Methods for analyzing the organizational structure of an enterprise. Analysis of the organizational structure of the enterprise LLC "Stroykompleks-m"

An organization is a complex system that includes many interrelated elements varying degrees importance, impact on the organization, resource intensity, productivity, and so on. Analysis of any company allows you to get an idea of how this organization operates, to identify weak spots in the organizational structure and take measures to eliminate them.

In order to understand how any mechanism works, you need to understand how it works. This is exactly what they do to a company when they conduct an analysis organizational structure. The result of this analysis is a company management scheme that gives a clear picture of who reports to whom and reports to whom. After conducting such a study, it becomes much easier to manage the organization, as well as introduce any changes regarding the management structure.

As a rule, when conducting analysis, they come to one or three types of structures: linear, matrix and functional. The linear structure implies strict subordination from top to bottom: there is a boss, there are subordinates, and the same employees always report to the same boss. A functional organization takes a slightly different approach: in an organization with a functional structure, subordinates report to different bosses depending on what work they do. The matrix structure combines the features of the two previous structures, and each subordinate has two superiors - one direct in the hierarchy, and one functional. This structure is typical for analyzing the organizational structure of which is the most difficult to carry out.

By analyzing the structure of a company, it is possible to determine which areas of its structure are ineffective, and how the work of certain problem areas can be improved. This is precisely the purpose of a procedure such as analysis. The following types of areas may be ineffective:

A subordinate who has three or more superiors will not work effectively because he cannot satisfy the demands of everyone at the same time, and also receives too many tasks.

An employee who submits only formally, while the boss does not have significant leverage - this employee is not motivated to work more efficiently, and therefore will hinder the development of the company.

Departments with too few employees are the so-called “bottlenecks” - areas of the organizational structure that, due to their low capacity, cannot cope with the full volume of responsibilities assigned to them.

Departments in which there are too many employees, on the contrary, cope with tasks perfectly, but are characterized by inefficient use of resources. In such departments there are almost always one or two notorious lazy people whose working day is reduced to watching social networks and endless tea parties. As a rule, such employees are transferred to departments where there is a shortage of personnel, where they fit into the work perfectly and begin to work for the benefit of the company. Such a transfer extremely rarely causes dissatisfaction among employees - usually people try to be useful to the company and perceive the transfer normally.

The sooner and the more detailed the analysis of the organizational structure is carried out, the sooner all problem areas are found and eliminated, the faster the company will develop, and the more profit it will bring. Good luck, effective work and high profits, dear entrepreneurs!

The study of organizational management structures is an analysis of existing organizational management structures, as well as a synthesis of these management structures.

The analysis of the current organizational structure of management is intended to establish to what extent it meets the requirements for the organization, i.e. determine how rational the management structure is from the point of view of established evaluation criteria characterizing its quality. Evaluation criteria include:

· principles of management - the relationship between centralization and decentralization (how many and what decisions are made at the lower level? what are their consequences? what is the scope of control functions at each level of management?);

· management apparatus - regrouping of divisions, changing the relationships between them, distribution of powers and responsibilities, separating some units into independent structures, changing the nature of intercompany connections, creating the necessary intermediate links in the management apparatus, etc.;

· management functions - strengthening strategic planning (adjusting the “business plan”), strengthening control over product quality, involving employees in management through the sale of shares, changing approaches to labor motivation, etc.

As a result of the analysis, bottlenecks in the organization’s activities can be identified. This may be a large level of management, parallelism in work, a lag in the development of the organizational structure from ongoing changes in the external environment.

Let's take the first linear organizational structure of management. Here the vertical lines denote organizational communications built on the principle of leader - subordinate (or vice versa - in the case of feedback). Horizontal lines indicate business connections between managers of the same level, between colleagues (the linear structure does not provide for horizontal communication connections). This type of structure has a hierarchical chain that extends downward vertically. In other words, each leader has several (more than one) members of the organization subordinate to him.

The linear structure does not provide for the specialization of managers as managers, and problems of managing divisions of the organization and the organization as a whole are solved by specialists of a narrow profile. The linear structure in its pure form assumes that in his area of work the manager must solve all production problems (technological, personnel, supply problems, control, planning, etc.).

The behavior of organization members within the linear structure is completely focused on immediate supervisor. Any issue must be resolved only through the immediate supervisor. At the same time, initiatives of subordinates and innovations are not allowed without the permission of managers. Of course, this is unrealistic without strict, if possible comprehensive, management control. The unconditional behavior of subordinates in relation to norms in a linear structure is achieved due to the absence of horizontal connections that ensure collegiality in solving production problems and a certain independence in decision-making at lower management levels.

Successful leadership within a linear structure is possible only if managers at all levels exercise their authority in terms of accounting and control of literally all actions of subordinates. As a result, managers of line structures use punishment and reward of subordinates as a motivating stimulus. Other methods of motivation are practically not used. As a rule, linear structures are appropriate in cases where team members have a low degree of maturity, have mastered a small number of organizational roles and are not inclined to independent decisions and initiative.

In general, we can say that linear structures have the following advantages:

The ability to operate an organization in simple and quick solutions. At the same time, there is practically no uncertainty in the perception of decisions and the most complete control is exercised over literally all the actions of members of the organization;

Minimizing the possibility of creating coalitions of managers at the same level, which significantly reduces the resistance of middle managers in relation to the decisions of managers top level management;

Minimizing the number of managers in the organization. Lack of specialization, multifunctionality of managers at various levels, formalization and rigidity inherent in the very basis of the linear structure lead to a reduction in the number of specialized functions, and the main emphasis is on the control function. The latter can be performed with a minimum of costs if the manager has authority among his subordinates.

But the shortcomings of these structures are so significant that modern organizations are practically not built on the basis of purely linear structures. Their disadvantages primarily include;

· extreme difficulties in adapting to any changes in the external environment

· lack of initially provided specialization, as a result of which managers in line structures have to perform not only the functions of managing all processes at the level of their department, but also the role of experts on all technical issues, i.e. specialists-professionals in a narrow production field;

· the presence of only vertical communication links and a multi-level management structure determines the absence of collective, coordinated decisions at the level of department management.

Linear organizational structures are effective only in a very limited number of cases of organizational functioning, in particular in the presence of simple goals and an unchanged external environment. In the case of a real complex market environment, the creative nature of work or goals related to the need to adapt to the external environment, such structures are not effective and their actual use should be abandoned.

Linear-functional structures. Availability functional elements in management structures, due to the constant desire of the management of organizations to use the high management and leadership qualities of managers and at the same time make competent, informed decisions in highly specialized areas that require special education And special knowledge and skills.

The essence of the functional structure of an organization is that everything complex solutions, requiring technical, economic, legal, psychological and other special knowledge, should be accepted only by workers specializing in these areas who have necessary competence, which is absent from simple line managers.

Functional structure allows for leadership organizational processes with inclusion the largest number competent specialist managers, professionals in narrow fields of knowledge and activity, but it is practically not used in modern organizations due to its inefficiency.

Experience shows that the effect of the activities of organizations is achieved only if one person, a single manager, is responsible for the entire production process in a department or at one site, i.e. In fact, we are talking about the line manager. The constant change of specialist managers inevitably gives rise to irresponsibility and lack of control over activities; double subordination, as well as role conflicts and uncertainty of role settings. Due to these circumstances, the functional structure in its pure form is not currently used.

The practice of using linear structures has suggested some ways to overcome their shortcomings, in particular the combination of a centralized linear structure and a highly specialized functional structure. The essence of the linear-functional structure is that the organizational structure includes separate structural units: (divisions) that perform highly specialized functions at a high level professional level. The influence of the activities of these structural units extends to individual aspects of the linear structure in this way: at some point in the activity line manager delegates his management rights to representatives of the functional structure, but ensures that the prerogatives of the functional manager do not go beyond his competence.

The unity of such an organization is very difficult to achieve. All problems of combining linear and functional structures are related to the law of action of power in an organization. Every line manager believes that only he is capable of accepting right decisions and promote their implementation. At the same time, a specialist in a narrow field of activity - a functional manager - believes that no one understands his issues except him. Such an attitude towards decision-making issues in departments of the organization can give rise to tension and conflicts between linear and functional managers, as well as the problem of dual leadership in relation to performers.

Divisional structures. One of the noticeable trends in the organizational restructuring of enterprises in a transition economy is a significant increase in the independence of individual parts of management structures and the creation of subsidiaries on this basis. A network of small mobile firms is being formed around large enterprises, capable of quickly adapting to changing demand. Thanks to this, manufacturing enterprises are brought closer to the consumer sector, and the process of selling products is accelerated. From the production and organizational structure of many large enterprises, divisions with a full production cycle are distinguished. On the one hand, independent economic entities are created, focused on specific consumers, and on the other hand, the integrity of the production and technological complex, the general focus and profile of its activities are preserved.

The divisional form can be considered as a combination of organizational units serving a specific market and managed centrally. Its logic lies in the combination of departmental autonomy with a centrally controlled process of resource allocation and evaluation of results.

Matrix structures. Modern market relations, especially relationships such as producer - consumer or producer - competitors, as well as producer - social institutions, are undergoing constant changes, to which the organization must respond to maintain a balance between input and output. For example, if a change in market conditions requires the release of a different product (or another modification of the product), part of the organization's structural units must be changed or replaced with new structural units and temporarily exits production process. However, all parts of the previous structure are rigidly interconnected, all roles of members of the organization are rigidly assigned, so it is necessary to carry out major structural changes at great cost to the organization.

The need to take these circumstances into account ultimately led to the search for new organizational structures that could easily respond to such external influences, as changes in situations in the market and institutional environment. These structures are called flexible. Their flexibility is manifested in two main aspects:

· structural flexibility - mobility of relationships between structural units;

· numerical flexibility - variability in the number of personnel focused on certain areas of organizational activity.

In a matrix organization, project managers are responsible for coordinating all activities and utilizing resources related to a given project. To this end, all material and financial resources for this project are transferred to their disposal. Project managers are also responsible for project planning and progress in terms of all quantitative, qualitative and time-related indicators. As for the leaders functional units, then they delegate some of their responsibilities to the project manager, decide where and how this or that work should be performed.

The matrix structure promotes the collective expenditure of resources, which is essential when production involves the need to use rare or expensive types of resources. In this case, a certain flexibility is achieved, which, in essence, is absent in functional structures, since in them all employees are permanently assigned to certain functional units. Along with flexibility, the matrix organization opens up great opportunities for effective coordination of work.

Currently, the linear-functional structure continues to exist along with project management, it follows that the project structure is most likely one of the ways to overcome the shortcomings and complement the specified structure, and not as a replacement for it.

Introduction………………………………………………………………………………………...3

Chapter 1. The essence of the organizational structure……………………………......5

Organizational structure diagram……………………………………………………………...5

Classification of organizational structures………………………………….…7

Principles and methods of forming structures……………………………11

Chapter 2. Construction of the organizational structure of the limited liability company "GMC"……………………………………………………….…13

General characteristics of the enterprise………………………………………………………...13

Analysis of organizational and managerial structure…………………………15

Chapter 3.Improving the organizational structure of the enterprise……16

Conclusion…………………………………………………………………………………38

References…………………………………………………………………………………39

Appendix No. 1………………………………………………………………………………..40

Appendix No. 2………………………………………………………………………………….41

Appendix No. 3………………………………………………………………………………….42

Appendix No. 4………………………………………………………………………………….43

Appendix No. 5……………………………………………………………………………….46

Introduction

Increasing the efficiency of an enterprise is largely determined by the organization of the management system, which depends on the clear structure of the enterprise and the activities of all its elements in the direction of the chosen goal.

The need to improve the management system at modern stage determined by many factors. This includes optimization of the number of management staff and its functions; implementation automated systems management and development of decision-making systems.

Exist Various types organizational structures (linear, linear-functional, functional, matrix, project, divisional, brigade). But not every type of organizational structure is appropriate for an organization. Therefore, each organization itself develops an organizational structure, which should define a system of responsibility, reporting relationships, and principles for uniting employees into groups. In addition, the structure must contain mechanisms for connecting and coordinating the elements of the organization into a coherently working whole.

The consulting project revealed the concept of organizational structure, the need for its competent construction in accordance with the goals and objectives of the organization, to analyze the current organizational structure at MMC LLC, to identify problematic issues and conflict zones, to determine the causes of their occurrence and to develop ways to solve existing problems.

When collecting information for this work, I used the survey method and analysis of organizational documents.

Theoretical object This work is the organizational structure of the enterprise.

Theoretical subject- organizational structure of MMC LLC.

Empirical object– fundamental documents of MMC LLC.

Target: analysis of the existing organizational structure of MMC LLC and development of documents for approval of the organizational structure.

The first chapter is devoted to the disclosure of the concept of organizational structure and its diagram, as well as the classification of organizational structures and the principles of their formation.

The second chapter analyzes the construction of the organizational structure of MMC LLC.

The third chapter offers a solution existing problems- lack of an organizational structure diagram, job descriptions and internal labor regulations.

The project consists of an introduction, three chapters, a conclusion and a list of references.

Chapter 1 . The essence of organizational structure.

Organizational structure diagram.

An organizational structure is a holistic system specifically designed so that people working within it can most effectively achieve their goals.

Within the framework of this structure, the entire management process takes place (the movement of information flows and the adoption of management decisions), which involves managers of all levels, categories and professional specialization. Under organizational management structure it is necessary to understand the totality of management links located in strict subordination and ensuring the relationship between the control and managed systems. For an organization to operate effectively, it is important to clearly and clearly define functional responsibilities and powers, as well as their relationships. Each employee of the company must understand what is expected of him, what powers he has, and what his relationships with other employees should be. This is achieved using an organization diagram, supplemented by appropriate reference books (instructions), and the distribution of responsibilities.

Organizational charts are essential to ensure effective management; their absence creates chaos: workers do not understand what they should do, how they should do it and with whom they should work; heads of various departments have no idea how their work fits in with the work of other departments. Without an organizational chart, illogical relationships may appear, creating confusion. Organizational structure diagrams should be supplemented by specifying in writing the basic requirements for each level of management, each department, each position or group of similar positions. These materials will provide workers and groups additional information, allowing them to understand how their efforts compare with the efforts of others. That is why they will be able to give their best to effectively perform their duties, avoiding duplication with other individuals and organizational units. To create a workable mechanism, management must design it according to organizational rather than individual principles. Moreover, without an accurate job description, no basis can be created to prepare other employees to perform the jobs of those employees who are promoted. Organizational charts and supporting documentation are needed from the very beginning of a firm's existence, not when it becomes too large for one person to manage.

Organizational charts do not show important connections between workers and organizational units. In fact, it is what they show that can be misleading. For example, they do not depict informal lines of communication and influence. An organizational chart depicts a hierarchy of positions, implying that the higher they are, the more important and influential they are. This is not always true, as some employees are powerful in some decisions and lack influence in others. Organizational charts encourage workers to have a very narrow view of their jobs. Job definitions mean what people don't have to do, as well as what they should do. The result of this is an organization that is unresponsive to change. Organizational structure diagrams and all supporting documentation (job descriptions and instructions) become only a surrogate for action, not a constructive response.

Attention should be paid to the creation of a well-thought-out, and most importantly, effective organizational structure scheme

Classification of organizational structures

Essentially, organizational structure determines the distribution of responsibilities and authority within an organization. Typically it is displayed as graphic scheme, the elements of which are hierarchically ordered organizational units (divisions, job positions).

The following organizational structures are distinguished:

Linear/line-staff organizational structure;

Functional;

Divisional;

Matrix;

Often, the organizational structure is adjusted to the production process of products or services, depending on the type and type of production.

Line/line-staff organizational structure

The linear organizational structure of an enterprise (organization, company) is based on the principle of unity of command, according to which each employee of the organization has only one immediate supervisor. Traditionally, a linear organizational structure is understood as a hierarchy of positions in which the top manager of the organization is connected with each of the lower-level employees by a single chain of command passing through the corresponding intermediate levels of management (Appendix 1, Figure 1.).

The advantages of the linear structure are due to its ease of use. All responsibilities and powers are clearly distributed here, and therefore conditions are created for an operational decision-making process, to maintain the necessary discipline in the team.

Among the disadvantages of the linear structure of an organization, rigidity, inflexibility, and inability to further growth and development of the enterprise are usually noted. The linear structure is focused on a large amount of information transferred from one management level to another, limiting employee initiative lower levels management. It places high demands on the qualifications of managers and their competence in all matters of production and management of subordinates. Nothing more than some variation of the linear organizational structure is the so-called line-staff organizational structure , which contains positions and units that support management decision-making (Appendix 1, Fig. 2.).

It should be noted that based on the approach described above, almost any organizational structure of a modern enterprise can be characterized as linear or line-staff. A matrix or project organizational structure is superimposed on a linear one, and does not eliminate either it or the principle of unity of command as the basis for the stability of the organization’s existence.

Introduction………………………………………………………………………………………...3

Chapter 1. The essence of the organizational structure……………………………......5

Organizational structure diagram……………………………………………………………...5

Classification of organizational structures………………………………….…7

Principles and methods of forming structures……………………………11

Chapter 2. Construction of the organizational structure of the limited liability company "GMC"……………………………………………………….…13

General characteristics of the enterprise………………………………………………………...13

Analysis of organizational and managerial structure…………………………15

Chapter 3.Improving the organizational structure of the enterprise……16

Conclusion…………………………………………………………………………………38

References…………………………………………………………………………………39

Appendix No. 1………………………………………………………………………………..40

Appendix No. 2………………………………………………………………………………….41

Appendix No. 3………………………………………………………………………………….42

Appendix No. 4………………………………………………………………………………….43

Appendix No. 5……………………………………………………………………………….46

Introduction

The need to improve the management system at the present stage is determined by many factors. This includes optimization of the number of management staff and its functions; implementation of automated control systems and development of decision-making systems.

There are different types of organizational structures (linear, linear-functional, functional, matrix, project, divisional, brigade). But not every type of organizational structure is appropriate for an organization. Therefore, each organization itself develops an organizational structure, which should define a system of responsibility, reporting relationships, and principles for uniting employees into groups. In addition, the structure must contain mechanisms for connecting and coordinating the elements of the organization into a coherently working whole.

When collecting information for this work, I used the survey method and analysis of organizational documents.

Theoretical object This work is the organizational structure of the enterprise.

Theoretical subject- organizational structure of MMC LLC.

Empirical object– fundamental documents of MMC LLC.

Target: analysis of the existing organizational structure of MMC LLC and development of documents for approval of the organizational structure.

The second chapter analyzes the construction of the organizational structure of MMC LLC.

The third chapter proposes a solution to existing problems - the lack of an organizational structure diagram, job descriptions and internal labor regulations.

The project consists of an introduction, three chapters, a conclusion and a list of references.

Chapter 1 . The essence of organizational structure.

Organizational structure diagram.

An organizational structure is a holistic system specifically designed so that people working within it can most effectively achieve their goals.

Within the framework of this structure, the entire management process takes place (the movement of information flows and management decisions), in which managers of all levels, categories and professional specialization participate. Under organizational management structure it is necessary to understand the totality of management links located in strict subordination and ensuring the relationship between the control and managed systems. For an organization to operate effectively, it is important to clearly define functional responsibilities and authorities, as well as their relationships. Each employee of the company must understand what is expected of him, what powers he has, and what his relationships with other employees should be. This is achieved using an organization diagram, supplemented by appropriate reference books (instructions), and the distribution of responsibilities.

Organizational charts are essential to ensure effective management; their absence creates chaos: workers do not understand what they should do, how they should do it and with whom they should work; heads of various departments have no idea how their work fits in with the work of other departments. Without an organizational chart, illogical relationships may appear, creating confusion. Organizational structure diagrams should be supplemented by specifying in writing the basic requirements for each level of management, each department, each position or group of similar positions. These materials will provide workers and teams with additional information to help them understand how their efforts compare with those of others. That is why they will be able to give their best to effectively perform their duties, avoiding duplication with other individuals and organizational units. To create a workable mechanism, management must design it according to organizational rather than individual principles. Moreover, without an accurate job description, no basis can be created to prepare other employees to perform the jobs of those employees who are promoted. Organizational charts and supporting documentation are needed from the very beginning of a firm's existence, not when it becomes too large for one person to manage.

Organizational charts do not show important connections between employees and organizational units. In fact, it is what they show that can be misleading. For example, they do not depict informal lines of communication and influence. An organizational chart depicts a hierarchy of positions, implying that the higher they are, the more important and influential they are. This is not always true, as some employees are powerful in some decisions and lack influence in others. Organizational charts encourage workers to have a very narrow view of their jobs. Job definitions mean what people don't have to do, as well as what they should do. The result of this is an organization that is unresponsive to change. Organizational structure diagrams and all supporting documentation (job descriptions and instructions) become only a surrogate for action, not a constructive response.

Attention should be paid to the creation of a well-thought-out, and most importantly, effective organizational structure scheme

Classification of organizational structures

Essentially, organizational structure determines the distribution of responsibilities and authority within an organization. As a rule, it is displayed in the form of a graphic diagram, the elements of which are hierarchically ordered organizational units (divisions, job positions).

The following organizational structures are distinguished:

linear/line-staff organizational structure;

functional;

divisional;

matrix;

Often, the organizational structure is adjusted to the production process of products or services, depending on the type and type of production.

Line/line-staff organizational structure

At the core linear organizational structure of the enterprise(organization, company) lies principle of unity of command, according to which each employee of the organization has only one immediate supervisor. Traditionally, a linear organizational structure is understood as a hierarchy of positions in which the top manager of the organization is connected with each of the lower-level employees by a single chain of command passing through the corresponding intermediate levels of management (Appendix 1, Figure 1.).

Among the disadvantages of the linear structure of an organization, rigidity, inflexibility, and inability to further growth and development of the enterprise are usually noted. The linear structure is focused on a large amount of information transmitted from one management level to another, limiting the initiative of employees at lower management levels. It places high demands on the qualifications of managers and their competence in all matters of production and management of subordinates. Nothing more than some variation of the linear organizational structure is the so-called line-staff organizational structure , which contains positions and units that support management decision-making (Appendix 1, Fig. 2.).

It should be noted that based on the approach described above, almost any organizational structure of a modern enterprise can be characterized as linear or line-staff. Matrix or project organizational structure is superimposed on the linear one, and does not eliminate either it or the principle of unity of command as the basis for the stability of the organization’s existence.

Advantages:

effective use of production and management potential to solve extreme problems;

efficiency of decisions.

Flaws:

violation of the principle of unity of command;

the difficulty of coordinating production tasks and headquarters programs;

the emergence of socio-psychological problems in the team;

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://www.allbest.ru/

COURSE WORK

Analysis of the organizational structure of the enterprise

Introduction

organizational management management

To date Special attention focuses on the effectiveness of the enterprise management system, which is largely determined by the rationality of the current organizational management structure.

The relevance of the chosen topic lies in the fact that today every enterprise is trying to stay in the global and domestic markets. Not many businesses are sustained due to the many factors that influence the business. One of them is a weak organizational management structure.

Analysis of management organization is a complex interconnected process of studying the structure and content of the management cycle, the organization of management work, information, technical and mathematical support, the composition of bodies and management costs.

The organizational structure of management is the composition, interrelation and subordination of independent management units and individual positions performing management functions.

The purpose of this course work is to study existing types of organizational management structures, which will allow us to determine a rational management structure for various organizations.

The tasks set in this course work the following:

Consideration of the concept and essence of the organizational structure of management;

Study of the main types of organizational structures;

Identification of factors that determine the organizational structure of management;

Analysis of organizational management structure;

Design of organizational management structure.

The object of study of this course work is the organization as a whole: its functional areas, divisions, groups, jobs.

The subject of the study is the organizational structure of management.

1 . Theoretical aspects organizational structure of the enterprise

1.1 Concept and essence of organizational management structure

The organizational structure of management is understood as the composition of departments, services and divisions in the management apparatus, the nature of subordination and accountability to each other and to the highest management body of the company, as well as a set of coordination and information links, the order of distribution of management functions across various levels and divisions of the management hierarchy. Without an organizational management structure, it would not be possible to manage people; they would not be a controlled crowd, but at best a collection of independent groups, but not as an organization.

Division into departments, subordination, accountability are the main characteristics of organizational management structures. But there are also other characteristics, for example, Information Systems and numerous coordination procedures that cannot be shown in such a diagram.

The work of the enterprise can be divided and coordinated different ways. To be effective, the organizational structure of management must correspond to the circumstances and conditions prevailing within the organization, as well as in its environment, that is, in the external. It follows from this that it is possible to determine the optimal structure for only one organization, since the same management structure can never be suitable for another organization. Even for a given organization, after some period of time it will be necessary to modify or create a new optimal organizational management structure. An enterprise should not stop at just one organizational management structure; it alone cannot be suitable for the organization at all times of its existence. Under specific conditions, out of several structures, one organization is more suitable than another. But no organization will be completely effective.

The internal environment of the organizational management structure is the composition, correlation, location and interconnection of individual subsystems of the organization. It is aimed, first of all, at establishing clear relationships between individual divisions of the organization and distributing rights and responsibilities between them.

In the organizational structure of organization management, the following elements are distinguished: links, levels of management and communication - horizontal and vertical.

Management levels include structural units, as well as individual specialists performing the relevant management functions or part of them. Managers who regulate and coordinate the activities of several structural divisions should also be included in the management levels. The formation of a management level is based on the department's performance of a certain management function. Communication between departments is called horizontal.

Management levels are a set of management units that occupy a certain level in an organization’s management systems. The levels of management are vertically dependent and subordinate to each other in the hierarchy: managers at a higher level of management make decisions that are specified and communicated to lower levels. This is where the pyramidal management structure of the organization arose.

Organizational management structures are distinguished by a wide variety of forms, which are based on distinctive features, in particular the size of the organization’s production and commercial activities, production profile, degree of financial and economic independence, centralization (decentralization) of management, etc. Within the framework of the structure, the management process takes place between the participants in which the tasks and management functions are distributed, and, consequently, the rights and responsibilities for their implementation.

1.2 Types of organizational management structure

Nowadays, organizations that operate successfully regularly evaluate the effectiveness of their organizational structures and change them as required by the external environment. As a result, many types of organizational structures have now emerged, all of which depend on adaptation to the specific operating conditions of organizations - complex, multifunctional and extremely flexible. The diversity of organizational structures is associated with differences in the field of activity, the nature and complexity of the products produced, the size, degree of differentiation and territorial location of the enterprise. Modern organizational structures bear little resemblance to the structures of the early twentieth century, when management was just emerging, and they all have a connection with the linear-functional structure of that time. Modern organizational structures, in principle, function as long as they remain the fundamental ideas and rules of linear-functional management.

Let's consider the main types of organizational management structures:

1. There is a classic management structure, it is also called bureaucratic or traditional. Characterized by high degree division of labor, a developed management hierarchy, a chain of command, the presence of numerous rules and norms of personnel behavior, and the selection of personnel according to their business and professional qualities.

Figure 1 - Classic organizational structure

Most modern organizations are variations of bureaucracy. The reason the bureaucratic structure has been used for such a long time and on a large scale is that its characteristics are still quite well suited to most industrial firms, service organizations and all types of government agencies. The objectivity of decisions made allows an effectively managed bureaucracy to adapt to ongoing changes. Promotion of employees based on their competence allows us to ensure constant influx such an organization of highly qualified and talented technical specialists and administrative workers.

2. Linear organizational structure. Currently, it is the simplest management structure. 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.

Figure 2 - Linear management structure

3. Linear-functional management structure. With this structure, line managers are the sole commanders, and they are assisted by functional bodies. Currently it is widespread in our country. They carry out their decisions either through the main leader or directly through the relevant heads of the performing services, but all these decisions are made within the authority of the leader.

Figure 3 - Linear-functional structure of the enterprise

4. Functional structure does not exist in a so-called pure form. It is used in conjunction with a linear structure, built on the basis of a vertical management hierarchy and based on strict subordination lower level higher management. With this structure, the performance of highly specialized functions is intertwined with a system of subordination and responsibility for the direct implementation of tasks for the design, production of products and their delivery to consumers.

Figure 4 - Functional management structure

In the management process, as the scale of an enterprise grows, conflicts arise when choosing priorities, decision-making is delayed, communication lines lengthen, and the implementation of control functions becomes difficult.

5. Divisional management structure. Divisional, or departmental (from the English division - department), management structure is the most common form of organizing the management of a modern industrial company. This structure represents a certain independence with its production units, leaving only development strategy, research and development, financial and investment policies, etc. to management. In this structure, heads of functional services report to heads of production services.

Figure 5 - Divisional structure of the organization

Structuring of production is carried out by departments:

In terms of manufactured products, that is, this is a product specialization;

By targeting certain groups of consumers, that is, this is consumer specialization;

According to the territories served, that is, territorial specialization.

6. The matrix management structure is a lattice organizational chart built on the principle of double subordination of performers. In a matrix structure, the personnel of functional units, while remaining part of them and subordinate to them, are also obliged to follow the instructions of project managers or special headquarters, councils, etc., which are formed to manage individual developments and carry out special work.

Figure 6 - Matrix structure of the organization

The matrix structure is a very complex, difficult and sometimes confusing form of organization, and because of this it is often impossible to use this structure. A lot of problems arise due to the imposition of vertical and horizontal powers, which undermines the principle of unity of command. Research in some organizations has shown that this overlap often leads to conflict. But it responds very well to innovations; such changes are effective and required in conditions of dynamic changes in the external environment. Therefore, this structure has become widespread in fast-growing industries such as pharmaceuticals and chemicals.

1.3 Factors determining the organorganizational management structure

An enterprise has the right to exist as an organizational structure if it finds a more effective way than buying on the market to obtain the products the consumer needs, i.e. production and management technology. But at the same time, the functioning of the enterprise occurs in interaction with its external environment - markets and resources of all types. Thus, the formation of an organizational structure occurs as a result of the mutual influence of the owner’s strategic plan and external conditions. The first step is to find out what guides the enterprise when deciding to produce a certain product.

Strategies can be divided according to the motives of the entrepreneurs who practice them:

Preservation of the productive capacity of property (in the introduction it appeared as survival);

Social factors of entrepreneurial activity (property growth, obtaining and maximizing income in the short and long term, growth social status and so on.);

Individual attachment to a certain kind of activity.

The first strategy is more or less passive, the other two are active, but in different ways: the second is more flexible in relation to the types of activities chosen, since it focuses on the most effective (commercially) projects, the second is more conservative, i.e. less sensitive to their commercial side.

Of course, when forming the organizational structure of any enterprise, the needs of their labor collective. However, this component of the formation of an organizational structure in Russia is currently taken into account even too often, which only harms the functioning of most enterprises. To the extent that an enterprise practices the second type of strategy, the characteristics of its products depend on market trends. Those. The most important factor in the organizational structure of an enterprise is the consumer preferences of potential customers.

Products manufactured by an enterprise can be intended for a narrow circle of people with specific needs that are different from others, or to satisfy the needs of ordinary, everyday people, or to satisfy quickly (as a result of changing social trends) changing needs. Depending on this, the motives of end consumers can be divided as follows:

Physiological survival;

Social factors of consumption (tradition, prestige, fashion, hype, utility maximization, etc.);

Individual tastes and preferences.

As a rule, the organizational structure of any enterprise is “adapted” to the range of products, output volume, etc. External investors can also have a significant influence on the formation of the organizational structure. Moreover, the feedback loop here is very strong, that is, not only the motives of external investors affect production activities, but the state of the organizational structure also affects the behavior of external investors.

This factor plays a particularly important role in the presence of relationships with foreign investors, for whom the state of the organizational structure is perhaps the main guarantee of successful implementation investment projects. IN modern conditions management, the influence of macroeconomic parameters on the functioning of enterprises and on the formation of the organizational structure can hardly be overestimated. If many of the factors listed above can be regulated by the administration of enterprises, then this parameter (like the motives of consumers) is completely uncontrollable from the inside, therefore, the organizational structure of enterprises is forced to adapt to its influence.

In order to correctly predict the impact of macroeconomic factors on the functioning of enterprises, it is necessary to assess:

Tax regime;

Legal regime;

Monetary policy;

Inflation and non-payment rates;

Conditions of foreign economic activity.

After obtaining an idea of the motives of all external groups associated with the activities of the enterprise, it is possible to determine the position of the enterprise in the sales and resource markets. This factor, in turn, makes it possible to predict the expected state of the enterprise, and, therefore, helps, through flexible changes in the organizational structure, to smooth out the adverse consequences of changes in the market situation.

Typically, the market position of an enterprise is assessed according to the following parameters:

The degree of differentiation of the sales market by groups of goods and consumers (the degree of qualitative homogeneity of products and the mass of its buyers);

Market sustainability (product life cycle time from market entry to discontinuation and sale);

The degree of commercial risk (the likelihood of capital loss as a result of unforeseen changes);

Capacity (how many goods can be sold on the market during a certain period);

The strength of competition from other sellers of goods and sellers of substitute goods (analogs);

The degree of economic dependence on suppliers (are there alternative supply channels);

The degree of economic dependence on consumers (are there alternative sales channels).

Another important factor influencing the organizational structure of enterprises is personnel policy. Unfortunately, until now, in most regions, the personnel policy of enterprise administrations has had a negative impact on the process of forming their organizational structure. The pseudo-concern of many managers for their own employees, attempts to preserve the team by any means and refusal to reduce personnel necessary in the current economic conditions leads to an unreasonably heavier organizational structure at enterprises, which, naturally, does not give them the opportunity to function optimally. At this stage, it should already be clear to any manager that the organizational structure must be sensitive to all changes occurring both in the environment external to the enterprise and within it.

Production and technology are usually assessed according to the following parameters:

1. Level of equipment specialization:

Universal (it is characterized by relatively low cost, productivity, changeover costs and timing);

Specialized;

Production line (it is characterized by relatively high cost, productivity, changeover costs and its timing).

2. Type of movement of objects of labor:

With or without returns;

The degree of parallelism of movement (product batch sizes, frequency of production launches and backlog volumes).

3. The nature of the production functions of workers and the method of their coordination:

Non-standardized and poorly standardized with decentralized management;

Standardized with centralized control.

Undoubtedly, the organizational structure of any enterprise depends on the management style of its leader. However, this factor is absolutely individual, and in addition, any leader is able to create a management structure that would meet the goal of creating the most favorable regime for the implementation of leadership. And lastly, the organizational structure is directly dependent on financial condition enterprises. There are many cases where plans to create an optimal organizational structure were not implemented at enterprises precisely because of the lack of the required amount of funds.

2 . Organizational management structure as an object of research

2.1 Analysis of the organizational management structure

The study of organizational management structures is an analysis of existing organizational management structures, as well as a synthesis of these management structures.

The behavior of members of the organization within the linear structure is completely focused on the immediate supervisor. Any issue must be resolved only through the immediate supervisor. At the same time, initiatives of subordinates and innovations are not allowed without the permission of managers. Of course, this is unrealistic without strict, if possible comprehensive, management control. The unconditional behavior of subordinates in relation to norms in a linear structure is achieved due to the absence of horizontal connections that ensure collegiality in solving production problems and a certain independence in decision-making at lower management levels.

In general, we can say that linear structures have the following advantages:

The ability for the organization to function in the mode of simple and quick solutions. At the same time, there is practically no uncertainty in the perception of decisions and the most complete control is exercised over literally all the actions of members of the organization;

Minimizing the possibility of creating coalitions of managers at the same level, which significantly reduces the resistance of middle managers in relation to the decisions of senior managers;

But the shortcomings of these structures are so significant that modern organizations are practically not built on the basis of purely linear structures. Their disadvantages primarily include;

· extreme difficulties in adapting to any changes in the external environment

· the presence of only vertical communication links and a multi-level management structure determines the absence of collective, coordinated decisions at the level of department management.

Linear-functional structures. The presence of functional elements in management structures is due to the constant desire of the management of organizations to use the high management and leadership qualities of managers and at the same time make competent, informed decisions in highly specialized areas that require special education and special knowledge and skills.

The essence of the functional structure of the organization is that all complex decisions requiring technical, economic, legal, psychological and other special knowledge should be made only by employees specializing in these areas who have the necessary competence, which is not available to ordinary line managers.

The functional structure allows for the management of organizational processes with the inclusion of the largest number of competent specialist managers, professionals in narrow fields of knowledge and activity, but it is practically not used in modern organizations due to its inefficiency.

The practice of using linear structures has suggested some ways to overcome their shortcomings, in particular the combination of a centralized linear structure and a highly specialized functional structure. The essence of a linear-functional structure is that the organizational structure includes separate structural units (divisions) that perform highly specialized functions at a high professional level. The influence of the activities of these structural units extends to individual aspects of the linear structure in this way: at some point in the activity, the line manager transfers his management rights to representatives of the functional structure, but makes sure that the prerogatives of the functional manager do not go beyond his competence.

The unity of such an organization is very difficult to achieve. All problems of combining linear and functional structures are related to the law of action of power in an organization. Every line manager believes that only he is capable of making the right decisions and facilitating their implementation. At the same time, a specialist in a narrow field of activity - a functional manager - believes that no one understands his issues except him. Such an attitude towards decision-making issues in organizational units can give rise to tension and conflicts between line and functional managers, as well as the problem of dual leadership in relation to performers.

Matrix structures. Modern market relations, especially relationships such as producer - consumer or producer - competitors, as well as producer - social institutions, are undergoing constant changes, to which the organization must respond to maintain a balance between input and output. For example, if a change in market conditions requires the release of a different product (or another modification of the product), some of the organization's building blocks must be changed or replaced with new building blocks and temporarily exit the production process. However, all parts of the previous structure are rigidly interconnected, all roles of members of the organization are rigidly assigned, so it is necessary to carry out major structural changes at great cost to the organization.

The need to take these circumstances into account ultimately led to the search for new organizational structures that could easily respond to such external influences as changes in situations in the market and institutional environment. These structures are called flexible. Their flexibility is manifested in two main aspects:

· structural flexibility - mobility of relationships between structural units;

· numerical flexibility - variability in the number of personnel focused on certain areas of organizational activity.

In a matrix organization, project managers are responsible for coordinating all activities and utilizing resources related to a given project. For this purpose, all material and financial resources for this project are transferred to their disposal. Project managers are also responsible for project planning and progress in terms of all quantitative, qualitative and time-related indicators. As for the heads of functional departments, they delegate some of their responsibilities to the project manager and decide where and how this or that work should be performed.

2.2 Design of organizational management structures

Designing organizational management structures is a synthesis, that is, separation into parts. The methodology for researching and designing organizational management structures, on the one hand, should be based on scientific principles management, on the other hand, take into account the personal qualities and experience of managers who are well aware of the organization’s capabilities and the requirements that regulate the activities of each of the divisions.

These requirements highlight the importance systematic approach to the formation or improvement of organizational structures and to the development of methods with a sufficient degree of detail of management stages.

Organizational design is the modeling of an enterprise management system, carried out before its construction, or on the eve of significant transformations.

There are many requirements for the management structure that reflect its key importance for management. They are taken into account in the principles of designing the organizational management structure. The main of these principles can be formulated as follows.

1. The organizational structure of management must, first of all, reflect the goals and objectives of the organization, and, therefore, be subordinate to production and its needs.

2. An optimal division of labor should be provided between governing bodies and individual employees, ensuring the creative nature of the work and normal workload, as well as proper specialization.

3. The formation of a management structure should be associated with the determination of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal connections between them.

4. Between functions and responsibilities, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain consistency, the violation of which leads to dysfunction of the management system as a whole.

5. The organizational structure of management is designed to be adequate to the socio-cultural environment of the organization, which has a significant impact on decisions regarding the level of centralization and detail, distribution of powers and responsibilities, the degree of independence and scope of control of leaders and managers. In practice, this means that attempts to blindly copy management structures that successfully function in other socio-cultural conditions do not guarantee the desired result.

The main factor that “sets” the possible contours and parameters of the management structure is the organization itself. Wide variety of organizations in Russian Federation predetermines the multiplicity of approaches to the construction of management structures. These approaches are different in commercial and non-profit organizations, large, medium and small, at different stages life cycle, having different levels of division and specialization of labor, its cooperation and automation, hierarchical and “flat”, and so on. It is obvious that the management structure large enterprises more complex than that needed by a small company, where all management functions are sometimes concentrated in the hands of one or two members of the organization (usually a manager and an accountant), where, accordingly, there is no need to design formal structural parameters. As the organization grows, and therefore the volume of management work, the division of labor develops and specialized units are formed (for example, in personnel management, production, finance, innovation, etc.), the coordinated work of which requires coordination and control. Building a formal management structure in which roles, relationships, authorities and levels are clearly defined becomes imperative.

It is important to pay attention to the connection between the management structure and the phases of the organization’s life cycle, which, unfortunately, is often forgotten by designers and specialists who solve the problem of improving management structures. At the inception stage of an organization, management is often carried out by the entrepreneur himself. At the growth stage, there is a functional division of labor among managers. At the maturity stage, a tendency towards decentralization is most often realized in the management structure. At the recession stage, measures are usually developed to improve the management structure in accordance with the needs and trends in changes in production. Finally, at the stage of termination of the organization's existence, the management structure is either completely destroyed (if the company is liquidated) or reorganized.

The formation of the management structure is influenced by changes in the organizational forms in which enterprises operate. Thus, when a company joins any association, a redistribution occurs management functions(some of the functions are, naturally, centralized), so the management structure of the company is also changing. However, even if the enterprise remains independent and independent, it becomes part of network organization, which unites on a temporary basis a number of interrelated enterprises (most often to take advantage of a favorable situation), he has to contribute to his management structure a number of changes. This is due to the need to strengthen coordination functions and adapt to the management systems of other companies included in the network.

Conclusion

In this course work, a study of the organizational structure of management was carried out. The assigned tasks were completed.

The organizational structure of management is a set of ways by which the labor process is first divided into individual work tasks, and then coordination of actions to solve problems is achieved. Essentially, organizational structure determines the distribution of responsibilities and authority within an organization. It is displayed in the form of a graphic diagram, the elements of which are hierarchically ordered organizational units (divisions, job positions).

The main characteristics of organizational management structures are division into departments (divisions, sectors, etc.), subordination, and accountability.

There are main types of organizational management structures:

Linear;

Linear-functional;

Divisional;

Matrix.

The diversity of organizational structures is associated with differences in the field of activity, the nature and complexity of the products produced, the size, degree of differentiation and territorial location of the enterprise. Modern organizational structures bear little resemblance to the structures of the early twentieth century, when management was just emerging, and they all have a connection with the linear-functional structure of that time. Modern organizational structures, in principle, function as long as they remain the fundamental ideas and rules of linear-functional management.

The analysis showed the disadvantages and advantages of each of the studied management structures. Each management structure is optimal in its own way; they can simply exist at different periods of the enterprise’s existence and adapt to the changes that occur. Flexible structures were also considered, including matrix and project management structures.

Currently, each enterprise chooses its own organizational management structure.

Designing a management structure makes it possible to create a rational structure. The creation of departments (divisions) by grouping similar production functions and employees makes it possible to achieve more effective management and the necessary flexibility in company management during the period of its expansion economic activity.

The main trend is that each subsequent structure becomes simpler and more flexible compared to the previous ones. There is no doubt that in the near future we will encounter a wide variety of structures, each of which will meet the needs of a specific organization.

List of sources used

1. Alekseenko V.B. Organization and management industrial enterprise: Textbook. allowance - 2007

2. Ignatiev A.V. Control Systems Research - 2008

3. Knorring V.I. Theory, practice and art of management. Textbook for universities specializing in “Management”. - 2007

4. Makasheva Z.M. Research of control systems: Textbook. allowance - 2009

5. Marenkov N.L. Personnel management of organizations. - 2006

6. Novitsky N.I. Organization of production at enterprises - 2007

7. Economics of the organization - 2007

Posted on Allbest.ru

Methods for analyzing the organizational structure of an enterprise. Analysis of the organizational structure of the enterprise LLC "Stroykompleks-m"

Send your good work in the knowledge base is simple. Use the form below

Similar documents

Latest

You need to know this