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Presentation on the topic of the organizational structure of the enterprise. Presentation Structure of the organization Ivanova A.A.

Because rigid functional structures have proven effective in large organizations they started using 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

divisional product structure, in which departments for the main products are created. With this structure, the authority to manage production and

the sale of any product or service is transferred

one manager responsible for this type

products.

Divisional structure focused on the consumer , 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.

Regional organizational structure 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 management structures

International divisional structures

are most often used when the firm's overseas sales are relatively small compared to domestic sales.

If the volume of sales abroad is growing strongly, the organization is most suitable for a global structure, which can be product and regional at the same time.

The advantages of this structure are

the ability to concentrate various resources

(financial, intellectual, etc.) and maneuver them.

The disadvantages are expressed in the fact that the interests of departments and top management are not always

match up; rising management costs

staff; departments have a multi-level hierarchy.

Types of organizational management structures

It is now becoming effective to convert divisions into financial responsibility centers(CFD), whose activity is determined not by the quality of the performance of the functions assigned to it, but financial results. The purpose of the CFD is to maximize profits.

There are several types of CFD:

A business unit is a relatively independent production and commercial unit that combines all the functions and activities necessary for the development, production and sale of a particular type of product. 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 revenue from their manufacturing 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 are structural divisions directly related to the organization of new business projects from which profits are expected in the future.

Types of organizational management structures

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

Working group structure focused on the constant restructuring of the organization in accordance with emerging new challenges: new products, new ways of working, etc.

The advantages of this structure are as follows:

- The concepts of the group form of work are being 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

Hierarchical and adaptive organizational structures

Hierarchical (formal, mechanistic, bureaucratic, classical, traditional) structures are characterized by a rigid hierarchy of power, formalization of the rules and procedures used. Centralized decision-making, narrowly defined responsibilities in activities

Adaptive organizational structures (organic, flexible) are characterized by good adaptability to external and internal conditions work, hierarchy of management, an adequate number of levels of management, flexibility in the structure, weak or moderate use of formal rules and procedures, decentralization of decision-making, broadly defined by responsibility in activities.

Comparison of hierarchical and adaptive organizational structures

Comparison criteria	Hierarchical structures	Adaptive Structures
	management	management
Hierarchy characteristic	Rigid hierarchy. Levels	no hierarchy or
management	management clearly	her blur
	determined
Development characteristic	highly developed	High level
vertical and	vertical links	horizontal
horizontal links		integration
Guide Type	monocentric,	polycentric, change
	constant	situation leaders
Formalization	Rigid formalization	Weak or moderate
applicable rules	rules and procedures	formalization of rules and
		procedures
Formalization of relations	Narrowly defined	Broadly defined
managerial	duties, rights and	rights, obligations and
personnel	responsibility	responsibility
Separation	Narrow specialization	Broad specialization
management work	activities	activities
Acceptance characteristic	Acceptance Centralization	Decentralization
management decisions	management decisions	management

Characteristic	formal relationship,	informal
staff relations	wearing official	relationships that are

Identification of structural problems

- Conflicts and poor coordination;

Rising costs;

- 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

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MANAGEMENT "Organizational structures of management"

Understands the organizational activity of the subject of management. It is individual and depends on the characteristics economic activity. The organizational structure is a set of management links located in strict subordination and ensuring the relationship between the managing and managed subsystems. The following elements are distinguished in the management structure of the organization: - links (departments); - management levels.

Bureaucratic organizational structures Organic (adaptive) organizational structures linear - matrix - linear-headquarters functional - divisional

The linear structure 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. With linear management, each link and each subordinate has one leader, through whom all control commands pass through one single channel. In this case, management links are responsible for the results of all activities of managed objects. Since in a linear management structure decisions are passed along the chain "from top to bottom", and the head of the lower level of management is subordinate to the head of a higher level above him, a kind of hierarchy of leaders of this particular organization is formed.

1. A clear system of mutual relations between departments. 2. A clear system of unity of command, effective use central control apparatus. 3. Clearly expressed responsibility. 4. Quick response of performers to direct instructions from higher authorities. 5. Efficiency in decision-making at one level of management. 6. Simplicity organizational forms and clarity of relationship. 7. Minimum costs in production.

1. Big time for the implementation of management decisions. 2. Small initiative at all levels. 3. Weak opportunities for career development managers. 4. Little flexibility and adaptability in relation to external environment. 5. A tendency to red tape and shifting problems when solving issues that require the participation of several departments. 6. The criteria for the efficiency and quality of the work of departments and the organization as a whole are different. 7. The tendency to formalize performance appraisal creates an atmosphere of fear and mistrust. 8. Increased dependence of work results on qualifications, business qualities managers.

Characterized by the fact that functional management carried out by a certain set of units specialized in the implementation specific types works necessary for decision-making in the linear control system. The idea of the management structure is that the performance of individual functions on specific issues is assigned to specialists, that is, each management body is specialized in performing certain types activities. In an organization, as a rule, specialists of the same profile are combined into specialized structural units (departments), for example, the marketing department, planning department, accounting, logistics, etc. Thus, the overall task of managing the organization is divided, starting from the middle level to functional criterion. Functional and linear control exist together, which creates a double subordination for performers.

1. Efficient management through high specialization management personnel. 2. Good implementation control strategic decisions. 3. Opportunity for career growth and development. 4. No duplication of linear and functional relationships. 5. Reducing the time of information passing. 6. Less workload management.

1. Difficulties in coordinating the activities of various departments. 2. Long decision-making procedure. 3. Loss of mutual understanding in actions between employees of functional services. 4. A high degree of interest in the implementation of the goals of functional units to the detriment of the overall goals of the organization. 5. Decreased responsibility due to lack of unity of command.

It is a linear-functional management structure, supplemented by a headquarters body. Staff structures are created in the following cases: - liquidation of consequences or prevention of natural disasters, accidents, catastrophes; - development of new products, new technology, not traditional for this enterprise.; - solution of a sudden extraordinary problem, for example, related to the aggressive behavior of competitors in the market and the need to develop a response. The headquarters unit can be both temporary and permanent in nature and perform a consulting role in the formulation and implementation of a specific problem or task.

1. Detailed study of strategic and tactical issues. 2. Unloading (partial) top management in the analysis of information and the development of proposals. 3. Ability to attract external experts and consultants. 4. Unloading functional units.

1. Insufficiently clear division of responsibility, because external consultants are not responsible for the result of implementation of decisions. 2. Tendencies towards excessive centralization of management. 3. Other disadvantages inherent in the linear management structure.

Structures based on the allocation of large production business units with the provision of operational and production independence to them and with the transfer to this level of responsibility for making a profit. Structures are characterized full responsibility heads of departments for the results of the activities of their departments. In this regard, the most important place in the management of companies with a divisional structure is occupied not by the heads of functional departments, but by the heads of production departments. The structuring of the company by departments (divisions) is carried out, as a rule, according to one of three principles: divisional-productive structures; customer-oriented organizational structures; divisional-regional structures.

1. Rapid response to change external conditions activities. 2. Rapprochement of the one who makes the decision with the one who implements it. 3. Good conditions for the growth of managers. 4. High degree of coordination management activities within one division. 5. Closer connection between the manufacturer and consumers. 6. "Responsibility Centers" work more effectively on issues of increasing profits.

1. The presence of internal competition for resources and personnel. 2. Difficulty in separating overheads and calculating costs. 3. Difficulty in reconciling the interests of various divisions. 4. Red tape and congestion due to the large number of vertical connections. 5. Duplication of functions at various levels of management. 6. The branch maintains a linear management structure. 7. The remoteness of the central office from specific areas of the organization, and therefore, this leads to an increase in the number of staff and other problems associated with abuse.

The basis of the matrix structure is formed by a linear-functional structure, which is supplemented by structures program control. In addition to the head of the organization, a program manager is appointed, whose rank is higher than the rank of the head of the organization. Matrix structures are very diverse: project management, temporary target groups, constant complex groups. Temporary target groups are actively used by small enterprises, which are based on venture business. Elements of matrix organization, and in some cases matrix departmentation as a whole, were applied in the electronics industry, in other areas with the so-called high technology. To implement a specific project, an autonomous structure is created. It is similar to one of the divisions of the divisional structure

1.Integration various kinds activities of the company within the framework of ongoing projects and programs. 2. Obtaining high quality results for a large number of projects, programs, products. 3. Significant activation of the activities of managers and employees of the administrative apparatus. 4. Involvement of managers at all levels and specialists in the field of active creative activity. 5. Reducing the burden on managers top level management by transferring decision-making powers to the middle level. 6. Strengthening the personal responsibility of a particular leader. 7. Achieving greater flexibility and coordination of work. 8. Overcoming intraorganizational barriers without interfering with the development of functional specialization.

1. The complexity of the matrix structure for practical implementation. 2. The structure is complex, cumbersome and expensive to implement and operate. 3. It is a difficult and sometimes incomprehensible form of organization; 4. In connection with the system of dual subordination, the principle of one-man command is undermined. 5. There is a tendency towards anarchy, in the conditions of its operation, the rights and responsibilities between its elements are not clearly distributed. 6. This structure is characterized by a struggle for power. 7. Excessive overhead due to the content of more managers. 8. Difficulties arise with the prospective use of specialists in this company; 9. Partial duplication of functions is observed; 10. Untimely accepted management decisions; usually characterized by group decision-making.

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. Sectoral 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.

Understands the organizational activity of the subject of management. It is individual and depends on the characteristics of economic activity. The organizational structure is a set of management links located in strict subordination and ensuring the relationship between the managing and managed subsystems. The following elements are distinguished in the management structure of the organization: - links (departments); - management levels. 2

4 The linear structure 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 management of subordinate employees and concentrating all management functions in his hands. With linear management, each link and each subordinate has one leader, through whom all control commands pass through one single channel. In this case, management links are responsible for the results of all activities of managed objects. Since in a linear management structure decisions are passed along the chain "from top to bottom", and the head of the lower level of management is subordinate to the head of a higher level above him, a kind of hierarchy of leaders of this particular organization is formed.

1. A clear system of mutual relations between departments. 2. A clear system of unity of command, effective use of the central administrative apparatus. 3. Clearly expressed responsibility. 4. Quick response of performers to direct instructions from higher authorities. 5. Efficiency in decision-making at one level of management. 6. The simplicity of organizational forms and the clarity of the relationship. 7. Minimum costs in production. 6

1. A lot of time for the implementation of management decisions. 2. Small initiative at all levels. 3. Poor career opportunities for managers. 4. Low flexibility and adaptability in relation to the external environment. 5. A tendency to red tape and shifting problems when solving issues that require the participation of several departments. 6. The criteria for the efficiency and quality of the work of departments and the organization as a whole are different. 7. The tendency to formalize performance appraisal creates an atmosphere of fear and mistrust. 8. Increased dependence of work results on the qualifications and business qualities of managers. 7

It is characterized by the fact that functional management is carried out by a certain set of units specialized in the performance of specific types of work necessary for decision-making in the linear management system. The idea of the management structure is that the performance of certain functions on specific issues is assigned to specialists, that is, each management body is specialized in the performance of certain types of activities. In an organization, as a rule, specialists of the same profile are combined into specialized structural units (departments), for example, a marketing department, a planning department, accounting, logistics, etc. Thus, the overall task of managing the organization is divided, starting from the middle level according to the functional criterion. Functional and line management exist together, which creates a double subordination for performers. 8

1. Effective management due to the high specialization of management personnel. 2. Good control over the implementation of strategic decisions. 3. Opportunity for career growth and development. 4. No duplication of linear and functional relationships. 5. Reducing the time of information passing. 6. Less workload management. 10

It is a linear-functional management structure, supplemented by a headquarters body. Staff structures are created in the following cases: - liquidation of consequences or prevention of natural disasters, accidents, catastrophes; - development of new products, new technology, not traditional for this enterprise; - solution of a sudden extraordinary problem, for example, related to the aggressive behavior of competitors in the market and the need to develop a response. The headquarters unit can be both temporary and permanent in nature and perform a consulting role in the formulation and implementation of a specific problem or task. 12

Structures based on the allocation of large production and economic units with the provision of operational and production independence to them and with the transfer to this level of responsibility for making a profit. The structures are characterized by the full responsibility of the heads of departments for the results of the activities of the departments they head. In this regard, the most important place in the management of companies with a divisional structure is occupied not by the heads of functional departments, but by the heads of production departments. The structuring of the company by departments (divisions) is carried out, as a rule, according to one of three principles: divisional-productive structures; customer-oriented organizational structures; divisional-regional structures. 16

18 1. Prompt response to changes in the external conditions of activity. 2. Rapprochement of the one who makes the decision with the one who implements it. 3. Good conditions for the growth of managers. 4. A high degree of coordination of management activities within one division. 5. Closer connection between the manufacturer and consumers. 6. "Responsibility Centers" work more effectively on issues of increasing profits.

19 1. Presence of internal competition for resources and personnel. 2. Difficulty in separating overheads and calculating costs. 3. Difficulty in reconciling the interests of various divisions. 4. Red tape and congestion due to the large number of vertical connections. 5. Duplication of functions at various levels of management. 6. The branch maintains a linear management structure. 7. The remoteness of the central office from specific areas of the organization, and therefore, this leads to an increase in the number of staff and other problems associated with abuse.

The basis of the matrix structure is formed by a linear-functional structure, which is complemented by program control structures. In addition to the head of the organization, a program manager is appointed, whose rank is higher than the rank of the head of the organization. Matrix structures are very diverse: project management, temporary task forces, permanent complex groups. Temporary target groups are actively used by small enterprises, which are based on venture business. Elements of matrix organization, and in some cases matrix departmentation as a whole, were applied in the electronics industry, in other areas with the so-called high technology. To implement a specific project, an autonomous structure is created. It is similar to one of the divisions of the divisional structure 20

22 1.Integration of various activities of the company within the framework of ongoing projects and programs. 2. Obtaining high quality results for a large number of projects, programs, products. 3. Significant activation of the activities of managers and employees of the administrative apparatus. 4. Involvement of managers at all levels and specialists in the field of active creative activity. 5. Reducing the burden on senior managers by transferring decision-making powers to the middle level. 6. Strengthening the personal responsibility of a particular leader. 7. Achieving greater flexibility and coordination of work. 8. Overcoming intraorganizational barriers without interfering with the development of functional specialization.

23 1. The complexity of the matrix structure for practical implementation. 2. The structure is complex, cumbersome and expensive to implement and operate. 3. It is a difficult and sometimes incomprehensible form of organization; 4. In connection with the system of dual subordination, the principle of one-man command is undermined. 5. There is a tendency towards anarchy, in the conditions of its operation, the rights and responsibilities between its elements are not clearly distributed. 6. This structure is characterized by a struggle for power. 7. Excessive overhead due to the content of more managers. 8. Difficulties arise with the prospective use of specialists in this company; 9. Partial duplication of functions is observed; 10. Management decisions are not made in a timely manner; usually characterized by group decision-making.

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

Presentation on the topic of the organizational structure of the enterprise. Presentation Structure of the organization Ivanova A.A.

Types of organizational management structures

Types of organizational management structures

Types of organizational management structures

Types of organizational management structures

Types of organizational management structures

Hierarchical and adaptive organizational structures

Comparison of hierarchical and adaptive organizational structures

Identification of structural problems

Slides captions:

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

New types of organizational structures

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