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Organizational structure management mechanisms for improvement. Analysis and improvement of the organizational structure of management

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Introduction

Increasing the efficiency of the enterprise is largely determined by the organization of the management system, which depends on the clear structure of the enterprise and the activities of all its elements in the direction of the chosen goal.

The need to improve the management structure at the present stage is determined by many factors. This includes optimizing the size of the administrative apparatus and its functions; implementation automated systems management and development of decision-making systems.

Simplistically, the management structure is presented as its organization from separate departments with their relationships, which are determined by the goals set for the company and its departments and the distribution of functions between them. The organizational structure provides for the distribution of functions and powers for decision-making between managers responsible for activities structural divisions organizations.

The problem of improving the management structure involves clarifying the functions of departments, determining the rights and obligations of the manager and employee, eliminating multi-stage, duplication of functions and information flows. The main task here is to improve management efficiency.

The organizational structure, ideally, sees, first of all, the establishment of clear relationships between the individual divisions of the company, the distribution of rights and responsibilities between them. It implements various requirements for improving management systems, expressed in certain principles. From these positions, the management structure can be seen as a form of division and cooperation. management activities within which the control process takes place.

IN modern conditions the success of an enterprise is determined, first of all, by the rational organization of production, cost reduction, development, i.e. the impact of management on internal factors of production. The problem of flexibility and adaptability to constant changes is put forward in the first place. external environment. These are, first of all, organizations that are associated with this enterprise by virtue of its goals and objectives. This also includes social factors, and conditions that, without having a direct impact on the operational activities of the enterprise, predetermine its strategically important decisions. The significance of environmental factors is sharply increasing due to the growing complexity of the entire system of social relations.

At present, due to the high level of dynamics of the political and economic life of our society, the issues of adaptive and effective restructuring of the management systems of organizations of various levels and classes, regardless of the scale and technological complexity of their activities, are particularly acute. For many organizations, the timely restructuring of the management system in general becomes a matter of their “life”. From this point of view, knowledge of the principles and methods for assessing the effectiveness of management systems is necessary requirement to structure professional activity managerial work nicknames.

The relevance of the chosen topic is determined by the need to consider theoretical provisions for the development practical advice to implement the mechanism of formation and development organizational structure enterprise management in conditions of uncertainty, providing an increase in the efficiency of the enterprise as a whole.

1. Theoretical foundations of the organizational structure of management

1.1 The concept of the organizational structure of management

The organizational structure is the composition (specialization), the relationship and subordination of independent management units and individual positions that perform management functions. Each division and position is created to perform a specific set of management functions or work. To perform the functions of the subdivision, their officials are endowed with certain rights to dispose of resources and are responsible for the performance of the functions assigned to the subdivision.

The purpose of the organizational structure of management is to ensure sustainable development socio-economic system through the formation, preservation and improvement of the ways of interconnection and interaction of the system with the external environment and internal interaction elements of the system.

The components of organizational structures are:

Elements of organizational governance structures- services or bodies of the administrative apparatus, as well as individual employees of these services (bodies);

Organizational relations - relations (connections) between organizational units, levels of its management, personnel, through which management functions are implemented;

Management levels - a set of rights, duties and responsibilities, characteristic of officials occupying a certain level in the hierarchical structure of the organization.

Authorizations are divided into three types:

1) the powers of line managers - the right to decide all issues of development of the organization or unit entrusted to them, as well as to give orders that are mandatory for other members of the organization (unit) to implement all functions, i.e. these are the powers to plan, organize, control, motivate the activities of personnel;

2) the powers of staff personnel - the right to plan, recommend, advise or help, but not order other members of the organization to carry out their orders, etc.;

3) functional authority - the right of an employee of the administrative apparatus to make decisions and perform actions that are usually performed by line managers.

The components of the organizational structure are interdependent: changes in each of them (the number of elements and levels, the number and nature of connections and the powers of employees) necessitate a review of all the others.

Thus, setting a new organizational task involves solving a number of questions: is it necessary to form a new department to solve it; who will be its leader; what will be the number of staff of the department; what functions he will perform, to whom he will report and what place he will occupy in the hierarchical structure; what will be its relationship with other parts of the organization.

An increase in the number of elements and levels in the management structure inevitably leads to a multiple increase in the number and complexity of relationships that arise in the process of making decisions. management decisions, which often results in a slowdown in the management process, which in modern conditions is identical to the deterioration in the quality of the functioning of the organization's management.

The organizational structure of the elevator is represented by departments with their relationships. In accordance with the goals and distribution of functions between departments, a special position is occupied by the department of work on the sale of manufactured products. It can be said that other divisions work to ensure the work of this department, which are in a kind of dependence on this department. In CJSC Tabunsky Elevator, a situation of this kind arose more than once: due to improper performance of the duties of sales managers, the elevator simply stopped and all workers, from managers to the cleaning lady, were forced to go on unplanned unpaid leave. Thus, in the organizational structure, this department is linearly interconnected with all other departments.

A number of objective and universal requirements are imposed on modern organizational management structures, due to general economic and organizational factors and conditions, the observance of which allows the organization to function effectively:

Compliance with the goals and objectives of the organization, therefore, subordination to production and its needs;

Optimal division of labor between management bodies and individual employees, ensuring specialization, creative nature of work and normal workload;

The relationship of each employee, endowed with authority and responsibility, and the management body with the establishment of a system of vertical and horizontal links between them;

Correspondence between functions and responsibilities, on the one hand, and powers and responsibilities, on the other (violation of this requirement leads to dysfunction of the management system as a whole);

Adequacy to the socio-cultural environment of the organization;

Reliability, i.e. the structure of the control apparatus must guarantee the reliability of information transmission, prevent distortion of control commands, and ensure uninterrupted communication in the control system;

Adaptability and flexibility in accordance with changing environmental conditions (expansion of the tourist service area, taking into account changes in the tastes and needs of consumers, etc.);

Economy, i.e. achievement of the planned effect from the functioning of the structure with minimal costs for the administrative apparatus.

A change in the organizational form of an organization directly affects the formation of its management structure. Thus, a change in the organizational and legal form of an organization, its entry into another organization will certainly lead to a reorganization of the management structure. What happened when CJSC Tabunsky Elevator joined the Grana Association in 1996.

1.2 Types of organizational management structures

The management structure is determined by its constituent links and hierarchical levels of management. The structure should ensure the unity of stable links between its components and the reliable functioning of the system as a whole. In essence, the organizational structure determines the distribution of responsibilities and authorities within the organization.

As a rule, it is displayed in the form of a graphic diagram, the elements of which are hierarchically ordered organizational units (divisions, job positions).

IN modern management There are two types of organizational management structures - mechanistic and organic.

The mechanistic and organic approaches to building an organization occupy an important place not only in the theory and practice of management, but also in the theory of organization. The names themselves - mechanistic and organic - reflect the main features of these approaches.

The use of the term "mechanical" to the organization is used to show that the system is designed like a machine for productive operations.

The term "organic" seems to give the organization the quality of a living organism, free from shortcomings. mechanistic structure. The description of the considered approaches is based on the situational theory.

Table 1. Characteristics and conditions for the effective application of mechanistic and organic approaches in the design of the organization

	Mechanistic type of organization	Organic type of organization
Characteristics	Narrow specialization at work	Broad specialization at work
	Working by the rules	Few rules and procedures
	Clear rights and responsibilities	Ambitious Responsibility
	Clarity in Hierarchy Levels	Management levels blurred
	Relationships are formal and official	Relationships are informal and personal
	Uncomplicated, stable environment	Complex, unstable environment
	Goals and objectives are known	Uncertainty of goals and objectives
	Tasks can be divided	Tasks do not have clear boundaries
	Tasks are simple and clear	Tasks are difficult
	Work is measurable	Work is difficult to measure
	Salary motivates This power is recognized	Top-Level Needs Motivation

The following types of organizational structures can be attributed to the mechanistic model:

Linear - division of the organization into interconnected departments in terms of number, time, territory;

Linear-headquarters - division of the organization into interconnected departments, depending not only on the number, but also on the features of the projects being implemented;

Functional - division of the organization into interconnected departments depending on the implemented organizational function;

Linear-functional - is a synthesis of linear and functional organizational structures.

Divisional - the division of the organization into relatively independent divisions that have their own control center and work either in different territories or with different services and products.

And the organic model includes such types of organizational structures as:

Matrix - project management, temporary target groups, permanent complex groups, solving production problems, introducing new technologies.

The design structure is most often an addition to an already existing linear or linear-functional structure. The purpose of its creation is to develop a new direction of the enterprise's work within the framework of a new project.

Choice of management structure, i.e. its construction and modification is an important, and sometimes the most important factor in the successful functioning of the organization. Its essence is the adaptation of the structure to external conditions(requirements of the consumer and the market, society, government agencies etc.) and internal factors of the development of the organization (its resources, technology, organization of production and labor, management decision-making processes, etc.).

Supporters of classical management note the need to link the management structure with the following situational factors:

With the development strategy of the organization: if the organization has adopted an innovative development path, it will need to introduce a flexible management structure;

Technologies: with the routine nature of technologies, hierarchical structures are most often used;

Technologies associated with uncertainty require the organic construction of control structures. Technology has the greatest impact on the structure of those organizational units that are directly related to the production of products and services;

Characteristics environment: the more dynamic the external environment is, the more adaptability it requires from the organization. For example, in conditions of fierce competition, market research and the needs of tourists are of particular importance, therefore, a marketing service is allocated in the organizational structure, which determines the work strategy and corrects the activities of customer service managers.

1.3 Types of organizational management structures

Ш Linear organizational structure:

The linear organizational structure of management is based on the principle of unity in the distribution of instructions, according to which only a higher authority has the right to give orders. The organization is headed by the head, in his subordination are deputies - heads of linear divisions. They are endowed with full authority to exercise sole leadership of their subordinates, but they cannot contact each other directly.

The linear management structure is used in small organizations in the absence of broad cooperative ties between them.

With a linear management structure, management influences that are transferred to other levels of production and management include administrative functions (organization) and procedures (decision making).

Administrative (hierarchical) subordination is a clear subordination of employees in accordance with a given hierarchical scheme of company management (each subordinate has one hierarchical leader). Any final decision on the use of the employee's working time (in case of overload with tasks on the part of the administrative, functional and operational managers) can only be taken directly administrative head this employee or a higher administrative officer.

In addition to administrative functions, the manager can also take over other functions necessary for the performance of work by a specific executor. Wherein Feedback, informing the manager about the progress of the work, may be absent. The leader in such a structure is called linear. Administrative functions and procedures can be delegated to key managers at lower levels of the management structure. The contractor can also transfer part of his work to a lower level and act in relation to him as a line manager.

Ш Functional organizational

The functional organizational structure of management is based on the principle of functional division of labor, in accordance with which functional units are created in the organization, endowed with authority and responsibility for the results of their functional activities.

The overall task of managing an organization, starting from the middle level, is divided into functional criterion. Also here, with the help of directive guidance, hierarchically lower levels of management can be connected to higher levels of management. The transfer of instructions, instructions and messages is carried out depending on the type of task. Sometimes such an organizational structure is called multilinear.

The functional management structure is used with a large number of specialized works In the organisation. It provides for the grouping of specialists and units that perform individual management functions. At the same time, the implementation of the instructions of the functional bodies (departments of planning, accounting, production maintenance, etc.) within their competence is mandatory for production units. This organizational structure is aimed at performing constantly recurring, routine tasks that do not require prompt decision-making. Functional services usually include highly qualified specialists who perform specific activities depending on the tasks assigned to them. positive and negative sides of this structure are reflected in table 2.

Table 2 - Positive and negative qualities functional management structure

Positive	Negative

Reducing the number of coordination links; Reducing duplication; Standardization, formalization and programming of phenomena and processes; Strengthening vertical ties and strengthening control over the activities of downstream	Ambiguous distribution of responsibility; Difficult communication; Lengthy decision making process; The emergence of conflicts due to disagreement with the directives, as each functional leader raises his own questions in first place;

However, 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, as well as for organizations operating on a large international scale, in several markets at the same time in countries with different laws.

The linear-functional management structure is a synthesis of linear and functional organizational structures. It is based on the vertical of management and the specialization of managerial work according to the functional services of the organization. Sometimes such a system is called a staff system, since the functional managers of the appropriate level make up the headquarters of the line manager.

With such an organizational structure, movement through the authorities is preserved, but functions related to the entire organization, for example, personnel policy, production preparation, scheduling and monitoring of their implementation, etc., are allocated to functional departments, which are given the authority to give orders.

Heads of line and functional departments have the right to joint decision-making for the corresponding department of the organization. For example, the right to recruit personnel for the customer service department belongs jointly to the head personnel service and the head of the customer service department; if they do not come to an agreement, then a higher authority must intervene. For the final result of the organization as a whole, its head is responsible, whose task is to ensure that all functional services contribute to its achievement. Therefore, he spends a lot of effort on coordinating and making decisions on products and markets. The high cost of this structure can be offset by increased economic results.

Practice shows that the formation of levels of the organizational structure is influenced by such factors as the scale and type of organization, the direction of its activities, the number of strategic business units, strategic plans and etc.

The ongoing process of decentralization of management within the framework of a linear functional structure leads to the fact that rights and responsibilities are more deeply divided between different bodies that manage technical development, purchase of raw materials and materials, production, marketing, etc. This process is most typical for enterprises where a huge number of homogeneous products are consistently produced and where economies of scale are significant.

This structure also has its advantages and disadvantages. They are provided in table 3.

Table 3 - Positive and negative aspects of the linear-functional management structure

Positive

Negative

High efficiency with a small variety of products and markets;

Centralized control, ensuring unity in solving the problems of the organization;

Functional specialization and experience;

High level of use of the potential of the function specialist;

Economy achieved through homogeneity of jobs and markets

The emergence of problems of interfunctional coordination;

Responsibility for the overall results of work only at the highest level;

Insufficient response to market changes;

Limited scale of entrepreneurship and innovation;

Increased decision-making time due to the need for approvals

When implementing a strategy for expanding the service market, the linear-functional structure changes in the direction of decreasing centralization. To do this, the most important divisions are distinguished in its composition, which are directly controlled by top management with the help of their management apparatus. Heads of departments have their own administrative apparatus, the tasks of which are associated with this level of management. Practice shows that the formation of levels of the organizational structure is influenced by such factors as the scale and type of organization, the direction of its activities, the number of strategic business units, strategic plans, etc.

There are also other governance structures. The most popular of them are matrix, project and divisional management structures.

Ш Divisional structure

In a linear structure, an increase in the number of hierarchy levels leads to a corresponding increase in the time for preparing, making, and implementing management decisions; the economic efficiency of an enterprise will begin to decrease with an increase in the size of the enterprise. One of the obvious ways out is the delegation by the head of the enterprise of part of his powers to the lower level, the level of divisions.

In principle, the linear and divisional structures differ only in the amount of delegated authority, there is no clear line between them. The key figures in the management of organizations with a divisional structure are not the heads of functional units, but the managers (managers) who head the production departments.

The structuring of the organization by departments is usually carried out according to one of three criteria; by products or services provided (product specialization), by consumer orientation (consumer specialization), by territories served (regional specialization).

Organization of divisions along product lines is one of the first forms of divisional structure, and today most of the largest consumer goods manufacturers with diversified products use a product organization structure.

When using the divisional-product management structure, departments are created for the main products. Managing the production and marketing of any product (service) is transferred to one person who is responsible for this type of product. Heads of auxiliary services report to him.

This type of organizational structure is used in rather specific areas, for example, in the field of education, where recently, along with traditional general education programs, special departments for advanced training have emerged, etc. An example of the active use of a consumer-oriented organizational structure are commercial banks. The main groups of consumers using their services are individual clients (individuals), pension funds, trust companies, international financial institutions.

If the activity of the enterprise covers large geographical areas, especially on an international scale, then it may be appropriate to organize the structure according to the territorial principle, i.e. at the location of its divisions. The regional structure facilitates the solution of problems related to local legislation, customs and consumer needs. This approach simplifies the communication of the enterprise with customers, as well as communication between its departments. Various types divisional structures have the same goal - to ensure a more effective response of the enterprise to a particular environmental factor.

Ш Project structure

A design organization is a temporary structure created to solve a specific problem. The most qualified employees are assembled into one team, who are entrusted with the implementation of a complex project. When the project is completed, the team members either return to their previous positions or start the next project.

The main advantage of a design organization is that it concentrates all its efforts on solving a single task. While the head of a regular department must be torn between several projects at the same time, the project manager concentrates exclusively on him.

It is advisable to create design organizations at large enterprises. At many medium-sized, and even more so small enterprises, the creation of purely design organizations is ineffective and even unprofitable. That's why project structure as if superimposed on a permanent functional structure for a given organization. Such a combined organizational structure is called matrix.

Ш Matrix structure

The most widely known version of the design organization is so different from the types just described that it deserves a separate name. It is called matrix organization.

In a matrix organization, project team members report to both the project manager and the heads of the functional departments in which they work full-time. The leader has the so-called project authority. These powers can range from near-pervasive line power over all the details of a project to almost pure staff power. The choice of a particular option is determined by what rights are delegated to it by the top management of the organization.

The main disadvantage of the matrix structure is its complexity. It is too complex, difficult and sometimes incomprehensible form of organization to constantly resort to it. A lot of problems arise from the imposition of vertical and horizontal powers, which undermines the principle of unity of command. Research shows that this overlap often leads to conflict. Also, in such a structure, the expected result may not be visible, the experience of interpersonal communication may also not appear, general relationships may not improve.

Other problems may also arise: in the struggle for power, inability to adapt to adverse economic conditions, excessive overhead.

Matrix organizational structures allow you to take advantage of both functional and divisional structures.

1.4 Division of labor in the organization

management personnel labor

The purpose of the functioning of the majority of the organization is achieved through the consistent solution of a number of tasks, each of which has a functional content. Stages management process can also be represented as sequentially changing functions. Both of these aspects are the essence of the specialization of workers in the performance of certain types of work, operations, procedures. The distribution of tasks between employees is carried out according to their professional affiliation and the availability of relevant skills and experience. The effectiveness of the organization and the personal labor contribution of each of them depend on how fully the qualifications of the performers are taken into account.

Within an organization, there are horizontal and vertical divisions of labor.

Ш The horizontal division of labor is carried out with the help of differentiation of functions in the organization.

The top-level manager has direct control over the middle-level managers. In turn, middle-level managers have direct control over the corresponding lower-level managers, and those - directly over a certain number of performers. This can be seen as a functionalization. Along with this, there is a geographical (territorial) division of labor associated with the degree of distribution of physical acts of the organization in different regions. In this structure, communication, coordination and control become more difficult. The division of all work into its constituent components is commonly referred to as the horizontal division of labor. For example, a professor gives a course of lectures, and an assistant leads practical lessons. In this case, he could conduct practical exercises himself, but, given the difference in qualifications, it is more expedient to transfer these functions to an assistant.

Ш Vertical division of labor

The top-level manager manages the activities of the middle and lower-level managers, i.e. formally has more power and higher status. Vertical differentiation is related to the management hierarchy in an organization. The more steps in the hierarchical ladder between the highest level of management and the performers, the more complex this organization is. Powers are distributed by positions and managers holding these positions. The purpose of the organization is seen as a guideline for directing the flow of connections and powers. Since the work in the organization is divided into its component parts, someone must coordinate, coordinate the activities of all parts of the system through a vertical division of labor that separates the work of coordinating actions from the actions themselves. The activity of coordinating the work of other people is the essence of management. It is important to take into account the degree of isolation of management functions.

The objective limitations of any leader makes the hierarchical organization important. The manager can reduce his workload by delegating it to a lower level, but at the same time, the workload increases, which has the character of monitoring the performance of work. The need for the next level of the hierarchy appears with an increase in the amount of work to control the capabilities of the manager. The number of persons reporting to one leader is usually referred to as the "sphere of control" or "sphere of control".

There are no general rules that can be used to determine the appropriate "scope of government" in every situation. It depends on various circumstances - on the manager's ability to establish relations with employees subordinate to him, the nature of the functions performed, the territorial location of units, the qualifications and experience of employees, forms of control and coordination, the nature of the attitude informal groups and etc.

The more in the organization various areas requiring specialized knowledge and skills, the more complex it is.

Horizontal specialization is aimed at differentiation of functions. It covers the definition of work (connection of various individual knowledge) and the definition of the relationship between different types of work that can be performed by one or many workers.

The vertical division of labor involves the management and coordination of certain groups of people to achieve the goal.

2. Analysis of the management structure at CJSC "TABUNSKY ELEVATOR"

2.1 Management structure at ZAO Tabunsky Elevator

ZAO Tabunsky Elevator is a part of the GRANA association. The products produced by Tabunsky Elevator are even supplied abroad.

Tabunsky Elevator was founded in 1927. Initially, the enterprise was called "Tabunskiy sypnoy point". At the beginning of the 1990s, the volume of work at the enterprise, which was called Tabunskaya Grain Base N2, significantly decreased. The management decided to develop industrial processing of grain. In September 1996, JSC "Tabunskaya Khlebnaya Baza N2" joined the Association of Grain Processing Enterprises "Grana". From the moment of joining the Grana Association, the enterprise has been constantly actively expanding production, due to which it has been transformed from a grain receiving point into a large grain processing complex. The elevator capacity is 31,500 tons.

In fact, any elevator can be imagined as a huge machine, the operation of which is provided by a huge number of people. And, probably, the most important role here is played by the management apparatus. Yes, of course, other divisions are important as well. But after all, if leaders and managers build an incorrect concept of management, then very soon this whole huge machine will simply stop.

The elevator management structure is a distribution of tasks between structural units and employees, including empowering them to carry out one or another area of activity to ensure the functioning of the organization.

The organizational structure of management at this enterprise, as well as in any other organization, includes links (departments), levels (stages) of management and connections between them - horizontal and vertical. The links of enterprise management are determined by its scale.

In small organizations with a small staff, management links are represented by individual specialists. IN large organizations are divided into structural units focused on the performance of the relevant management functions. Communications between structural divisions have horizontal character.

The levels of elevator management are a set of management links, reflect the hierarchical structure of the organization and the relationship of leadership and subordination between levels of different levels.

Managerial tasks of managers, engineers who work at different levels of management depend on the position and specialization. For example, a grain purchasing manager contracts with suppliers in certain regions and monitors compliance with the concluded contract. Vertical dependence and subordination of management levels make it possible to distribute responsibility for the adoption and implementation of management decisions among the employees of the organization. At the highest level of management - the director and his deputies (chairman of the board of directors) develop strategic decisions affecting the organization's policy in the field of development, expansion of the enterprise. In addition, managers coordinate the activities of their deputies - heads of departments and other subordinates.

The specifics of one-man or collegiate management determines two sublevels of management - authorized management and general management. The middle level of management ensures the implementation of the organization's functioning policy, developed by the top management, and delegates a certain amount of tasks to subdivisions and departments of the lower level.

Mid-level specialists are responsible for selecting workers for the task and ensuring it necessary resources and information, carry out control functions, as they are responsible for the timely implementation of the tasks set, and monitor the results in order to identify deviations from the planned indicators. For example, Commercial Director plans the activities of product sales managers, sets a work schedule for them, future sales indicators, evaluates the results of their previous work, carries out current and final control, provides training and information support. Mid-level specialists need to know all the specifics of their activities, be good organizers, and have skills in working with personnel. At the lowest level of management, managers perform not only managerial, but also executive functions. They are engaged in the implementation of weekly and daily tasks, work directly with the organization's executive staff and are responsible for bringing specific tasks to direct performers. For example, a manager for the purchase of raw materials is looking for suppliers of grain, concludes contracts with them, controls the supply of grain, and is responsible for the quality of the purchased product.

A multi-level management structure in an organization is appropriate for: an extensive service network and a large geographical coverage, a large number of employees. This enterprise is characterized by a mechanistic model of organization.

After analyzing the organizational structure of CJSC Tabunsky Elevator, we can say that it is linear-functional.

Advantages:

1. There is an adequacy of the purpose and functions of the governing structures to the goals and strategy of the organization;

2. The susceptibility of the structure to changes in external conditions and the ability to process and disseminate intensive information flows;

3. Strict control is exercised over the course of execution of management decisions and their results;

4. Delegated powers: each employee, within the limits of his competence, has the right to make independent decisions and bear full responsibility for them;

5. The qualifications of managers and employees correspond to their circle functional duties;

6. Clear system of mutual relations;

7. Clearly expressed responsibility;

8. Speed of reaction in response to direct orders.

Flaws:

1. Lack of links for planning and preparing decisions;

2. Lack of quality control department

3. Tendency to red tape when resolving issues between departments;

4. Overload of top-level managers - heads of departments and subdivisions.

In the management structure, responsibility for decisions made is formulated as a range of responsibility for each position. All officials know what work they have to do within the assigned range of responsibility, within which each of them acts independently and is personally responsible for the results.

For the purpose of management efficiency, “horizontal” interaction is used - this is business relationship in which officials enter among themselves to decide on their issues relating to their range of responsibility.

The basis of this linear-functional management structure is line organization. Line managers have the right to single-handedly manage production activities and bear full responsibility for the results obtained.

As a result linear type organization provides a clear target orientation to solving production problems. The functional basis of the organization allows you to solve complex managerial tasks, ensures the effectiveness of management due to its specialization and the growth of professional qualifications of management employees. An important advantage of the considered structure of ZAO Tabunsky Elevator is its versatility, the ability to quickly adapt to external changes.

3. Improving the organizational structure of the enterprise CJSC "TABUNSKY ELEVATOR"

3.1 Basics of modeling the organizational structure of enterprise management in modern conditions

One of the main conditions for the successful implementation of the process of improving the organizational structure is to provide it with the necessary human and material resources, as well as adequate methodological and information support.

It is especially necessary to emphasize the importance of organizational support for structural changes, which to a large extent affects not only the quality of structural changes, but also the amount of resources associated with them.

Considering the above, the following main requirements are proposed for the implementation of the process of improving the organizational structures of the management of Tabunsky Elevator CJSC:

planning;

adaptability;

systemic;

Iterative

support from top management;

· availability of resources;

· socio-psychological readiness;

the involvement of members of the organization.

The main reasons that determine the need to improve the organizational structure of management of Tabunsky Elevator CJSC are the following:

1. Development market relations forms a new external economic environment, characterized by high mobility and uncertainty, while the existing linear-functional structures are rigid and incapable of adapting to the external environment.

2. Increasing the independence of the organization provides it, on the one hand, with a wide choice of ways further development On the other hand, it increases the responsibility for the rational use of the existing production potential, which requires changes in the content of existing functions, the emergence of new ones. At the same time, the inhibitory effect of the standard rules and procedures of the existing organizational structure of the enterprise is enhanced.

3. A large number of auxiliary functions to ensure production process caused top managers and department heads to be overloaded with current tasks, lengthening communication channels, while a rapidly changing environment requires quick decision-making.

4. The striving of divisions for independence, which is facilitated by the processes of privatization and corporatization, the impossibility of managing divisions with the old administrative-command methods, the development of horizontal ties contributes to the decentralization of management.

When determining organizational forms building a mechanism for structural improvement, we proceed from the following provisions: organizational forms should be flexible, help reduce employee resistance to change, provide a comprehensive and cost-effective solution to issues of structural improvement, the functions of developing a concept for improving the organizational structure should be assigned to higher management bodies, and operational issues should be delegated to lower managerial levels.

The matrix type of organizational structures provides for management in two areas:

1) vertically - management provided by specialized units and services, each of which performs parts of managerial functions corresponding to its specialization;

2) horizontally - targeted management of coordinating (horizontal) links between these specialized units and services,

3.2 Development of the organizational structure of management of ZAO Tabunsky Elevator

The results of the study of enterprise management structures make it possible to substantiate the rational management structure of CJSC Tabunsky Elevator.

The purpose of creating the proposed management structure of our company is to ensure successful operation in a market economy. This goal can be achieved by transforming the organizational structures of enterprise management, which consists in the implementation of a set of measures to bring the conditions for the functioning of the administrative apparatus of the enterprise in line with the developed model.

The objectives of the proposed enterprise management structure are:

1. Reflection of the goals and objectives of the organization, and, therefore, be subordinate to production and its needs.

2. Achieving an optimal division of labor between management bodies and individual employees, ensuring the creative nature of the work and normal workload, as well as proper specialization.

A feature of the proposed in this work modern model The organizational structure of management is the allocation of strategic business units within the organization and giving individual production and functional structures the status of independent production complexes.

3. The formation of the management structure should be associated with the definition of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal links between them.

4. Between functions and responsibilities, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain a correspondence, the violation of which leads to dysfunction of the management system as a whole.

5. The organizational structure of management is designed to be adequate to the socio-cultural environment of the organization, which has a significant impact on decisions regarding the level of centralization and detail, the distribution of powers and responsibilities, the degree of independence and the extent of control of middle managers.

In order to develop a program for reforming the enterprise and to manage it in the future, it is advisable, in our opinion, to create a specialized council with the provision of the necessary powers to it. It seems to us that it should include the head of the enterprise; head of the financial body (accounting); chief specialists.

The head of the enterprise, together with the Specialized Council and the Financial Authority, based on the forecasts for the development of the market for manufactured products, the assessment of potential risks, the analysis of the financial and economic condition and the effectiveness of enterprise management, as well as the analysis of strengths and weaknesses the enterprise develops an enterprise development strategy, which, in our opinion, should include the definition of the following parameters:

The region or territory to which the sale of products is directed, the degree of geographical differentiation of this sale;

Market share to be taken;

The group of consumers to which the sale of products is directed;

Basic pricing strategy;

Type of enterprise activity strategy (competition strategy, market expansion strategy, etc.);

Qualification and practical experience of the personnel necessary for successful competition;

Possibility of cooperation with other enterprises and organizations.

In accordance with the chosen strategy of the enterprise's behavior in the market, an interconnected system is determined, which, in our opinion, should include the following components:

Production, technological and innovation policy (minimization of production costs, bringing product quality in line with consumer needs, creating optimal system providing services, increasing competitiveness on the basis of improving products and existing production technology, creating fundamentally new products and industries);

Pricing policy (setting prices for the company's products as part of its sales management policy in order to achieve the most profitable sales volumes, average production costs and the highest possible level of profit);

Financial policy (analysis and planning cash flows, the choice of a strategy for attracting external resources (loans, an emission form of raising capital), managing accounts receivable and payable, developing accounting and tax policies, controlling and managing costs);

Combinations of various sources of financing, attraction of borrowed funds);

Personnel policy (formation of ideology and principles personnel work, planning, attraction, selection and release of employees, organization of work and personnel management, advanced training and training of employees of the enterprise, the introduction of a system to stimulate their activities, the development of social partnership).

At the same time, the range of activities of the Specialized Council may include:

Development of a program of measures to reduce costs, reduce energy and material consumption of products, its certification;

Development of measures to ensure the transparency of the financial condition of the enterprise (based on the improvement management accounting, transition to international accounting standards), as well as measures to ensure control over financial flows;

As an analysis of the literature shows, for large enterprises it is rational to form the following production and functional structures (for medium and small enterprises, their functions can be combined):

The proposed changes will allow, in our opinion, to implement the following principles:

Ensuring flexible response to market changes;

Ensuring the optimal level of decentralization of management decisions;

Assignment to any structural unit of the enterprise of organization and execution specific function carried out by the enterprise, and duplication of the performance of the same functions by these departments is unacceptable;

Personification of responsibility for the organization and performance of each function carried out by the enterprise.

Appropriate changes in the creation of the proposed management structure are proposed to be fixed in staffing and regulations on the structural divisions of the enterprise, containing:

The main activities of the enterprise;

The main functions of enterprise management (organization of production, finance, economics, accounting, personnel);

Auxiliary functions of the enterprise;

Organizational links of the enterprise and the functions assigned to them for the implementation of the activities of the enterprise with the definition of the procedure for their implementation (rights, obligations, terms, incentives and punishments);

Allocation of independent divisions (auxiliary, serving);

Determination of the procedure for monitoring the compliance of the organizational structure with the activities of the enterprise and personification;

Responsibility for the performance of the specified control function.

Conclusion

In the process of studying the organization's management structure, the basic concepts and principles of building management structures, types of organizational management structures were studied.

Based on the analysis of the improvement of the organizational structure of management, carried out in the work on the example of CJSC Tabunsky Elevator, the following conclusions can be drawn.

The organizational structure of enterprise management is the internal order, consistency and interaction of individual parts of a single whole. It is made up of two interconnected constituent parts: management structures and production structure enterprises.

The management structure is defined as a form of distribution and coordination of management activities in the enterprise. It includes the composition of the governing bodies and establishes the nature of the relationship between them. Management structures are divided into two large groups - mechanistic and organic.

2.3. Analysis of the structure and functions of management

TRIAL TRADING LLC, by its legal form, refers to a non-state enterprise, being a joint-stock company. Production conditions and determined the management structure. As in all enterprises of a similar profile, a linear-functional management structure has been adopted, which is shown in Fig. 9.

The enterprise is headed by the general director, who implements the main management functions, such as: operational management, long-term development, financial and economic strategy. The range of functional duties of the director includes personnel policy, development of the social infrastructure of the enterprise, work with personnel.

Separate management functions are delegated to deputies Director General:

chief engineer -

Rice. 9. The existing management structure of TRIAL TRADING LLC

Function technical support production and development of the enterprise.

Deputy General Director for Production -

The function of operational management of production and planning.

Deputy General Director for commercial matters –

The function of ensuring the production and marketing of products, foreign economic relations,. Transport service management.

Deputy General Director for Shelepikhinsky mayonnaise production area-

Full site management.

Chief Accountant - maintenance of material and financial and economic accounting.

In addition to the functional managers listed above, the Financial Department, the Legal Department, the Civil Defense and Emergency Situations Headquarters, and the Office are directly subordinate to the General Director. Obviously, there is an excess of management standards, because. Ten subjects of management are directly subordinated to the General Director. As a result, the quality of management is reduced. The reporting line of the General Director should be improved, i.e. minimized.

The chief engineer performs the function of technical support and technical development of production. He is subordinate to:

Department of labor protection, safety and fire prevention.

The functional responsibilities of this division include the development of safety instructions, the coordination of the installation and placement of equipment, the examination of technological processes for compliance with the requirements of safety regulations and industrial sanitation. It is advisable to introduce a specialist in civil defense and emergency situations into this department, removing him from the subordination structure of the General Director. This movement is justified by the fact that the prevention emergencies and technical support of events civil defense closer to the function of chief engineer.

Department of Capital Construction- carries out capital construction at the enterprise, major repairs of buildings and structures, installation of new equipment.

The function of the department corresponds to the function of the chief engineer.

Department of introduction of new equipment and technology

Engaged in the improvement of existing technological processes and the development and implementation of more advanced and productive equipment. His function corresponds to that of the chief engineer.

Department of the chief metrologist– performs the function of metrological support of production; his duties include control and verification of all measuring equipment and automatic control systems for technological processes. In addition, the structure of the chief metrologist includes the sector of computer technology and programming. This function is not included in the function of the chief metrologist, therefore it is advisable to introduce the named sector into the department for the introduction of new equipment and technologies, respectively, excluding it from the subordination of the chief metrologist.

Department of Chief Mechanic- performs the function of ensuring the operability of equipment, carrying out maintenance and overhaul of equipment, functionally corresponds to the function of the chief engineer.

Department of Chief Power Engineer- provides the function of energy supply to production and the enterprise as a whole. Responsible for the safe operation of electrical installations and electrical networks. His area of responsibility also includes the gas industry. Functionally corresponds to the function of the chief engineer. At the same time, it is not organizationally correct to exclude the gas shop from the direct subordination of the chief power engineer. Because functionally, he is responsible for the gas industry, but linearly it is not subordinate to him. In our opinion, it is advisable to remove the gas shop from the direct subordination of the chief engineer, including it in the structure of the chief power engineer. In this case, the balance of rights and responsibilities of the head will be observed.

Sales department. The department performs the same functions as in the old system of planned relationships. Marketing theory clearly states that the sales function in market relations is a derivative of marketing activities. Therefore, in the form in which the sales department is currently located, it does not fulfill its function.

Purchase department. The function of the department is to provide the main production with raw materials. At present, the enterprise does not present any difficulty in providing raw materials, since The market for crude vegetable oils is vast. The main task in providing is to establish long-term direct links, to achieve a reduction in prices for purchased raw materials, to establish partnerships with suppliers, to stimulate them, etc. The supply department doesn't do that. Consequently, the methods for solving problems arising from the function being performed must be changed.

Maintenance department. The department is engaged in ensuring the work of the administrative apparatus. Maintaining frequency and order on the territory of the enterprise, its activities are not related to the main production.

Department for social and domestic issues and advertising. The structure includes health care institutions, hostels, children's institutions, subsidiary farm. This department is headed by the head of the department. The functions assigned to the department do not coincide with the functions of the deputy. General Manager for Commercial Affairs. It should be noted that the function of advertising assigned to the department is not performed in principle. Therefore, in the advertising of vegetable oils, ketchups, mayonnaise, which filled the television and radio broadcast, newspapers, magazines, the name or logos are almost never found. Such an attitude to advertising in a market environment is unforgivable.

Electric car, railway, transport shops. The duties of these workshops include the performance of one function: transport support and movement of goods.

According to the function of subordination to the Deputy General Director, it is justified. But having three workshops for one function is not practical.

Checkpoint Department. The department provides access control at the enterprise, control over the movement of commodity values outside the enterprise. Control and protection of the enterprise perimeter. The task of the department is not combined with the function of Deputy General Director for Commercial Affairs.

The analysis of the linear-functional scheme of enterprise management clearly shows that the management of the enterprise does not pay attention to improvement. The structure is frozen. And this is one of the main reasons that the company cannot withstand competition, has sharply lost its position in the market. In our opinion, the improvement of the management structure should become a top priority for the company's management in 2004.

CHAPTER 3. PROPOSALS TO IMPROVE THE MANAGEMENT STRUCTURE

3.1. Improving the management structure

As noted above, an enterprise can operate successfully only if there is a rational management structure. The existing governance structure should undergo changes in the following areas:

1. Reducing the number of subordinates of each top manager.

2. Coordination of management functions

3. Changing the assignment of tasks to functional departments.

Consider the proposed structures of each top manager.

CEO:

· Chief Engineer

Deputy Director General for Production

Deputy Director General for Commerce

Deputy Director General for Branch Relations

Deputy Director General for Human Resources and Social Affairs

· Chief Accountant

· Head of OTK

From the direct subordination of the General Director are withdrawn:

Headquarters for civil defense and emergency situations

· financial department

· Human Resources Department

These subdivisions are small in number and having them subordinate to the General Director provides for a purely nominal dependence.

These units must be reorganized and introduced into the management structure of deputies.

Subordination head of the Quality Control Department Mandatory director. Because it exercises a control function and must be independent. Subordination to the General Director means delegating to him the authority to influence the quality of products on behalf of the director. Only then can we hope for effective product quality control.

Job introduction Deputy Director General for Branch Relations due to the presence of branches at the enterprise and the need to manage them on behalf of the director, while the mayonnaise shop in Lukhovitsy is removed from subordination to the deputy. Production General Manager.

Job introduction Deputy Director General for Human Resources and Social Affairs caused by the increased role of work with personnel and improvements in social working and leisure conditions. The task of the newly introduced managerial position is to coordinate all work with the staff. Therefore, it is justified to introduce into its structure a personnel department, an administrative department, an office and a checkpoint department.

Thus, the Deputy General Director for Human Resources and Social Affairs will be subordinate to:

social department

· Human Resources Department

checkpoint department

Chief Engineer.

The gas shop was withdrawn from direct subordination and transferred to the chief power engineer, for the reasons described above. The sector of computer technology and programming was withdrawn from the department of the chief metrologist and included in the department for the introduction of new equipment and technology. Now its control structure will look like this:

Department of occupational health and safety.

department of capital construction

department of new equipment and technology

department of the chief metrologist

department of the chief mechanic

department of chief power engineer.

Deputy General Director for Production

The mayonnaise shop in Lukhovitsy was excluded from its structure in connection with the reassignment of its deputy. Director General for Branch Relations. The department of technical control with a testing and production laboratory is also excluded. The laboratory is included in the QCD. Now its control structure looks like this:

planning and production department

production of hydrogenated and refined fats

production of mayonnaise and vegetable oils

production of margarine

raw material shop

Deputy General Director for Commerce

This structure needs to be subjected to more fundamental changes, because It is she who plays the main role in the activities of the enterprise. First, it is necessary to create a powerful marketing structure based on the department of foreign economic relations and the sales department.

The functions and structures of the newly created department should be considered separately. For LLC "TRIAL TRADING" for 2004, the number of the marketing department is sufficient for no more than 15 people, taking into account the specialists in advertising and sales introduced into it. The structure of this department can be represented as follows (Fig. 10).

The tasks of the department should be clearly formulated and formalized in the governing documents.

The newly created marketing department must fundamentally change or create a new scheme for promoting products to the market, and organize a powerful advertising campaign. This department will have to form tasks for the services of the chief engineer to create new types of products, packaging, and design. It is he who will have to radically change the policy of the enterprise. With the right selection of personnel, the involvement of qualified specialists, there is no doubt about success.

Rice. 10. Functional structure of the marketing department.

Such a powerful enterprise as TRIAL TRADING is cannot be unprofitable. It's all about the qualifications of senior management. It is necessary to unite the transport departments into one subdivision, to create a management department from the specialists of these shops - the logistics department.

Central warehouse to subordinate directly to the marketing department. After these transformations, the structure of the deputy. The CEO for Commerce would look like this:

· Marketing department

· Purchase department

Logistics department with transport shop

The presence in the subordination of the deputy. General Manager of Commerce with only three management entities will allow him to focus on creating a new enterprise strategy.

Chief Accountant.

Subordinate to Ch. the accountant needs to be transferred to the financial department, because in the new economic conditions, the role of the chief accountant has increased dramatically. It should be not only a fixator of the movement of material and monetary resources, but also the head of the company's finance.

Given that TRIAL TRADING is an open company, it is necessary to introduce a specialist in work with shareholders and securities in the financial department.

Department of technical control. In addition to changing the subordination of the department, it is advisable to transfer the management of the testing and production laboratory to it.

Thus, the proposed enterprise management structure will look like this (Fig. 11).

For quality and effective execution marketing research should be included in financial terms enterprises corresponding item of expenditure. For 2004, the costs under this item may be in the amount of 4,500 thousand rubles.

Market research - 1200 thousand rubles.

Given that non-price competition prevails in the market segment in which TRIAL TRADING operates, the result of marketing research should be proposals for:

Change or improvement of product quality indicators

Creation of new products

Change or improvement appearance containers and packaging

Development of an optimal scheme for promoting products on the market.

As a starting point for advertising company you can use the fact that "TRIAL TRADING" is the oldest enterprise in the industry, the custodian of national production traditions, etc.

The market research sector needs to study the regional demand for its products and, as a first step, develop a strategy for penetrating these markets, which will give a significant increase in sales of products, since the quality of similar products in the regions is often inferior to the quality of TRIAL TRADING products. Along with exploring and conquering markets, the marketing department should seriously consider the strategy of providing the enterprise with raw materials.

Fig.11. The proposed management structure of TRIAL TRADING LLC.

Particular attention should be paid to suppliers of vegetable oils, since these oils are the main raw material for the production of products and the cost of it, to a greater extent, determines the mass of the cost.

The experience of various firms shows that a well-organized advertising campaign increases sales by 10% without any change specifications or consumer properties of the goods. Improving its appearance or improving the appearance of the packaging increases its attractiveness by another 15%. Thus, the implementation of a complex of marketing research and the implementation of measures based on its results will create the preconditions for an increase in sales volumes per year by at least 30% and, accordingly, production in the same ratio. The “advantage” of the enterprise is that it has a low capacity utilization factor, therefore, additional capital investments are not required to increase production.

3.2. Cost-effectiveness of proposals

The proposed enterprise management structure provides for an increase in the number of employees of the management apparatus by 4 people. Basic economic effect will be obtained by increasing the volume of products sold. Based on the technical and economic indicators of the enterprise for 1999, received in the planning department, and proposals for changing the management structure, it is possible to calculate the expected economic effect. When calculating for the base year, we will take 2003. The initial data for the calculation will be summarized in Table 6.

Initial data for calculations.

Table 6

Marketable products produced, million rubles

Products sold, million rubles

annual fund wages, million rubles

Average annual salary, thousand rubles

The total cost of a product,

million rubles, including

Semi-fixed costs without AUP salary

W/AUP fee

Conditionally variable costs without wages of the main workers

Salary of the main workers

Number of PPPs, people, including

Labor productivity, million rubles

Profit (loss) from sales. million rubles

Profitability,%.

Increase in sales %:

Due to the appearance of the packaging

through other activities.

Increase in the number of AUP at the expense of the marketing department, pers.

The release of the number of AUP due to the merger of transport shops, pers.

Reducing conditionally variable costs, without workers' wages,%.

Growth of the average annual salary, %.

Calculation

1. Average annual salary:

FFP¢ = 63.06 x 1.05 = 66.2 thousand rubles

2. The volume of marketable products:

V¢t \u003d 1253.3 x (1 + 0.1 + 0.15 + 0.5) \u003d 1629.3 million rubles

3. The volume of products sold:

Vp \u003d 1174.1 x (1 + 0.1 + 0.15 + 0.5) \u003d 1526.3 million rubles

4. The number of AUP:

N¢AUP \u003d 94 + (9 - 5) \u003d 98 people.

5. Total population RFP:

N¢PPP = 1050 + (9 - 5) = 1054 people.

6. Annual payroll fund of AUP:

FZP¢AUP \u003d SZP¢ x Ch¢AUP.

FZP¢AUP = 66.2 x 98 = 6.5 million rubles

7. Accrual on wages of AUP:

N¢AUP \u003d FZP¢AUP x 0.38 \u003d 2.46 million rubles

8. Annual payroll of workers:

FZP¢work \u003d (Ch¢PPP - Ch¢AUP) x SZP¢.

FZP¢slave \u003d (1054 - 98) x 66.2 \u003d 63.3 million rubles

9. Annual payroll:

FZP¢ = FZP¢AUP + FZP¢work.

FZP¢ = 6.5 + 63.3 = 69.8 million rubles

10. Conditionally variable costs without wages of workers.

Z¢per = Zper x 1.3 x 0.9.

Z¢per \u003d 1002.7 x 1.3 x 0.9 \u003d 1173.1 million rubles

11. Semi-fixed costs without wages AUP:

Z¢POST \u003d ZPOST + N¢AUP

Z¢POST = 115.3 + 2.46 = 117.76 million rubles

12. General fixed costs:

Z¢¢POS = Z¢POST + FZP¢AUP

Z¢¢POS = 117.76 + 6.5 = 124.26 million rubles

13. General conditionally variable costs.

Z¢¢PER = Z¢PER + FZP ¢work.

Z¢¢PER = 1173.1 + 63.3 = 1236.4 million rubles

14. Full cost of commercial products:

C¢ \u003d Z¢¢POST + Z¢¢PER.

С¢ \u003d 124.26 + 1236.4 \u003d 1360.66 million rubles

15.Economic effect:

E \u003d V¢tov x T - C¢.

E \u003d 1629.3 x 0.94 - 1360.66 \u003d 170.88 million rubles

16. Costs per ruble of marketable products:

Т¢ = С¢ : V¢com.

T¢ = 1360.66: 1629.3 = 0.83 rub.

17. Labor productivity of one working PPP:

Fri¢ \u003d V¢tov: Ch¢PPP.

PT¢ \u003d 1629.3: 1054 \u003d 1.54 million rubles

18. Profit from the sale of products:

П¢ = V¢р - С¢.

P¢ \u003d 1526.3 - 1360.66 \u003d 165.6 million rubles

19. Product profitability:

P¢ \u003d P¢: V¢r x 100.

P¢ \u003d 165.6: 1526.3 x 100 \u003d 10,8 % .

A comparison of the expected economic results from the implementation of proposals with the basic ones is shown in Table 7.

Table 7

Expected economic results from the implementation of proposals

CONCLUSION

In the presented thesis an analysis of the activities of TRIAL TRADING LLC and an analysis of its management structure is given. Based on this analysis, it can be concluded that in 2003 economic indicators businesses have deteriorated.

This happened as a result of serious difficulties with the sale of manufactured products, a sharp drop in the competitiveness of the enterprise. Sales proceeds do not cover the costs incurred.

An analysis of the management structure indicates its cumbersomeness and inertia. Senior managers are overloaded and have subdivisions in their subordination that do not fit into their functional structure. The functions of the plant management departments are not adapted to the new market relations.

On the basis of the analysis made, proposals were made to overcome the problems that have arisen in the enterprise. Most of the proposals relate to changing the structure of the enterprise, changing the functional responsibilities of the plant management departments.

Proposed:

Reduce the burden on top managers. So deputy. for Commerce has three management objects under its control.

· Remove departments and services that do not correspond to their functions from the subordination of the Deputy General Directors.

· Enlarge the transport service: instead of three workshops, create one headed by the logistics department.

Introduce the marketing department into the enterprise management structure.

the work program of the marketing department.

The implementation of the proposed changes will streamline the linear-functional relationships between the subjects and objects of management. The redistribution and delegation of powers will improve the manageability of the enterprise and increase the responsibility of the heads of administrative and production departments. The expected economic effect from the implementation of the proposals is 170.88 million rubles.

The presented work shows the use of acquired theoretical knowledge in the field of economic analysis and management theory. The use of this knowledge makes it possible to systematize and analytically present the processes occurring in real production. The use of economic laws and provisions of production management allows you to timely identify deviations in the work of the enterprise and make their adjustments.

On the basis of an enlarged analysis of the activities of TRIAL TRADING LLC, it is necessary to carry out a detailed analysis of the activities of each administrative and production unit, determine the range of official and functional responsibilities of each employee working at the enterprise, linking them into a single structure aimed at implementing the enterprise strategy, in the process of such an analysis, more many management operations that require improvement. If such work is carried out at the enterprise, then success is guaranteed to it.

LITERATURE

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18. Maslov E.V. Enterprise personnel management. Tutorial. Moscow-Novosibirsk.: 1998.

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The natural and organizational and economic features of the functioning of agricultural enterprises and associations necessitate a differentiated approach to improving management. This involves taking into account zonal conditions, the territorial location of settlements, types and technologies of production, staffing, internal and external relations. At the same time, there are general principles and stages for improving the organization of management, which must be observed in the implementation of this work.

The analysis of the actual state of the management structure in the enterprise, as well as the study of the factors that determine the structure, is a thorough and preparatory stage to develop and improve a new structural model of the administrative apparatus.

Improving the structure of agricultural production management involves complete solution main issues: clarification of goals and objectives, building a rational organizational structure, a clear distribution of functions between the structural units of the economy or association and individual employees of the management apparatus, the optimal combination of methods used, improving the organization of work.

An important direction in improving management structures in modern conditions, which ensures its simplification, reduction in staffing and reduction in the cost of the apparatus, is to improve the organization of labor of management employees based on expanding their positions and increasing the amount of work performed by one employee.

The combination of positions or the assignment of additional functions is allowed if executive during the established duration of the working day, ensures the high-quality and timely fulfillment of duties for the main and combined work, subject to qualification requirements, taking into account the normal and uninterrupted functioning of production.

The combination of positions or the assignment of additional functions may occur in the event of an underload of employees in their main work or to perform the same amount of work with a smaller number of managerial personnel. In the case of combining positions, the employee should be provided with material remuneration at the expense of the wage fund of the released employee. Ministry Agriculture and Food of the Russian Federation recommends an additional payment of up to 50% of the salary of a laid-off employee when combining official duties up to 50%, more than 50% no additional payment at all. But the company itself can choose the percentage of surcharges, based on the recommendations.

Thus, the chief agronomist and the seed agronomist perform many of the same duties.

Therefore, when combining the positions of these specialists, additional wages are released.

The rest of the executives comply with staff standards.

One of the important elements of improving the management structure is the development of regulatory documents, among which job descriptions play an important role.

Since with the improvement of the management structure of the economy, some changes occur due to the introduction of new positions, therefore, job descriptions should be developed.

INTRODUCTION

The search for ways to improve the organizational structure of the enterprise is one of the difficult but necessary issues of the present, since its successful resolution most often increases the efficiency of the enterprise.

The organizational structure is a kind of framework, the basis of the entire enterprise, and its construction is a very complex process. A properly built organizational structure allows an enterprise to effectively manage all departments, and, ultimately, determines financial results, since a properly built management leads to cost reduction and an increase in the efficiency of the enterprise. Therefore, the topic of improving the organizational structure is relevant for any enterprise.

The purpose of this study is to find ways to improve the organizational structure of the enterprise.

The subject of this work is the organizational structure of enterprises.

The objectives of this study: to determine the main directions for improving the organizational structures of enterprises; identify the positive impact of each of the identified areas.

The following scientists and businessmen dealt with this topic: Sh. Ackerman, A. Svirshchevskaya, S.E. Kameniper, F.M. Rusinova, W. Cleland, E. Makarov, V. Khodyaev, D. Hornova and others. But the issue of improving the organizational structure at enterprises has not yet been fully resolved, therefore this study will be very relevant.

The main types of organizational management structures, their advantages and disadvantages

Organizational structure is one of the main elements of organization management. It is characterized by the distribution of goals and objectives of management between departments and employees of the organization. In fact, the management structure is an organizational form of the division of labor for the adoption and implementation of management decisions. The internal expression of the organizational structure of management is the composition, correlation, location and interconnection of individual subsystems of the organization. It is aimed primarily at establishing clear relationships between individual divisions of the organization, the distribution of rights and responsibilities between them.

The most common organizational structures of an enterprise are as follows:

Linear - this is one of the simplest organizational management structures, which is characterized by the fact that at the head of each structural unit there is a single leader, endowed with all powers and exercising sole leadership of subordinate employees and concentrating all management functions in his hands. Its advantages: unity and clarity of command; coordination of actions of performers; ease of management (one communication channel); clear responsibility; efficiency in decision-making; manager's personal responsibility for final results activities of your department. Disadvantages: high demands on the manager, who must be comprehensively prepared in order to provide effective leadership in all management functions; lack of links for planning and preparing decisions; information overload, many contacts with subordinates, superiors and shift structures; difficult connections between authorities; concentration of power at the top.

Functional - such a structure in which the performance of individual functions on specific issues is assigned to specialists, i.e. each governing body (or executor) is specialized in the performance of certain types of activities.

Its advantages: high competence of specialists responsible for the implementation of specific functions; release of line managers from solving some special issues; standardization, formalization and programming of phenomena and processes; exclusion of duplication and parallelism in the performance of managerial functions; reducing the need for generalists. Disadvantages: excessive interest in the implementation of the goals and objectives of "their" units; difficulties in maintaining constant relationships between various functional services; emergence of tendencies of excessive centralization; lengthy decision-making process; relatively frozen organizational form, with difficulty responding to changes.

Linear-functional is a structure in which the full power is assumed by the line manager who heads a certain team. In developing specific issues and preparing appropriate decisions, programs, plans, he is assisted by a special apparatus consisting of functional units (departments, departments, bureaus, etc.). In this case, the functional structures of the unit are subordinate to the chief line manager. Its advantages: deeper preparation of decisions and plans related to the specialization of employees; release of the chief line manager from in-depth problem analysis; opportunity to attract consultants and experts. Disadvantages: lack of close relationships and interaction at a horizontal level between production departments; insufficiently clear responsibility, since the one who prepares the decision, as a rule, does not participate in its implementation; tendency towards over-centralization.

Divisional - the most common form of organization of management of a modern industrial firm. Its meaning is that independent divisions are almost completely responsible for the development, production and marketing of homogeneous products (divisional-product management structure) or independent divisions are fully responsible for economic results in certain regional markets (divisional-regional management structure). Each branch office is an independent production and economic unit. Its main advantage is to increase the independence and responsibility of branches in matters of maximizing profits and gaining positions in the market. Disadvantages: the growth of the administrative apparatus, the possibility of conflicts due to the centralized distribution of resources.

Matrix - is a lattice organizational scheme built on the principle of double subordination of performers. With a matrix structure, the personnel of functional units, remaining in their composition and subordination, are also obliged to follow the instructions of project managers or special headquarters, councils, etc., which are formed to manage individual developments, conduct special works. Its advantages: the ability to quickly respond and adapt to changing internal and external conditions of the organization; increasing the creative activity of administrative and managerial personnel through the formation of program units that actively interact with functional structures; rational use of personnel through specialization of various types labor activity; increase in motivation of activity due to decentralization of management and strengthening of democratic principles of leadership; strengthening control over individual tasks of the project; reducing the burden on high-level managers by delegating a certain part of the authority; increasing personal responsibility for the implementation of the program as a whole and its constituent elements. Disadvantages: a false structure of subordination, resulting in problems associated with setting the priorities of tasks and allocating time for their execution; the presence of a "spirit" of unhealthy rivalry between program managers; the need for constant monitoring of the "correlation" of forces between the tasks of control by objectives; difficulty in acquiring the skills needed to work on the new program.

DETERMINATION OF THE MAIN DIRECTIONS TO IMPROVE THE ORGANIZATIONAL STRUCTURE OF THE ENTERPRISE

As stated above, at this stage, industrial enterprises most often use the following types of organizational structures: linear, functional, linear-functional, divisional, matrix. None of them is perfect in a changeable external environment. Therefore, it is very difficult for modern enterprises to adhere to any one scheme of organizational structure constantly. They need an adaptive model that will be mobile to respond to changes in the world around them, and in the views of management.

No enterprise can function aimlessly, everyone should have an idea of what awaits him, what he can achieve. The implementation of these provisions is achieved through the development of an enterprise development strategy, an effective combination of various types of planning, increasing the effectiveness of marketing, etc. This must be done constantly and continuously. But the effective fulfillment of these requirements is possible only if the organizational system of the enterprise, its mechanism allows creating favorable conditions for this. In fact, this means the need to improve the organizational structure itself, both as a whole and its individual elements. And the question arises as to how this can be done effectively. In this study, the author tried to identify several such areas for improving the organizational structure of the enterprise, namely:

 decentralization of management;

 specialization and diversification of production;

 improvement of the economic mechanism;

- organizational planning;

 creation of an appropriate system for managing the production and marketing of products.

2. 1. Decentralization of management

Relatively fast adaptation of the enterprise management system to the ongoing changes in business conditions, as the experience of domestic and foreign companies shows, depends on the degree of centralization (decentralization) in decision-making. This is due to the extent to which level powers are transferred to lower levels of government (decentralization) or retained at the top level (centralization).

The effective functioning of a structure consisting of a large number of levels requires the development of extensive rules, instructions and procedures. As a result, all this makes the management structure not only cumbersome, but also inflexible, unable to quickly respond to a rapidly changing situation. That is why, in conditions of rapidly changing demand, shortening the life cycle of many goods, expanding the range of products, reducing the volume of its production, complicating technological processes, strengthening requirements for the quality of service and product when solving the problem of timely fulfillment of orders, management decentralization is of paramount importance. On the one hand, it allows you to quickly respond to consumer requests, and on the other hand, it makes the decision-making process more efficient. Decentralization of management occurs in two interrelated directions:

1) by delegating rights in decision making,

2) due to downscaling large companies and the transition to relatively small autonomous structural units, endowed with the right to make decisions on all production and economic issues.

The delegation of power from higher levels of government to lower levels is due to a number of reasons. In production and economic activity there is a lot of uncertainty and risk, the situation is gradually changing, which becomes feature development of the enterprise, the flow of production processes becomes more complicated. Therefore, not a single leader, even the most talented one, is able to capture in its entirety the ongoing changes and processes. The solution to this problem involves the delegation of power from the highest level to the lowest. It is important to remember here that when delegating power, leaders do not reduce their own responsibility.

The unbundling of companies follows the principle of creating horizontal structures, that is, companies reduce the number of levels of management and expand horizontally by creating autonomous structures reporting to vice presidents.

2. 2. Specialization and diversification of production

It is not difficult to guess that the company should pay a lot of attention to its main products. Take measures to improve its quality, develop new and improve old types, respond to the desires of consumers regarding this product - do everything so that this product or service is in real demand and the activity of the enterprise is not meaningless. But, nevertheless, you should not be limited to any one type of manufactured products. Time is running, the desires and needs of consumers change, and, consequently, the demand for products may decrease or even disappear. In such a situation, diversification comes to the rescue, which does not allow the company to focus on one thing. Specialization and diversification of production is the basis for its leadership in the market. Specialization and diversification in isolation from each other are unproductive. In this regard, the task of management is to establish the correct relationship between them, because it determines the productivity of the enterprise's resources, its sustainability and economic growth. Consequently, new elements appear in the organizational structure of the enterprise, which are responsible for diversification.

2. 3. Improvement of the economic mechanism

The improvement of the economic mechanism is the construction of organizational structures of management, motivation and management methods that would allow the enterprise not only to adapt to changes in the environment, but also create opportunities to be ready for the challenges of tomorrow. At the heart of improvement, as the experience of industrial companies shows developed countries, lies a series of innovations and new approaches to doing business. This is, for example, the creation of your customer. And for this, it is necessary to pay attention to the creation of a marketing team, which is currently not available at all enterprises.

The solution to this problem involves the constant conduct of critical introspection of the enterprise. The center of attention, according to V. Khodyaev, in conducting introspection should be in the field of searching for the unexpected. For example, you should ask: who does not buy the company's products and why? What do business buyers (and non-buyers) buy from others? What value do these acquisitions have for them? Do they actually or potentially compete with the satisfaction that the enterprise's products or services provide? All this makes the entrepreneur really take a market point of view, and not just talk about it. Therefore, marketing is more than market and consumer research. Firstly, his main task is to look at the business as a whole, and secondly, he must consider not just his consumer, his market, his products, but the market in general, the consumer as a whole, his purchases, value system, degree of satisfaction, established patterns of purchases and costs, his rationalism.

2. 4. Organizational planning

According to the classic formula, organizational charts are made up of little cubes that limit talented people without taking into account their creativity and individual efforts. This is mistake. Organization involves such planning of the process, which defines specific activities for the implementation of decisions made by management. Lines of activity are grouped by positions so as to be distributed among individual employees who become responsible for their part of the work. But with such a distribution, it is necessary to analyze the working potential of each employee so that the result is as effective as possible. Authorities are also distributed for each individual position and, accordingly, for the employee responsible for it. This also applies to responsibility.

It is very important to put people who have a predisposition and desire for this in leadership positions in individual cells. After all, a person works more diligently and with pleasure only if his duties are not a burden to him. In this case, he will bear responsibility for his share of the work without any offense, and will make every effort so that there is no damage from the activities of his subordinate link.

Organizational planning should be a process designed to manage people as they are, with all their various qualities. Each employee wants to have his own clearly defined terms of reference and authority, and that no one should interfere with his work unnecessarily. Therefore, a well-planned structure serves to maintain control over personal politics and personnel conflicts. And the activity of the enterprise itself becomes more coordinated and efficient when there is such a personal interest of employees in their work.

2. 5. Creation of an appropriate production and marketing management system

During the period of dynamic development of scientific and technical progress, enterprises constantly experience its consequences through increased competition. To endure these tests, the production organization system at each enterprise must have a certain margin of safety. Since any enterprise, as a rule, in its activities is limited by the value of production and financial resources, the business entity must make the most efficient use of available personnel and equipment. And this is achieved with the help of an appropriate system for organizing the management of production and marketing of products.

In connection with increased competition for sales markets, there is an increase in attention to product quality. This factor, in turn, necessitates appropriate changes in the product quality management system. IN foreign countries this was reflected in the shift in emphasis from the management of product quality control to the creation of conditions for defect-free work.

There is also a need for a new approach to the placement of industrial equipment and the development of jobs. When placing equipment, one should adhere to the rule that everything that is intended for the production of the same type of products or a family of similar products must be grouped in one place (from the beginning to the end of the technological cycle). Within the framework of the classical school of management, as you know, all equipment is placed not according to the similarity of products or products, but according to the similarity. technological operations, therefore, the path of movement of materials is much longer, as a result of which the time of their waiting for their turn to be processed also increases. As a result, non-production losses increase, the flow of materials as a whole slows down, etc. This type of equipment placement was determined when the share of living labor costs in the cost of production was high. In conditions modern production when the main source of growth in its efficiency is cost savings manual labor, material and energy resources, a more efficient form of equipment placement is cellular. At the same time, the processing time is reduced by 80%. When introducing a cellular form, it is required to maintain a balance of technological operations, i.e. so that they are all approximately the same in duration.

The experience of prosperous firms in America and Western countries shows that the practical use of new methods of organizing industrial production reduces inventory and work in progress by 50-100%, the need for production space - by 30-50%, total production costs - by 30-50% and etc.

Also, one of the directions for improving the organizational structure of the enterprise, the author considers contacting consulting companies on a certain range of issues. This will reduce the costs of the enterprise for the maintenance of the relevant departments and improve the quality of solving these issues. The implementation of the directions for improving management discussed above will allow it to be more than just receptive to change. Which are taking place in the economy, but also ready for these changes and able to implement them.

CONCLUSION

Improvement of the economic mechanism is the construction of organizational structures of management, motivation and management methods that would allow the enterprise not only to adapt to changes in the environment, but also create opportunities to be ready for the challenges of tomorrow. The basis of improvement, as shown by the experience of manufacturing companies in industrialized countries, is a series of innovations and new approaches to doing business. This is, for example, creating your own customer, shifting the focus from managing product quality control to creating conditions for defect-free work, attracting outside specialists, etc.

In the conditions of a changeable external environment, each enterprise needs to be ready to respond to any changes without prejudice to itself. And for this it is necessary to create an adaptive organizational structure in which all communications will be transparent, there will be no congestion, each link will do its own thing, individual components will be correctly located, and there will be no obstacles to the dissemination of information.

This work reveals some directions for improving the organizational systems of enterprises, therefore, it can be used as a foundation for further development of this problem. The results of this study can be used in practice to improve the organizational structure in any enterprise.

As for the calculations performed, they showed that at various types movement of objects of labor, the duration of the technological cycle also varies: with a sequential movement of labor, it is maximum and equals 7600 minutes, and with parallel and parallel-sequential it is the same and amounts to 3700 minutes.

List of used literature

Akkerman Sh., Svirshchevskaya A. M&A ABC // UaMarket website. – 11.08.2010 // http://uamarkets.com/

Kamenipera S.E., Rusinova F.M. Organization, planning, activity management industrial enterprises// M.: Higher school, 2004. - 356 p.

Cleland W. Strategic planning in organizations. - K .: Center uch. l-ry, 2005. - 278 p.

Makarov E. A well-thought-out organizational structure is a competent investment in the future of your business // Journal of Business Strategy. - 2009. - No. 51.

Khodyaev V. How to do business // Newspaper "Arguments and Facts". – 2010 (electronic version) // http://www.aif.ua/

Each organization is a rather complex technical, economic and social system reflecting its individuality and specificity. It is possible to describe this system if we determine the nature of interaction at each of its levels: "organization - external environment", "subdivision - subdivision" or "group - group", "individual - organization".

The methods of interaction between the parties characterize the system under consideration in a certain way and allow us to judge how effectively it copes with its main task - the organization of harmonious interaction between the individual and the external environment. An important place in this is occupied by the structure of the organization through which or through which this interaction is carried out.

In a broad sense, structure is a way of dividing and coordinating labor in an organization.

According to J.K. Luft: "The best" structure is one that allows an organization to interact effectively with the external environment, to efficiently and effectively distribute and direct the efforts of its employees, and also to satisfy customer needs and achieve its goals with high efficiency.

Thus, the organizational structure of management: is determined by the goals of the organization, the nature of its activities, the external environment, depends on the real leaders, the existing distribution of functions between them. All this can be represented schematically in Fig.1.

Rice. 1 Formation of the organizational structure of management

The organizational structure of management is understood as a form of distribution of tasks and decision-making powers between persons or groups of persons (structural divisions) that make up the organization, taking into account the orientation of the organization to achieve its goals.

Thus, structure is the organization of the whole from its constituent parts. The effectiveness of a structure is determined by the number, meaning, form and content of its constituent parts and the place they occupy in general, and the relations existing between them.

The organizational structure of management depends on the following factors:

The nature of production and its sectoral features: the composition of products, manufacturing technology, the scale and type of production, the level of technical equipment of production;

Forms of organization of production management (linear, linear-functional, matrix);

The degree of compliance of the management apparatus with the hierarchical structure of production;

Correlation between centralized and decentralized forms of government;

Correlation between sectoral and territorial forms of management (by product, by region);

The level of mechanization and automation of managerial work, the qualifications of workers, the efficiency of their work;

Compliance with the hierarchical structure of production as a controlled system.

In the hierarchical structure of production (which is understood as the relationship between the various stages and links of production according to the forms of their connection and subordination), two mutually complementary substructures are distinguished: organizational and production, characterizing from different sides the structure of the control object - the controlled system. Each of the substructures acts as an independent in relation to the other structure.

The organization management structure (or organizational management structure) is one of the key concepts of management, closely related to the goals, functions, management processes, the work of managers and the distribution of powers between them. Within the framework of this structure, the entire management process takes place (the flow of information, resources, ideas and the adoption of managerial decisions), in which managers of all levels, categories and professional specializations participate.

The structure can be compared to the frame of a building management system, built to ensure that all processes occurring in it are carried out in a timely and efficient manner. Hence the attention that managers pay to the principles and methods of building management structures, the choice of their types and types, the study of trends in change and assessment of compliance with the tasks of organizations.

Impact of complexity and variability business environment Fig. 1 illustrates the choice of the type of organizational structure. 2

Rice. 2 Level of complexity of the business environment

The classification of organizational management structures is presented in Table 1.

Table 1

Classification of organizational structures of management

Any organizational management structure is characterized by differentiation and integration of the organization's activities.

There are three main types of differentiation: horizontal, i.e. separation of structural links horizontally; vertical, i.e. depth of organizational hierarchy; spatial, i.e. territorial dispersion of personnel and equipment of the organization.

Horizontal links are in the nature of coordination and are, as a rule, single-level. Vertical links are links of subordination, and the need for them arises when management is hierarchical, i.e. with multiple levels of control. In addition, links in the management structure can be linear and functional. Linear connections reflect the movement of management decisions and information between the so-called line managers, i.e. persons who are fully responsible for the activities of the organization or its structural divisions. Functional connections take place along the line of movement of information and management decisions on certain management functions.

At the same time, when organizational differentiation increases, the need to strengthen integration processes in the organization increases.

Centralization is determined by the degree of concentration of official decision-making procedures at the individual or group levels, which determines the opportunities for employees to participate in the adoption and implementation of managerial decisions. A high degree of centralization is desirable when adopting strategic decisions, when adopting system-wide legal and financial solutions in a stable environment.

Decentralization is desirable when making operational decisions, to ensure a quick response to changes in the external environment, increase the responsibility of employees for efficiency and performance decisions taken. Therefore, the choice of the type of organizational structure of management is one of the main tasks of management.

As a rule, the types of organizational management structures have distinctive features, and also differ in configuration and certain disadvantages and advantages in terms of adaptation to changes in the functioning of the organization.

A correctly chosen organizational structure of management makes it possible to rationally organize the management process (the movement of information and the adoption of managerial decisions), among the participants of which tasks and management functions are distributed, and, consequently, the rights and responsibility for their implementation. From these positions, the organizational structure of management can be considered as a form of division and cooperation of management activities, within which the management process takes place, aimed at achieving the intended goals of the organization.

Thus, the connection of the organizational structure of management with the key concepts of management - its goals, functions, process, functioning mechanism, personnel and its powers - testifies to its enormous influence on all aspects of the organization's work. That is why leaders of all levels pay great attention to the principles and methods of formation, the choice of the type or combination of types of structures, the study of trends in their construction and the assessment of their compliance with the goals and objectives to be solved.

A variety of organizational, management structures predetermines the plurality of principles for their formation. First of all, the organizational structure should reflect the goals and objectives of the organization, and, therefore, be subordinate to production and change along with the changes taking place in it.

It should reflect the functional division of labor and the scope of authority of management employees; the latter are determined by policies, procedures, rules and job descriptions and expand, as a rule, in the direction of more high levels management.

At the same time, the powers of the head of any level are limited not only internal factors, but also by environmental factors, the level of culture and value orientations society, its traditions and norms. in other words, the management structure must correspond to the socio-cultural environment, and in its construction it is necessary to take into account the conditions in which it will function. This means that attempts to blindly copy management structures that work successfully in other organizations are doomed to failure if the operating conditions are different.

Of no small importance is also the implementation of the principle of correspondence between functions and powers, on the one hand, and qualifications and the level of culture, on the other.

In addition, when building, developing and changing enterprise management structures, it is necessary to constantly compare costs and results with the corresponding indicators in related enterprises.

The main types of organizational structures

In management theory, traditional types of organizational structures are distinguished:

Linear

functional

Linear-functional

Divisional

matrix

Tensor

Multidimensional

Edhocracy

participatory

Entrepreneurial, market oriented.

Let's consider the most common.

Linear control structure (Fig. 1).

Rice. 3 Linear control structure

It is characterized by the fact that at the head of each production or management unit is a leader, endowed with all powers and exercising sole leadership of subordinate employees and concentrating all management functions in his hands. Its decisions, passed down the chain "from top to bottom", are binding on all lower levels. The leader, in turn, is subordinate to a higher leader. On this basis, a hierarchy of managers of this management system is created (for example, a site foreman, an engineer, a shop manager, an enterprise director).

The principle of unity of command assumes that subordinates carry out the orders of only one leader. The higher management body does not have the right to give orders to any performers, bypassing their immediate supervisor.

Individual specialists or functional departments help the line manager in collecting and processing information, in analyzing business activities, preparing management decisions, monitoring their implementation, but they themselves do not give instructions or instructions to the managed object.

The advantages of a linear management structure are:

Unity and clarity of command (ideal unity of command);

Consistency of actions of performers in a single link (chain) of management;

A simple scheme of administrative relationships;

Efficiency in decision-making in case of a small number of employees;

Possibility to ensure the norm of manageability and reduce the burden on a higher manager;

Personal responsibility of the head for the final results of the activities of his unit.

The disadvantages of a linear structure can be reduced to the following:

Inconsistency of actions of performers in different levels of management;

High demands on the manager, who must have extensive versatile knowledge and experience in all management functions and areas of activity carried out by employees subordinate to him, which, in turn, limits the scale of the department headed and the manager’s ability to effectively manage it, i.e. no functional specialization;

Large information overload of senior executives, a huge flow of paperwork.

The linear management structure is used by small and medium-sized firms that carry out simple production, in the absence of broad cooperative ties between enterprises.

Functional management structure (Fig. 4). It assumes that each management body (or performer) is specialized in the performance of certain types of management activities (functions). Compliance with the instructions of the functional body within its competence is mandatory for all other departments.

Rice. 4 Functional management structure

A functional organization, as a rule, does not distinguish linear links, and a production link is considered as a full-fledged functional unit. Decisions on common issues are taken collectively.

Functional subdivisions (departments of planning, accounting, maintenance of production, etc.) receive the right to give instructions and orders (within their powers) to lower subdivisions.

Benefits of a functional management structure:

High competence of specialists responsible for the implementation of specific functions;

Expanding the capabilities of line managers for the operational management of production as a result of their release from the preparation of information on issues of functional activities;

Lower hierarchy compared to linear structure.

The functional structure of production management is aimed at performing constantly recurring routine tasks, well mastered and stable business, production.

The disadvantages of functional management structures include the following:

Difficulties in maintaining constant relationships and coordination between various functional services;

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

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

Each functional manager and specialized departments put "their own" questions in the first place. As a result, in some cases there is duplication, in others - a mismatch of instructions and orders received by employees "from above", a struggle for a "place in the sun" within the company;

Violation of the principles of unity of command and unity of command.

The organizational structures of the company's management bodies, which have a matrix structure, its advantages and disadvantages are illustrated in Fig. 5.

Rice. 5 Organizational structures of the company's management bodies:

matrix structure, its advantages and disadvantages

The organizational structures of the company's management bodies, which have a divisional structure, its advantages and disadvantages are illustrated in Fig. 6.

Rice. 6 Organizational structures of the company's management bodies:

divisional structure

Formation of the organizational structure of management and methods for designing organizational structures

Any management system is, first of all, a purposeful system that has a hierarchical structure and is organized to achieve the goals of the company, which are usually called the goals of functioning.

The goals facing the management system are the starting point in the development of principles and methods for designing the organizational structure of management. At the heart of the methodology for designing structures is the mechanism for achieving the goals of the organization.

Until recently, the methods of building management structures were characterized by an excessively normative nature, which led to a mechanical transfer of organizational forms used in the past to new conditions. One of the main shortcomings of the methods used was their functional orientation, strict regulation of management processes, and not their results. Therefore, the goals and interrelations of various parts of the management system, at the moment, are becoming more important than the strict establishment of their functional specialization.

A systematic approach, attaching great importance to the scientifically based definition of the management function and population standards as part of overall process formation of an organizational and managerial structure, orients researchers and developers to more general principles for designing organizations. Those. it involves the initial definition of the system of goals of the organization, which determine the structure of tasks and the content of the functions of the management apparatus.

The transition from the goals of the organization to its structure is illustrated in Fig. 7.

The main purpose of the majority production organizations from the point of view of society, it is determined by the goals of satisfying the market demand for manufactured products and services.

At the same time, the correspondence between the system of goals and the organizational structure of management cannot be unambiguous.

Rice. 7 Transition from the organization's goals to its structure

IN unified system should be considered and various methods formation of organizational structures of management. These methods are of a different nature, each of them separately does not allow solving all practically important problems and must be used in organic combination with others.

The effectiveness of building an organizational structure cannot be assessed by any one indicator. On the one hand, it should be taken into account to what extent the structure ensures that the organization achieves results that correspond to its production and economic goals, on the other hand, to what extent it internal construction and functioning processes are adequate to the objective requirements for their content, organization and properties.

The ultimate criterion of effectiveness when comparing different options for organizational structure is the most complete and sustainable achievement of goals.

However, as a rule, it is extremely difficult to bring this criterion to practically applicable simple indicators. Therefore, it is advisable to use a set of normative characteristics of the control apparatus, such as its performance in processing information, the efficiency of making managerial decisions, the reliability of the control apparatus, adaptability and flexibility. When problems arise, it is necessary to formulate the number of personnel as a criterion economic efficiency, according to which the maximization of results in relation to management costs should be ensured. The size of the management apparatus must be objectively justified in order to fully ensure the solution of problems arising from the goals of the organizational system.

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

This whole process can be organized into three major stages:

1 The formation of a common structural diagram in all cases is of fundamental importance, since this determines the main characteristics of the organization, as well as the directions in which a more in-depth design of both the organizational structure and others should be carried out. critical aspects systems (the ability to process information).

2. The development of the composition of the main divisions and the links between them lies in the fact that it provides for the implementation of organizational decisions not only in general for large linear-functional and program-target blocks, but also up to independent (basic) divisions of the management apparatus, distribution specific tasks between them and building intra-organizational relationships. Basic subdivisions are understood as independent structural units (departments, bureaus, departments, sectors, laboratories), into which linear-functional and program-target subsystems are organizationally divided. Base units may have their own internal structure.

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

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

Determination of the design number of units; distribution of tasks and work between specific performers; establishing responsibility for their implementation; development of procedures for performing managerial work in departments; calculations of management costs and performance indicators of the management apparatus in the conditions of the projected organizational structure.

When interaction of many links and levels of management is required, specific documents called organigrams are developed.

The organigram is a graphical interpretation of the process of performing managerial functions, their stages and the work included in them, describing the distribution of organizational procedures for the development and decision-making between departments, their internal structural bodies and individual employees. The construction of an organigram allows you to link the process of rationalizing technological routes and information flows with streamlining the relationship between building blocks management systems arising from the organization of the coordinated implementation of its tasks and functions.

They fix only the organization of the management process in the form of the distribution of powers and responsibilities for the provision, development and adoption of management decisions.

The specificity of the problem of designing the organizational structure of management lies in the fact that it cannot be adequately represented as a problem of formally choosing the best variant of the organizational structure according to a clearly formulated, unambiguous, mathematically expressed criterion of optimality. This is a quantitative-qualitative, multi-criteria problem, solved on the basis of a combination of scientific, including formalized, methods of analysis, evaluation, modeling organizational systems with the subjective activities of responsible managers, specialists and experts in the selection and evaluation the best options organizational decisions.

The process of organizational design consists in a consistent approach to the model of a rational management structure, in which design methods play an auxiliary role in considering, evaluating and adopting the most effective options for organizational decisions for practical implementation.

There are several complementary methods, which will be discussed below.

The method of analogies consists in the application of organizational forms and management mechanisms in relation to the projected organization. The analogy method includes the development of standard management structures for production and economic organizations and the definition of the boundaries and conditions for their application.

The use of the analogy method is based on two complementary approaches. The first of them consists in identifying for each type of production and economic organizations and for various industries the values and trends in the change of the main organizational characteristics and their respective organizational forms and management mechanisms. The second approach represents the typification of the most general fundamental decisions about the nature and relationship between the links of the management apparatus and individual positions in clearly defined conditions for the work of organizations of this type in specific industries, as well as the development of individual regulatory characteristics of the management apparatus for these organizations and industries.

Typification of solutions is a means of increasing the overall level of organization of production management. Typical organizational decisions should be, firstly, variant, and not unambiguous, and secondly, reviewed and adjusted at regular intervals and allowing deviations in cases where the organization's operating conditions differ from clearly formulated conditions for which an appropriate type form organizational structure of management.

The expert-analytical method consists in the examination and analytical study of the organization by qualified specialists with the involvement of its managers and other employees in order to identify specific features, problems in the work of the management apparatus, and also to develop rational recommendations for its formation or restructuring based on quantitative assessments the effectiveness of the organizational structure, rational management principles, expert opinions, as well as generalization and analysis of the most advanced trends in the field of management organization. This includes conducting expert surveys of managers and members of the organization to identify and analyze individual characteristics of the construction and functioning of the management apparatus, processing the obtained expert assessments statistical and mathematical methods.

Expert methods should also include the development and application of scientific principles for the formation of organizational management structures. The principles of the formation of organizational management structures are a specification of more general principles management (for example, unity of command or collective leadership, specialization). Examples of the formation of organizational management structures: building an organizational structure based on a system of goals, separation of strategic and coordinating functions from operational management, a combination of functional and program-targeted management, and a number of others.

A special place among expert methods is occupied by the development of graphical and tabular descriptions of organizational structures and management processes, reflecting recommendations for their best organization. This is preceded by the development of options for organizational solutions aimed at eliminating the identified organizational problems that meet the scientific principles and best practices of management organization, as well as the required level of quantitative and qualitative criteria for assessing the effectiveness of organizational structures.

The goal structuring method involves the development of a system of organization goals, including their quantitative and qualitative formulations. When using it, the following steps are most often performed:

a) Development of a system (tree) of goals, which is a structural basis for linking all types of organizational activities based on the final results;

b) Expert analysis of the proposed options for the organizational structure in terms of organizational security for achieving each of the goals, observing the principle of homogeneity of the goals set for each unit, determining the relationship of leadership, subordination, based on the relationship of their goals, etc.;

c) Drawing up rights and responsibility maps for achieving goals, both for individual departments and for complex cross-functional activities, where the area of responsibility is regulated (products, resources, labor, information, production and management resources); concrete results, for the achievement of which responsibility is established; the rights that are given to achieve results (to agree, confirm, control).

The method of organizational modeling is the development of formalized mathematical, graphical, computer and other representations of the distribution of powers and responsibilities in an organization, which are the basis for building, analyzing and evaluating various options for organizational structures by the relationship of their variables. There are several main types of organizational models:

Mathematical-cybernetic models of hierarchical management structures that describe organizational connections and relationships in the form of systems of mathematical equations and inequalities;

Graph-analytical models of organizational systems, which are network, matrix and other tabular and graphical representations of the distribution of functions, powers, responsibilities, organizational relationships. They make it possible to analyze their orientation, nature, causes of occurrence, evaluate various options for grouping interrelated activities into homogeneous units, "lose" options for the distribution of rights and responsibilities between different levels of management, etc. Examples are "meta-scheme" descriptions of material, information, cash flows together with managerial actions.

Full-scale models of organizational structures and processes, which consist in assessing their functioning in real organizational conditions.

These include organizational experiments - pre-planned and controlled restructuring of structures and processes in real organizations; laboratory experiments

Artificially created situations of decision-making and organizational behavior; management games - actions of practical workers;

Mathematical-statistical models of dependencies between the initial factors of organizational systems and the characteristics of organizational structures. They are based on the collection, analysis and processing of empirical data on organizations operating in comparable conditions.

The process of designing the organizational structure of management should be based on the joint use of the methods described above.

The choice of a method for solving a particular organizational problem depends on its nature, as well as the possibilities for conducting an appropriate study.

The algorithm for diagnosing the organizational structure recommended by Gudkov:

Stage 1. Assessment of the competitiveness of the company

Stage 2. Determining the strategic type of firm

Stage 3. Establishing a correspondence between strategy, style and management structure

Stage 4. Benchmarking of individual functional subsystems (marketing, production, personnel, innovation, finance).

Stage 5. Diagnosis of individual functions

Organizational structure management mechanisms for improvement. Analysis and improvement of the organizational structure of management

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LITERATURE

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