What is structure in management. How is the effectiveness of the enterprise management structure assessed

Organizational structure of management is an ordered set of interrelated elements that are in stable relations with each other, ensuring their development and functioning as a single whole.

The organizational structure of management is aimed at establishing clear relationships between individual departments of the organization, the distribution of rights and responsibilities between them.

Relationships between elements of the control structure are:

1) vertical when there is an interaction between the leader and the subordinate (for example, communication between the director of the company and the managing structural unit);

2) horizontal when there is an interaction of equal elements (for example, communications between managing structural divisions of the same level)

The types of relationships within the organization are similar to the type of construction of its management structure and are divided into:

1) linear relationship- is the relationship between the leader and his subordinates;

2) functional relationship- this is the relationship of a specialist who is authorized to perform a particular function within the entire organization, with other members of the organization;

3) managerial relations, this type of relationship takes place in the case of representing someone's rights and powers. Job responsibilities at the same time consist in providing recommendations, advice.

The management structure has a huge impact on all aspects of management, as it is associated with the key concepts of management - goals, functions, process, mechanism, functioning, powers of people. Therefore, managers of all levels pay great attention to the principles and methods of forming structures, choosing the type or combinations of types of structures, studying the trends in their construction, assessing their compliance with the goals and objectives being solved.

The elements of the management structure are: management worker - a person performing a specific management function; management body - a group of employees connected by certain relationships, consisting of primary groups.

The primary group is a team of management employees that has a common leader, but no subordinates.

The management structure should reflect the goals and objectives of the company, be subordinate to production and change along with it. It should reflect the functional division of labor and the scope of authority of management employees; the latter are defined by policies, procedures, rules and job descriptions and are expanded, as a rule, towards higher levels of management. The powers of managers are limited by environmental factors, the level of culture and value orientations, accepted traditions and norms. The governance structure must satisfy a variety of requirements that reflect its importance to management. These principles are taken into account in the principles of designing the organizational structure of management. Organizational structure design principles:

1) the structure should reflect the goals and objectives of the organization, be subordinate to production and its needs;

2) the structure should provide for an optimal division of labor between management bodies and individual employees, ensuring the creative nature of the work and normal workload, as well as proper specialization;

3) the formation of the structure should be inseparable from the definition of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal links between them;

4) the structure must maintain a correspondence between functions, duties, powers and responsibilities, since its violation leads to an imbalance in the management system as a whole;

5) the management structure should be adequate to the socio-cultural environment of the organization, have a significant impact on decisions regarding the level of centralization and detail, the distribution of powers and responsibilities, the degree of independence and the extent of management control
tellers and managers.

The most important requirements that organizational management structures must satisfy are the following.

1. Optimality. The management structure is recognized as optimal if rational connections are established between the links and management levels at all levels with the smallest number of management levels.

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

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

4. economy. The task is to ensure that the desired effect of management is achieved at minimal cost to the administrative apparatus. The criterion for this can be the ratio between the cost of resources and the useful result.

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

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

Textbook output:

Fundamentals of management. Chernyshev M. A., Korotkov E. M., Soldatova I. Yu., prof. I. Yu. Soldatova., Chernysheva M. A., Ed. prof. I. Yu. Soldatova., Soldatova I., Chernyshov M.A. - editor-compiler, Publisher: ITK "Dashkov and K", SCIENCE / INTERPERIODICS MAIK, Nauka-Press 2006

It is a special composition of independent units or individual positions that perform the function of management. This structure is most often depicted in which shows the connection and subordination of structural units. In other words, it is a set of functional and specialized units that are interconnected in the process of development, justification, implementation and

Organizational structure of management in many enterprises is built on a principle that was developed at the beginning of the twentieth century. On the basis of the formulated principles, this structure began to be called bureaucratic or One of the most common types of such a structure is a linear structure, which says that one head should be at the head of a structural unit. The head - the individual owner must have all the powers, as well as carry out a unified management of his employees, perform all management functions. In this way, linear organizational structure of management each subordinate has only one leader through whom all the necessary commands pass. In this case, the leadership itself is subordinate to the leader who is above his level.

A linear structure, like all other types of structures, has its advantages and disadvantages. The main pluses are:

In this type, there is a strict observance of mutual relations, directly, within the functions, as well as a clear system in the units that correspond to them.

A clear system of work of the unit is provided. In this case, the manager is able to hold in his hands all the work and the totality of all the functions that make up the activities of the unit.

Responsibility is essential.

Fast work of functional executive divisions on instructions from higher divisions is carried out.

The most significant disadvantages are:

In such a unit with a linear structure, operational problems appear, for example,

There is a very strong dependence on the qualifications of the staff, on their business and personal qualities.

A large number of levels between the work of employees and the manager.

Little flexibility, as well as adaptability to a changed situation.

Individual employees and a division of the management apparatus implement the functions of managing the activities of the enterprise. In this case, the relationship between them is both economic, social and organizational, as well as psychological. Such a concept as organizational structure of enterprise management says that here all workers and employees are subordinate to one leader. The diversity of organizational management structures depends on what functional links will exist between employees and departments.

Today, there are 3 main management structures - target, linear and functional. functional organizational structure of management, like the linear one, has a full-time manager and relevant departments. The linear structure is aimed at such work, which is carried out along the line from the very top to the bottom. But he cannot independently solve problems related to economic, design, technological and supply tasks. And in this case, functional management is needed, which ensures the conduct of work.

The concept of traditional, or so-called hierarchical, organizational structures was formulated by Max Weber. According to this concept, structures are linear and functional.

AT linear structure the division of the control system into its component parts is carried out on a production basis, taking into account the degree of concentration of production, technological features, the breadth of the product range and other features.

The linear structure clearly functions in solving problems with the performance of repetitive operations, but it is difficult to adapt to new goals and objectives. The linear management structure is widely used by small and medium-sized firms that carry out simple production in the absence of broad cooperative ties between enterprises (Table 5.6).

Table 5.6

Linear organizational structure

Application area functional structure- These are single-product enterprises; enterprises implementing complex and long-term innovative projects; medium-sized highly specialized enterprises; research and design organizations; large specialized enterprises (Table 5.7).

Specific tasks of management when using the functional structure:

kvvad careful selection of specialists-heads of functional divisions;

kvvad unit load balancing;

kvvad ensuring the coordination of the activities of functional units;

kvvad development of special motivational mechanisms;

Table 5.7

Functional organizational structure

kvvad providing autonomous development of functional units;

kvvad priority of specialists over line managers.

The modern organizational structure is linear functional structure, which ensures the division of managerial labor. At the same time, the line management units are called upon to command, while the functional units are called upon to advise, assist in the development of specific issues and the preparation of appropriate decisions, programs, and plans. The heads of functional services exercise influence on production units formally, without, as a rule, having the right to independently give them orders (Table 5.8).

The linear-functional organizational structure provided a qualitatively new division of labor in management, but it becomes ineffective when solving problematic tasks.

The improvement of the linear-functional organizational structure led to the emergence divisional organizational structure management, when separate units with a certain independence enter into contractual relations with each other on the basis of self-financing. Strategic decision making is left to top management.

Table 5.8

Linear-functional organizational structure

The need to use a divisional structure arose in connection with a sharp increase in the size of enterprises, the diversification of their activities, and the complication of technological processes. The key figures in the management of organizations with this structure are not the heads of functional departments, but managers who head production departments.

The structuring of the organization by departments is carried out, as a rule, according to one of the criteria: by manufactured products, customer orientation, served regions. The heads of secondary functional services report to the manager of the production unit. Assistants to the head of the production department control the activities of functional services, coordinating their activities horizontally (Table 5.9).

Table 5.9

Divisional organizational structure

The scope is diversified enterprises; enterprises located in different regions; enterprises implementing complex innovative projects.

Specific management tasks when using a divisional organizational structure:

kvvad substantiation of criteria for selecting projects and product groups;

kvvad careful selection of department heads;

kvvad ensuring a unified innovation policy in all product groups;

kvvad prevention of intracompany competition between product groups;

kvvad prevention of autonomous development of product groups;

kvvad development of special motivational mechanisms regulating intercompany cooperation;

kvvad priority of line managers over specialists.

When looking for an effective management structure, the focus has always been on the right balance of centralization and decentralization in management. In practice, there are no fully centralized or decentralized structures. In organizations with highly decentralized structures, the most important decisions are often made only by employees in fairly high positions (not lower than the head of the department). This form of decentralization in large firms is called federal decentralization.

To determine the degree of centralization of an organization in comparison with others, the following characteristics are used:

kvvad the number of decisions made at lower levels of management: the greater the number of decisions made by lower managers, the lower the degree of centralization;

kvvad the importance of decisions taken at lower levels;

kvvad consequences of decisions made at lower levels. If middle managers can make decisions affecting more than one function, then the organization is poorly centralized;

kvvad control over the work of subordinates. In a loosely centralized organization, top management rarely reviews the day-to-day decisions of subordinate leaders. Evaluation of actions is done on the basis of the total results achieved.

The solution of the issue of centralization and decentralization in management led to the emergence of organic type structures. Such structures are characterized by the individual responsibility of each employee for the overall result. The main property of such structures, known in management practice as flexible and adaptive, is their inherent ability to relatively easily change their shape, adapt to new conditions, organically fit into the management system (Table 5.10).

Structures of the organic type are oriented towards the accelerated implementation of complex programs and projects within the framework of large enterprises and associations, entire industries and regions.

As a rule, organic governance structures are formed on a temporary basis, i.e. for the period of implementation of the project, program, problem solving or achievement of goals.

Table 5.10

Comparative characteristics of hierarchical and organic types of management

Varieties of organic type structures are program-target organizational structures. Such structures are formed when the organization develops projects, which are understood as any processes of purposeful changes in the system, for example, the modernization of production, the development of new products or technologies, the construction of facilities, etc.

In the context of managing multifunctional programs that require an increase in the number of project and functional managers, it becomes necessary to create a special coordinating staff at the middle level. Its tasks are: providing project managers with the necessary information, analysis of organizational and technical solutions, fixing the timing of program implementation, etc. Such a structure is called matrix-staff. It reflects all types of leadership: linear, functional, divisional, ensuring the coordination of activities between them.

One of the latest developments developing the idea flexible organizational structures is their construction in the form of an inverted pyramid, in which professional specialists are brought to the top level of the hierarchy, while the head of the organization is at the bottom of the diagram (Fig. 5.3).

Rice. 5.3. Flexible organizational structure

Such organizational structures can be used where professionals have the experience and knowledge that enable them to act independently and competently to meet the needs of clients, for example, in health and education organizations, where a large number of specialists work independently with the support of auxiliary or service personnel.

In market conditions, new forms of integration of enterprises of a diversified type appear (Table 5.11). The principle of creating such structures: the concentration of resources, capacities, industries of various profiles for the production of mass demand products, the ability to maneuver means, reduce production costs, create prerequisites for the introduction of scientific and technical innovations.

Achieving high performance results is what all companies strive for without exception. However, without a well-established organizational structure, the enterprise runs the risk of failing.

In this article, we will analyze what the organizational structure of enterprise management is and how to choose it correctly.

Features of choosing the organizational structure of the enterprise

The organizational structure is the basis for performing the functions of enterprise management. So, it is understood as the composition, subordination, interaction and distribution of work between individual employees and entire departments.

In simple terms, the organizational structure of an enterprise is a set of departments, as well as managers, headed by a general director. Her choice depends on many factors:

• age of the organization (the younger the company, the simpler its organizational structure);
• organizational and legal form (JSC, LLC, IP, ...);
• field of activity;
• scale of the company (number of employees, departments, etc.);
• technologies involved in the work of the company;
• communications within and outside the firm.

Of course, when considering the organizational structure of management, it is necessary to take into account such features of the company as levels of interaction. For example, how departments of the company interact with each other, employees with employees, and even the organization itself with the external environment.

Types of organizational structures of enterprise management

Let's take a closer look at the types of organizational structures. There are several classifications, and we will consider the most popular and at the same time the most complete of them.

Linear

The linear structure is the simplest of all existing types of enterprise management structures. At the head is the director, then the heads of departments, then ordinary workers. Those. everyone in the organization is connected vertically. Typically, such organizational structures can be found in small organizations that do not distinguish the so-called functional units.

This type is characterized by simplicity, and tasks in the organization, as a rule, are completed quickly and professionally. If for some reason the task is not completed, then the manager always knows that he needs to ask the head of the department about the task, and the head of the department, in turn, knows who in the department to ask about the progress of the work.

The disadvantage is the increased requirements for management personnel, as well as the burden that falls on their shoulders. This type of management is applicable only to small businesses, otherwise managers will not be able to work effectively.

Linear staff

If a small firm that used a linear management structure develops, then its organizational structure changes and turns into a linear-staff one. Vertical connections remain in place, however, the leader has a so-called "headquarters" - a group of people who act as advisers.

The headquarters does not have the authority to give orders to the performers, however, it has a strong influence on the leader. Based on the decisions of the headquarters, managerial decisions are also formed.

functional

When the load on employees increases, and the organization continues to grow further, the organizational structure moves from a linear-headquarters to a functional one, which means the distribution of work not by departments, but by functions performed. If earlier everything was simple, now managers can safely call themselves directors of finance, marketing and production.

It is with the functional structure that one can see the division of the organization into separate parts, each of which has its own functions and tasks. A stable external environment is a mandatory element to support the development of a company that has chosen a functional structure for itself.

Such companies have one serious drawback: the functions of the management staff are very blurred. If in a linear organizational structure everything is clear (sometimes even too much), then with a functional organizational structure everything is a little blurry.

For example, when there are problems with sales, the director has no idea who exactly to blame. Thus, the functions of executives sometimes overlap, and when a problem occurs, it is difficult to establish whose fault it occurred.

The advantage is that the company can be diversified and do a great job of it. Moreover, due to the functional separation, the firm can have several goals.

Linear-functional

This organizational structure only applies to large organizations. So, it combines the advantages of both organizational structures, however, it has fewer disadvantages.

With this type of control, all the main connections are linear, and the additional ones are functional.

Divisional

Like the previous one, it is only suitable for large companies. Functions in the organization are distributed not according to the areas of responsibility of subordinates, but according to the types of product, or according to the regional affiliation of the division.

The division has its own divisions and the division itself resembles a linear or linear-functional organizational structure. For example, a division may have a procurement department, a marketing department, and a production department.

The disadvantage of such an organizational structure of the enterprise is the complexity of relations between departments, as well as the high cost of maintaining managers.

matrix

Applicable to those enterprises that operate in a market where products must be constantly improved and updated. To do this, the company creates working groups, which are also called matrix. It follows from this that a double subordination arises in the company, as well as a constant collaboration of employees from different departments.

The advantage of such an organizational structure of the enterprise is the ease of introducing new products into production, as well as the flexibility of the company to the external environment. The disadvantage is double subordination, which often causes conflicts in work groups.

conclusions

So, the organizational structure of an enterprise is a company management system and the ease of performing tasks, the flexibility of the company to the external environment, as well as the burden that falls on the shoulders of managers depends on its choice.

If the company is small, then at the stage of formation, as a rule, a linear organizational structure naturally arises in it, and as the enterprise develops, its structure becomes more and more complex, becoming matrix or divisional.

Video - an example of the organizational structure of the company:

Organizational managment structure - a form of system management that determines the composition, interaction and subordination of its elements using linear, functional and cross-functional relationships in the process of communication.

Linear connections arise between subdivisions and heads of different levels of management, where one head is subordinate to another.

Functional links characterize the interaction of managers who perform certain functions at different levels of management, and there is no administrative subordination between them.

Cross-functional links take place between subsections of the same level of control.

From the whole variety of organizational management structures, two large groups are very clearly distinguished. These are hierarchical and adaptive organizational structures (Figure 3.1).

Let's see what their difference is.

Hierarchical organizational structures (they are also called formal, mechanistic, bureaucratic, classical, traditional) are characterized by a firm hierarchy of power in the enterprise, formalization of the rules and procedures used, centralized decision-making, narrowly defined responsibility in activities.

Adaptive organizational structures (organic, flexible) are characterized by vagueness of the management hierarchy, a small number of management levels, flexibility of the power structure, weak or moderate use of formal rules and procedures, decentralization of decision-making, widely conditioned by responsibility in activities.

Hierarchical management structures have many varieties. They are formed in accordance with the principles that were formulated at the beginning of the 20th century. At the same time, the main attention was paid to the division of labor into separate functions.

Modern organizational structures of a hierarchical type are derived from elementary structures. Elementary organizational structure displays a two-level division that can only exist in small enterprises. With such a structure in the organization, an upper level (manager) and a lower level (performer) are distinguished. The elementary structures are linear andfunctional organizational structures of management. These types of structures as independent are not used by any large enterprise.

Linear control structure very simple in its essence: the main principle of its construction is a vertical hierarchy, that is, the subordination of management links from top to bottom. With a linear management structure, the principle of unity of command is very clearly implemented: at the head of each subsection is a head endowed with all powers, who exercises sole leadership of subordinate units, and also concentrates all management functions in his hands.

The heads of subdivisions of the lower levels are directly subordinate to only one head of the highest level of management, the highest management body does not have the right to give orders to any performers, passing their immediate head. This type of structures is characterized by one-dimensional connections: they develop only vertical connections.

To advantages of a linear organizational structure management can include:

1) unity of command, simplicity and clarity of subordination;

2) the full responsibility of the head for the results of the activities of subsections subordinate to him;

3) efficiency in decision-making;

4) coordination of actions of performers;

5) receipt by subordinate units of orders and tasks agreed upon among themselves.

disadvantages This simplest kind of control structure can be called:

1) a large information overload of the head, a huge flow of documents, a plurality of contacts with subordinates, higher and adjacent levels;

2) high requirements for the manager, who must be a highly qualified specialist, who has versatile knowledge and experience from all management functions and areas of activity that are carried out by employees subordinate to him;

3) the structure can only be adapted to the solution of operational and current tasks;

4) the structure is inflexible and does not make it possible to resolve tasks that depend on the operating conditions that are constantly changing.

The linear organizational structure of management is used, as a rule, only in the lower production levels (in groups, brigades, etc.), as well as in small enterprises in the initial period of their formation.

For functional management structure characteristic creation, structural units, each of which has its own well-defined, specific tasks and responsibilities. Consequently, under the conditions of this structure, each governing body, as well as the performer, is specialized in the performance of certain types of management activities (functions). An apparatus of specialists is being created who are responsible only for a certain area of ​​work.

The functional structure of management is based on the principle of complete management: the implementation of the instructions of the functional body within its competence is mandatory for subsections.

Benefits of a functional management structure can be reduced to the following:

1) high competence of specialists who are responsible for performing specific functions;

2) specialization of subsections in the performance of a certain type of management activity, the elimination of duplication in the execution of tasks for the management of individual services.

disadvantages This type of organizational management structure can be called:

1) violation of the principle of full control, the principle of unity of command;

2) lengthy decision-making procedure;

3) difficulties in maintaining constant relationships between different functional services;

4) reducing the responsibility of performers for the work, since each performer receives instructions from several managers;

5) inconsistency and duplication of instructions and orders that the performers receive "from above";

6) each functional manager and functional subsection put their questions in the first place, not coordinating them with the need to achieve the goals set for the enterprise.

To some extent, contribute to the elimination of the shortcomings of the linear and functional organizational structures linear staff and linear functional management structures that provide for the functional division of managerial work into subsections of different levels and a combination of linear and functional management principles. In this case, the functional subdivisions can carry out their decisions either through line managers (under the conditions of a linear-headquarters structure), or, within the limits of special powers, directly bring them to specialized services or individual performers at a lower level (under conditions of a linear-functional management structure).

At the core line-staff management structure there is a linear structure, but with line managers special subsections (headquarters services) are created that specialize in performing certain managerial functions. These services do not have the right to make decisions, but only provide their specialists with a more qualified performance of their duties by the line manager. The activity of functional specialists in these conditions is reduced to the search for the most rational options for solving tasks. The final adoption of the solution and its transfer to subordinates for implementation is carried out by the line manager.

Under the conditions of this type of management structures, the principle of unity of command is preserved. At the same time, an important task for line managers is to coordinate the actions of functional services and direct them into the mainstream of the general interests of the enterprise.

In contrast to the line-staff, in linear functional structure, the most common structure of a hierarchical type, which is still widely used throughout the world, functional subsections can give the most watts of disposal to lower levels, but not from all, but from a limited range of issues that are due to their functional specialization.

The basis of linear-functional structures is, in addition to the linear principles of management, the specialization of management activities for the functional subsystems of the enterprise (marketing, research and development, production, finance and economics, etc.), as well as the "mine" principle of construction. This principle means that each functional subsystem forms a hierarchy of services ("mine") that permeates the entire enterprise from top to bottom.

Advantages of a linear-functional management structure:

1) stimulation of business and professional specialization in the conditions of this management structure;

2) high production response of the enterprise, because it is built on a narrow specialization of production and a narrow qualification of specialists;

3) reduction of duplication of effort in functional areas;

4) improving the coordination of activities in functional areas.

Despite the greatest distribution of linear-functional management structures, they have a number of disadvantages:

1) "blurring" of the developed strategy for the development of the enterprise: subdivisions may be interested in the implementation of only their local goals and tasks to a greater extent than the entire enterprise as a whole, that is, setting their own goals higher than the goals of the entire enterprise;

2) lack of close relationships and interaction at the horizontal level between subsections;

3) a sharp increase in the volume of work of the head of the enterprise and his deputies through the need to coordinate the actions of different functional services;

4) an overdeveloped system of vertical interaction;

5) loss of flexibility in the relationship of employees of the administrative apparatus through the use of formal rules and procedures;

6) weak innovative and entrepreneurial response of the enterprise;

8) complicating and slowing down the transfer of information, which affects the speed and timeliness of making managerial decisions; the chain of commands from the leader to the performer becomes too long, which complicates communication.

Divisional structure - a structure based on the separation of large autonomous production and economic subdivisions (departments, divisions) and their corresponding levels of management, with the provision of these subsections with operational and production independence and with the transfer of responsibility for the final financial result to this level.

Operational level management, which focuses on the production of a specific product or on the implementation of activities in a certain territory, was finally separated from strategic, responsible for the development of the enterprise as a whole.

The supreme governing body of the enterprise reserves the right to control corporate-wide issues of development strategy, research and development, finance, investment, and the like. Consequently, divisional structures are characterized by a combination of centralized strategic planning in the upper echelons of management with decentralized activities of departments at the level of which operational management is carried out and who are responsible for making a profit. In connection with the transfer of responsibility for profit to the level of departments (divisions), they began to be regarded as "profit centers".

Divisional structures management is usually characterized as a combination of centralized coordination with decentralized management (decentralization while maintaining coordination and control).

Divisional Approach provides a closer connection between production and consumers, significantly speeding up its response to changes that occur in the external environment.

Divisional structures are characterized by the full responsibility of the heads of departments for the results of the activities of the subsections they head. In this regard, the most important place in the management of enterprises is occupied not by the heads of functional subdivisions, but by the heads who head the production departments.

The structuring of an enterprise by departments (divisions) is carried out, as a rule, according to one of three principles:

1) for grocery products - taking into account the characteristics of the products that are produced or the services that are provided;

2) by groups of consumers - depending on their specific needs;

3) by regional - depending on the territory that is served.

In this regard, distinguish three types of divisional structures: grocery, focused on consumer groups, regional.

Advantages this type of structures:

the use of divisional structures enables enterprises to pay as much attention to a specific product or consumer of a geographical region as a small specialized enterprise does, as a result of which it is possible to quickly respond to changes that occur in the external environment, adapt to changing conditions;

this type of management structure focuses on achieving the final results of the enterprise (production of specific types of products, meeting the needs of a specific consumer, saturation of a specific regional market with goods);

reducing the complexity of management that occurs in senior managers;

separation of operational management from strategic, as a result of which the top management of the enterprise concentrates on strategic planning and management;

shifting responsibility for profit to the level of divisions; decentralization of operational management decisions.

At the same time, there are limitations considered type of organizational structures:

1) divisional management structures led to an increase in hierarchy, that is, a management vertical, which led to the formation of intermediate levels of management to coordinate the work of departments, groups, etc.;

2) contrasting the goals of the departments with the general goals of the development of the enterprise, the disagreement of the interests of the "tops" and "bottoms" in a multi-level hierarchy;

3) the possibility of interdepartmental conflicts, in particular 1 time shortage of key resources that are distributed centrally;

4) low coordination of the activities of departments (divisions), headquarters services are separated, horizontal ties are weakened;

5) inefficient use of resources, the inability to use them fully due to the assignment of resources to a specific subsection;

6) an increase in the cost of maintaining the administrative apparatus as a result of duplication of the same functions in subdivisions and, accordingly, an increase in the number of personnel.

An analysis of the varieties of organizational structures of a hierarchical type testified to the transition to more flexible, adaptive management structures, adapted to dynamic changes and production requirements, was objectively necessary and natural.

For adaptive organizational structures a characteristic lack of bureaucratic regulation of the activities of management bodies, the absence of a detailed division of labor by type of work, blurring of management levels and a small number of them, flexibility in the management structure, decentralization of decision-making, individual responsibility of each employee for the overall performance results.

In addition, adaptive organizational structures are usually characterized by such features:

the ability to relatively easily change its shape;

focus on the accelerated implementation of complex projects and comprehensive programs;

limited action in time;

creation of temporary government bodies.

To varieties of structures of adaptive type include: design; problem-targeted; structures based on a group approach (team, problem-group, brigade) and network organizational structures.

Design structures - they are management structures for complex activities that, due to their crucial importance, need to provide unceasing coordinating and integrating influence with severe restrictions on costs, timing and quality of work.

Traditionally, a department head in any large enterprise within a hierarchical organizational structure has many different responsibilities and is responsible for different aspects of several different programs, issues, projects, products and services. Of course, under these conditions, even a handsome leader will pay more attention to some types of activities, and less to others. Due to the fact that it is impossible to take into account all the features, all the details of projects, this can lead to the most serious consequences. Therefore, in order to manage projects, and primarily large-scale ones, special project management structures are used.

Project structures at enterprises, as a rule, are used when it becomes necessary to develop and implement an organizational project of a complex nature, which covers, on the one hand, the solution of a wide range of specialized technical, economic, social and other issues, on the other hand, the activities of various functional and linear subsections. Organizational projects include any processes of purposeful changes in the system, for example, the reconstruction of production, the development and development of new types of products and technological processes, the construction of facilities, and the like.

Project management structure - this is a temporary structure, created to solve a specific complex task (project development and its implementation). The content of the project management structure is to bring together the most qualified employees of different professions into one team to implement a complex project on time with a given level of quality and within the material, financial and labor resources allocated for this purpose.

Main benefits These types of governance structures are:

integration of different types of enterprise activities in order to obtain high-quality results from a specific project;

an integrated approach to project implementation, problem solving;

concentration of all efforts on solving one task, on the implementation of one specific project;

greater flexibility of project structures;

revitalization of the activities of project managers and performers as a result of the formation of project teams;

strengthening the personal responsibility of a particular manager both for the project as a whole and for its elements.

To shortcomings The project management structure includes the following:

1) in the presence of several organizational projects or programs, project structures lead to a fragmentation of resources and significantly complicate the support and development of the production and scientific and technical potential of the enterprise as a whole;

2) from the project manager it is necessary not only to manage all stages of the project life cycle, but also to take into account the place of the project in the network of projects of this enterprise;

3) when using the project structure, difficulties arise with the prospective use of specialists in this enterprise;

4) there is a partial duplication of functions.

One of the most complex adaptive-type control structures is recognized matrix structure . It arose as a response to the need for rapid technological change with the most efficient use of a highly skilled workforce.

Matrix structure displays the consolidation in the organizational structure of the enterprise of two directions of leadership, two organizational alternatives. Vertical direction - management of functional and linear structural divisions of the enterprise. Horizontal - management of individual projects and programs, for the implementation of which human and other resources of various subdivisions of the enterprise are involved.

With such a structure, a division of the rights of managers who manage subdivisions and managers who manage the implementation of the project is established. The most important task of the top management of the enterprise in these conditions is to maintain a balance between the two organizational alternatives.

Consequently, a distinctive feature of the organizational structure of matrix type management is the presence of two managers at the same time, who have equal rights.

There is a system of dual subordination, which is based on a combination of two principles - functional and project (product).

Matrix control structures can be of two types. In the first case, the project manager interacts with two groups of subordinates: with permanent members of the project team and with other employees of functional subsections who report to him on a temporary basis for a limited range of issues. At the same time, the subordination of performers to the direct heads of subsections, departments, and services is maintained. In this case, only performers from the relevant functional subsections can temporarily report to the project manager.

Benefits matrix structure are:

1) integration of different types of activities of the enterprise within the framework of implemented projects, programs;

2) obtaining high-quality results from a large number of projects, programs, products;

3) a significant increase in the activity of employees of the management apparatus as a result of the formation of project (program) teams that actively interact with functional subsections, strengthening the relationship between them;

4) involvement of managers of all levels and specialists in the field of active creative activity from the implementation of organizational projects and, first of all, from the accelerated technical improvement of production;

5) reducing the burden on senior managers by delegating authority, making decisions to the middle level while maintaining the unity of coordination and control over key decisions at the highest level;

6) strengthening the personal responsibility of a particular leader both for the project (program) as a whole and for its elements.

But the development of matrix structures is very often seen as an achievement in the development of management theory, which is very difficult to implement in practice.

To shortcomings matrix structures include:

1) the complexity of the matrix structure. For practical implementation, for its implementation, the necessary long-term training of employees and the appropriate organizational culture;

2) in connection with the system of dual subordination, it explodes the principle of unity of command, which often leads to conflicts, within this structure, an ambiguity in the role of the performer and his leaders is generated, which creates tension in relations between members of the labor collective of the enterprise;

3) within the framework of the matrix structure, there is a tendency towards anarchy, since in its conditions rights and responsibilities are not clearly distributed among its elements;

4) the struggle for power, because within the framework of this structure there are no clearly defined powers of authority;

5) the presence of additional costs for the maintenance of a larger number of managers, as well as for resolving conflict situations;

6) ambiguity and loss of accountability hinder the achievement of high quality results;

7) there are difficulties with the prospective use of specialists in this enterprise;

8) there is a partial duplication of functions;

9) managerial decisions are made untimely, as a rule, their characteristic group adoption;

10) the traditional system of relationships between subsections is violated;

11) complicates full-fledged control by management levels. At the same time, it should be noted that the transition to matrix structures, as a rule, does not cover the entire enterprise, but only some part of it, and the scale of application of individual elements of the matrix approach at enterprises is quite significant.