Organizational structures of enterprise management presentation. Management "organizational management structures"

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Description of the presentation Presentation The structure of the organization Ivanova A.A. according to slides

Organizational Authority Relationships Authority is a delegated, limited right to use organizational resources that is inherent in a position. Power is the ability to act or influence a situation. A person can have power without having authority. Delegation is the assignment of tasks and powers to another person who takes responsibility for them. Responsibility, the obligation to complete tasks and answer to the boss for successful completion, cannot be delegated. Until the employee actually takes responsibility, delegation of authority remains only an intention.

Organizational Power Relationships If powers are delegated to individuals who have the right to issue orders, these are linear powers. Authority is limited by plans, procedures, rules, and verbal orders from superiors, as well as environmental factors such as laws and cultural values. The limits of formal powers are often exceeded due to the power and presence of informal structures. As a result of delegation of linear powers, a chain of authorities is formed. Hardware tasks are divided into advisory and service tasks. They support activities that are directly related to the achievement of the organization's goals. The most common advisory, service and personal devices.

Organizational Authority Relationships When line management is confronted with a problem that requires specialized skills, they may call in the right people on a temporary or permanent basis to set up an advisory apparatus. The function of these specialists is to advise line managers on issues from their area of ​​specialization. In any area in which an advisory staff is used, its functions can be expanded to include the provision of certain services. This is a service device. by the most a typical example service apparatus is the personnel department. The service staff is also widely used in the field of public relations, marketing research, budgeting, planning, procurement, in the legal field.

Relationships of organizational powers The personal apparatus, as a variation of the service apparatus, is formed as soon as the manager hires a secretary or assistant, to whom the mechanical work is shifted. His duty is to fulfill everything that the authorities require. In the organization, a member of this apparatus does not have any authority. Hardware powers help organizations to use specialists without violating the principle of one-man management. These include advisory powers, mandatory approvals, parallel and functional powers. Line managers usually have executive authority in specific areas, while the chief of staff has line authority within his apparatus.

Relationships of organizational powers. Norm of manageability - the number of employees reporting directly to the manager. If this rate is too high, there is confusion and manager overload. The principle of unity of command allows to solve the problem, the essence of which is that the employee must receive direct orders and report only to one boss. Effective transfer of authority is hampered by psychological barriers that both managers and subordinates have. Delegation is rarely effective if management does not adhere to the principle of compliance, according to which the amount of authority should correspond to the delegated responsibility.

Division of activities in the organization Any organized human activity puts forward two fundamental, but opposite requirements: 1) The division of labor into separate tasks; 2) Coordination of actions to fulfill these tasks into a single activity Over time, work becomes more and more diverse, while the degree of specialization of labor increases. There are two types of specialization: 1. Routine specialization is realized through fragmentation, simplification and standardization of routine production and office tasks. 2. Specialization based on knowledge, which arose as the development of special knowledge and technical means, resulting in the emergence of many different specialists.

Separation of activities in the organization As the organization grows and its activities become more complex, specialization increases, but the following problems arise: - The cost of maintaining the administration increases disproportionately; - Difficulties arise in the management of specialists; — Career prospects for specialists in an organization can be limited and one-sided, which makes it difficult for specialists to cooperate with managers; — Training of specialists and improving their professional level may not correspond to the goals and objectives of the organization.

The essence of the organizational structure of management The organizational structure of management is a normatively fixed form of division of managerial labor. It establishes the ordering of tasks, roles, powers and responsibilities. The determining factors for the organizational structure are: the goals of the organization, the functions and procedures for their implementation, information flows and technical means for their processing, the distribution of powers and responsibilities of personnel, the external environment. The control structure consists of an internally ordered set of elements (cells). In the organizational structure, there are links (departments, departments), levels, connections.

The essence of the organizational structure of management The management link is a separate cell (body or employee), endowed with certain management functions. The control link is the main structure-forming element of the control system. Management level - a set of management links that occupy a certain level in the organization's management system. In a hierarchically constructed management system, there are at least two levels of management. Control links reflect the form of interaction between the elements (links, levels, steps) of the control system. Relations defined for a given control system are formed through control links. Allocate vertical and horizontal, formal and informal connections.

The essence of the organizational structure of management. The organizational structure of management is an integral set of relatively independent elements that implement the management functions assigned to them, endowed with necessary competence that are in certain formally established and informal relationships to ensure the achievement of management goals. The production structure is understood as the composition and capacity of production units, their correlation and forms of interconnection at each stage (level) of the organization of production. There are the following main types organizational structures: linear, functional, linear-functional, headquarters, project, matrix, divisional, structure of working groups

Types of organizational management structures Linear structure management assumes that each employee is subordinate and accountable to only one leader and is connected with the higher system only through him. The head is fully responsible for the activities of the unit entrusted to him. The line structure clearly expresses the responsibility, it guarantees the speed of reaction to a direct order. Advantages of a linear structure: unity and clarity of command; coordination of actions of performers; increasing the responsibility of the head for the results of the activities of the unit headed by him; efficiency in decision-making; receiving by executors of interconnected orders and tasks provided with resources; personal responsibility of the head for the final results of the activities of his unit

Types of organizational management structures Disadvantages of the linear structure: - High requirements for the manager, who must have extensive versatile knowledge and experience in all management functions and areas of activity carried out by subordinate employees; - Big overload of information, a huge flow of papers, multiple contacts with subordinates, superiors and related organizations. 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.

Types of organizational management structures The functional management structure is such a structure in which the division of managerial labor occurs according to management functions. For example, within manufacturing enterprise can be distinguished: the organization of production, economic development and finance, research and development. Supply, social development team. For each of the areas, you can appoint a deputy director and transfer the appropriate powers and resources to him. Advantages of the functional structure: expanding the capabilities of line managers in operational management of production; high competence of specialists responsible for the implementation of specific functions.

Types of organizational management structures Disadvantages of functional structures: - Difficulties in maintaining permanent relationships between various functional services; — Lengthy decision-making procedure; — Hierarchy in the structure of relationships; - Lack of mutual understanding and unity of action between employees of functional services of different production departments of the company; - 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; - Duplication and inconsistency of instructions and orders received by employees "from above"; — Violation of the principles of unity of command and unity of management

Types of Organizational Management Structures A functional structure is good for large firms and institutions with large numbers of staff and fixed activities. In its pure form, a linear or functional structure is rarely found in practice. More often they use a mixed version, called a linear-functional structure. This structure combines the advantages of linear and functional structures, but at the same time there is inflexibility, rigidity of vertical ties, weak communication at the same level, competition between departments for resources and, accordingly, conflicts.

Types of organizational structures of management. Project structure is a temporary management structure created for solving specific task. Its meaning is to assemble the most qualified employees of the organization into a team to implement a complex project on time, with a given level of quality, without going beyond the established budget. When the project is completed, the team disbands. All members of the project team report only to the project manager. This structure is used when it is necessary to make quick and deep changes in the field of engineering, technology, products, management, etc. Disadvantages of the structure: psychological incompatibility of temporary creative teams is possible, the load on other departments and divisions employees increases, there may be cases of rejection by the project team groups.

Types of organizational management structures Matrix structure is a modern effective type of organizational structure, which is created by combining two types of structures: linear and program-targeted. With a matrix management structure, when determining horizontal links, it is necessary to: - select and appoint the head of the program, his deputies for individual subsystems in accordance with the structure of the program; - identification and appointment of responsible executors in each specialized subdivision; — organization of a special program management service.

Types of organizational management structures Since rigid functional structures have proven to be effective in large organizations, they began to use a divisional structure. Its main variations are product and territorial departmentalization and clientele departmentalization. The choice of structure depends on which of these aspects is most important for organizational strategy. With an increase in the range of manufactured and sold products, it is advisable to use a divisional-product structure in which departments are created for the main products. Under this structure, the authority to manage the production and marketing of a product or service is transferred to one manager responsible for this type of product.

Types of organizational management structures A consumer-oriented divisional structure is typical for organizations that produce a wide range of goods and services that meet the needs of several large consumer groups or markets. The divisions of such an organization are grouped around certain consumers. The goal is to satisfy these customers as well as an organization serving only one of their groups. The regional organizational structure is used in cases where the organization's activities cover large geographical areas. In this case, it is necessary to locate its units according to the territorial principle. The regional structure facilitates the solution of problems related to local legislation, customs and consumer needs.

Types of organizational structures of management At present, it is becoming effective to transform divisions into financial responsibility centers (FRCs), whose activities are determined not by the quality of the performance of the functions assigned to them, but financial results. The purpose of the CFD is to maximize profits. There are several types of CFD: - business unit - a relatively independent production and commercial unit that combines all the functions and activities necessary for the development, production and implementation of any specific type products. A business unit is like a company within a company whose management is responsible for the results of its activities.

Types of organizational management structures - Revenue centers are primarily responsible for maximizing income from their industrial or other activities; Profit centers are relatively independent structural units, endowed with the right to independently sell their products, as well as the right to dispose of a part of the income from its sale. Profit centers are primarily responsible for increasing the rate of profit; — Cost centers are relatively independent structural units that are obliged to fulfill the established production tasks within the allocated budgets and endowed with the right to make appropriate economic decisions; - Venture centers - structural units directly related to the organization of new business projects, the profit from which is expected in the future.

Types of organizational management structures A holding structure is a divisional management structure in which some responsibility centers are legal entities managed through a participation system. In group business, depending on the transfer of rights to divisions, the following types of associations are distinguished: conglomerate, trust, pool, consortium, industrial and financial-industrial group, as well as concern and syndicate. Conglomerate-type organizations do not refer to established and ordered structures, rather the whole organization takes on the form that is best suited to this particular situation. In one department of the company, a product structure may be used, in another, a project or matrix structure. Senior management is responsible for long-term planning, policy development, coordination and control of the activities of the entire organization

Types of organizational management structures The structure based on working groups is focused on the constant restructuring of the organization in accordance with emerging new tasks: new products, new methods of work, etc. The advantages of this structure are as follows: - The concepts of a group form of work are implemented; - Management is in the nature of qualified consultations and is based on the achievement of group agreement; - The requirements for the qualifications of workers are changing significantly; – Combination of collective and individual responsibility for the quality of work; — Remuneration is aimed at stimulating cost-effective cooperation. The main problem is horizontal coordination of work

Identifying Structural Problems Professor J. Childl, in his book Organization: A Guide to Problems and Practice, lists a number of symptoms that indicate an ineffective organizational structure: - Low motivation; - Belated and wrong decisions; — Conflicts and poor coordination; — Growth of expenses; - Inadequate response to changing circumstances. Structural problems entail the need to find a compromise between conflicting requirements: the need for reliability and control at the expense of flexibility and initiative; — Clear delineation of powers and responsibilities to the detriment of collective consideration of problems

Requirements for organizational structures Formal requirements for organizational structure: clarity; profitability; rationality; adaptability; reliability; controllability; sustainability. Main principles: 1. The organizational structure of management should reflect the goals and objectives of the organization; 2. An optimal division of labor between management bodies and individual workers should be envisaged; 3. The formation of the management structure should be associated with the definition of the powers and responsibilities of each employee and management body; 4. Between functions and duties, as well as powers and responsibilities, it is necessary to maintain a correspondence, the violation of which leads to dysfunction of the entire system; 5. The organizational structure must be adequate to the socio-cultural environment of the organization.

Requirements for organizational structures Basic principles for building organizational structures: — Balance of responsibility and rights; — Accessibility and conceptualization of the organization's development goals to all departments; - Simplicity of the structure, including low-link and clarity of construction and management; — Coordination of responsibility — on highest level company management; - Flexibility, adaptability of the structure in accordance with the dynamics of the market and the strategy of the company. The following factors influence the formation of the management structure: the scale and structure of the organization itself, technological, economic and human factors. The most important condition is the existence of a close relationship between external environment behavior of the firm and its internal organization.

Methods for designing organizational structures. The main complementary methods of designing organizational structures are: - the method of analogies; — expert-analytical method; — method of structural goals; - organizational modeling. The method of analogies consists in the application of organizational forms and management mechanisms that have justified themselves in organizations with similar organizational characteristics. The use of this method is based on the following approaches: — Identification of trends in the main organizational characteristics and their respective organizational forms and management mechanisms; - Typification of the most general fundamental decisions about the nature and relationships of the links of the administrative apparatus and individual positions.

Methods for designing organizational structures The expert-analytical method consists of: - In the survey and analytical study of the organization, which are carried out by qualified specialists - experts; - In developing recommendations for the formation or restructuring of the structure based on the quantitative indicators of the effectiveness of the organization. This method used in combination with others and has various forms of implementation, these are: diagnostic analysis of structural features; expert surveys of managers; development of graphical and tabular descriptions of organizational structures (for example, route technology for performing managerial functions).

Methods for designing organizational structures The method of structuring goals involves the development of a system of goals for the organization and the subsequent analysis of the functions performed and the organizational structure in terms of their compliance with the system of goals. In this case, the following stages are carried out: - Development of a system ("tree") of goals; — Expert analysis of the proposed options for the organizational structure; - Drawing up rights and responsibility maps for achieving goals. The method of organizational modeling is the development of formalized (mathematical, graphical, machine, etc.) mappings of the distribution of powers and responsibilities in the organization

Types organizational models and their characteristics Types of organizational models Contents Mathematical and economic models Describe organizational connections and relationships in the form of systems of mathematical equations and inequalities or using computer simulation languages ​​Graph-analytical models Network, matrix and other tabular and graphical representations of the distribution of functions, powers, responsibility, organizational relationships. Mathematical and statistical methods Built on the basis of the collection, analysis and processing of data on organizations operating in comparable conditions

Trends in the development of organizational structures The main trend in the evolution of organizational structures is that each subsequent structure becomes simpler and more flexible than previously existing ones. At the same time, ten characteristics of the formation of effective management structures are distinguished: 1) Reducing the size of units and staffing them with more qualified personnel; 2) Reducing the number of management levels; 3) Group labor organization as the basis of a new management structure; 4) The maximum degree of satisfaction of market needs; 5) The focus of the employee on the realization of their abilities; 6) Creation of profit centers;

Trends in the development of organizational structures7) Rapid response to changes; 8) Improvement of horizontal links within the enterprise; 9) Development information technologies; 10) Impeccable product quality and focus on strong relationships with the consumer. to promising new organizational forms include network and shell organizations, as well as strategic alliances. When creating a network company, an enterprise is divided into economically and sometimes legally independent centers (economic units, branches, production segments, profit centers). The basis of building network companies is not a narrow functional specialization, but integration processes

Trends in the development of organizational structures A shell organization is an organization that transfers part of its business functions (primarily the direct production of products) on a contract basis to third-party contractors. And she herself focuses on the strategic and transactional components of the business, that is, she determines what and how much to produce, how and to whom to sell. Advantages of shell organizations: 1. they are adaptive to changing conditions, respond quickly to changing market conditions; 2. they focus their activities on priority areas of specialization, on unique processes; 3. they significantly reduce costs, increase income;

Trends in the development of organizational structures 4) They exclude irrational use skilled workforce; 5) K joint activities the best partners are involved within the network. Disadvantages: increased competition from own contractors; increasing difficulties in product quality control. Strategic alliances are an association of several independent enterprises for the implementation of a particular project based on the common resources of the participants in the association. Strategic alliances allow you to reduce risks, combine efforts and, on this basis, reduce costs without mergers and acquisitions.

The production structure of an enterprise is 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 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 production 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, several main types of organizational management structures are distinguished: - 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 connections. 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. The linear structure 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 staff; 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