Organizational and management structure of the organization. Relationships within an organization are divided into

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

Elements of the organization's management structure are individual workers, services and other parts of the management apparatus, and the relationships between them are maintained thanks to connections that are usually divided into horizontal and vertical. In addition, connections can be linear and functional in nature.

Horizontal connections are in the nature of coordination and are, as a rule, single-level.

Vertical connections- these are connections of subordination, and the need for them arises when management is hierarchical, i.e. with multiple levels of management.

Linear connections reflect the movement of management decisions and information between the so-called line managers, that is, persons who are fully responsible for the activities of the organization or its structural divisions.

Functional connections take place along the flow of information and management decisions on certain management functions.

Degree (level) of management- this is a set of managerial links of the corresponding hierarchical level of management with a certain sequence of their subordination from bottom to top - relations of subordination (power relations within the organization), upper and lower levels. With three or more levels, the middle layer consists of several levels.

Types of Organizational Structures

There are two main types of organizational structures:

  1. mechanical (hierarchical, bureaucratic);
  2. organic.

Mechanical type control structure

Mechanical type control structure based on a clear division of labor and compliance of workers’ responsibilities with the powers granted. These structures are called hierarchical or bureaucratic.

The most common types of hierarchical structure are linear and linear-functional management organization. They are most effective where the management apparatus performs routine, frequently repeated tasks and functions.

Management units comprise organizationally separate structural units (departments, services, groups). Each link performs certain tasks, according to the requirements of the functional division of labor: management, marketing, organization, control and motivation.

The mechanical type of control structure is characterized by:

  • the use of formal rules and procedures;
  • centralization of decision making;
  • narrowly defined correspondence in work;
  • rigid hierarchy of power.

Disadvantages of mechanical structure:

  • lack of flexibility;
  • exceeding the controllability limit;
  • excessive centralization;
  • formation of irrational information flows.

Linear structure

Linear structure- this is a hierarchical system of managers at various levels, each of whom exercises sole control over all the lower-ranking managers subordinate to him, and any lower-ranking manager has only one immediate superior.

Advantages of a linear structure:

  • a clear system of mutual connections, functions and divisions;
  • a clear system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;
  • responsibility is clearly reflected;
  • quick response of the performer to direct instructions from higher officials.

Disadvantages of a linear structure:

  • lack of links involved in strategic planning; “fluidity” dominates the work of managers;
  • a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;
  • big number“floors” between workers producing products and management personnel;
  • overload of managers top level;
  • increased dependence of the organization's performance on the competence of managers.

A mostly linear structure has disadvantages due to individual decision making.

It includes specialized divisions (headquarters) that do not have the rights to make decisions and manage any lower divisions, but only assist the manager in performing certain functions, primarily the functions of strategic planning and analysis.


Line-staff management structure

Advantages of a line-staff structure:

  • more flexible development of strategic issues;
  • some relief for senior managers;
  • the possibility of attracting external consultants and experts.

Disadvantages of the line-staff structure:

  • unclear distribution of responsibility, since the persons preparing the decision do not participate in its execution;
  • other disadvantages of the linear structure in a somewhat weakened form.

At linear-functional structure functional services are given the authority to control lower-level services that perform the corresponding special functions. However, it is not linear, but functional powers that are delegated. Example of a linear-functional structure:


In a linear-functional management structure, line managers have linear authority, and functional ones have functional authority in relation to subordinate line managers and linear authority in relation to their subordinates.


Functional structure

At functional structure there is a process of dividing the organization into separate elements, each of which has a clearly defined, specific task and responsibilities. The organization is divided into blocks, for example: production, marketing, finance, etc.


Divisional structure

Increasing the size of enterprises and diversifying their activities leads to the emergence of divisional management structures, which began to provide a certain independence to their production divisions, leaving the development strategy, research and development, financial and investment policies to the management of the corporation.


With a divisional structure, specialization is possible:

  1. grocery;
  2. consumer;
  3. regional.

Advantages of a divisional structure:

  • management of a multidisciplinary enterprise with a large number of employees and geographically remote divisions;
  • greater flexibility, response to changes compared to linear;
  • clearer connection between production and consumers.

Disadvantages of the divisional structure:

  • a large number of “floors” of managers between workers and company management;
  • the main connections are vertical, so this is where the shortcomings common to hierarchical structures come from: red tape, overload of managers, poor interaction when resolving issues;
  • duplication of functions on different “floors” and, as a result, very high costs for maintaining management structures.

The departments maintain a linear or linear-functional structure with all the advantages and disadvantages.

Organic type of management structure

TO organic type of management structure refers to a management structure that is characterized by the personal responsibility of each employee for the overall result. Here there is no need for a detailed division of labor by type of work and relationships are formed between participants in the management process that are dictated not by the structure, but by the nature of the problem being solved. The main property of these structures is the ability to relatively easily change their shape, adapt to new conditions, and organically fit into the management system. These structures are focused on the accelerated implementation of complex programs and projects within the boundaries of large organizations, industries and regions. As a rule, they are formed on a temporary basis, that is, for the period of implementation of a project, program, solution to a problem or achievement of set goals.

The organic type, in contrast to the hierarchical one, is a decentralized management organization, which is characterized by:

  • refusal to formalize and bureaucratize processes and relationships;
  • reducing the number of hierarchy levels;
  • high level of horizontal integration;
  • orientation of the culture of relations towards cooperation, mutual awareness and self-discipline.

The most common structures of the organic type are the project, matrix, program-target, and team forms of labor organization.

Project structure

Project structure is formed during the development of projects, that is, any processes of targeted changes in the system (for example, modernization of production, development of new products and technologies, construction of facilities, etc.). Project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. With a project management structure, the organization’s activities are considered as a set of ongoing projects.


Advantages of the project structure:

  • high flexibility;
  • reduction in the number of management personnel compared to hierarchical structures.

Disadvantages of the project structure:

  • very high requirements for the qualifications of the project manager;
  • distribution of resources between projects;
  • complexity of project interaction.

Matrix structure

Matrix structure— a structure built on the principle of double subordination of performers:

  1. the direct manager of the functional service, which provides personnel and technical assistance to the project manager;
  2. the project manager, who is given the authority to carry out the management process in accordance with the planned time frame, resources and quality.

Advantages of a matrix structure:

  • better orientation to project goals;
  • more effective ongoing management, increasing the efficiency of using personnel resources and their knowledge;
  • The response time to the needs of the project has been reduced, that is, there are horizontal communications and a single decision-making center.

Disadvantages of the matrix structure:

  • the difficulty of establishing clear responsibility for work (a consequence of double subordination);
  • the need for constant monitoring of the balance of resources for projects;
  • high qualification requirements;
  • conflicts between project managers.

Factors in the formation of organizational structures

The presence of a close connection between the management structure and key management concepts—goals, functions, personnel and powers—indicates its significant influence on all aspects of the organization’s work. Therefore, managers at all levels pay great attention to the principles and methods of formation, selection of types of structures, studying trends in their construction and assessing their compliance with the goals and objectives of the organization.

The versatility of the content of management structures determines the variety of principles for their formation. First of all, the structure must reflect the goals and objectives of the organization and adapt to emerging changes. It should reflect the functional division of labor and the scope of authority of management employees, which are determined by policies, procedures, rules and job descriptions. At the same time, the powers of a manager at any level are limited not only by internal factors, but also by factors external environment, level of culture and value guidelines of society.

The management structure must correspond to the socio-cultural environment and when constructing it, it is necessary to take into account the conditions in which it will operate.

It is necessary to adhere to the implementation of the principle of correspondence between functions and powers on the one hand and qualifications and level of culture on the other.

Methods for choosing the type of organizational structure

The main factors influencing the selection and design of organizational structures:

  • the nature of production (its industry characteristics, technologies, division of labor, production size);
  • external environment (economic environment);
  • organizational goals of the enterprise;
  • enterprise strategy.

Methods for designing organizational structures:

  1. methods of analogies: the use of similar techniques, experience, design of organizational structures in similar organizations;
  2. expert method: based on various projects of specialists;
  3. structuring of goals: involves the development of a system of goals, its subsequent comparison with the structure. The basis is a systematic approach;
  4. principle of organizational modeling. Allows you to clearly formulate criteria for assessing the degree of rationality of organizational decisions. Essence: development of formalized, mathematical, graphic, machine descriptions, division of powers and responsibilities in the organization.

Analysis and assessment of the management structure in an organization can be carried out according to the level of implementation of tasks, reliability and organization of the management system, speed and optimality of management decisions made.

Requirements for organizational structure:

  • flexibility;
  • stability: the ability to maintain properties under the influence of external factors;
  • profitability: minimal costs;
  • efficiency: speed of decision making;
  • reliability: provision continuous operation structure elements;
  • optimality: the presence of rational connections when least number management levels.

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  • Introduction

  • 1.1 Contents of the organization’s function
  • 1.3 Delegation of authority
  • Conclusion

Introduction

Organization as a management function is the coordination of tasks and relationships between people, as well as the process of creating the structure of an enterprise.

The content of the organization's function is:

1. delegation of authority;

2. organization of relationships, streamlining of work;

3. division of the organization into divisions.

Organizations create structures to ensure coordination and control of the activities of their departments and employees. Organizational structures differ from each other in complexity (i.e. the degree to which activities are divided into various functions), formalization (i.e. the degree to which pre-established rules and procedures are used), the ratio of centralization and decentralization (i.e. the levels at which management solutions).

Structural relationships in organizations are the focus of attention of many researchers and managers. In order to effectively achieve goals, it is necessary to understand the structure of work, departments and functional units. The organization of work and people greatly influences the behavior of workers. Structural and behavioral relationships, in turn, help establish organizational goals and influence employee attitudes and behavior. The structural approach is used in organizations to provide the basic elements of activity and the relationships between them. It involves the use of division of labor, span of control, decentralization and departmentalization.

The structure of an organization is the fixed relationships that exist between the departments and employees of the organization. It can be understood as established scheme interaction and coordination of technological elements and personnel. The diagram of any organization shows the composition of departments, sectors and other linear and functional units. However, it does not take into account factors such as human behavior, which influence the order of interaction and its coordination.

1. Theoretical aspects of organization as a management function

One of the main components that make up the content of management is functions. Thus, in order to perform this or that relatively simple work, it is necessary to determine in advance what needs to be obtained in the end, how to organize the work, motivate and monitor its implementation. These are the management functions.

Each management function represents the scope of a specific management process, and the management system for a specific object or activity is a set of functions connected by a single management cycle.

There are four management functions - planning, organizing, motivating and controlling.

Organization. To organize means to create some kind of structure. There are many elements that need to be structured so that an organization can carry out its plans and thereby achieve its goal.

Since people perform work in an organization, another important aspect of the organization's function is to determine who should perform each specific task from the large number of such tasks that exist within the organization, including management work. The manager selects people for specific work, delegating to individuals tasks and authority or rights to use the organization's resources. These delegates accept responsibility for the successful performance of their responsibilities. By doing this, they agree to consider themselves subordinate to the leader.

To successfully implement the function, it is necessary to take into account the requirements of the following local organizational principles:

- the principle of purpose. The organization and its individual units work to achieve a common goal;

- elasticity of the organization. When defining tasks and responsibilities, an optimum must be established between the freedom of action of individual workers and administrative regulations;

- stability. The management system must be built in such a way that its elements are not subject to fundamental changes under the influence of the external and internal environment;

- continuous improvement. Assumes the need for systematic organizational work to improve the process of organizing and implementing decisions;

- direct subordination. Any employee must have one boss;

- scope of control. The manager is able to competently provide and monitor the work of a limited number of subordinates;

- unconditional responsibility of the manager for the actions of subordinates;

- proportionality of responsibility to given powers;

- exceptions. Repetitive decisions are reduced to routine ones, the implementation of which is entrusted to lower management levels;

- priority of functions. The managerial function gives birth to the governing body, and not vice versa;

- combinations. It is necessary to ensure the most correct combination of centralism and independence.

The content of the management organization function involves the formation and justification of a set of types of work necessary to carry out the organized activity, the definition for each type of activity: competence, i.e. possibilities or boundaries of action and decision-making; powers, i.e. decision-making rights; responsibility, i.e. measures and forms of responsibility and sanctions for the consequences of decisions made. On the basis of these data, a list and professional composition of personnel is established, and an information support system is created. In this case, management levels, divisions or links across management levels and a system of connections between them are formed. A link in the management system is considered as a separate element according to the criterion of specialization and combination of functions in terms of the volume and scale of management powers. The link can be a department, service, or division position. The composition of the links in the control system is varied. When characterizing a link, priority is given to the criteria of the type of functions and scope of authority.

Based on these criteria, there are linear links (head of a company, workshop), functional (economic planning department), linear-functional link ( Chief Engineer), functional-line link (head of the creative team). It should be noted that the connections between links and the place of a link in the hierarchy of the management system are determined by the criteria for the formation of the system, among which the most important are: the feasibility of integrating functions, controllability, production and life cycles products.

1.2 Types of organizational structures

Organizational structure is the “product” of the organizational design process and represents the formal rules developed by managers for the effective division of labor and the distribution of official responsibilities among individuals and groups. The structure characterizes stable connections between elements of the organization, allows you to determine the areas of control of managers and coordinate all functions. Organizational structure is the only way to move from plans to actions.

The elements of the structure are individual employees, groups and other parts of the organization.

The horizontal structure is a consequence of the division of labor of managers at one level, and horizontal connections are in the nature of coordination. The vertical structure connects the higher and lower levels of the structure in the presence of a management hierarchy.

Linear organizational structure management is one of the simplest organizational management structures. It is characterized by the fact that at the head of each structural unit there is a single manager, vested with all powers and exercising sole management of the employees subordinate to him and concentrating in his hands all management functions.

With linear management, each link and each subordinate has one manager, through whom all management commands pass through one single channel. In this case, management levels are responsible for the results of all activities of managed objects. We are talking about the object-by-object allocation of managers, each of whom performs all types of work, develops and makes decisions related to the management of a given object.

Since in a linear management structure decisions are passed down the chain “from top to bottom”, and the head of the lower level of management is subordinate to the manager of a higher level above him, a kind of hierarchy of managers of this particular organization is formed. In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any performers without bypassing their immediate superior. The linear control structure is shown schematically in Fig. 1.

Rice. 1. Linear management structure

As can be seen from the diagram, in a linear management structure, each subordinate has a boss, and each boss has several subordinates.

This structure operates in small organizations, at the lowest level of management (section, team, department, etc.).

In a linear structure, the organization's management system is arranged according to production characteristic taking into account the degree of concentration of production, technological features, range of products, etc.

The linear management structure is logically more harmonious and formally defined, but at the same time less flexible. Each of the managers has full power, but relatively little ability to solve functional problems that require narrow, specialized knowledge.

The linear organizational management structure has its advantages and disadvantages.

Advantages:

1) Clear delineation of responsibility and competence;

2) Simple control;

3) Fast and economical forms of decision making;

4) Simple hierarchical communications;

5) Personalized responsibility.

Flaws:

1) High professional requirements for the manager;

2) Complex communications between performers;

3) Low level of specialization of managers;

5) Manager overload.

Multilinear (functional) organizational structure of organization management. Functional management is carried out by a certain set of departments specialized in performing specific types of work necessary for making decisions in the line management system.

The idea is that the performance of certain functions on specific issues is assigned to specialists, that is, each management body (or performer) is specialized in performing certain types of activities.

In an organization, as a rule, specialists of the same profile are united in specialized structural units (departments), for example, a marketing department, a planning department, an accounting department, etc. Thus, the overall task of managing an organization is divided, starting from the middle level, according to functional criteria.

Functional management exists alongside linear management, which creates double subordination for performers.

Instead of universal managers who must understand and perform all management functions, a staff of specialists appears who have high competence in their field and are responsible for a specific area. This functional specialization of the management apparatus significantly increases the effectiveness of the organization.

Like a linear structure, a multiline structure has its advantages and disadvantages.

Advantages:

1) High professional level of preparation of solutions;

2) Fast communication;

3) Relieving top management;

4) Professional specialization of the manager.

5) Reducing the need for generalists.

Flaws:

1) Difficulty in preparing and agreeing on decisions;

2) Lack of unified leadership;

3) Duplication of orders and communications;

4) The difficulty of lack of control;

5) A relatively frozen organizational form that has difficulty responding to changes.

Linear-staff organizational structure of management. With such a management structure, full power is assumed by the line manager, who heads a certain team. In developing specific issues and preparing appropriate decisions, programs, plans, he is assisted by a special apparatus consisting of functional units (directorates, departments, bureaus, etc.).

In this case, the functional structures of the divisions are subordinate to the chief line manager. They carry out their decisions either through the chief executive or (within the limits of their authority) directly through the relevant heads of performing services.

Thus, the line-staff structure includes special functional units(headquarters) with line managers who help them carry out the tasks of the organization.

The line-staff structure also has its positive aspects and disadvantages.

Advantages:

1) Reducing the workload of line managers;

2) Improving the quality of preparation of decisions by attracting specialists;

3) Improved horizontal coordination;

4) Balance of functional and line management.

Flaws:

1) Increase in staff due to headquarters structures;

2) The danger of conflicts between linear and functional structures;

3) Complexity of vertical communications;

4) Unclear decision-making procedures.

A divisional management structure is a set of independent divisions (enterprises) included in an organization, spatially separated from each other, having their own sphere of activity, independently solving current production and economic issues. The diagram of the divisional management structure is shown in Fig. 2.

Rice. 2. Divisional management structure

With a territorial approach to building the structure of such an organization, each of its divisions (enterprises) specializes in producing a full range of products and services for the needs of a given region. This allows you to save money by concentrating commercial operations in one place, better take into account local conditions, and maintain personal contacts.

With a product approach to the formation of the structure of an organization, each of its divisions is focused on producing one type of product or service for all groups of consumers living in the territory where the company operates. Due to the specialization of production, it is possible to significantly increase its quality and efficiency, and orient it to the real needs of the market.

The market approach to the formation of an organizational structure is that each division produces products or provides services, focusing on a specific group of buyers, which together form the market.

Finally, the innovative approach involves the creation within the organization of special centers involved in the development, development and deployment of production of new types of products and services. It turns out that while some divisions are producing products that are currently in demand, others are already preparing a replacement for them (designing, setting up production). This provides the organization with additional competitiveness and sustainability.

Thus, the scope of application of the divisional management structure:

1. Multi-industry enterprises;

2. Enterprises located in different regions;

3. Enterprises carrying out complex innovative processes.

The divisions that form the divisional structure are united among themselves, as well as with a common center through production, financial and administrative connections.

Production links can be both technological and product. Technological ones are based on the fact that each department performs only individual operations in the production chain of the final product. Their activities are not embodied in a finished product that has independent meaning. Product relationships imply that there is an exchange of finished products that are intended for use not only within the organization, but also externally.

Within the framework of administrative relations, the management of the organization communicates to the divisions binding decisions aimed at achieving specific results, sets goals and basic standards for their activities, and monitors their implementation.

Financial ties are realized either through the formation within the organization and subsequent redistribution between its divisions of a centralized fund Money, or through financial control over their activities. The latter monitors the correctness of spending money, the timeliness of their receipt, etc.

Specific management tasks under a divisional management structure:

1) Justification of criteria, identification of projects and product groups;

2) Careful selection of department heads;

3) Ensuring a unified innovation policy in all product groups;

4) Prevention within the corporate concept between product groups;

5) Prevention of separatist autonomous development of product groups;

6) Priority of line managers over specialists.

Large modern organizations with a divisional structure exist, as a rule, in the form joint stock companies and their associations (joint-stock companies, holdings, financial and industrial groups).

Advantages of a divisional management structure:

1) Clear delineation of responsibilities;

2) High flexibility and adaptability of the system;

3) High independence of structural units;

4) Unloading of the senior manager;

5) Simplicity of communication networks;

6) Personnel autonomy, high motivation.

Flaws:

1) High need for management personnel;

2) Difficult coordination;

3) Increased costs due to duplication of functions;

4) The difficulty of implementing a unified policy;

5) Personnel disunity;

6) Weak synergistic effect.

Functional management structure is a structure formed in accordance with the main areas of activity of the organization, where divisions are combined into blocks. The diagram of the functional management structure is shown in Fig. 3.

D - director; FN - functional chiefs; I - performers

Rice. 3. Diagram of the functional management structure

For most medium and large enterprises or organizations, the main approach to the formation of divisions is functional. Functions in this case mean the main areas of activity, for example, production, finance, sales, etc. In accordance with the functions, blocks of divisions are formed - production, management, social.

Areas of application of the functional management structure:

1. Single-product enterprises;

2. Enterprises implementing complex and long-term innovative projects;

3. Large specialized enterprises;

4. Research and development organizations;

5. Highly specialized enterprises.

Specific management tasks with a functional management structure are:

1) Complexity of communications;

2) Careful selection of specialist managers in functional departments;

3) Leveling the workload of units;

4) Ensuring coordination of functional units;

5) Development of special motivational mechanisms;

6) Prevention of separatist development of functional units;

7) Priority of specialists over line managers.

Advantages of a functional structure:

1) Professional specialization of department heads;

2) Reducing the risk of erroneous phenomena;

4) High coordination capabilities;

5) Ease of formation and implementation of a unified innovation policy.

Flaws:

1) Lack of a unified technical manual for products and projects;

2) Reducing personal responsibility for the final result;

3) The difficulty of monitoring the progress of the process as a whole and for individual projects;

4) Blurred responsibility and boundaries of competence.

A matrix organizational management structure is created by combining two types of structures: linear and program-targeted. When operating a program-target structure, the control action is aimed at fulfilling a specific target task, in the solution of which all parts of the organization participate.

The entire set of works to implement a given final goal is not considered from the standpoint of achieving the goal provided for by the program. The main attention is focused not so much on improving individual departments, but on integrating all types of activities, creating conditions conducive to the effective implementation of the target program. At the same time, program managers are responsible both for its implementation as a whole and for the coordination and high-quality performance of management functions.

In accordance with the linear structure (vertical), management is built for individual areas of the organization’s activities: R&D, production, sales, supply, etc.

Within the framework of the program-target structure (horizontally), the management of programs (projects, topics) is organized.

Special staff bodies are introduced into the established linear structure, which coordinate significant horizontal connections for the implementation of a specific program, while maintaining the vertical relationships inherent in this structure. The bulk of the workers involved in the implementation of the program find themselves subordinate to at least two managers, but on different issues.

Program management is carried out by specially appointed managers who are responsible for coordinating all communications within the program and achieving its goals in a timely manner. At the same time, top-level managers are freed from the need to make decisions on current issues. As a result, at the middle and lower levels the efficiency of management and responsibility for the quality of execution of specific operations and procedures increases, that is, the role of heads of specialized departments in organizing work according to a clearly defined program is noticeably increased.

With a matrix management structure, the program (project) manager does not work with specialists who report not directly to him, but to line managers, and basically determines what and when should be done for a specific program. Line managers decide who will do this or that work and how.

The matrix management structure diagram is shown in Fig. 4.

Rice. 4. Product-oriented matrix management structure

The creation of a matrix organizational structure for managing an organization is considered appropriate if there is a need to develop a number of new complex products in a short time, introduce technological innovations and quickly respond to market fluctuations.

Matrix structures are used in the following areas:

1. Multi-industry enterprises with a significant amount of R&D;

2. Holding enterprises.

Matrix management structures, which complemented the linear organizational structure, opened up a qualitatively new direction in the development of the most flexible and active program-targeted management structures. They are aimed at boosting the creative initiative of managers and specialists and identifying opportunities to significantly improve production efficiency.

The main objectives of management under a matrix management structure are:

1) Ensuring a unified innovation policy in all product groups;

2) Determination of the composition of functional services and divisions;

3) Careful preparation of regulations on departments and job descriptions;

4) Development of special motivational mechanisms regulating intra-company cooperation;

5) Providing centralized management of facilities.

Advantages:

1) Clear differentiation by products (projects);

2) High flexibility and adaptability of the main divisions;

3) Economic and administrative independence of divisions;

4) High professional qualifications functional managers;

5) Favorable conditions collective leadership style;

6) Ease of development and implementation of a unified policy.

Flaws:

1) High demands on line and functional managers;

2) High requirements for communication;

3) Difficulties and lengthy coordination when making a conceptual decision;

4) Weakening of personal responsibility and motivation;

5) The need and danger of compromise solutions;

6) The possibility of conflict between line and functional managers due to the dual subordination of the former.

Project organizational management structures. A project is usually understood as a detailed drawing, a plan, in accordance with which the solution of some one-time task will be carried out. In management, a project is, moreover, a temporary unit that is liquidated after completion of work. As a rule, these works consist of conducting scientific and practical experiments, mastering a new type of product, technology, management methods, which is always associated with the risk of failure and financial losses. An organization consisting of such units is called a project organization.

Project structures are mobile and concentrated on a specific type of activity. This allows you to achieve High Quality doing the work. At the same time, due to their narrow specialization, the resources used in the project cannot always be used for further use upon completion of the work, which increases costs. Therefore, not all organizations can afford the use of project structures, despite the fact that such a principle of organizing work is very fruitful.

One of the forms of project management is the creation special unit- a project team (group) working on a temporary basis, that is, for the time necessary to implement the project tasks. The group usually includes various specialists, including work management.

The project manager is vested with so-called project powers, covering responsibility for planning, scheduling and progress of work, spending allocated funds, as well as for material incentives for workers. In this regard, the manager’s ability to develop a project management concept, distribute tasks among group members, clearly outline priorities and constructively approach conflict resolution is of great importance. At the end of the project, the structure dissolves and employees move to a new project team or return to their permanent position. In contract work, they are fired in accordance with the terms of the agreement.

Thus, the scope of application of the design structure is:

1. When creating a new enterprise;

2. When creating a new innovative product;

3. Institutions, subsidiaries or branches;

4. Conducting large-scale R&D;

5. Temporary organization created to solve individual problems.

Specific management tasks with a project management structure: organization management authority delegation

1) Justification of criteria, identification of target projects;

2) Specific requirements for the selection of project managers;

3) Ensuring a unified innovation policy;

4) Prevention of conflicts due to the milking subordination of employees;

5) Development of special innovative mechanisms regulating intra-company cooperation.

Advantages:

1) High flexibility and adaptability of systems;

2) Reducing the risk of erroneous decisions;

3) Professional specialization of heads of functional departments;

4) The ability to take into account the specific conditions of the region;

5) Delimitation of areas of responsibility;

6) Personnel autonomy of functional units;

7) Targeted project management based on unity of command.

Flaws:

1) Complex mechanisms coordination;

2) Possible conflicts due to double subordination;

3) Vagueness of responsibility for an individual project;

4) The difficulty of monitoring work on the project as a whole;

5) The need to differentiate control by function and project.

1.3 Delegation of authority

In some organizations, employees turn to their boss on all issues, and only he makes decisions. At the same time, the boss demonstrates his power and receives satisfaction from the feeling of his own irreplaceability, and subordinates shift part of their work and completely their responsibility onto the shoulders of the boss. However, the effectiveness of such labor organization is low. The boss is suffocated by trifles and cannot find time for the work (for example, choosing the company's strategic priorities) that only he can do, and employees are half-idling, waiting for a visit to their superiors.

A more rational system is “delegation of authority”, in which the decision-making process is distributed throughout the hierarchical management structure. The tasks facing the organization are divided into smaller tasks, the solution of which is the responsibility of certain departments and individual employees. Moreover, each of them:

- “knows his maneuver”, i.e. clearly knows what work he is responsible for;

- knows what resources he can manage independently, in which cases he has the right to seek help from management;

- knows that the result of his work is assessed by how he does his job, and has an idea of ​​​​the amount and method of remuneration for work.

Thus, there is a “distribution of powers” ​​between managers at various levels. It is important that the work of each is assessed by the work performed by this manager, in particular, does not depend on personal relationships with superiors. Therefore, the famous domestic manager and publicist Yu.I. Mukhin calls this a system of distribution of rights and responsibilities by "decracy".

2. Analysis of the organization’s function in the management system

The limited liability company "Christopher Columbus" was founded in May 2006.

The company is located at: Kirov, st. Komsomolskaya, 37. Legal address of the company: Kirov, st. Volkova, 5/2.

The founder of the company is Svetlana Vasilievna Koikova. She also holds the position of director.

The company employs five people: a director, a commercial director, an accountant and two customer service managers. Management functions are performed by the director. His functions also include selection and motivation of personnel, management and control of activities, and planning of future activities.

The management structure is shown in Fig. 5.

Rice. 5. Management structure at Christopher Columbus LLC

The main activity is the provision of tourism services. Tourist services are provided both within Russia and abroad. The company is a travel agent and operates as an intermediary between tourists and tour operators. The largest of the tour operators with which the agency cooperates are “Coral-Travel”, “Troika-tour”, “Sunmar-tur”, “Sanrise-tur”, Dolphin and others. Agency agreements have been concluded between tour operators and the society. Under these agreements, the travel agent enters into an agreement with tourists to provide travel services, books a tour, and the tour operator organizes the trip and pays the travel agent a fee. That is, in this case, the society is an intermediary between tourists and tour operators.

When concluding an agreement with a tourist, the company accepts money from the tourist and transfers it to the tour operator’s account minus the agency fee, which constitutes the income of this company. For example, in 2009, the company concluded contracts with tourists for a total amount of 4,435,650 rubles. The company's income for the third quarter amounted to 557,908 rubles. The number of vouchers sold is 160.

Consumers are residents of the city and region who purchase vouchers from this agency. Over the years of existence, this agency has developed its own client base. Many tourists make several trips a year. It is also necessary to expand the existing client base, since the company has a lot of payments that will soon exceed income from activities.

Suppliers of this company include the services of banks, utilities, and tour operators.

The company has a lot of competitors providing tourism services in the city.

Let's analyze the management structure in this organization.

This organization has a linear management structure. Since the organization has a small staff, there is no need to create additional departments and services.

Let's consider the advantages and disadvantages of a linear structure for a given organization.

The advantages include ease of control, since everyone is in sight of each other. Ease of communication, since all employees are geographically located in the same room, in different offices. A clear delineation of responsibilities can be attributed to both advantages and disadvantages. For example, due to the lack of a personnel department, it is not always clear who should deal with personnel affairs and conduct personal affairs.

The disadvantages of this structure include authoritarian style manuals. Disadvantages also include high professional requirements for the manager, which the director of this organization does not cope with at the highest level.

During the absence of the director (business trips, vacations, sick leave), his functions are performed by the commercial director.

Conclusion

The fact that each organization is a very complex structure in technical and economic terms does not require proof. And the choice of strategy for its operation, the specific method of interaction and interconnection of the links of its components, determines, if not the success of the enterprise as a whole, then a very significant part of it.

Organizational management structures are precisely the connecting element that allows all disparate divisions to carry out their work in a coordinated manner, in a single key to the task assigned to the organization. It is absolutely logical that every enterprise engaged in specific type activity requires a certain organizational structure that would meet exactly the requirements that are presented to this enterprise in its specific conditions.

IN Lately Experiments with the development and implementation of new organizational structures, which are a wide variety of combinations of already known types and types, have become widespread. With this approach, each organization seeks to adapt and combine several structures, adapting them to its specific needs.

Bibliography

1. Meskon M.Kh., Albert M., Khedouri F. Fundamentals of management: Trans. from English - M.: Delo, 1998

2. Gerchikova I.N. Management: Textbook. M.: UNITY-DANA, 2005

3. Vesnin V.R. Management. - M., Academy, 2004

4. A.I. Orlov Management - M.: Knowledge, 1999.

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Achieving high performance results is what all companies, without exception, strive for. However, without a clearly established organizational structure, the enterprise risks failure.

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 an enterprise

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

Speaking in simple language, the organizational structure of an enterprise is a set of divisions, as well as managers headed by general director. Its choice depends on many factors:

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

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

Types of organizational structures for 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

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 vertically connected. Typically, such organizational structures can be found in small organizations that do not have so-called functional divisions.

This type is characterized by simplicity, and tasks in the organization are usually 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 completion of 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 demands on management personnel, as well as the burden that falls on their shoulders. This type of management is only applicable to small businesses, otherwise managers will not be able to work effectively.

Line-staff

If a small company that used a linear management structure develops, then its organizational structure changes and turns into a linear-staff structure. Vertical connections remain in place, however, the manager has a so-called “headquarters” - a group of people who act as advisors.

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, management decisions are also formed.

Functional

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

It is with a 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 an essential element of supporting the development of a company that has chosen a functional structure.

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

For example, if problems arise with sales, the director has no idea who exactly to blame. Thus, the functions of management sometimes overlap and when a problem occurs, it is difficult to determine whose fault it was.

The advantages are that the company can be multidisciplinary and cope well with this. Moreover, due to functional separation, a firm can have multiple goals.

Linear-functional

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

At this type control, all main connections are linear, and additional ones are functional.

Divisional

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

A 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 this organizational structure of the enterprise is the complexity of connections between departments, as well as the high costs of maintaining managers.

Matrix

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

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

conclusions

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

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 look, becoming matrix or divisional.

Video - an example of a company's organizational structure:

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

IN linear structure The division of the control system into its component parts is carried out according to production characteristics, taking into account the degree of concentration of production, technological features, breadth of the product range and other characteristics.

The linear structure functions well when solving problems with 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 engaged in 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 development organizations; large specialized enterprises (Table 5.7).

Specific management tasks when using a functional structure:

kvvad careful selection of specialist heads of functional departments;

kvvad load balancing of units;

kvvad ensuring 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, linear management links are called upon to command, and functional links are called upon to advise, help in developing specific issues and preparing appropriate decisions, programs, and plans. 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 has provided a qualitatively new division of labor in management, but when solving problematic problems it becomes ineffective.

Improvement of the linear-functional organizational structure led to the emergence divisional organizational structure management, when individual units with a certain independence enter into contractual relations with each other on the basis of self-financing. Strategic decisions are left to senior 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, diversification of their activities, and increasing complexity technological processes. The key figures in the management of organizations with this structure are not the heads of functional departments, but managers heading production departments.

The structuring of an organization into departments is carried out, as a rule, according to one of the criteria: products manufactured, customer orientation, regions served. 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



Scope of application: multi-industry enterprises; enterprises located in different regions; enterprises implementing complex innovative projects.

Specific management tasks when using a divisional organizational structure:

kvvad justification of criteria for identifying projects and product groups;

kvvad careful selection of department heads;

kvvad ensuring a unified innovation policy in all product groups;

kvvad prevention of intra-company competition between product groups;

kvvad prevention of autonomous development of product groups;

kvvad development of special motivational mechanisms regulating intra-company cooperation;

kvvad priority of line managers over specialists.

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

To determine the degree of centralization of an organization compared to others, the following characteristics are used:

kvvad number of decisions made at lower management levels: than larger number the decisions made by lower-level managers, the lower the degree of centralization;

kvvad the importance of decisions made at lower levels;

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

kvvad control over the work of subordinates. In a weakly centralized organization, senior management rarely reviews the day-to-day decisions of subordinate managers. Actions are assessed based on the total results achieved.

The solution to 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, and fit organically into the management system (Table 5.10).

Organic-type structures are focused on the accelerated implementation of complex programs and projects within large enterprises and associations, entire industries and regions.

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


Table 5.10

Comparative characteristics of hierarchical and organic types of management



Varieties of organic type structures are program-targeted organizational structures. Such structures are formed when an organization develops projects, which are understood as any processes of targeted changes in the system, for example, modernization of production, development of new products or technologies, 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 creation special headquarters-coordinator at the middle level. Its tasks: providing project managers with the necessary information, analyzing organizational and technical solutions, fixing program deadlines, etc. This structure is called matrix-staff. It reflects all types of management: linear, functional, divisional, ensuring 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 placed at 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 gives them the opportunity to act independently and skillfully to meet customer needs, for example, in healthcare and educational organizations, where a large number of specialists are concentrated, working independently with the support of support or service personnel.

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


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Organizational structure concept

Organization as a process is a function that is directly related to the systematic coordination of many tasks and the formation of relationships among the people performing them.
Organization is the process of creating an enterprise structure that enables people to work together effectively to achieve the enterprise's goals.

The organizational structure of an enterprise is its organization of individual divisions with their interrelationships, which are determined by the goals set for the enterprise and its divisions, as well as the distribution of functions between them. The organizational structure provides for the distribution of tasks and decision-making powers among the management employees of the enterprise responsible for the activities of its structural divisions.
The decision to choose the structure of the enterprise is mainly made by senior management.

The manager's task is to choose the structure that best meets the goals and objectives of the enterprise, as well as the internal and external factors. The structure of the organization must be developed from top to bottom, i.e. First, managers must divide the organization into broad areas, and then set specific goals and create specific products.

Sequence of building an organizational structure:

  • Dividing the organization horizontally into broad blocks corresponding to the most important areas of activity for the implementation of strategic plans;
  • Establishing the relationships of powers of various positions;
  • Definition of long-term responsibilities as a set of specific tasks and functions of specific individuals.

The organizational structure is not a fixed form. Under the influence of internal and external environmental factors, changes in the organizational structure, called reorganization, are possible. According to the situational approach, the more appropriate an organizational structure is to the factors affecting it, the more suitable it is for automation.

The problem of improving the organizational structure of management involves clarifying the functions of departments, defining the rights and responsibilities of each manager and employee, eliminating multi-stage, duplicating functions and information flows.

Types of organizations can be determined by the nature of interaction at each of its levels:

  • Organization-external environment;
  • Division-division;
  • Individual-organization.

Types of organizations for interaction with the external environment

Level interaction organization-external environment can be carried out using mechanistic or organic approaches.

The mechanistic type of organization is characterized by the widespread use of formal rules and procedures, centralized decision-making, narrow responsibility in work, and a rigid hierarchy of power in the organization. The condition for the effective operation of such an organization is routine technology and a simple, non-dynamic environment. The advantages of this type of organization are: versatility, predictability, productivity.
Disadvantages: strictly defined operating conditions.

The organic type of organization is characterized by weak or moderate use of formal rules and procedures, decentralization and participation in decision making by all levels of management, and is broadly defined by responsibility in work, flexibility in the power structure and few levels of hierarchy. Organic organizations deal better with new situations, adapt to change faster, and are generally more flexible.

Most modern organizations have to carry out very diverse work. This creates certain management difficulties. To take into account and reflect all these differences in tasks in the strategic and operational plans of the organization and to solve the problem associated with the coordination of specialized managers use various types of departmentalization.

Departmentalization- this is the division of organizations into blocks associated with the organizational separation and isolation of groups of complex work. These blocks are called departments, sectors, departments. Level interactions division-division are built in an organization based on the use different options departmentalization, ranging from simple linear to complex matrix. Different types of departmentalization differ in their predominant focus on grouping work either around resources or around results.

Linear departmentalization characterized by simplicity, homogeneity of connections (only vertical connections) and the possibility of self-government (relative autonomy). Linear vertical division can be carried out by number, by time, by territory.
Linear departmentalization is effective when an organization performs the same type of work without differentiating specialists. It is applicable in lower production levels, family and small businesses and in educational institutions.
An example of dividing a production department (shop) by number is shown in the figure.


With the development of specialization, jobs began to be shaped around the acquisition and distribution of resources. Functional departmentalization arose in the organization.

Functional departmentalization is the division of an organization into basic elements, each of which has its own clearly defined task and responsibility. With functional division into parts, specialized work is formed primarily around resources. It is advisable to use functional departmentalization in organizations that produce a relatively limited range of products and operate in stable external conditions.

To ensure its functioning, an organization requires standard management tasks.
Types of functional departmentalization: grouping of work by process, by technology (grouping of work).
Benefits: Encourages business and professional specialization, reduces duplication of effort and consumption material resources in functional areas, improves coordination in functional areas.
Disadvantages: priority of the goals and objectives of functional units over the general goals of the organization and, as a result, the emergence of conflicts; the chain of commands from the manager to the direct executor increases.

Product departmentalization occurs when blocks associated with the production or sale of any product are allocated.
When departmentalizing by consumer, the grouping of work occurs around the end consumer, for example: men's shoes, women's shoes, children's shoes.
Market departmentation is built around geographic and sectoral production and sales markets.

Matrix departmentalization. A distinctive feature is that workers simultaneously have two bosses with relatively equal rights. This is based on a combination of two approaches: functional, product. The functional (technical) part of the matrix is ​​responsible for providing technical guidance to highly qualified personnel and its development, and the product (administrative) part of the matrix is ​​responsible for planning work, managing and evaluating results, performing work operations and achieving goals.

Advantages of matrix departmentalization: high ability to adapt to changes in the external environment by changing the balance between resources and results, functions and products.
Disadvantages: a system of double subordination, which serves as a source of conflict in the organization; matrix system very difficult to implement.



Types of organizations for the interaction of divisions

There are three types of organizations for interaction at the level division-division: traditional, divisional And matrix.

Traditional - based on a combination of linear and functional departmentalization. The basis of this structure are linear units that carry out the main work in the organization and serve them with special functional units created on a resource basis (personnel, finance, raw materials, planning, etc.). The traditional organization combined the advantages and disadvantages of two types of departmentalization.

Thus, vertical linear connections make it possible to clearly establish relations between the boss and subordinates for the coordination and control of work, and the allocation of departments according to a functional principle ensures high-quality professional performance of specialized functions at the lowest cost. However, as organizations grow within the traditional structure, the scale of controllability has to increase, which can ultimately lead to an unmanageable organization. The predominance of vertical connections and the predominantly vertical growth of the organization limit the effective development of horizontal connections.

Divisional – the basis of the structure is product departmentalization. Organizations of this type are characterized by a combination of centralized planning at the top and decentralized actions of production units. This structure is widely used in conditions of multi-product production or in transnational companies with large territorial fragmentation. It is also possible to use it in building the state apparatus and in public organizations.

This structure allows the organization to grow quickly and manage effectively different types activities. There are also disadvantages: the growth of the management apparatus increases the overhead costs of the organization, and in the event of a shortage of resources and their centralization, inter-departmental conflicts are possible.


Matrix - a matrix scheme is not feasible within the framework of a mechanistic approach. Its use requires a transition to an organic approach, which provides greater opportunities for designing horizontal informal and indirect connections that are attributes of a matrix organization. Matrix organizational structures are complex, but they are more flexible.

An important part of the matrix structure is the use of various semi-autonomous groups and teams. These groups are created for a purpose or for a project to solve a specific problem and at the same time enjoy a certain freedom in organizing their work. Group work realizes itself better when a subtask is formed in the group, located at the intersection of functional and line management.
But there are also disadvantages: project-type groups are not stable formations; intensive use of groups deprives workers of their place in the organization. People constantly move from group to group; In such organizations it is difficult to engage in personnel development.

Matrix organizations are created when the chosen strategy emphasizes producing high-quality results from a large number projects are usually in the field of high technology, and the work itself seems complex and the disadvantages of using groups are outweighed by the advantages.

Types of organizations for individual-organization interaction

Organizations differ in the nature of interaction at the level individual-organization. Based on this, they distinguish corporate And individualistic types of organization.

Corporate type organizations- this is a special system of communication between people in the process of their joint activities. Corporations like social type organizations are closed groups of people with limited access, maximum centralization and authority of management, opposing themselves to other social communities on the basis of their narrow corporate interests.

Individualistic type organizations- the opposite type of organization to the corporate one is voluntary and open association people for joint activities. Resources in such an organization are pooled around a person, and the organization itself is a collection of semi-autonomous entities.

The degree of development of the economy and the ability to quickly and flexibly respond to changes in other components of the external environment largely depend on what type of organization is common in the economy (corporate or individualistic).