships within a department or organization as a whole. Divisions are allocated based on one criterion; this could be either the production of a certain type of product, or serving a region, or working with a certain type of consumer, or another characteristic. Heads of functional services depend on the manager in charge of the department and report to him.

The divisional structure also has its advantages and disadvantages:

Decentralization of management within the framework of a linear-functional structure leads to the fact that the division of rights and responsibilities is fragmented between different bodies that manage technical developments, purchase of raw materials and materials, production, sales, etc. This process is most typical for enterprises where a huge the number of homogeneous products and economies of scale in production are significant. One of the conditions for decentralization of the structure can be a situation when the market is a single whole and is characterized by a high degree of concentration of consumption.

At the same time, the development of diversification of production, the sharp complication of internal and external relations, the dynamism of the introduction of technical innovations, and the fierce struggle for markets for products lead to serious difficulties and in many cases completely exclude the use of functional forms of management. With the growth of the size of corporations, the expansion of the range of products and their sales markets, functional management structures, due to the disunity of rights and responsibilities for individual functions, lose the ability to respond to changes. In the management process, conflicts arise when choosing priorities, decision-making is delayed, communication lines are lengthened, and the implementation of control functions becomes difficult.

The structure of the organization according to the linear-functional principle (with grouping by types of management) is shown in Fig. 9.4. This type includes structures that are formed either on a product or territorial basis. Such structures are more often used by large diversified corporations that produce a wide range of products for various markets. The most typical for them is a product management structure, in which departments specialized in types of products with independent economic activities are subordinate to the central headquarters of the organization.

With a divisional structure, branches can also be specialized in sales markets.

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. Although divisional firms can easily expand into related industries, there is a danger of overexpansion. Thus, many similar firms that expanded their activities in new markets were unable to properly evaluate their results and make investment decisions. Divisional firms are also exposed to the danger of modifications that violate the chosen logic of the organization's functioning.

presence of trends towards decentralization;

high degree of independence of divisions;

unloading of managers of the basic management level;

high degree of survival in the modern market;

development of entrepreneurial skills among division managers.

emergence of duplicating functions in divisions:

weakening of connections between employees of different divisions;

partial loss of control over the activities of divisions;

Matrix organizational management structure

The matrix structure combines two types of structures: linear and program-targeted. The board is built vertically (linear structure) for individual areas of activity (production, supply, sales). Horizontally (program-target structure) management of programs, projects, and topics is carried out. When determining horizontal connections, a program or project manager and his deputies for individual topics are appointed, a responsible executive in each specialized unit is appointed, and a special program management service is organized.

The work is ensured by creating targeted units where leading specialists unite to jointly develop the program. The program manager determines what should be done and when, and who and how will do this or that work is decided by the line manager.

Thus, the matrix management structure supplemented the linear-functional organizational structure with new elements. This created a qualitatively new direction in the development of program-targeted and problem-targeted forms of management. These forms contribute to the rise of managers' creative initiative in increasing production efficiency. Matrix management structures facilitate the restructuring of production based on the latest technological processes and more productive equipment.

The matrix structure promotes the collective expenditure of resources, which is essential when production involves the need to use rare or expensive types of resources. At the same time, a certain flexibility is achieved, which, in essence, is absent in functional structures, since in them all employees are permanently assigned to certain functional units. Because in a matrix organization, employees are recruited from various functional departments to work on a specific project, labor resources can be flexibly reallocated depending on the needs of each project. Along with flexibility, a matrix organization opens up great opportunities for effective coordination of work.

The matrix structure has its advantages and disadvantages:

allows you to overcome intra-organizational barriers without interfering with the development of functional specialization

the principle of centralized leadership is not violated

more efficient day-to-day management, the ability to reduce costs and improve resource efficiency;

the relative autonomy of project groups or program committees contributes to the development of decision-making skills, management culture, and professional skills among employees.

The difficulty of establishing clear responsibility for work on the instructions of the unit and on the instructions of the project or program (a consequence of double subordination);

high requirements for qualifications, personal and business qualities of employees working in groups, the need for their training.

With this structure, the manager of the production department is obliged to conduct production preparations, rationally organizing labor, with the optimal use of raw materials, material and energy resources, and exercise control over the work of subordinates.

Characteristics of the organizational structure of JSC "PIiNII VT "Lenaeroproekt"

Open Joint Stock Company "Design, Survey and Research Institute of Air Transport "Lenaeroproekt" was created in accordance with Federal Laws dated December 21, 2001 No. 178-FZ "On the Privatization of State and Municipal Property", dated December 26, 1995 No. 208-FZ "On joint-stock companies" by transforming the Federal State Unitary Enterprise "Design, Survey and Research Institute of Air Transport "Lenaeroproekt" on the basis of Order of the Government of the Russian Federation dated 08/25/2006 No. 1184-r and Order of the Federal Agency for Federal Property Management dated 10/18/2006 No. 208.

The founder of the Company is the Russian Federation represented by the Federal Agency for Federal Property Management.

The Company is a legal entity - a commercial organization, the authorized capital of which is divided into a certain number of shares certifying the obligatory rights of shareholders in relation to the Company.

The Company owns separate property, which is accounted for on its independent balance sheet, and can, in its own name, acquire and exercise property and personal non-property rights, bear responsibilities, be a plaintiff and defendant in court, in arbitration and arbitration courts. The company is liable for its obligations with all its property.

The company is not liable for the obligations of its shareholders. Shareholders are not liable for the obligations of the Company and bear the risk of losses associated with the activities of the Company, within the limits of the value of the shares they own.

The state and its bodies are not liable for the obligations of the Company, nor is the Company liable for the obligations of the state and its bodies.

The main activity of JSC PIinii Vt Lenaeroproekt is the full design of airport complexes of various classes, including runways, technical support facilities, buildings and structures for passenger service and cargo handling, hangars and aircraft repair facilities.

Modern "Lenaeroproekt" is a comprehensive research and design institute capable of solving problems of any complexity in the field of designing air transport facilities and civil engineering. The company is developing dynamically, striving to meet all technical requirements, while maintaining the developments of previous years, constantly expanding the scope of its interests not only in the Russian Federation, but also beyond its borders.

All types of pre-design, survey, design, research, regulatory and other work are carried out to ensure capital construction (technical re-equipment, reconstruction, expansion, new construction) and major repairs of buildings and structures of airports, aircraft repair enterprises, flight and technical schools, facilities of construction organizations, buildings for housing, social and cultural purposes and other objects, buildings and structures.

When analyzing and designing organizations, one should consider the relationships of their elements, structure, as well as the mechanism of interaction of these elements within the framework of certain goals and a given structure of the organization. The organizational structure and the organizational mechanism in all the diversity of their manifestations form organizational forms of management.

The organizational structure of enterprise management reflects the composition and subordination of linear and functional management levels; in JSC PIiNII VT Lenaeroproekt the management structure has a linear-functional form.

With this type of organizational structure of the enterprise, the line manager, who reports directly to the director, is assisted in developing specific issues and preparing appropriate decisions, programs and plans by a special management apparatus, consisting of functional units (departments, groups). Such units carry out their decisions either through the top manager, or directly convey them to specialized services or individual performers at a lower level. Functional departments do not have the right to independently give orders to production departments.

Management of the current activities of the Company is carried out by the General Director of the Company (sole executive body), who is accountable to the Board of Directors and the general meeting of shareholders of the Company.

If the General Director of the Company is unable to fulfill his duties, the Board of Directors has the right to decide on the formation of a temporary sole executive body of the Company and to hold an extraordinary general meeting of shareholders to resolve the issue of early termination of the powers of the General Director and the formation of a new sole executive body of the Company.

Under the current management structure, the following are directly subordinate to the General Director:

Chief Engineer;

Legal Advisor;

Department for design and release of projects;

Financial and economic department;

Office;

Department for the Protection of State Secrets;

Human Resources Department.

The first deputy director is the chief engineer. The main function of the chief engineer is to manage the entire technical side of the enterprise’s activities: technical preparation of production, research, design and experimental work, introduction of advanced equipment and technology, organization of development, mastery of new types of products in production; safe working conditions, providing production with technological equipment and repair services, develops plans for enterprise development, reconstruction and modernization, monitors compliance with design, engineering and technological discipline, coordinates work on issues of patent and inventive activity, standardization and unification, certification and rationalization of jobs , metrological support.

Subordinate to the Chief Engineer:

Deputy Chief Engineer;

Chief project engineers;

Marketing department;

Department of Airfields and General Plans;

Department of technology for aircraft maintenance and repair, aviation fuel supply, fire fighting, environmental protection, freight transportation technology;

Technical department;

Department of power supply, lighting equipment, automation and instrumentation;

Architectural and Construction Department;

Department of Radio Engineering, Meteorological Flight Support, Air Traffic Control and Communications;

Department of Heat Supply, Ventilation, Water Supply and Sewerage;

Department of estimates and construction organization;

Department of engineering-topographical and engineering-geological surveys, geophysical and land management works;

Research Department;

Design Work Automation Department.

JSC PIiNII VT Lenaeroproekt has created a single vertical leadership line and a direct path of active influence on subordinates. The advantage of this control structure is simplicity, reliability and cost-effectiveness. The manager in this case must cover all aspects of the enterprise's activities.

Functional divisions carry out all technical preparation of production, prepare options for resolving issues related to the management of production processes, relieve line managers from planning financial calculations, logistics of production and other issues.

Like any organizational structure, the linear-functional management structure has its advantages and disadvantages.

The advantages of the organizational management structure of JSC PIiNII VT “Lenaeroproekt” include:

clear division of labor (qualified specialists in each area);

high management hierarchy;

availability of standards and operating rules;

hiring in accordance with qualification requirements.

The main disadvantages are:

the development of “narrow” specialists - technicians - rather than managers (managers). For JSC PIiNII VT Lenaeroproekt, this led to the fact that almost all management positions were filled by highly qualified and experienced technical specialists, but not all of them well mastered a new specialty for themselves - manager (professional manager);

Responsibility for the financial results of the enterprise as a whole lies exclusively with the head of the enterprise, and the criterion for assessing the activities of the heads of most structural divisions is the physical volume of products produced, for non-production ones - the solution of engineering problems, etc. At the same time, they strive to distance themselves from responsibility for the financial and economic results of the unit’s activities, and, in addition, the traditional system of intra-company accounting simply does not allow these results to be objectively assessed;

the structure “resists” the expansion of diversification of activities;

heads of specialized departments are focused on routine current work.

Rights and responsibilities in enterprise management are clearly distributed and are recorded in job descriptions and other documents regulating this area. There is no practice of reducing management costs at the enterprise. A rigid hierarchy makes it possible to organize effective interaction between various structural divisions to achieve the development goals of the enterprise.

The management of JSC PIiNII VT Lenaeroproekt is quantitatively and qualitatively provided with personnel; the level of education, qualifications, and work experience of management employees satisfy the requirements of the enterprise. There is no tendency to replace executives with higher levels of education and qualifications.

Conclusion

Thus, the study allows us to draw the following conclusions.

The structure of an organization can be characterized from the standpoint of its complexity, degree of centralization, formalization and configuration of the organization. In terms of complexity, it is necessary to note the differentiation and integration of the organization. In this case, differentiation can be both vertical and horizontal.

Characterizing the organizational structures in general, we can note:

1) there are no ideal, perfect structures, but each structure can be quite effective under certain circumstances, so it is necessary to constantly weigh the advantages and disadvantages of each organizational structure before using them;

2) the structure of any organization or its part must correspond to the goals of the organization, moreover, it must be formed on the basis of a tree of goals;

3) the social structures of the organization depend not only on the goals, but also on other organizational components - organizational technology, the composition of participants in the production process, the culture of the organization's members.

Organizational management structures are needed because... they contribute to organizational effectiveness. The lack of an organizational management structure creates chaos in the enterprise: employees do not understand what they should do, how they should do it and with whom they should work; heads of various departments have no idea how their work fits in with the work of other departments. OSU is the connecting element that allows all disparate departments to carry out their work in a coordinated manner, in a single key to the task assigned to the organization.

List of sources used

Bowman K. Fundamentals of strategic management. - M.: Academy, 1997;

Vikhansky O.S. Strategic management. - M.: Gardarika, 1998;

Organization management. Textbook / Ed. d.e. n.a.g. Porshneva. M.: INFRA-M, 2000;

Efremov B. S. Business strategy. M.: Finpress, 1998;

Management: Textbook for universities / M.M. Maksimtsov, A.V. Ignatieva, etc. - M.: Banks and exchanges, UNITY, 1998

Electronic resources

http://www.inventech.ru/lib/

http://www.marketing.spb.ru/lib/

Organizational process is the process of creating the organizational structure of an enterprise.

The organizational process consists of the following stages:

• dividing the organization into divisions according to strategies;
• relationships of powers.

Delegation is the transfer of tasks and powers to a person who assumes responsibility for their implementation. If the manager has not delegated the task, then he must complete it himself (M.P. Follett). If the company grows, the entrepreneur may not be able to cope with delegation.

Responsibility— obligation to carry out existing tasks and be responsible for their satisfactory resolution. Responsibility cannot be delegated. The amount of responsibility is the reason for high salaries for managers.

Authority- limited right to use the organization's resources and direct the efforts of its employees to perform certain tasks. Authority is delegated to the position, not the individual. The limits of authority are limitations.

is the real ability to act. If power is what one can actually do, then authority is the right to do.

Line and staff powers

Linear authority is transferred directly from a superior to a subordinate and then to another subordinate. A hierarchy of management levels is created, forming its stepwise nature, i.e. scalar chain.

Staff powers are an advisory, personal apparatus (presidential administration, secretariat). There is no downward chain of command at headquarters. Great power and authority are concentrated in headquarters.

Building organizations

The manager transfers his rights and powers. Structure development is usually done from the top down.

• divide the organization horizontally into broad blocks;
• establish the balance of powers for positions;
• define job responsibilities.

An example of constructing a management structure is the bureaucratic model of an organization according to M. Weber.

Organizational structure of the enterprise

The ability of an enterprise to adapt to changes in the external environment is influenced by how the enterprise is organized and how the management structure is built. The organizational structure of an enterprise is a set of links (structural divisions) and connections between them.

• organizational and legal form of the enterprise;
• field of activity (type of products, their range and range);
• scale of the enterprise (production volume, number of personnel);
• markets that the enterprise enters in the process of economic activity;
• technologies used;
• information flows inside and outside the company;
• degree of relative resource endowment, etc.

• organizations with ;
• divisions of the organization;
• organizations with people.

An important role here is played by the structure of the organization through which and through which this interaction is carried out. Company structure- this is the composition and relationship of its internal links and departments.

Organizational management structures

Different organizations are characterized by different types of management structures. However, there are usually several universal types of organizational management structures, such as linear, line-staff, functional, line-functional, matrix. Sometimes, within a single company (usually a large business), separate divisions are separated, the so-called departmentalization. Then the created structure will be divisional. It must be remembered that the choice of management structure depends on the strategic plans of the organization.

• division of tasks into departments and divisions;
• their competence in solving certain problems;
• the general interaction of these elements.

Thus, the company is created as a hierarchical structure.

• organizing tasks according to the most important points in the process;
• bringing management tasks into line with the principles of competence and responsibility, coordination of the “solution field” and available information, the ability of competent functional units to take on new tasks);
• mandatory distribution of responsibility (not for the area, but for the “process”);
• short control paths;
• balance of stability and flexibility;
• ability for goal-oriented self-organization and activity;
• the desirability of stability of cyclically repeated actions.

Linear structure

Let's consider a linear organizational structure. It is characterized by a vertical: top manager - line manager (divisions) - performers. There are only vertical connections. In simple organizations there are no separate functional divisions. This structure is built without highlighting functions.

Advantages: simplicity, specificity of tasks and performers.
Flaws: high requirements for the qualifications of managers and high workload for managers. The linear structure is used and effective in small enterprises with simple technology and minimal specialization.

Line-staff organizational structure

As you grow enterprises, as a rule, have a linear structure converted to line-staff. It is similar to the previous one, but control is concentrated in headquarters. A group of workers appears who do not directly give orders to the performers, but carry out consulting work and prepare management decisions.

Functional organizational structure

With the further complication of production, the need arises for the specialization of workers, sections, departments of workshops, etc., a functional management structure is being formed. Work is distributed according to functions.

With a functional structure, the organization is divided into elements, each of which has a specific function and task. It is typical for organizations with a small nomenclature and stable external conditions. Here there is a vertical: manager - functional managers (production, marketing, finance) - performers. There are vertical and inter-level connections. Disadvantage: the manager’s functions are blurred.

Advantages: deepening specialization, improving the quality of management decisions; ability to manage multi-purpose and multi-disciplinary activities.
Flaws: lack of flexibility; poor coordination of the actions of functional departments; low speed of making management decisions; lack of responsibility of functional managers for the final result of the enterprise.

Linear-functional organizational structure

With a linear-functional management structure, the main connections are linear, the complementary ones are functional.

Divisional organizational structure

In large companies, to eliminate the shortcomings of functional management structures, the so-called divisional management structure is used. Responsibilities are distributed not by function, but by product or region. In turn, divisional departments create their own units for supply, production, sales, etc. In this case, prerequisites arise for relieving senior managers by freeing them from solving current problems. The decentralized management system ensures high efficiency within individual departments.
Flaws: increased costs for management personnel; complexity of information connections.

The divisional management structure is built on the basis of the allocation of divisions, or divisions. This type is currently used by most organizations, especially large corporations, since it is impossible to squeeze the activities of a large company into 3-4 main departments, as in a functional structure. However, a long chain of commands can lead to uncontrollability. It is also created in large corporations.

• grocery.Departments are created by type of product. Characterized by polycentricity. Such structures have been created at General Motors, General Foods, and partly at Russian Aluminum. The authority for the production and marketing of this product is transferred to one manager. The disadvantage is duplication of functions. This structure is effective for developing new types of products. There are vertical and horizontal connections;
• regional structure. Departments are created at the location of company divisions. In particular, if the company has international activities. For example, Coca-Cola, Sberbank. Effective for geographical expansion of market areas;
• customer-oriented organizational structure. Divisions are formed around specific consumer groups. For example, commercial banks, institutes (advanced training, second higher education). Effective in meeting demand.

Matrix organizational structure

In connection with the need to accelerate the pace of product renewal, program-targeted management structures, called matrix ones, arose. The essence of matrix structures is that temporary working groups are created in existing structures, while resources and employees of other departments are transferred to the group leader in double subordination.

With a matrix management structure, project groups (temporary) are formed to implement targeted projects and programs. These groups find themselves in double subordination and are created temporarily. This achieves flexibility in the distribution of personnel and effective implementation of projects. Disadvantages: complexity of the structure, occurrence of conflicts. Examples include aerospace enterprises and telecommunications companies carrying out large projects for customers.

Advantages: flexibility, acceleration of innovation, personal responsibility of the project manager for work results.
Flaws: the presence of double subordination, conflicts due to double subordination, the complexity of information connections.

Corporate or is considered as a special system of relationships between people in the process of their joint activities. Corporations as a social type of organization are closed groups of people with limited access, maximum centralization, authoritarian leadership, opposing themselves to other social communities based on their narrow corporate interests. Thanks to the pooling of resources and, first of all, human ones, a corporation as a form of organizing the joint activities of people represents and provides the opportunity for the very existence and reproduction of a particular social group. However, the unification of people into corporations occurs through their division according to social, professional, caste and other criteria.

There are different approaches to the classification of organizational management structures. Depending on the type of relationships between participants in the management process, the following types of management structures can be distinguished: 1) linear;

Let us dwell in more detail on clarifying the features of each of the structures.

Linear organizational management structure.

This is one of the simplest structures. It uses the principles of centralism and unity of command. Each team is headed by a leader who is accountable to a superior manager (Fig. 2.1).

CEO

LR - line managers of middle management I - performers

Rice. 2.1. Linear management structure

The manager is responsible for the results of the team's work. The principle of unity of command applies, which means that subordinates carry out the orders of only their immediate superior. A superior manager cannot give orders to employees without bypassing their immediate superior. In the process of enterprise management, a hierarchy of managers is formed (for example, general director - production director - chief - foreman - foreman).

The positive aspects of a linear structure include the following:

2) functional; 3) linear-functional; 4) matrix; 5) divisional; 6) combined.

There are no ideal governance structures. Each of them has its pros and cons.

Forming skills in comparative analysis of organizational management structures is a necessary competency of a manager.

¦ efficiency of making and implementing management decisions;

¦ relative ease of management;

¦ ensuring unity of management from top to bottom;

¦ consistency of actions of performers. The disadvantage of this structure is that the manager

must be knowledgeable in many areas of management, and this leads to his overload and lack of competence in decision making. Along with this, there is a disconnection of horizontal connections, and in the presence of a large number of management levels, the adoption of management decisions is delayed.

Business situation

Vitaly Zverev, general director of a metallurgical company, made a report to the board of directors on the organizational structure of the company.

The diagram of the structure he designed had the following form (Fig. 2.2).

Rice. 2.2. Scheme of the structure of a metallurgical company

When one member of the Council asked him what he thought about such a large number of people reporting directly to him, Vitaly replied: “I do not believe in the theory that managers should have a limited number of subordinates.

This scatters resources and creates bureaucracy. All my subordinates are good people and know what they should do. At any moment they can turn to me for help in solving any problems. They feel a sense of closeness to management. Additionally, I prefer to know first-hand how each one works and point out flaws and errors immediately. And if a section manager in a large department store can have 25-30 people subordinate to him, then I simply must be able to manage at least nineteen. In addition, several subordinates do not give the manager enough work, and I believe that you put me in this position so that I can work for the company full time.”

Members of the Board of Directors considered this argument to be insufficiently convincing. In their opinion, the general director cannot effectively manage all processes single-handedly. It was proposed to include directors responsible for certain areas of the company's development into the management team.

Functional management structure. In this structure, specialists of the same profile are united into specialized structural units. For example, planners work in the planning department, finance specialists work in the finance department, and marketing specialists work in the marketing department. Management, starting from the middle level, is built on a functional basis (Fig. 2.3).

FR - functional managers (heads of planning, finance, marketing, etc.) I - executors

Rice. 2.3. Functional management structure

Advantages of a functional management structure: ¦ specialization of managers and specialists improves the quality of management decisions made;

¦ liberation of line managers from functions unusual for them.

The disadvantages of the functional structure include the lack of close relationships at the horizontal management level. In addition, the principle of unity of command ceases to apply, since the executive can receive instructions from several functional managers. Disadvantages also include unclear responsibility, since the one who prepares the decision is usually not involved in its implementation.

Business situation

The shortcomings of a functional management structure are felt by many enterprises. These included the Natalyan River Shipping Company, one of the largest river shipping companies in Russia. Until recently, the management structure of the river shipping company was built on a clear functional principle. The shipping company had five vice-presidents responsible for certain aspects of its activities. One of the vice presidents supervised the operations department, the commercial department and the claims service. Another vice president supervised the finance, planning, marketing, information processing, and payroll departments. The third vice president (chief engineer) was responsible for all technical services. The fourth vice president headed the personnel and social policy department. Finally, the fifth vice president headed the control and audit department, a department that provides the general director and the Board of Directors with information about the company's activities.

It was very difficult to achieve coordination in such a structure. The CEO did not rely on internal communications and forced executives to spend a lot of time in meetings. On average, each vice president had to participate in three meetings a week, taking a total of up to 10-12 hours. As a rule, there were not enough major issues for such a number of meetings, and discussions were often conducted on small, private issues that did not require the presence of everyone managers.

Linear-functional management structure. A special feature of this structure is that management is carried out by line and functional managers. The line manager has a special staff (headquarters), consisting of management units (departments, services, groups, individual specialists) that specialize in performing one management function. At the same time, the line manager has complete authority over all management objects and functions (enterprise manager, workshop manager, foreman, etc.). Functional managers are of two types: those who implement one or more management functions (Fig. 2.4).

Despite the fact that this structure combines the advantages of linear and functional structures, it is not without drawbacks. The main ones include the fact that the management apparatus is expanding, its bureaucratization is taking place, decision-making time is increasing due to the need for approvals, and the problem of coordinating functional services remains.

R - middle managers

I - performers

Rice. 2.4. Linear-functional management structure

Linear-functional management structures are currently the most common types of structures.

For Russian enterprises they are the main ones. The linear-functional type of structures is especially effective where the management apparatus performs repetitive standard procedures. It creates a favorable basis for formalizing powers and responsibilities, but does not always have the necessary flexibility when new tasks arise.

In modern conditions, when business conditions force companies to quickly respond to market changes, the flexibility of management structures is of particular importance. The structures that meet this requirement include, first of all, the matrix management structure. It is formed by combining two types of structures: linear and program-targeted. In accordance with the linear structure, management is built vertically: divisions are created that manage individual areas of activity - production, sales, supply. In accordance with the program-target structure, horizontal management is carried out - program and project management, i.e. The main task is to develop programs. Each program may include a number of projects.

SECTION I. General and strategic management of the company

To develop a program (project), a so-called matrix group is created, to which employees from various departments are sent. Members of the matrix (project) group have double subordination. On the one hand, they report to the program manager, and on the other, to the functional head of the unit (department) in which they constantly work. The authority of the project (program) manager is delegated by senior management, so it may vary depending on the complexity, importance and urgency of the project. The matrix type structure is shown in Fig. 2.5.

Rice. 2.5. Matrix organizational structure

In a matrix structure, there is a distribution of program management responsibilities. The program manager is responsible for the quality and timing of program development. It is the responsibility of functional managers to create the necessary conditions for program development.

This structure is most effective when there is a need for the development and production of knowledge-intensive high-tech products, the introduction of technological innovations and a quick response to market fluctuations.

The advantages of the matrix structure include the fact that it becomes possible to quickly rebuild the structure of the team when setting and solving new problems (flexibility and adaptability). Managers and specialists at all levels are involved in active creative activities to improve production. The efficiency of using resources and, above all, human resources is increasing.

However, the application of this structure is associated with a number of difficulties. The main disadvantage is the complexity, which is associated with the need to establish and coordinate numerous connections. It is no coincidence that in the Bulletin of the organization and plan-

CHAPTER 2. Organizational structures of company management

The analysis of the American company General Electric indicates that “the matrix structure is too complex, difficult and sometimes incomprehensible a form of organization to constantly resort to.” Disadvantages also include the need for periodic retraining of workers in connection with changes in the program. Matrix groups are not stable formations. When using them, workers constantly move from the main workplace to project groups and the entire organization becomes, as it were, temporary.

In modern conditions, the divisional management structure is very widely used. It uses the democratic principle of management. Centralization of strategic decisions at the highest level of management is combined with independent activities of lower divisions (divisions). The company's top management (president, management board, board of directors) determines long-term development guidelines. The tasks of the divisions include operational decisions and responsibility for generating profits. It is no coincidence that the divisional structure is defined as coordinated decentralization. It is often used by international companies with branches in different countries.

The divisional management structure has a number of varieties. The main types include the following:

¦ regional;

¦ grocery;

¦ consumer.

The regional structure assumes that management is carried out for certain types of products produced in different territories of the country or abroad. The structure allows maximum consideration of the specifics of local legislation, customs and consumer needs. An example of the successful use of a regional structure is the Swiss company Nestle (Fig. 2.6).

Using a country approach, Nestlé pursues a uniform policy in the production of a limited range of food products around the world, taking into account the specifics of national demand.

The peculiarity of the product structure is that the authority to manage the production and sales of any product is transferred to one manager, who is responsible for this type of product (Fig. 2.7). This type of management is typical for companies with a widely differentiated product range. By using a product structure, a large company can focus on a specific product

SECTION I. General and strategic management of the company

Rice. 2.7. Product management structure

production as much attention as is given to it by companies producing one or two types of products.

In General Motors, for example, the product approach is implemented in the form of the following dependence of managers: board of directors - president - vice presidents - general manager for the production of a particular product - managers of regional and country production branches - regional country production branches. This structure allows the company to quickly respond to changing market conditions.