Organizational structures of the enterprise. Production structure of an organization (enterprise) - presentation Download presentation basic principles of building organizational structures

Production structure enterprises are a spatial form of organization production process, which includes the composition and size of the production units of the enterprise, the forms of their interconnection, the ratio of units by capacity ( bandwidth equipment), the number of employees, as well as the location of units on the territory of the enterprise.

Requirements for the production structure of the enterprise: 1. simplicity of the production structure; 2. absence of duplicating production links; 3. Ensuring the directness of the production process based on the rational placement of units in the factory area; 4. proportionality of the capacity of workshops, sections, equipment throughput; 5. stable forms of specialization and cooperation of shops and sections; 6. adaptability, flexibility of the production structure (the ability to quickly restructure the entire organization of production processes in accordance with changing market conditions).

Factors affecting the nature and characteristics of the structure of enterprises 1. Industry affiliation of the enterprise 2. The nature of the production process 3. Design and technological features of products 4. Scale of production 5. The nature of specialization 6. Scientific and technological progress

Types of workplaces: (Depending on the assignment of the production area to the workplace) Stationary Mobile workplaces. Mobile jobs refer to such categories of workers as adjusters, repairmen, transport workers. Production areas are not allocated to them.

Sites are created according to two principles: 1. Technological. The site consists of the same type of equipment (a group of lathes, a group of milling, drilling machines); Workers on the site perform a certain type of operation. There is no assignment to jobs for the manufacture of certain types of products. This type of plots is typical for small-scale and single types organization of production. 2. Subject-closed. On such a site, various types of equipment are used, which are located along the technological process. Jobs specialize in the manufacture of a certain type of product (details). Workers on site different specialties. A variation of this type of plots are production lines. This type of plots is typical for large-scale and mass production, its work is more efficient compared to the site created according to the technological principle.

By appointment, the shops are divided into: 1) the main production of the main profile products or the finished part of the production process. According to the stages of the production process, the main workshops are divided into procurement, processing and releasing; 2) ensuring the production of products that are auxiliary to the intended purpose for the main workshops (tool, repair workshops, energy facilities, construction workshop); 3) serving the provision of production services to both the main and supporting workshops (transport facilities, energy facilities, construction workshops); 4) experimental production and testing of models and prototypes of new types of products being designed; 5) auxiliary and secondary. Ancillary shops include shops that mine and process auxiliary materials, for example, a quarry for the extraction of molding earth, peat extraction, a refractory shop that supplies the main shops with refractory products (at a metallurgical plant). The auxiliary workshops also include workshops for the production of containers for product packaging. Side shops are those in which products are made from production waste, for example, a shop for consumer goods. In recent years specific gravity these shops in the production structure has grown significantly; 6) auxiliary cleaning of the factory area, cultivation of agricultural products.

Technological specialization performs a certain part of the production process. The products produced by the workshop often change and are not assigned to jobs. This kind industrial structure least effective in comparison with the subject and detail-nodal. The main disadvantages of the technological structure include: high labor intensity of products and low efficiency of the resources used, and consequently, high production costs; large losses of time for frequent readjustment of equipment, transport work on moving objects of labor from one site to another, large losses of time for inter-shift and inter-operational storage of parts and semi-finished products. This entails a high duration of the production cycle of the product, low turnover working capital and, consequently, relatively low profitability of production.

The subject or item-by-node structure of the main workshops is typical for the mass production of products of a stable nomenclature, with this type of production structure, each workshop specializes in the production of one or more structurally similar products. In the workshops, sections are created according to a subject-closed principle. The advantages of the subject structure in comparison with the technological one: it contributes to the introduction of progressive high-performance specialized equipment (automated production lines, flexible manufacturing systems); planning is simplified, as well as intershop and intrashop cooperation; are shrinking production cycles manufacturing of parts and assemblies; the responsibility of the workers of shops and sections for the quality of products and the fulfillment of the plan for the nomenclature is increased; productivity increases, other economic indicators workshops and the enterprise as a whole.

slide 2

The organizational structure of the management apparatus is a form of division of labor in production management. Each division and position is created to perform a specific set of management functions or work. To perform the functions of subdividing them officials are endowed with certain rights to dispose of resources and are responsible for the performance of the functions assigned to the unit. The scheme of the organizational structure of management reflects the static position of units and positions and the nature of the relationship between them. There are connections: - linear (administrative subordination), - functional (according to the field of activity without direct administrative subordination), - interfunctional, or cooperative (between units of the same level). Depending on the nature of the connections, there are several main types organizational structures controls: - linear; - functional; - linear-functional; - matrix; - divisional; - multiple.

slide 3

Linear structure

It is characterized by a vertical: top manager - line manager (subdivisions) - performers. There are only vertical links. IN simple organizations there are no separate functional units. This structure is built without feature highlighting. Advantages: simplicity, specificity of tasks and performers. Disadvantages: high requirements for the qualifications of managers and high workload of the manager. Linear structure It is used and effective in small enterprises with simple technology and minimal specialization.

slide 4

Functional organizational structure

With a functional structure, the organization is divided into elements, each of which has certain function, tasks. It is typical for organizations with a small nomenclature, stability external conditions. There is a vertical here: the head - functional managers (production, marketing, finance) - performers. There are vertical and interlevel connections. Disadvantage - the functions of the leader are blurred. Benefits: deepening specialization, improving quality management decisions; the ability to manage multi-purpose and multi-profile activities. Disadvantages: lack of flexibility; poor coordination of activities of functional units; low speed making managerial decisions; lack of accountability of functional managers for final result enterprise work.

slide 5

Linear-functional organizational structure

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

slide 6

Matrix organizational structure

With a matrix management structure, project teams (temporary) are formed that implement targeted projects and programs. These groups are in double subordination, are created temporarily. This achieves flexibility in the distribution of personnel, effective implementation of projects. Disadvantages - the complexity of the structure, the occurrence of conflicts. An example is an aerospace enterprise, telecommunications companies that perform major projects for customers. Advantages: flexibility, acceleration of innovations, personal responsibility of the project manager for the results of work. Disadvantages: the presence of dual subordination, conflicts due to dual subordination, the complexity of information links.

Slide 7

Divisional organizational structure

Responsibilities are distributed not by functions, but by products or regions. In turn, divisional departments create their own supply, production, marketing, etc. subdivisions. This creates the prerequisites for unloading higher-level managers by freeing them from solving current tasks. The decentralized management system ensures high efficiency within individual departments. Disadvantages: rising costs management personnel; complexity of information links. The divisional management structure is based on the allocation of divisions, or divisions. This type currently used by most organizations, especially large corporations, since you can't cram activity big company in 3-4 main departments, as in a functional structure. However, a long chain of commands can lead to unmanageability. It is also created in large corporations.

Organizational
structure
(Organizational
structure) - a document that schematically reflects the composition
and hierarchy of business units.
The organizational structure is established based on
business objectives and necessary to achieve
these goals of units performing functions,
constituent business processes of the organization.

The organizational structure determines the distribution of responsibility and authority within the organization. Typically, it is displayed as

Organizational structure determines distribution
responsibility and authority within the organization. How
as a rule, it is displayed in the form of an organigram -
graphic scheme, the elements of which are
hierarchically ordered organizational units
(divisions,
official
positions).
In management practice, it is accepted
allocate
two
type
organizational structures (Fig. 2).

Main types
organizational structures
(OS)
bureaucratic
Kinds:
- linear;
- functional;
- linear staff;
- divisional.
organic
(adaptive)
Kinds:
- design;
- matrix.
Rice. 2. Main types of organizational structures

Supervisor
organizations
Linear
supervisor
Linear
supervisor
Linear
supervisor
Performers
Performers
Performers
Rice. 3. Scheme of a linear organizational structure

Benefits of a Linear Structure
controls:
Ease of Management;
speed of response to
direct instructions;
personal responsibility
leader for final
results of its
divisions;
simple control.
Disadvantages of a Linear Structure
controls:
high requirements for
manager who should
have a wide range of
knowledge and experience across all functions
management and areas
activities carried out
subordinates that
limits opportunities
leader for effective
management;
lack of support
services, specialists;
lack of opportunity
quick resolution of issues and
difficulties between
line managers.

Supervisor
organizations
Boss
shop 1
Boss
shop 2
Senior
master 1
Master
Senior
master 2
Master
Master
Senior
master 1
Senior
master 2
Boss
shop 3
Senior
master 1
Master
Rice. 4. An example of a diagram of a linear organizational structure
Senior
master 2

Supervisor
organizations
Headquarters
Linear
supervisor
Linear
supervisor
Linear
supervisor
Performers
Performers
Performers
Rice. 5. Scheme of the linear-staff organizational structure

Advantages of the line-staff
management structures:
deeper and more meaningful
management training
decisions;
release of linear
managers from excessive
downloads;
the possibility of attracting
professionals and experts in
certain areas;
improvement of horizontal
coordination.
Disadvantages of the line-staff
management structures:
not clear enough
responsibility, because
decision maker is not involved
in its implementation;
tendency to over
centralization;
maintaining high requirements
to top management
decision maker;
increase in the staff of the organization
through headquarters structures.

Supervisor
Functional
head 1
Performers
Performers
Functional
head 2
Performers
Performers
Rice. 6. Functional organizational structure
(based on the horizontal division of labor by function)

Benefits of functional
management structures:
development stimulation
informal connections;
reduced need for
wide
profile;
high quality accepted
solutions (reducing the risk
making wrong decisions).
Functional Disadvantages
management structures:
complication of connections within
enterprises;
difficulty in coordination
activities of the organization;
undermining the principle of unity of command.

Supervisor
organizations
Linear
supervisor
Performers
Functional
supervisor
units 1
Functional
supervisor
divisions 2
Linear
supervisor
Performers
Rice. 7. Scheme of a linear functional organizational structure

Benefits of a Linear Functional Structure
controls:
deeper training
decisions and plans related to
specialization of workers;
release of linear
executives from decision
many questions related to
financial planning
calculations, material and technical support, etc.;
building connections
"leader - subordinate"
along the hierarchical ladder,
which each employee
subject to only one
leader.
Disadvantages of a linear functional structure
controls:
each link is interested in
achieving its narrow goal, and
not the overall purpose of the firm;
no close relationship
and interactions on
horizontal level between
production
divisions;
overdeveloped system
vertical interactions;
accumulation at the top
level along with
strategic operational
tasks.

General
director
Main
accountant
Deputy for
production
Accountants
workers
Deputy for
sales
Trading
agents
Rice. 7a. An example of a linear-functional organizational chart
structures

General
director
Main
accountant
Financial
service
Personnel service
Division 1
Division 2
Division 3
Production
Production
Production
Supply
Supply
Supply
Sales
Sales
Sales
Accounting
Accounting
Accounting
Rice. 9. An example of a diagram of a divisional organizational structure

Benefits of a divisional
management structures:
closer connection of production
with consumers, accelerated
response to changes in
external environment;
improved coordination of work in
departments due to
subordination to one person;
clear demarcation
responsibility;
high independence
structural units;
unloading top management.
Divisional Disadvantages
management structures:
high demand for
leading personnel;
difficult coordination;
increased costs due to
duplication of functions;
complexity of implementation
unified policy;
disunity of staff.

General
director
Main
accountant
Deputy for
production
Accountants
workers
Deputy for
sales
Project
Trading
agents
Rice. 10. Scheme of the project organizational structure

Benefits of the design
management structures:
Project Structure Disadvantages
controls:
high flexibility;
downsizing
management staff for
compared to bureaucratic
structures;
easier control system
compared with
bureaucratic structures.
high requirements for
qualifications, personal and
business qualities of a leader
project;
fragmentation of company resources
between projects;
complicating the development process
organizations as a whole.

General
director
Director of
production
Director of
innovation
Main
accountant
Director of
marketing
Project 1
Production
naya group
Group
designers
Accounting
group
marketers
Project 2
Production
naya group
Group
designers
Accounting
group
marketers
Rice. 11. Scheme of the matrix organizational structure

Advantages of the matrix
management structures:
involvement of leaders of all
levels and specialists in the field
active creative
accelerated
technical
improvement
production;
clear demarcation
project responsibilities;
high flexibility and adaptability
main divisions;
economic and
administrative
independence
divisions;
ease of development and
implementation of a unified policy.
Disadvantages of the matrix structure
controls:
undermining the principle of unity of command;
difficulties in establishing a clear
responsibility for work
divisions;
the emergence of conflicts
between managers
functional divisions
and project managers;
difficulty and duration
agreement on acceptance
solutions.

Comparative characteristics of bureaucratic and
organic type according to the main features of organizational
design
№
bureaucratic
organic
1
High degree
specializations
Minor Specialization
2
Rigid
departmentalization
Cross Hierarchy Teams
3
High degree
formalization
Low degree of formalization
4
Compliance with the principle
unity of command
Free flow of information
5
Centralization
Decentralization
6
Small norm
manageability
Great controllability

New types of organizational structures

Accounting
(outsourcing)
organization
Transport
(logistics)
company
Main
organization
(broker)
Design Studio
Financial
company
Research and production
company
Rice. 12. Network organization scheme