1 analysis of the organizational management structure of a specific organization. Coursework analysis of the organizational structure of an enterprise
The process of organizing the activities of any company, including a travel agency, consists of forming the structure of the company. It is very important and serves many purposes such as:
· distribution of work that needs to be performed into specific departments and positions;
· identification of tasks corresponding to specific positions and measures of responsibility for each work assignment;
· coordination of various and different types of tasks of the organization;
· combining certain types of work tasks into groups;
· creating relationships between individual employees, groups and departments;
· determination of the formal chain of command;
· distribution and unlocking of the organization's resources.
During this process, managers are faced with the difficult task of creating an organizational structure that will enable employees to carry out their professional responsibilities effectively and efficiently, thereby contributing to the achievement of company goals. Organizational management structure is a set of management links that are interconnected and subordinate and ensure the functioning and development of the organization as a single whole. Organization management structure– a set of specialized functional units interconnected in the process of justification, development, adoption and implementation management decisions.
The current organizational structure of the travel agency "Reopis" is presented in Fig. 2.3.
Fig.2.3. The current organizational structure of the travel agency "Reopis"
When organizing its activities, the Reopis company uses a linear management structure. This is one of the simplest organizational structures. It is characterized by the fact that at the head of each structural unit there is a manager vested with great powers and carrying out all management functions.
This type of organizational management structure is used in the operating conditions of small enterprises with simple production in the absence of extensive cooperative relationships with suppliers, consumers, etc. 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 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.
Among the shortcomings of the organizational structure of the Reopis travel agency, one should indicate non-compliance with management levels, duplication of functions, and incorrect designation of positions.
The functioning of the unit is based on assigning functions to each employee (Table 2.2).
Table 2.2
Assigning functions to employees in the travel agency "Reopis"
| Job title | Functions |
| CEO | Organization and implementation of legal and managerial activities, control over the activities of employees, development of the overall strategy of the enterprise, marketing strategy and making important management decisions. Management of investments and development of the enterprise. Deals with issues related to personnel selection and management. |
| Deputy General Director | Implementation of tactical and operational planning of work; distribution of duties; carrying out ongoing monitoring of task completion; management of subordinate personnel; monitoring the activities of specialists in booking air and railway tickets and specialists in the passport and visa department. Replacement of the functions of the General Director during his absence. |
| Marketing, PR and Advertising Specialist | Management of marketing processes, advertising activities, sales promotion |
| Accountant-cashier | Working with the bank, checking prepared financial statements and other work related to coordinating the financial activities of the company. |
| Sales and Customer Relations Manager | Working with clients, promoting sales of services. Preparation of documents and monitoring compliance with contract terms. |
| Visa and passport service specialist | Work with tour operators, work with embassies, assistance in obtaining visas, invitations for foreign guests. |
| Air and railway ticket reservation specialist | Working with clients, selecting, booking and issuing air and railway tickets. |
| Courier | Delivery of documents, tickets and other correspondence throughout Moscow. |
Having analyzed the data in table. 2.2, it is worth noting that the functions of employees in the Reopis travel agency are not assigned correctly enough. There is a combination of management functions and their duplication by the general director and a marketing specialist. The CEO is too busy. There is no clear definition of the HR management function.
Thus, there are several obvious shortcomings in the organizational management structure of the Reopis travel agency. Among them, first of all, the double subordination of the courier should be indicated. Even in a small tourism enterprise, this interferes with the efficient work of employees, especially during the season, due to the heavy workload of the courier and the lack of unity of command. Therefore, confusion arises and a lot of time is wasted on resolving disputes and conflicts.
FEDERAL AGENCY FOR EDUCATION
Branch of the State Educational Institution
higher professional education
"Altai State University" in Slavgorod
Faculty of Economics
Department of Economic Disciplines
Course work
subject: "Organization Theory"
On the topic: “Analysis of the organizational structure of management”
Is done by a student
2 courses, group No. 61
_____________________
(signature)
Scientific director
Senior teacher
_____________________
(signature)
Job protected
«___»__________ 2008
Grade_______________
Slavgorod 2008
ABSTRACT 3
INTRODUCTION 4
1 Analysis and formation of organizational management structures based on a systems approach 6
1.1 Concept systematic approach, its main features and principles. 6
1.2 Concept and formation of organizational structure 11
2 Analysis of the organizational structure using the example of Brücke LLC 27
2.1 Characteristics of the enterprise 27
2.2 Organizational management structure of Brücke LLC 28
2.3 Main directions for improving the organizational management structure of Brücke LLC 33
CONCLUSION 36
REFERENCES 38
ABSTRACT
To achieve this goal, the following tasks were set in the work:
When writing the work, the following methods were used: comparison, analysis, observation, graphic, method of expert assessments, etc.
INTRODUCTION
Carrying out work to improve the organizational structure of management requires the involvement of specialists in the field of management and information technology of the industry to which the enterprise belongs.
Changes to the organizational structure of an enterprise are made through the formation, abolition, merger and division of structural units (positions), their reassignment, changes in the functions of structural units (officials), the formation of regulations and procedures for management processes. Equally important are the measures regulating information exchange at the enterprise, in particular the management accounting system and internal document flow. Such regulations, as a rule, are also enshrined in the internal standards of the enterprise.
Changing the organizational structure is often a complex and painful process. An indispensable condition for its implementation is the will and direct participation of the top management of the enterprise. To overcome the wariness of middle management personnel and maintain the stability of the enterprise, changes in the organizational structure are usually not stated as the goal of the activities carried out when starting work. On the contrary, at the survey stage, the goal of the work is usually the study of information exchange between departments, preparatory measures for the introduction of management automation, etc. technical problems. If the reorganization seems inevitable, then, as a rule, new employees who are not involved in stable relationships within the enterprise are brought in to carry it out.
This topic is more relevant than ever these days, because... The problems of choosing and building an organizational structure at an enterprise worry many. This topic is also relevant because in Russia an economic situation is now brewing that forces the organization to change, but most organizations have not been able to adapt to changes in the external environment and this has become the reason for such a crisis situation for many enterprises in our country.
The subject of the study is to consider the organizational structure of management at the enterprise.
The object of the study is Brücke LLC.
The purpose of this course work is to improve the organizational management structure at the Brücke LLC enterprise.
To achieve this goal, the following tasks were set in the work:
form an idea of the systems approach, its features and characteristics;
give the concept of organizational structure and consider its classification;
conduct an analysis of the organizational structure of Brücke LLC;
propose ways to improve the structure of Brücke LLC in accordance with a systematic approach.
When writing the work, the following methods were used: comparison, analysis, observation, graphic, method of expert assessments, etc.
Sources of information are the works of such authors as Milner B.Z., Vikhansky O.S., Meskon M.Kh., etc., as well as management documents of Brücke LLC.
1 Analysis and formation of organizational management structures based on a systems approach
1.1 The concept of a systems approach, its main features and principles.
There is no unambiguous concept of a system. In its most general form, a system is understood as a set of interconnected elements that form a certain integrity, a certain unity. The study of objects and phenomena as systems caused the formation of a new approach in science - the systems approach.
The systematic approach as a general methodological principle is used in various industries science and human activity.
Let us define the features of the systems approach:
The systems approach is a form of methodological knowledge associated with the research and creation of objects as systems.
A systematic approach requires considering the problem not in isolation, but in the unity of connections with the environment, comprehending the essence of each connection and individual element, and making associations between general and specific goals.
Taking into account the above, we will define the concept of a systems approach:
A systems approach is an approach to the study of an object (problem, phenomenon, process) as a system in which the elements, internal and external connections that most significantly influence the studied results of its functioning are identified, and the goals of each element are based on the general purpose of the object .
We can also say that the systems approach is a direction in the methodology of scientific knowledge and practical activity, which is based on the study of any object as a complex integral socio-economic system.
Integrity, which allows us to simultaneously consider the system as a single whole and at the same time as a subsystem for higher levels.
Hierarchical structure, i.e. the presence of a plurality (at least two) of elements located on the basis of the subordination of lower-level elements to higher-level elements. The implementation of this principle is clearly visible in the example of any specific organization. As you know, any organization is an interaction of two subsystems: the managing and the managed.
Structuring, which allows you to analyze the elements of the system and their relationships within a specific organizational structure. As a rule, the process of functioning of a system is determined not so much by the properties of its individual elements as by the properties of the structure itself.
Multiplicity, allowing the use of many cybernetic, economic and mathematical models to describe individual elements and the system as a whole.
Any organization is considered as an organizational-economic system that has inputs and outputs and a certain number of external connections.
An organizational system is a certain set of internally interconnected parts of an organization that forms a certain integrity.
The main elements of the organizational system (and therefore the objects of organizational management) are:
information;
personnel, human resources - have a system-forming quality, the efficiency of using all other resources depends on them.
production;
marketing and sales;
These elements are the main objects of organizational management. But there is another side to the organizational system:
People. The manager's job is to facilitate the coordination and integration of human activities.
Goals and objectives. An organizational goal is an ideal project for the future state of the organization. This goal helps to unite the efforts of people and their resources. Goals are formed on the basis of common interests, so organization is a tool for achieving goals.
Organizational structure. Structure is a way of combining elements of a system. Organizational structure is a way of connecting various parts of an organization into a certain integrity.
Specialization and division of labor. This is also a control object. The fragmentation of complex production processes, operations and tasks into components that require specialization of human labor.
Organizational power is the right, ability (knowledge + skills) and the willingness of a manager to pursue his line in the preparation, adoption and implementation of management decisions.
Organizational culture is a system of traditions, beliefs, values, symbols, rituals, myths, and norms of communication between people inherent in an organization. Organizational culture gives the organization its individuality, its own face. What is important is that it unites people and creates organizational integrity.
Organizational boundaries are material and intangible limits that fix the isolation of a given organization from other objects located in the external environment of the organization. A manager must have the ability to expand the boundaries of his own organization.
Organizational systems can be divided into closed and open:
A closed organizational system is a system that has no connection with its external environment (that is, it does not exchange products, services, goods, etc. with the external environment). An example is subsistence farming.
An open organizational system has connections with the external environment, i.e. other organizations and institutions that have connections with the external environment.
Thus, an organization as a system is a set of interconnected elements that form an integrity (i.e. internal unity, continuity, mutual connection). Any organization is an open system, because interacts with the external environment. It receives resources from the environment in the form of capital, raw materials, energy, information, people, equipment, which become elements of its internal environment. Some resources are processed using certain technologies, converted into products and services, which are then transferred to the external environment.
Any enterprise is a system that transforms a set of resources invested in production - costs (raw materials, machines, people) - into goods and services. It operates within a larger system - a foreign policy, economic, social and technical environment in which it constantly enters into complex interactions. It includes a series of subsystems that are also interconnected and interact. A dysfunction in one part of the system causes problems in other parts.
The value of the systems approach is that managers can more easily align their specific work with the work of the organization as a whole if they understand the system and their role in it. This is especially important for the CEO because the systems approach encourages him to maintain the necessary balance between the needs of individual departments and the goals of the entire organization. It forces him to think about the flow of information passing through the entire system, and also emphasizes the importance of communication. The systems approach helps to identify the reasons for making ineffective decisions, and it also provides tools and techniques for improving planning and control.
A modern leader must have systems thinking because:
the manager must perceive, process and systematize a huge amount of information and knowledge that is necessary for making management decisions;
the manager needs a systematic methodology with the help of which he could correlate one direction of his organization’s activities with another, and prevent inconsistencies in management decisions;
the manager must see behind the particular the general, rise above everyday life and realize what place his organization occupies in the external environment, how it interacts with another, larger system of which it is a part;
A systematic approach to management allows a manager to more productively implement his main functions: forecasting, planning, organization, leadership, control.
Systems thinking not only contributed to the development of new ideas about the organization (in particular, special attention was paid to the integrated nature of the enterprise, as well as the paramount importance and importance of information systems), but also ensured the development of useful mathematical tools and techniques that greatly facilitate the adoption of management decisions, the use of more advanced planning and control systems. Thus, the systems approach allows us to comprehensively assess any production and economic activity and the activity of the management system at the level of specific characteristics. This will help analyze any situation within a single system, identifying the nature of the input, process and output problems. The use of a systems approach allows us to best organize the decision-making process at all levels in the management system.
Despite all the positive results, systems thinking has still not fulfilled its most important purpose. The claim that it will allow the modern scientific method to be applied to management has yet to be realized. This is partly because large-scale systems are very complex. It is not easy to grasp the many ways in which the external environment influences internal organization. The interaction of many subsystems within an enterprise is not fully understood. System boundaries are very difficult to establish; too broad a definition will lead to the accumulation of expensive and unusable data, and too narrow a definition will lead to partial solutions to problems. It will not be easy to formulate the questions that the enterprise will face, or to accurately determine the information needed in the future. Even if the best and most logical solution is found, it may not be feasible. Nevertheless, a systems approach makes it possible to gain a deeper understanding of how an enterprise operates.
1.2 Concept and formation of organizational structure
The organizational structure of enterprise management is traditionally understood as a complex characteristic, including: the composition and linear subordination of structural units within the enterprise; normative and actual distribution of functions between structural divisions; functional subordination and jurisdiction of structural divisions; regulations and procedures for interaction between departments, developed for special cases.
The optimal organizational structure is one that adheres to the following general principles:
The assigned functions of structural units fully cover the needs of managing economic processes carried out at the enterprise;
The assigned functions of the units coincide with the actual ones;
The functions assigned to each department do not come into mutual contradiction when assessing performance results;
Duplication of functions between different departments is minimized;
The functions of each division are provided in terms of resources (including administrative resources);
The functions of each department are provided with information;
Control procedures have been developed and are in place. Each organization represents a rather complex technical, economic and social system, which reflects its individuality and specificity. In order to describe this system, you will first need to determine the nature of interaction at each of its levels: the interaction of the organization with the external environment, between divisions of the organization, between groups of people and, perhaps, the interaction between an individual and the entire organization as a whole. The way these parties interact allows us to view the system in a certain way, and also allows us to judge how effectively it copes with its main task. The structure of the organization is by no means unimportant.
Scientifically based formation of organizational management structures is an urgent task of the modern stage of adaptation of economic entities to market economy. In the new conditions, it is necessary to widely use the principles and methods of designing a management organization based on a systems approach.
The meaning and tasks of organizational design
Without the development of methods for designing management structures, it is difficult to further improve management and increase production efficiency, since:
=> Firstly; in new conditions, in a number of cases, it is impossible to operate with old organizational forms that do not meet the requirements of market relations and create the danger of deformation of the management tasks themselves;
=> Secondly, in the field of economic management of technical systems. An integrated approach to improving the organizational mechanism was previously largely replaced by work on the implementation and use of automated management systems;
=> Thirdly, the creation of a structure should be based not only on experience, analogy, familiar patterns and intuition, but also on scientific methods of organizational design;
=> Fourthly, the design of a highly complex mechanism - a control mechanism - should be entrusted to specialists who are proficient in the methodology for the formation of organizational systems.
When developing the principles and methodology of designing a structure as a frozen set of organs corresponding to each specialized management function, it first of all includes a system of goals and their distribution between various units. This includes the composition of units that are in certain connections and relationships with each other; distribution of responsibility. Important elements of the management structure are communications, information flows and document flow in the organization.
An organizational structure is a behavioral system; it is people and their groups constantly entering into various relationships to solve common problems.
Such versatility of the organizational mechanism is incompatible with the use of any unambiguous methods - either formal or informal. Therefore, it is necessary to combine scientific methods and principles for the formation of structures (system approach) with extensive expert and analytical work, the study of domestic and foreign experience. The entire methodology for designing structures should be based first on the goals, and then on the mechanism for achieving them.
The systematic nature of the approach to structure formation is manifested in the following:
Do not lose sight of any of the management tasks, without the solution of which the implementation of goals will not be complete;
To identify and interconnect, in relation to these tasks, the entire system of functions, rights and responsibilities along the management vertical - from the general director of the enterprise to the site foreman;
Explore and institutionalize all connections and relationships along the management horizon;
Ensure an organic combination of vertical and horizontal management.
Study of the influence of the external environment on the design of an organization
Stage - identification and description of elements of the external environment (input, output, technology, knowledge)
Stage - identifying the main relationships between elements of the external environment, including elements of direct impact
Stage - determining the degree of diversity of elements of the external environment (changes, certainty, feedback)
Stage - designing each element of the organizational structure, taking into account the external environment in which this element will function.
Stage - formation of a management mechanism, taking into account the specifics of the elements of the organizational structure and the external environment.
Basic methodological principles
Until recently, methods of building management were characterized by an overly normative nature and insufficient diversity, which led to a mechanical transfer of organizational forms used in the past to new conditions. Often the management apparatus at various levels repeated the same patterns. From a scientific point of view, the initial factors in the formation of structures themselves received too narrow an interpretation: the number of personnel instead of the goals of organizations; a constant set of organs instead of changing their composition and combination in different conditions.
One of the main disadvantages of the methods used was their functional orientation, strict regulation of management processes, and not their results. Therefore, the goals and relationships of various parts of the management system become more important than the strict establishment of their functional specialization. This is especially clearly evident when solving problems related to the creation of corporations, joint-stock companies, financial and industrial groups, orders and contracts to consumer requests, with a comprehensive solution to product quality problems.
A systematic approach, attaching importance to the scientifically based definition of the management function and headcount standards as part of the overall process of forming organizational and management structure, guides researchers and developers towards more general principles designing organizations. Those. it presupposes the initial definition of the system of organizational goals, which determine the structure of tasks and the content of the functions of the management apparatus.
The main purpose of most production organizations from the point of view of society is determined by the goals of satisfying market needs for the products and services produced. At the same time, the correspondence between the system of goals and the organizational structure of management cannot be unambiguous.
Various methods of forming organizational management structures should also be considered in a unified system. These methods are of a different nature; each of them individually does not allow solving all practically important problems and must be used in organic combination with others.
The effectiveness of building an organizational structure cannot be assessed by any one indicator. On the one hand, here it is necessary to take into account the extent to which the structure ensures that the organization achieves results that correspond to its production and economic goals, on the other hand, to what extent its internal structure and functioning processes are adequate to the objective requirements for their content, organization, and properties.
The final criterion for effectiveness when comparing different options for organizational structure is the most complete and sustainable achievement of goals. However, bringing this criterion to practically applicable simple indicators is usually extremely difficult. Therefore, it is advisable to use a set of normative characteristics of the management apparatus: its productivity in processing information; efficiency of making management decisions; reliability of the control apparatus; adaptability and flexibility. When problems arise, it is necessary to formulate the number of personnel as a criterion of economic efficiency, according to which the maximization of results in relation to management costs should be ensured. The number of management staff must be objectively justified in order to fully ensure the solution of tasks arising from the goals of the organizational system.
The process of forming an organizational structure.
The process of forming an organizational structure includes the formulation of goals and objectives, determination of the composition and location of departments, their resource provision (including the number of employees), the development of regulatory procedures, documents, regulations that consolidate and regulate the forms, methods, processes that are carried out in the organizational management system .
This whole process can be organized into three large stages:
The formation of a general structural diagram in all cases is of fundamental importance, since this determines the main characteristics of the organization, as well as the directions along which more in-depth design should be carried out, both the organizational structure and other important aspects of the system (the ability to process information).
The development of the composition of the main divisions and the connections between them is that it provides for the implementation of organizational decisions not only as a whole for large linear-functional and program-targeted blocks, but also down to the independent (basic) divisions of the management apparatus, the distribution of specific tasks between them and building intra-organizational connections. Basic units are understood as independent structural units (departments, bureaus, administrations, sectors, laboratories), into which linear-functional and program-targeted subsystems are organizationally divided. Basic units may have their own internal structure.
Regulation of the organizational structure - provides for the development of quantitative characteristics of the management apparatus and procedures for management activities. It includes: determining the composition of the internal elements of basic units (bureaus, groups and positions); determination of the design number of units; distribution of tasks and work among specific performers; establishing responsibility for their implementation; development of procedures for performing management work in departments; calculations of management costs and performance indicators of the management apparatus in the conditions of the designed organizational structure.
Methods for designing structures.
The organizational structure combines both technological, economic, informational, administrative and organizational interactions, which are amenable to direct analysis and rational design, as well as socio-psychological characteristics and connections.
The specificity of the problem of designing an organizational management structure is that it cannot be adequately presented in the form of a problem of formal selection of the best variant of the organizational structure according to a clearly formulated, unambiguous, mathematically expressed optimality criterion. This is a quantitative-qualitative, multi-criteria problem, solved on the basis of a combination of scientific, including formalized, methods of analysis, evaluation, modeling of organizational systems with the subjective activity of responsible managers, specialists and experts in selecting and evaluating the best options for organizational solutions.
The process of organizational design consists of a sequence of approaching a model of a rational management structure, in which design methods play a supporting role in the consideration, evaluation and adoption of the most effective options for organizational decisions for practical implementation.
There are complementary methods:
The method of analogies consists in the application of organizational forms and management mechanisms in relation to the designed organization. The method of analogies includes the development of standard management structures for production and economic organizations and the determination of the boundaries and conditions of their application.
The use of the analogy method is based on two complementary approaches. The first of them is to identify for each type of production and economic organizations and for various industries the values and trends in changes in the main organizational characteristics and the corresponding organizational forms and management mechanisms. The second approach represents the typification of the most general fundamental decisions about the nature and relationships of the units of the management apparatus, and individual positions in clearly defined operating conditions of organizations of this type in specific industries, as well as the development of individual normative characteristics of the management apparatus for these organizations and industries.
Typification of solutions is a means of increasing the overall level of production management organization. Typical organizational decisions should be: variant, not unambiguous; reviewed and adjusted at regular intervals; allowing deviations in cases where the operating conditions of the organization differ from the clearly formulated conditions for which the corresponding standard form of the organizational management structure is recommended.
The expert-analytical method consists of a survey and analytical study of the organization by qualified specialists with the involvement of its managers and other employees in order to identify specific features and problems in the work of the management apparatus, as well as to develop rational recommendations for its formation or restructuring based on quantitative estimates the effectiveness of the organizational structure, rational management principles, expert opinions, as well as generalization and analysis of the most advanced trends in the field of management organization. This also includes conducting expert surveys of managers and members of the organization to identify and analyze individual characteristics of the structure and functioning of the management apparatus, processing the obtained expert assessments using statistical and mathematical methods.
Expert methods should also include the development and application of scientific principles for the formation of organizational management structures. The principles for the formation of organizational management structures are a concretization of more general principles of management (for example, unity of command or collective leadership, specialization). Examples of the formation of organizational management structures: building an organizational structure based on a system of goals, separating strategic and coordination functions from operational management, combining functional and program-targeted management and a number of others.
A special place among expert methods is occupied by the development of graphic and tabular descriptions of organizational structures and management processes, reflecting recommendations for their best organization. This is preceded by the development of options for organizational solutions aimed at eliminating identified organizational problems that meet scientific principles and best practices in organizing management, as well as the required level of quantitative and qualitative criteria for assessing the effectiveness of organizational structures.
Development of a system (tree) of goals, which represents a structural basis for linking all types of organizational activities based on the final results;
Expert analysis of the proposed options for the organizational structure from the point of view of organizational support for achieving each of the goals, compliance with the principle of uniformity of goals set for each division, determination of relations of management, subordination, cooperation of divisions based on the interrelationships of their goals, etc.;
Drawing up maps of rights and responsibilities for achieving goals for individual departments and for complex cross-functional activities, where the scope of responsibility is regulated (products, resources, work force, information, production and management resources); specific results for which achievements responsibility is established; rights vested in order to achieve results (coordinate, confirm, control).
The method of structuring goals involves developing a system of organizational goals, including their quantitative and qualitative formulations. When using it, the following steps are most often performed:
The organizational modeling method is the development of formalized mathematical, graphical, computer and other displays of the distribution of powers and responsibilities in an organization, which are the basis for constructing, analyzing and evaluating various options for organizational structures based on the relationship of their variables. There are several main types of organizational models:
mathematical-cybernetic models of hierarchical management structures that describe organizational connections and relationships in the form of systems of mathematical equations and inequalities;
graphic-analytical models of organizational systems, which are network, matrix, and other tabular and graphical displays of the distribution of functions, powers, responsibilities, and organizational connections. They make it possible to analyze their direction, nature, causes of occurrence, evaluate various options for grouping interrelated activities into homogeneous units, “play out” options for the distribution of rights and responsibilities between different levels of management, etc.
full-scale models of organizational structures and processes, which consist in assessing their functioning in real organizational conditions. These include organizational experiments - pre-planned and controlled restructuring of structures and processes in real organizations; laboratory experiments - artificially created situations of decision-making and organizational behavior; management games - actions of practical workers;
mathematical and statistical models of dependencies between the initial factors of organizational systems and the characteristics of organizational structures. They are built on the basis of collecting, analyzing and processing empirical data about organizations operating in comparable conditions.
The process of designing an organizational management structure should be based on the joint use of the methods described above.
The choice of method for solving a particular organizational problem depends on its nature, as well as the possibilities for conducting appropriate research.
Assessing the effectiveness of organizational decisions
Efficiency assessment is an important element in the development of design and planning decisions, which allows us to determine the level of progressiveness of the current structure, projects being developed or planned activities, and is carried out with the aim of choosing the most rational option for the structure or a method for improving it. The effectiveness of the organizational structure should be assessed at the design stage, when analyzing the management structures of existing organizations to plan and implement measures to improve management.
A comprehensive set of criteria for the effectiveness of the management system is formed taking into account two directions for assessing its functioning:
according to the degree of compliance of the achieved results with the established goals of the production and economic organization;
according to the degree of compliance of the process of system functioning with the objective requirements for its content of the organization and results.
The criterion for effectiveness when comparing different options for an organizational structure is the possibility of the most complete and sustainable achievement of the final goals of the management system at relatively lower costs for its operation.
Of fundamental importance for assessing the effectiveness of a management system is the choice of a basis for comparison or determination of the level of effectiveness, which is accepted as normative. One of the differentiation approaches comes down to comparison with indicators characterizing the effectiveness of the organizational structure of the reference version of management systems. A reference design can be developed and designed using all available control system design methods and tools. The characteristics of this option are accepted as normative. A comparison with performance indicators and characteristics of the management system selected as a standard that determines the acceptable or sufficient level of efficiency of the organizational structure can also be used.
Often, instead of methods, an expert assessment of the organizational and technical level of the analyzed and designed system, as well as its individual subsystems and the design and planning decisions taken, or a comprehensive assessment of the management system, based on the use of a quantitative-qualitative approach that allows assessing the effectiveness of management based on a significant set of factors, is used.
The indicators used in assessing the effectiveness of the management apparatus and its organizational structure can be divided into the following three interrelated groups.
A group of indicators characterizing the effectiveness of the management system, expressed through the final results of the organization’s activities and management costs. When assessing efficiency based on indicators characterizing the final results of an organization’s activities, volume, profit, cost, volume of capital investments, product quality, timing of introduction of new equipment, etc. can be considered as an effect caused by the functioning or development of a management system.
A group of indicators characterizing the content and organization of the management process, including the immediate results and costs of managerial labor. Management costs include current costs for maintaining the management apparatus, operating technical equipment, maintaining buildings and premises, training and retraining of management personnel.
When assessing the effectiveness of the management process, indicators are used that can be assessed both quantitatively and qualitatively. These indicators acquire a normative nature and can be used as a criterion for the effectiveness of restrictions when the organizational structure changes in the direction of improving one or a group of efficiency indicators without changing (deteriorating) the others. The normative characteristics of the control apparatus may include the following: productivity, efficiency, adaptability, flexibility, efficiency, reliability.
A group of indicators characterizing the rationality of the organizational structure and its technical and organizational level. The structures include the level of management system, the level of centralization of management functions, accepted standards controllability, balanced distribution of rights and responsibilities.
To assess the effectiveness of management, it is important to determine the compliance of the management system and its organizational structure with the management object. This is expressed in the balance of the composition of management functions and goals, the correspondence of the number of employees to the volume and complexity of work, the completeness of provision of the required information, the provision of technological means management processes, taking into account their nomenclature.
Important requirements are the ability to adequately reflect the dynamism of managed processes, balance and consistency of indicators. When assessing the effectiveness of individual measures to improve the management system, it is allowed to use the basic requirements for their selection - maximum compliance of each indicator with the target orientation of the activity being carried out and completeness of reflection of the achieved effect.
Adjustment of organizational structures.
In most cases, decisions to adjust structures are made by senior leaders in the organization as part of their core responsibilities. Significant organizational undertakings are not carried out until there is a firm adjustment of the structure or the development of a new project.
Unsatisfactory functioning of the enterprise. The most common reason an organization needs to develop a new project is failure to reduce cost growth, increase productivity, expand shrinking domestic and foreign markets, or attract new ones. financial resources. Usually, first of all, changes are made in the composition and level of qualifications of workers, and the development of special programs. But the reason for the unsatisfactory performance of the enterprise lies in certain shortcomings in the organizational management structure.
Top management overload. If measures to change management methods and procedures do not reduce the burden or lead to long-term relief, then a very effective means of solving this problem is the redistribution of rights and functions, adjustments and clarifications in the forms of organization.
Lack of perspective. The future development of the enterprise requires more and more attention from senior managers to strategic objectives. At the same time, many managers still continue to devote most of their time to operational issues. Which will lead to a simple extrapolation of current trends into the future. The senior manager must recognize that his most important responsibility is to enable the enterprise to develop and implement the strategic program.
Disagreements on organizational issues. Every experienced manager knows that stability in the organizational structure of an enterprise also depends on whether there is internal harmony. This structure makes it difficult to achieve goals, allows for an unfair distribution of power, etc. When deep and persistent disagreements about organizational structure arise, the only solution is to thoroughly examine the structure. A change in management often triggers a decision to reorganize. The replacement group may find this form completely inconsistent with its approach to the problems of the enterprise.
Experience shows that the process of making adjustments to the organizational management structure should include:
Systematic analysis of the functioning of the organization and its environment in order to identify problem areas. The analysis may be based on a comparison of competing or related organizations representing other areas of economic activity;
Development of a master plan for improving the organizational structure;
Ensuring that the innovation program contains the simplest and most specific proposals for change;
Consistent implementation of planned changes. Introducing minor changes has a greater chance of success than major changes;
Encouraging employees to become more aware, which will enable them to better appreciate their ownership and therefore increase their ownership of the intended changes.
2 Analysis of the organizational structure using the example of Brücke LLC
2.1 Characteristics of the enterprise
Brücke LLC was founded in 1995 and is located on the territory of the village of Shumanovka, German National Region. The company is engaged in meat processing and production of meat products - this is the main activity. In addition, it additionally produces dairy products and also has a mill.
The company has been operating on the market for nine years and during this period certain successes have been achieved. Firstly, they occupy a certain position in the market. Secondly, the products are produced only of high quality and excellent taste. These indicators allow you to attract everyone larger number new clients, develop payment systems for regular clients.
The production of sausages is carried out using German technology, according to which the raw materials are not salted and this ensures high quality products that do not contain soy and synthetic additives.
The company sells its products through a network of retail stores in nearby areas, as well as in Barnaul and Novosibirsk. To satisfy such a number of consumer requests, the company switched to two-shift work.
The financial condition is stable, which allows the company to expand and develop new types of products.
An important role in ensuring this state of affairs is played by the management structure of the enterprise, which we will get acquainted with in paragraph 2.2.
2.2 Organizational management structure of Brücke LLC
The purpose of an organizational structure is to ensure that the organization's objectives are achieved.
When creating the enterprise, an organizational management structure was developed (Fig. 2.1.), in which the organization was divided horizontally into broad blocks corresponding to the most important areas of activity: deputy director, chief technologist, engineer.
DIRECTOR
Z 
deputy director
G 
master technologist
Bottom-hole
Sausage
Expedition
Engineering service
Fig.2.1. Linear management structure of Brücke LLC
The correlation of powers of various positions has been established. In doing so, management establishes the purpose of the teams and makes further divisions into smaller organizational units to make better use of specialization and avoid overloading management.
Thus, the deputy director is subordinate to the slaughtering shop, since he is engaged in the supply of raw materials. The chief technologist has the slaughtering shop, deboning, sausage shop, expedition, that is, the production technology is monitored.
An engineer has an engineering service, that is, ensuring the uninterrupted operation of equipment. So, this control structure is linear. This management in its “pure” form assumes that the general decisions of the first manager are specified by specialists: chief technologist, engineer. They assign mandatory tasks to production units in their areas. In conditions when the company was just entering the market, and with a small number of personnel, this approach ensured the high quality of decisions made.
Having found its niche in the market, the company began to produce more products, and more clients appeared in the form of suppliers and buyers. As a result, it became clear that the current management system could not cope with the tasks assigned to it due to too much work. But there was another reason. Having applied this system at the enterprise, they did not think about the consequences, and in practice, functional management turned out to be not viable. Independent decisions of specialists, no matter how good they are in themselves, inevitably come into conflict with each other. As a result, specialists began to fight with each other to ensure that their decisions were carried out in the first place, all this introduced disorganization into the management of society.
As an example, one can imagine a situation where the deputy director found profitable suppliers of raw materials, but the technologist rejected the deliveries, considering the quality of the imported meat to be inadequate, that is, there was clearly no compatibility of opinions between the specialists.
Thus, we can conclude that this structure did not turn out to be an ideal model for management. Over time, it revealed its advantages and disadvantages in a clear form.
The advantages of this management structure include the following:
The manager was personally responsible for the final results of his department;
Receipt by performers of interconnected orders and tasks provided with resources;
A clear system of mutual connections between the manager and the subordinate;
Responsiveness in response to direct instructions.
But all these positive aspects are suppressed by negative factors, which ultimately led to the need to revise the structure. These include the following:
Inconsistency in the actions of department heads, a tendency to red tape when resolving issues related to departments;
High demands on the manager, who must have extensive, versatile knowledge and experience in all management functions and areas of activity carried out by subordinates, which limits the manager’s ability to effectively manage;
Overload of top-level managers, a huge amount of information, a flow of papers, multiple contacts with subordinates and managers;
Lack of links for planning and preparing management decisions.
Therefore, in 2000, the question arose about changing the structure, about the interconnection of management levels. A new management structure has been developed and is currently in effect (Fig. 2.2.)
DIRECTOR
Deputy Director for Finance
Chief technologist
Control according to supply and sales
Head economist
G 
chief accountant
Legal Department
AND 
engineering service
Procurement department
Marketing department
Face shop
Sausage shop
Figure 2.2 - Linear-functional management structure of Brücke LLC
The following arguments have been put forward in favor of this structure:
Now each governing body is specialized in performing individual functions at all levels of management;
Compliance with the instructions of each functional body within its competence is mandatory for production units;
Decisions on general issues are made collectively;
The functional specialization of the management apparatus significantly increases its efficiency, since instead of universal managers who must understand the performance of all functions, highly qualified specialists appear;
The structure is aimed at performing constantly repeated tasks.
Analysis of the current management system and study of the enterprise’s activities allows us to draw the following conclusions:
Firstly, a close relationship has been established between the main departments to coordinate tasks. This is manifested in the following: to make a decision, all leading specialists confer and develop a common decision for further production activities;
secondly, due to the increased production volume, there was a need to create additional departments at the enterprise. The functions of the departments include:
Deputy Director for Finance - provides production with working capital for the smooth operation of the enterprise;
Lawyer - provides the legal basis for the activities of the enterprise;
Chief technologist - controls the production process in workshops, ensuring product compliance with quality standards;
Engineer - his responsibilities include monitoring the smooth operation of equipment;
The supply and sales manager, who is in charge of the procurement department and the marketing department, is responsible for ensuring the uninterrupted supply of raw materials, as well as monitoring the process of selling products and working with customers.
This system has shown its effectiveness in the management process. The advantages of this management structure include the following:
High competence of specialists responsible for the implementation of specific functions;
Freeing line managers from dealing with many special issues and expanding their capabilities for operational production management;
A basis is created for the use of experienced specialists in consultation work, and the need for general specialists is reduced.
But along with the advantages, there are also disadvantages of this management structure:
Difficulties in maintaining constant relationships between various functional services;
Lengthy decision-making procedure;
Lack of mutual understanding and unity of action between functional services;
Reduced responsibility of the performer for the work as a result of the fact that each performer receives instructions from several managers;
Duplication and inconsistency of instructions and orders received by employees, since each functional manager and specialized unit puts their own issues first.
But it is impossible to operate successfully in the market without applying anything new; past achieved results are only a stepping stone to the next achievements. After studying the activities of Brücke LLC, we offer our proposals in the next section.
2.3 Main directions for improving the organizational management structure of Brücke LLC
The systems approach involves viewing the organization as open system. This means that it is influenced by external factors, both positive and negative. The task of the management of Brücke LLC is to take advantage of its advantages by changing the organizational structure and minimize bad influence shortcomings.
In the previous chapter, we studied how changes occurred in the management system at the enterprise. And a lot in this system depends on the leader, because it is he who must organize the work and choose the structure of the organization.
In a broad sense, the task of managers is to choose the management structure that best meets the goals and objectives of the organization, as well as the external and internal factors interacting with it.
Having studied the state of affairs at Brücke LLC, we propose the following changes to the current management structure, based on the fact that the enterprise expects to expand its activities by January 2005. New types of products will appear ( bakery products, pasta, etc.), production areas will expand, and all this requires the introduction of a divisional management system (Fig. 2.3.).
The structuring of divisions into departments is carried out, as a rule, according to one of the criteria, namely, according to the products produced (bread, sausages, pasta);
Heads of secondary functional services report to the manager of the production unit (downhole shop technologist to the chief technologist);
Assistants to the head of the production department control the activities of functional services in all departments of the company, coordinating their activities horizontally.
In general, this system will allow the enterprise to continue to grow, as well as effectively manage different types activities and in different markets. The heads of the created departments will be able to coordinate activities not only “by line”, but also “by function”, making their activities even more effective and efficient. In this way, a good personnel reserve will be created for the strategic level of the enterprise, since dividing decisions by level speeds up their adoption and improves their quality.
Along with the features of this management structure, I would like to dwell on the advantages of this management structure:
Firstly, a closer connection between production and consumers will be established, and the reaction to changes that may occur in the external environment, that is, in the market, will also accelerate. A change in demand, a decrease in some type of product, will not put the enterprise on the brink of bankruptcy, since it is possible to switch to another type of product and very quickly with this structure.
The second point is the improvement of coordination of work in departments, due to subordination to one person.
Thirdly, the emergence of divisions of competitive advantages of small firms. Each division will try to be the main one, and for this, perhaps, the quality of the products will be improved, a search will be conducted for possible reserves for reducing costs, and as a result, the possibility of increasing profits not only of the division, but of the entire company as a whole, which is not so few.
Not a single economic phenomenon can be seen as purely positive. Management is no exception and therefore this structure has as a disadvantage the growth of the management vertical, but this is still due to the expansion of production, which plays a more significant role in the activity.
The organizational structure that appears as a result of development is not a frozen form, like the frame of a building, but a process that clearly responds to changes in the market and plans and requires further reorganization if necessary, that is, this process, like all functions of the organization, is endless.
CONCLUSION
The organizational structure of an enterprise is created as something that ensures the stable operation of the enterprise, putting in order all the ideas for organizing the enterprise, so sometimes it is difficult for a manager to realize that in modern world The organizational structure, being, on the one hand, the embodiment of the orderliness of the company’s activities and stability, on the other hand, is the most dynamic structure of the enterprise.
Based on the experience of developing projects to improve management organization, typical problems of organizational structures traditionally developing in enterprises are: lack of a clear distribution of areas of activity of top managers, violation of controllability standards, duplication of functions, lack of regulation of a number of functions vital for the enterprise, etc. In general, this indicates a lack of a systematic approach to the development of an organizational structure, leads to suboptimal business processes and reduces the efficiency of the company.
The organizational structure of the enterprise should be:
Firstly, it must correspond to the enterprise itself, reflect its scale, products produced, territorial dispersion, and take into account the efficient use of resources, both internal and external.
Secondly, what makes the organizational structure of an enterprise effective is its well-developed relationship with the mission and strategy of the company.
Thirdly, the organizational structure must ensure optimal business conduct, i.e. optimal execution of business processes.
Fourthly, it must integrate into itself as a meta-structure all vital structures: functional structure, resource structure, financial, information and other structures.
Fifthly, it should contribute to the development of the enterprise’s competencies and the fuller use of the abilities of its employees.
Sixth, it must correspond to the organizational culture of the enterprise and contribute to its improvement.
Studying the forms of organization of enterprises allows us to conclude that the principle of diversity is gradually gaining recognition. The search for a single concept, an ideal structure adapted to any organization, is replaced by the desire for a diverse concept, for which the idea of an optimal model is completely absent.
Thus, we examined the improvement of the management structure based on a systematic approach using the example of Brücke LLC, and analyzed the sources of information. They suggested ways to improve; in general, the goals and objectives were fully achieved.
We hope that the organizational structure we propose will be in demand.
In conclusion, it is important to emphasize that experimentation with the development and introduction of new management structures has become a characteristic feature of the last decade of the 20th century. In the course of these experiments, a wide variety of combinations of known types and types of structures are often used, adapted by organizations to the specific conditions of their functioning. But still, the main trend is that each subsequent structure becomes simpler and more flexible compared to the previously existing ones.
There is no doubt that in the near future there will be an even greater variety of structures, each of which will meet the needs of a specific organization.
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organizational management workplace
Introduction
The economic stability of an organization, its survival and operational efficiency in market conditions are inextricably linked with continuous improvement and development. In this case, improvement should be carried out according to the principle of adaptation to the external environment.
Therefore, the success of any organization and the possibility of its survival depend on the ability to quickly adapt to external changes. In the context of the dynamism of modern production and society, management must be in a state of continuous development, which today cannot be achieved without studying trends and opportunities, without choosing alternatives and directions for development.
The relevance of choosing this research topic is due to the fact that today, for any business entity great importance has an organizational management structure, approaches to the distribution of responsibilities, principles for creating a promising organization, etc. Therefore, at present, significant attention is paid to improving the organizational structure of management, since achieving the main goals of the organization is possible with an effective structure of the organization, built taking into account all its advantages and disadvantages.
The purpose of the organizational management structure is to solve the problems facing the organization, therefore the improvement of the structure should be based on the strategic plans of the organization, and its structure should ensure the implementation of the organization's strategy. In addition, it is necessary to take into account the situation in which the organization is located and which consists of environmental factors, the technology of the organization and its size.
The purpose of the thesis research is to analyze the state of the organizational structure of the management of Garant-Povolzhye Construction Company LLC and develop recommendations for its improvement.
To achieve this goal, it is necessary to solve the following tasks:
consider the theoretical foundations of the organizational structure of management;
analyze the financial and economic indicators of the organization;
study external environmental factors influencing the organizational structure of the organization;
analyze the work of functional departments and management levels;
develop ways to improve the efficiency of the organization's organizational structure;
The subject of the research of the diploma project is the organizational structure of the management of LLC Construction Company "Garant-Povolzhye" (hereinafter LLC SK "Garant-Povolzhye").
The object of study is the organization SK Garant-Povolzhye LLC, whose main activity is the provision of construction services.
The following research methods were used in the work: SWOT analysis, analysis of the financial and economic situation of the enterprise, analysis of competitive advantages, analysis of the enterprise development strategy.
The theoretical and practical significance of the work lies in the fact that it examines the concept of an organizational management structure, analyzes the activities of LLC IC Garant-Povolzhye, identifies the shortcomings of the existing organizational structure of management, suggests options for its improvement, the implementation of which will allow the organization to develop and work more efficiently.
The methodological and scientific basis of the study was the work of T.Yu. Bazarova, A.P. Egorshina, O.A. Vikhansky, A.Ya. Kibanova, B.Z. Milner et al.
The work consists of an introduction, two chapters with subparagraphs, a conclusion, a list of references and applications.
1. Theoretical chapter. Theoretical foundations of the organizational structure of an organization's management
.1 Concept and essence of organizational management structure
Let us first consider the concept of “organization”. There are many interpretations of this definition in the scientific literature. Organization - the structure of production factors and their interaction in order to obtain maximum qualitative and quantitative results in the most a short time and with minimal costs of production factors. According to Milner B.Z. An organization is a consciously coordinated social entity with defined boundaries that operates on a relatively permanent basis to achieve a common goal or goals.
Thus, we see that the definition of an organization provides for the need for formal coordination of employee interaction.
Any organization is a complex technical, economic and social system, with its own individuality and specificity and requires coordinated management, therefore the organization’s management system includes the totality of all services of the organization, all subsystems and communications between them, as well as processes that ensure the specified functioning.
Organizational management is a continuous process of influencing the performance of an employee, group or organization as a whole for the best results in terms of achieving a set goal. “To manage means to lead an enterprise towards its goal, extracting maximum opportunities from all the resources at its disposal.”
In the literature, there are several approaches to defining the concept of “organizational management structure”. Firstly, the organizational structure is the composition and subordination of interconnected management units. Secondly, the organizational structure of management is a form of separation and cooperation of management activities, within the framework of which the management process is carried out according to the relevant functions aimed at solving the assigned tasks and achieving the intended goals. Quite successful, in our opinion, is the definition of the organizational structure of management, which is given by Milner B.Z. From his point of view, the organizational structure of management is defined as “a form of separation and cooperation of management activities, within the framework of which the management process is carried out according to the relevant functions aimed at solving the assigned tasks and achieving the intended goals.” From these positions, the management structure is presented in the form of a system of optimal distribution of functional duties, rights and responsibilities, order and forms of interaction between its constituent management bodies and the people working in them.
Thus, the organizational structure of management can be defined as the relationship and subordination of independent management units and individual positions performing management functions. This structure is determined by its constituent links and levels of management. This structure should ensure the stability of connections between control elements and the reliable functioning of the system as a whole.
Key concepts management structures are elements, connections (relationships), levels and powers. Elements of the organizational structure of management can be both individual workers (managers, specialists, employees), and services, or bodies of the management apparatus, which employ a certain number of specialists performing their duties. Let us highlight two areas of specialization of elements of the organizational management structure:
Depending on the composition of the organization’s structural divisions, the links in the management structure that carry out marketing, production management, scientific and technological progress, etc. are identified.
Based on the nature of the general functions performed in the management process, bodies involved in planning, organization, motivation and control are formed.
A separate unit that performs part of the management functions or a set of these functions is the management unit. Management levels should include leaders and managers who regulate and coordinate the activities of structural divisions. Relationships between units are maintained through connections and communications.
The organizational structure includes two interrelated structures:
horizontal production structure;
structure of controls, deployed vertically.
The production structure of an organization can be defined as a certain ordered interaction of the main and auxiliary units organization aimed at achieving organizational goals.
The real state of the organization's production structure is determined, first of all, by its production profile, size and features of the main and auxiliary technological processes.
Highest level management of the organization can be represented by the Board of Founders, the General Director and his immediate deputies. This part of the organization is usually called the administrative and managerial apparatus. The input influence and final product of the control part is information. This level of management develops the organization's policy and ensures its practical implementation.
Middle-level managers ensure the implementation of the organization's operating policies developed by senior management and are responsible for communicating more detailed tasks to departments and their timely execution. Specialists included in this group, as a rule, have a wide range of responsibilities and have great freedom to make decisions. These are heads of departments, heads of buildings, workshops, and functional departments. Lowest level management is represented by junior managers. Junior managers directly supervise ordinary employees who no longer have anyone under them. These could be foremen, foremen, heads of bureaus, laboratories. The task of this level of management is to bring specific tasks to the immediate executors and ensure the implementation of these tasks. Let's consider the relationships between the elements of the management structure. The relationships between the elements of the management structure are usually divided into horizontal and vertical. Horizontal relationships are in the nature of coordination and are one-level. Vertical relationships are relationships of subordination (power relationships within the organization). The need for them arises when the management system is structured hierarchically, that is, when there are different levels of management, each of which pursues its own goals. With a two-level structure, upper levels of management (management of the organization as a whole) and lower levels (managers who directly supervise the work of performers) are created. With three or more levels in the organizational management structure, a so-called middle layer is formed, which, in turn, can consist of several levels.
For its successful functioning, the organizational structure of an enterprise must meet the requirements of the following factors and comply with them.
Rice. 1.1. Factors influencing the functioning of the organizational structure
1.2 Characteristics and classification of organizational management structures
Let's consider a detailed classification of the elements of the management structure, which allows us to conduct a diagnostic analysis of the management structure and build on its basis the organizational structure of the enterprise (Fig. 1.3):
Figure 1.2 Classification of management structure
1. Organizational structure is the composition and subordination of interconnected management units.
The functional structure reflects the division of management functions between management and individual divisions.
The staffing structure determines the composition of departments and the list of positions, the size of official salaries and the wage fund.
Social structure characterizes the workforce according to social indicators (gender, age, profession and qualifications, nationality, education, etc.).
The role structure characterizes the team by participation in the creative process in production, communication and behavioral roles.
The organizational structure is of greatest importance. Modern management primarily considers two types of organizations - bureaucratic (mechanistic) and organic. Bureaucratic organizations are characterized by hierarchical structures, which can be: linear, functional, linear-functional, divisional. Building an organizational structure is the placement of divisions on a diagram by levels and management functions, showing the relationships.
Let's consider linear management structures. The basic principle of constructing a linear structure is the vertical hierarchy, that is, the subordination of management links from bottom to top.
Rice. 1.3. Linear management structure
Linear structure - a vertical scheme of subordination of enterprise divisions specialized in the scale of management, implies the principle of unity of command, when each division is headed by a manager vested with full powers. Let us highlight the advantages of the linear structure:
Unity of management;
delegation of authority from top to bottom;
consistency of actions of performers;
efficiency in decision making;
simplicity and clarity of subordination.
The disadvantages of a linear structure are:
lack of specialization by functions;
multi-stage information transfer;
a huge flow of documents;
high demands on the manager, who must be a highly qualified specialist.
Linear management structures are used only in lower production levels, as well as in small enterprises or enterprises during their formation.
Functional structure is a diagram of an enterprise in which divisions are specialized and functionally subordinate (Fig. 1.4). Such structures are characterized by the creation of divisions, each of which has a specific task and responsibilities. The functional structure is based on the principle of complete management, which consists in the fact that the implementation of the instructions of the functional body is within its competence and is mandatory for execution.
The advantages of a functional structure include:
clear division of departments according to the set of functions;
high competence of specialists responsible for performing functions;
elimination of duplication in performing management tasks for individual services.
Disadvantages of the functional structure:
there is no coordinating unit or individual;
lengthy decision-making procedure;
violation of the principle of unity of command;
it is difficult to maintain relationships between different services;
reducing the responsibility of performers and managers for work in general.
The basis of the linear-functional (staff) structure is the linear structure, but with the difference that under line managers, special units are created that are specialized in performing certain management functions. These services do not have the right to make decisions, but only provide more qualified performance by their specialists. line manager his responsibilities. a diagram of an enterprise that has linear and functional blocks of subordination of divisions.
Characteristics of the headquarters structure (Fig. 1.4):
Functional
(linear) Headquarters (linear-functional)
Rice. 1.4. Functional and staff (linear-functional) structures
The presence of two blocks of divisions: linear and functional;
there is one coordinating unit for all units;
the complexity of direct interaction between divisions of linear and functional blocks.
The advantage of a linear-functional (headquarters) structure is improved coordination of activities in functional areas, adequate and effective production response of the organization. The disadvantage is the lack of close relationships at the horizontal level and, as a result, the erosion of the developed strategy.
One type of linear-functional structure is a matrix structure (Fig. 1.5), in which subordination is determined, indicating the relationships between the divisions of the linear and functional blocks.
Main characteristics of the matrix structure:
clear identification of linear and functional blocks of departments;
the ability to coordinate the actions of all units through the head unit;
the presence of a set of tasks that are solved directly by divisions of linear and functional blocks.
Rice. 1.5. Matrix structure
Another type of linear-functional structure is the project structure (Fig. 1.6), in which there is a temporary subordination of divisions of linear and functional blocks for the development and implementation of projects.
A distinctive characteristic of the project structure is the creation of temporary associations of divisions of linear and functional blocks for the development or implementation of one or several projects. After the completion of the project, these units begin to fully perform their immediate functions. During the period of work on the project, the set of functions is reduced due to transfer to other functional departments.
The main advantage of project structures is the concentration of all efforts on solving one problem and increasing the personal responsibility of a particular manager.
Disadvantages - fragmentation of resources and the formation of project groups that do not represent sustainable entities.
Rice. 1.6. Project structure
It should be added that matrix and project structures are characteristic of organic organizations.
The divisional structure is the most advanced structure of the hierarchical type, which arose as a reaction to the shortcomings of linear functional structures. Manage a large company from a single center in modern conditions becomes ineffective. And with a divisional structure, senior management personnel are freed up to solve strategic problems and, as a rule, rely on several centralized functional units.
Accordingly, the divisional structure is characterized by a combination of centralized strategic planning in the upper levels of management with the decentralized activities of departments, at the level at which operational management is carried out and which are responsible for generating profits.
The divisional approach speeds up the organization's response to changes in the external environment and ensures a close connection between production and consumers. In this case, the structuring of the company is carried out according to one of the following principles:
taking into account the characteristics of the products manufactured or services provided;
depending on the orientation of a particular consumer;
depending on the territory served (regional principle).
Rice. 1.7. Divisional management structure
Also a distinctive feature of the divisional structure is the presence of linear units located in other places or specialized in various types goods. These divisions may have their own functional blocks.
The structuring of the company into departments is carried out according to one of three principles:
in terms of product - taking into account the characteristics of the products manufactured or services provided;
depending on the orientation towards a specific consumer;
regionally - depending on the territories served.
Having considered the characteristics of the types of organizational management structures, we can say that the management structure is, first of all, the most important part of any organization that has a complex structure. It consists of organizational, functional, staffing, social and role structures. And in management theory, there are different types of structures: linear, functional, linear-functional, divisional.
1.3 Principles of constructing organizational structures and stages of their research
Organizational structures, being the most important part of an organization, are built according to certain principles that are associated with the type of organization. Let us note the principles of constructing an organizational structure (Fig. 1.8).
Rice. 1.8 Principles of building an organizational structure
1.Flexibility. Characterizes the ability to quickly adjust in accordance with changes occurring in personnel and production.
1.Centralization. It consists in the reasonable centralization of the functions of employees in departments and services of the enterprise with the transfer of operational management functions to the lower level.
2.Specialization. It is ensured that certain management functions are assigned to each division.
.Unity of rights and responsibilities. It means that the rights and responsibilities of departments and employees must be in dialectical unity.
.Separation of powers. Line management ensures decision-making on product release, and functional management ensures the preparation and implementation of decisions.
.Economical. Characterizes the achievement of the minimum required costs for the construction and maintenance of an organizational management structure.
There are many requirements for the management structure that reflect its key importance for management. They are taken into account in the principles of forming the organizational management structure. The main factors that the management structure must comply with, in accordance with which it must be built, can be determined as follows.
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.
An optimal division of labor should be provided between management bodies and individual workers, ensuring the creative nature of the work and normal workload, as well as proper specialization.
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.
Between functions and responsibilities, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain correspondence, the violation of which leads to dysfunction of the management system as a whole.
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, the distribution of powers and responsibilities, the degree of independence and the 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.
It is important to pay attention to the connection between the management structure and the phases of the organization’s life cycle. For example, 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 it is reorganized.
The formation of the management structure is influenced by changes in the organizational forms in which enterprises operate. So, when a company becomes part of any association, say, an association, a concern, etc., a redistribution of management functions occurs (some of the functions are, naturally, centralized), therefore the management structure of the company changes.
A rational management structure must meet the requirements imposed on organizational structures by new economic conditions, which today include:
Clarity. Each department of the organization, each of its employees (especially each manager) must clearly know where he is and where to turn for information, help or solutions.
Economical. Management functions such as control, supervision and stimulation should require a minimum of effort, and the management structure should promote self-control and motivation. To keep an enterprise on track, the minimum possible number of people (especially highly qualified and efficient people) must devote attention and effort to “management”, “organization”, “control”, “communication”, “personnel problems”.
Directing employees' attention to efforts towards the results of the enterprise as a whole. The performance of managers should be assessed by economic results, and not by any narrow professional standards of competence or administrative skill.
Clearly define the tasks and functions of each employee in the overall goal of the organization. In order to relate his efforts to the good of the whole, each employee must understand how his task is related to the general task and how the general task determines his task, his efforts, his contribution.
An organization should also be judged according to whether it facilitates or impedes the decision-making process. A structure that pushes decisions up instead of making them at the lowest possible level, a structure that delays critical decisions, and concentrates attention on unnecessary or secondary problems is a bad structure.
Compliance with the above requirements contributes to the creation of a flexible system capable of quickly responding to changes due to the influence of any external factors. These requirements will make it possible to build an organizational structure that will contribute to the development of the management system at the enterprise, increase the level of its organization and create all the conditions for the effective functioning of the enterprise as a whole.
Let us take a closer look at the stages of analysis of strategy and enterprise development necessary for designing a new or improving an existing organizational structure (Fig. 1.9).
The first stage is to clarify the main objectives of the organization, areas of uncertainty and the most likely development alternatives. An accurate, well-founded answer to the question about the organization’s objectives and the goals of its activities largely determines general structure.
The second step in organizational structure analysis is to identify the variables that significantly influence task performance. At this stage, an analysis of the economic and production structure of the enterprise and its main components is necessary.
It also requires an analysis of the external environment in which the organization operates or its activities are planned. The study of these two closely related areas (external and internal) leads to key decisions that can determine the success of all activities of the organization.
Rice. 1.9 Stages of enterprise analysis to improve the organizational management structure
At the third stage of the analysis, it is necessary to study goals and plans for a certain period, usually at least one year. It is important to ensure that current goals are consistent with the organization's main mission and that plans are aligned with key factors for successful operation. This is significant because goals and plans have a direct impact on the organizational structure by determining the priorities and meaning of previously made decisions. Any organizational project involves inevitable changes, for example, the relationship between production efficiency and innovation, between the volume of the sales market and product quality, between short-term and long-term planning. The plans of the organization and its strategy are the fundamental basis for making informed decisions when designing the organizational structure.
At the fourth stage, the extent to which the organization’s structure meets the tasks, goals, plans and factors on which the success of its functioning depends is assessed. To do this, it is necessary to carefully study the existing formal structure of the organization, determine its strengths and weaknesses, find out what shortcomings in the formal structure are compensated by informal elements and how effectively.
An important point in the analysis of an organization is the assessment of the human resources of the enterprise. Sometimes the shortage of workers in certain specialties cannot be compensated for by sufficiently prompt training of workers within the enterprise or by recruiting them from outside, which cannot be ignored in the distribution of functions within the existing organizational structure. The likelihood and validity of changing management processes is considered. Analysis of an organization and its external environment provides a tremendous amount of information that must be assessed so that a decision can be made about the structure of the organization, which is the final stage of the analytical process.
Of particular importance is the nature of the influence of the external environment on the organizational structure of the organization. The external environment is understood as the immediate environment of the organization, which is formed from such environmental subjects that directly influence the activities of this organization. Therefore, design should be based on the stages of studying the external environment of the organization.
Stage I - identification and description of the external environment;
Stage II - identifying the main relationships between elements of the external environment;
Stage III - determining the diversity of elements of the external environment;
Stage IV - designing each element of the organizational structure taking into account the external environment;
Stage V - formation of a management mechanism, taking into account the specifics of the elements of the organizational structure and its external environment.
.4 Main trends in the development of organizational management structures
The organizational structure of system management determines the functional relationships between its elements, formalizes the division of duties, the hierarchy of subordination and responsibility, and the necessary specialization. The fewer hierarchical levels in the structure of an enterprise, the easier it adapts to changes in the external and internal environment, but the responsibility of its managers increases significantly and the level of training of performers must be higher. A number of requirements are determined that an optimal (for a certain period of time) organizational structure must meet:
-the enterprise management structure must ensure the effective achievement of basic production and organizational goals;
-ensure interaction between all elements of the structure, scientific, technical, line and management personnel;
-respond adequately to changes in the external environment.
It should be taken into account that in addition to the formal structure, each enterprise also has an interpersonal informal structural connection between departments, especially at the horizontal level. Information flows circulating at horizontal levels of the hierarchical structure have their own characteristics. They are less subject to distortion, are mainly of a coordination rather than an order nature, are more efficient, but are not always reliable, since they do not contain mechanisms for verifying messages. With the help of horizontal connections, complex production issues are resolved more easily and quickly, but rumors and speculation are also widely spread.
A justified choice of the type of organizational structures depends on a balanced analysis of many factors: the possibility of using computer technology to analyze structures, the enterprise development strategy for the period under study, the volume of work performed and, finally, the production experience of management personnel. The simplest and most frequently used method for choosing an organizational structure is to study the structures of successfully developing related enterprises. Another method is the development of a new structure based on the recommendations of professional consultants and experts. Methods of goal structuring and organizational modeling are used less frequently.
Any, even the most advanced production management structure is doomed to change and further improvement. The sooner the governing bodies determine the need for these changes, the more effective the management process will be, the less there will be the threat of stagnation and regression of the system.
The reason for the inevitability of new organizational relationships and corresponding management structures lies in the constant development and redistribution of functions between elements of the management system, obsolescence of the structure and such a powerful catalyst for social, economic and managerial changes as scientific and technological progress (replacement of equipment, development of new products and technologies ). However, most structural changes meet resistance from staff, and these changes will have a high chance of success if the most Active participation they will be attended by senior leaders of the organization. It is important that the need for structural changes is clear to everyone and that each innovation is properly justified. Enterprise managers must be mentally prepared for possible disruptions in work and disruptions to the usual rhythms of activity.
The experience of leading Russian enterprises and successfully operating foreign firms shows that there has been a persistent tendency to replace purely engineering, narrowly functional work with more creative, diverse work that requires independent management decisions. Lower structural levels are becoming increasingly involved in the management process, while higher hierarchical levels are concentrating on solving the most complex, strategic problems. These changes in the content of managerial work require simplification of complex hierarchical structures.
The main criterion for the quality of organizational structures is the final socio-economic, and sometimes psychological, result. The increase in the scale of production and its complication in the context of the use of automated systems for collecting and processing information determine the development of new organizational management structures. At the heart of this development is the transition to structures that provide a quick response to changes occurring in production. Most firms are continuously improving their organizational structures.
The main directions for improving organizational management structures, forms and methods of management are:
decentralization of production and sales operations;
innovative expansion; transition from narrow specialization to integration in the content and nature of management activities themselves, in management style;
refusal to use administrative levers of coordination and control.
It is important to emphasize that experimentation with the development and introduction of new management structures has become a characteristic feature of the last decade of the 20th century. .
In the course of these experiments, a wide variety of combinations of known types and types of structures are often used, adapted by organizations to the specific conditions of their functioning. But still, the main trend is that each subsequent structure becomes simpler and more flexible compared to the previously existing ones.
In this case, the following ten requirements and characteristics of the formation of effective production management structures are named:
) reducing the size of departments and staffing them with more qualified personnel;
) reducing the number of management levels;
) group labor organization as the basis of a new management structure;
) orientation of current work, including schedules and procedures, to customer requests;
) creating conditions for flexible product packaging;
) minimization of inventories;
) quick response to changes;
) flexible equipment;
) high productivity and low costs;
) impeccable product quality and focus on strong connections with the consumer.
Summarizing the trends in the development of organizational structures, it can be noted that the organization of the future is characterized by: integration; automation and personnel development instead of labor rationalization and structure rationalization; demanagerization; destructuring; informatization; virtualization; socialization.
The problem of virtualization of organizations requires special attention. Let's consider some areas characteristic of the virtualization process.
First direction. In fact, virtualization means that the divisions of an organization that make up its structure are “washed out” into the external environment, the structure loses its system-forming significance, the organization becomes more and more “hollow” and merges with the external environment. In extreme cases, the organization may be left with an office, which would be best for the manager to locate at home.
The second direction of virtualization, related to the first, but of independent interest due to its specificity, is the formation of a virtual communication space that allows for the exchange of information in real time throughout the planet and the creation of colossal databases and knowledge bases.
The third direction of virtualization affects the actual structural aspects of the organization. Any organization is just a specific form of people implementing a certain joint activities. At the same time, the motives and nature of the interaction of people and their groups in the organization are determined by the goals of their activities; therefore, if the content of the activity changes, the organization must also change. The meaning of an organization is not what it is externally and internally, but what its role is in the system in which it is included as an element. This system is presented as a business space, which in turn is included in the socio-cultural environment.
The fourth direction of virtualization determines the sociocultural process. The main system-forming factors of a traditional organization are goals and structure. Since the organization in the future ceases to be a target system, and the structure loses its relevance, the new system-forming factor becomes, first of all, organizational culture, but not as a corporate culture, but as an element of the culture of civil society. From the point of view of the sociocultural process, the external environment becomes a space for civilized cooperation between organizations.
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.
Conclusions on the first chapter
Consideration of the theoretical foundations of the organization's management structure showed that the organizational management structure is understood as an ordered set of steadily interconnected elements that ensure the functioning and development of the organization as a whole.
The organizational structure includes organizational, functional, staffing, social and role structures. And in management theory, there are different types of structures: linear, functional, linear-functional, divisional.
The process of analyzing the organizational structure includes the formulation of the goals and objectives of the organization, determining the composition and location of departments, their resource provision, and analyzing the influence of the external environment on the organizational structure of the organization. Having considered these factors, we can conclude that it is necessary to improve the management structure and its compliance with the activities of the organization.
2. Practical chapter. Analysis organizational structures management OOO SK « Garant-Volga region» And offers By her improvement
.1 Characteristics of the organization’s activities and analysis of the main financial and economic indicators
The object of study of this thesis is the construction organization LLC Construction Company "Garant-Povolzhye". The organization is registered in Nizhny Novgorod, st. Shalyapina, 2-a in 2007.
IC "Garant-Povolzhye" is a limited liability company. The organization was formed in accordance with the Federal Law “On Limited Liability Companies” (On LLC) dated 02/08/1998 N 14-FZ (as amended on 12/28/2010).
The founder of LLC IC "Garant-Povolzhye" is an individual citizen Russian Federation. LLC IC "Garant-Povolzhye" has a current account for its main activity, a round seal, an emblem with its name, and other stamps and seals. LLC IC "Garant-Povolzhye" is a legal entity; the organization acquired this status from the moment of its state registration. The legal status is determined by the Civil Code of the Russian Federation, the Charter of the organization, the constituent agreement, and other regulatory documents. LLC IC "Garant-Povolzhye" owns separate property and is liable for its obligations with this property, has an independent balance sheet, can acquire and exercise property and personal non-property rights in its own name, and be a plaintiff and defendant in court.
The main document regulating the activities of this enterprise is the Charter. The Charter came into force from the moment it was signed by the founders and state registration. From the moment of registration of a limited liability company as a legal entity, compliance with the provisions of the Charter is mandatory for the company in its relations with partners.
Supreme body The management of a limited liability company is the general meeting of its founders, the exclusive competence of which includes:
- changing the charter of the company, including changing the size of its authorized capital;
- appointment of an executive director and an audit commission (auditor) of the company and early termination of their powers;
- formation of executive bodies of the company and early termination of their powers;
- approval of annual reports, balance sheets, profit and loss accounts of the company and distribution of its profits and losses;
- decision on reorganization or liquidation of the company, etc.
According to the scale of activity in accordance the federal law dated July 24, 2007 N 209-FZ (as amended on December 6, 2011) “On the development of small and medium-sized businesses in the Russian Federation” and in accordance with the above-mentioned Decree of the Government of the Russian Federation, Insurance Company Garant-Povolzhye LLC refers to small enterprises. A small enterprise as an economic entity has independence in implementing its economic activity, disposal of manufactured products, profit remaining after paying taxes and other obligatory payments, like any other enterprise, operates on the basis of the charter, which defines the organizational and legal form of the enterprise, its name, location, subject and goals of activity (Appendix A).
The goals of the construction organization SK Garant-Povolzhye LLC:
Increasing market share.
Preservation and maintenance of all types of financial resources at the required level.
Attracting valuable resources: qualified employees, capital, modern equipment.
Providing the conditions necessary to develop the creative potential of employees and increase the level of satisfaction and interest in work.
Improving operational efficiency.
Getting a stable profit.
LLC SK "Garant-Povolzhye" provides services for the construction of private houses and cottages of any type in Nizhny Novgorod and the region. In addition to private buildings, he has extensive experience in renovation and finishing of premises. Repairs begin with the development of design and estimate documentation, based on the funds that the customer is willing to invest in repairs and arrangement of the premises. Specialists of LLC SK Garant-Povolzhye estimate repair costs, search for components, optimally combining the capabilities and costs of customers.
LLC SK "Garant-Povolzhye" has state licenses to carry out the following activities:
carrying out construction, installation, repair and finishing works;
performing general construction, specialized construction, repair work and reconstruction of all types of construction and engineering facilities, as well as individual (private) buildings, using both standard and independently developed documentation;
carrying out architectural activities and other types of activities provided for by the Charter of LLC IC "Garant-Povolzhye".
LLC IC "Garant-Povolzhye" operates in accordance with the Federal Law of the Russian Federation of December 30, 2009 N 384-FZ "Technical Regulations on the Safety of Buildings and Structures."
Let us analyze the main economic indicators of the activities of LLC IC "Garant-Povolzhye" for 2010-2011. on the basis of financial statements (basis - form No. 1 and No. 2, Appendix A, B). In LLC IC "Garant-Povolzhye" accounting is carried out on the basis of the Civil Code of the Russian Federation, the Tax Code of the Russian Federation, Federal Law dated November 21, 1996 N 129-FZ (as amended on November 28, 2011) “On Accounting”, etc. Resolution of the Government of the Russian Federation, Orders of the Ministry of Finance of the Russian Federation and guidelines on accounting.
Table 2.1 Dynamics of the main financial indicators of the activities of LLC IC Garant-Povolzhye, thousand rubles.
Indicators As of December 31, 2010 As of December 31, 2011 Abs. deviationRel. deviation % Sales revenue 117086.0131268.114182.110.8 Cost of work 58113.265320.07206.811.03 Gross profit 34523.040320.05797.014.4 Selling and administrative expenses 61.364.02.74.2 Profit (loss) from sales,9519, 211671.62152.418.4 Profit (loss) before tax 8598.210840.62242.420.6 Net profit (loss) of the reporting year 8398.210619.62221.420.9 Return on sales, % 0.070.080.0112.5
As can be seen from Table 2.1, revenue in 2011 compared to 2010 increased by 14182.1 thousand rubles, a growth rate of 10.8%. Cost increased by 7206.8 thousand rubles, the rate of change in the indicator was 11.03%. Gross profit increased by 5,797.0 thousand rubles, which is a 14.4% increase. Net profit increased by 2221.4 thousand rubles or 20.9%, which is a good indicator of the financial performance of the enterprise. Return on sales increased by 12.5%. In modern market conditions, these indicators for a construction organization are satisfactory. Let's analyze the performance of LLC IC "Garant-Povolzhye" in 2011 in comparison with the same period in 2010. Let us analyze the obtained profitability indicators of the organization under study.
Table 2.2 Analysis of the level and dynamics of profitability of LLC IC Garant-Povolzhye according to financial statements
Indicators For the reporting period For the previous similar period Deviations No. Change + / - Growth rate % (2011) (2010) 1 Profit before tax, thousand rubles 10840.68598.2 + 2242.420.62 Net profit, rub. 10619 ,68398.2+2221.420.93 Sales revenue, rub. 131268.1117086.0+14182.110.84 Total cost of sales, rub. 65320.058113.2+7206.811.035 Cost profitability for ordinary activities 5.1 For profit up to taxation, %16,614.8+1,810.85.2 For net profit, %16,214.4+1,811.16 Return on sales of a commercial organization 6.1 For profit before tax, %8,267.34+0.9211.16.2 For net profit, %8,097.17+ 1.0212.67 Average value of assets (property), thousand rubles 29 09325 968 + 312510.78 Return on assets (property) of a commercial organization 8.1 For profit before tax, % 37,233.1-4,111.08.2 For net profit, % 36,532.3 -4,211.59 Authorized capital, thousand rubles 4 4984 498010 Return on authorized capital 10.1 For profit before tax, % 41,552.3 + 10,820,610.2 For net profit, % 42,353.5 + 11,220.9
Let's analyze the performance of LLC IC "Garant-Povolzhye" in 2011 in comparison with the same period in 2010. Let us analyze the obtained profitability indicators of the organization under study. The authorized capital of LLC IC "Garant-Povolzhye" is 4,498 thousand rubles (clause 9 of Table 2.2). Return on authorized capital (clauses 10.1, 10.2 of Table 2.2) reflects the efficiency of capital use. The profitability of the authorized capital of LLC IC Garant-Povolzhye increased over the period under review, both in terms of profit before tax (+20.6%) and in terms of net profit (+20.9%).
The profitability of sales of LLC SK "Garant-Povolzhye" (items 6.1, 6.2 of Table 2.2) reflects the efficiency of sales of construction services. Over the two years under review, the organization's sales profitability shows slight dynamics - an increase of 11.0% in profit before tax and 12.6% in net profit. The profitability of costs for ordinary types of activities - repair and finishing work (clauses 5.1, 5.2 of Table 2.2) reflects the cost efficiency of LLC SK Garant-Povolzhye. The cost efficiency of the organization under study also increased - by 10-11%, which indicates an increase in the cost of materials, components and the work itself.
The average value of an organization's property has increased by 3,125 thousand rubles since 2010. (clause 7 of table 2.2). Return on assets (property) (clauses 8.1, 8.2, Table 2.2) reflects the efficiency of using the organization’s property. During the period under review, the profitability of using the property of LLC SK Garant-Povolzhye increased by 11.5% in 2011. This suggests that the organization’s production and technical equipment has a higher capacity than is actually used. LLC IC "Garant-Povolzhye" has a reserve of production capacity for the development of its activities, it is not used due to the lack of the required number of orders and the property not used in the activities is sold. In general, the calculated indicators reflected the efficiency of the economic activities of LLC IC Garant-Povolzhye.
Conclusion from the analysis of the financial condition of the organization under study: deviations in economic indicators for 2010 and 2011. not significant, the growth rates of all indicators are approximately the same. This indicates that SK Garant-Povolzhye LLC is developing steadily, has opportunities for further growth, and in order to maintain a competitive position in the construction services market, it is necessary to use all available resources to the maximum. It is necessary to develop activities to attract new customers and strive to ensure that sales figures increase, which will positively affect the overall profitability of the company.
Let us analyze the external environmental factors influencing the structure of LLC IC Garant-Povolzhye. The external environment in which an organization has to operate is in constant motion and subject to change. Consumer tastes are changing, the market exchange rate of the ruble against other currencies is changing, new laws and taxes are being introduced, market structures are changing, new technologies are revolutionizing production processes, and many other factors are at work. An organization's ability to respond and cope with these environmental changes is one of the most important components of its success. At the same time, this ability is a condition for implementing planned strategic changes.
The external environment of an organization is forces external to the organization that affect its performance (Fig. 2.1).
Rice. 2.1. External environment of the organization
The functional areas of the organization's external environment include:
) Social environment - population growth, development of culture and education determine the nature of the potential market, changes in needs for the quantity and quality of consumed goods (products, housing, comfort), lifestyle lead to the transformation of the concepts of employment and leisure, healthy lifestyle, comfort of housing and, as a result, it is a motivation to change the production of goods and services. The social environment has an impact on SK Garant-Povolzhye LLC in terms of the formation of consumer preferences, on which the direction and magnitude of consumer demand, and therefore the company’s ability to sell its products and services, greatly depend.
) Legal environment - organizations operate within a legal framework, the rules of law regulate their behavior and contribute to the resolution of conflicts between them and society as a whole, therefore legislation, contrastive law, and consumer protection are being improved. The activities of LLC IC "Garant-Povolzhye" are controlled by the relevant government authorities (tax, technical and fire supervision).
) State environment - the state in the economic sphere can play three different roles: non-interference in economic processes (free market); radical intervention in the economy (socialism and communism); pragmatic intervention in the economy, i.e. coordination of political views, individual initiative, profit motivation, market forces (regulated market). Today, the key process of the political component is the struggle for power. Power, on the one hand, determines how access to money is provided, and, on the other hand, how and to what extent money is alienated from organizations for government needs. Both of these processes are a source of opportunities and threats for the functioning of LLC IC Garant-Povolzhye. The domestic market is influenced by political events and decisions, and similarly, political factors can impact international business operations.
) Technological environment - the dynamics of supply and demand in the labor, resource and financial markets influence the pace of innovation processes, competitive forces stimulate the development of technology. Tracking the process of technology development is important not only due to the fact that it is necessary to start using new technological advances in a timely manner, but also due to the fact that the organization must anticipate and predict the moment of abandonment of the technology used. It is obvious that SK Garant-Povolzhye LLC, which deals directly with construction technologies, must be able to quickly respond to new developments and offer innovations itself. However, today, in order to remain competitive, almost all organizations are forced to keep up with at least those developments on which the effectiveness of their activities depends.
) Economic environment - production is always in specific connection with the economic environment: the level of employment, the balance of payments, the rate of economic growth. Analysis of the economic component should be aimed at a comprehensive assessment of its condition. First of all, this is fixation of the level of risk, the degree of intensity of competition and the level of business attractiveness of LLC SK Garant-Povolzhye. To study the potential of LLC IC "Garant-Povolzhye", analyze its external environment, strengths and weaknesses, it is necessary to conduct a SWOT analysis (Table 2.3., Appendix H).
The main threats to the external environment of SK Garant-Povolzhye LLC are the emergence of new competitors, the likelihood of a decrease in demand for construction services due to the deterioration of the general economic situation in the country or region. To minimize these threats, it is necessary to constantly conduct marketing research of the market and develop measures to enhance competitive advantages. When the flow of customers decreases, carry out advertising events, information, introduce a system of discounts, hold promotions, etc.
LLC IC "Garant-Povolzhye" has opportunities for successful development, the main ones being the presence of qualified personnel, a well-established process of sales and customer service, and the presence of well-established relationships with suppliers. It is proposed to implement the following measures to maximize the use of opportunities:
improve staff qualifications;
meet growing consumer demands through the use of new technologies and modern building materials;
use and develop established relationships with suppliers, fulfill contractual terms on time.
Activities aimed at increasing the degree of consumer satisfaction through: a wide range of services and materials will also be effective in competition; providing the opportunity to pay in installments for services, providing discounts, bonuses; reduction of work completion time. The proposed measures will require, in any case, additional investments, so it is necessary to search for ways to rationally reduce costs.
.2 Analysis of the work of functional units and management levels of LLC IC "Garant-Povolzhye"
Let's look at the indicators for labor and wages at LLC SK Garant-Povolzhye (Table 2.4).
Table 2.4 Labor indicators of LLC SK Garant-Povolzhye for 2010-2011.
Indicators, units of measure 2010 2011 Dynamics of changes absolute % Average headcount 414212.4, people: Managers 6600 Specialists 101000 Workers 252613.8 Left the company 46233.3 Turnover rate 9.714.24.531.7 Average 14 00015 0001 0006.6salary, rub.
As we can see from Table 2.4, the average salary increased by 6.6%, which is undoubtedly a positive fact for the company. But still, wage growth turned out to be no higher than inflation, therefore, wages should be raised further. Staff turnover is at a low level, but we have seen an increase in this ratio over the past year, which may be due to the lack of clear personnel management in the organization.
The organizational structure of LLC IC "Garant-Povolzhye" is linear-functional in type (Fig. 2.3., Appendix E).
LLC IC "Garant-Povolzhye" is headed by the General Director. In general, the management structure of LLC IC "Garant-Povolzhye" consists of senior management management (general director), middle level (commercial director, chief engineer and chief accountant) and lower level, including operational and economic units.
The highest level of management determines the strategic direction of the organization's development and solves important production, economic and technical problems.
The middle level of management (commercial director, chief engineer, chief accountant) ensures the efficiency of the functioning and development of the enterprise by coordinating all its divisions.
The lower level (departments, warehouse, support workers) solves operational problems in organizing economic activities within the framework of individual structural units, the main task of which is to carry out production program.
Let's consider the distribution of management functions in accordance with the existing organizational management structure.
The highest governing body of the Company is the general meeting of its participants, since LLC IC "Garant-Povolzhye" has one participant, decisions on issues within the competence general meeting members of the Society are accepted by the sole member of the Society individually and are drawn up in writing. The exclusive competence of the sole participant of the Company includes:
determination of the main directions of the Company’s activities;
changing the charter and size of the authorized capital of the Company;
amendments to the memorandum of association;
appointment of the General Director of the Company, adoption of a decision on early termination of his powers;
increase in the authorized capital at the expense of the Company’s property and at the expense of additional contributions of its participants;
approval of annual reports and annual balance sheets;
making a decision on the reorganization or liquidation of the Company;
making decisions on the creation of branches, opening representative offices;
making decisions on major transactions;
statement internal documents Society.
The sole executive body of the Company is the General Director. The General Director (in LLC IC Garant-Povolzhye is not a member of the Company) is appointed for a period of three years and can be reappointed an unlimited number of times. The terms of activity of the General Director, his rights, duties, powers, and remuneration are determined by the agreement concluded between him and a member of the Company. The General Director makes decisions on issues of the activities of LLC IC "Garant-Povolzhye" that do not fall within the exclusive competence of a member of the Company.
The General Director of LLC IC "Garant-Povolzhye" has the right to: act on behalf of the Company without a power of attorney, incl. represent his interests; make transactions, with the exception of transactions defined as large; issue powers of attorney for the right of representation on behalf of the Company; issue orders on the appointment of employees of the organization, their transfer and dismissal; apply incentive measures to employees and impose penalties on them.
The director plans and manages the activities of LLC SK Garant-Povolzhye, coordinates the interactions of structural divisions, distributes responsibilities and determines the degree of responsibility of employees, monitors compliance with work quality standards, identifies and analyzes problems in the work of the construction organization and takes measures to resolve them, represents the interests of a construction organization in court, arbitration, government and administrative bodies, etc.
The General Director of the construction organization LLC SK Garant-Povolzhye performs the following duties:
manages, in accordance with current legislation, the economic and financial activities of a construction organization;
determines measures and methods for solving problems of the construction organization subordinate to him;
ensures timely and high-quality implementation by the construction organization of contracts, contracts, and obligations;
takes measures to ensure the construction organization qualified personnel, rational use of their professional knowledge and experience, creation of safe and favorable working conditions for life and health;
hires and fires employees, applies incentive measures or imposes penalties, creates conditions for their professional growth;
approves internal regulatory organizational and legal documents;
determines the pricing policy in the field of construction work;
controls and ensures compliance with the law in the activities of a construction organization, timely payment of established taxes and fees, the correct combination of economic and administrative management methods, unity of command and collegiality in discussing and resolving issues, moral and material incentives for improving the quality of construction work, application of the principle of material interest and responsibility of everyone the employee for the work entrusted to him and the results of the work of the entire team, payment of wages on time;
takes measures to comply with environmental protection legislation when performing construction work.
Directly subordinate to the director are the commercial director, chief engineer, chief accountant, and lawyer.
The commercial director of LLC IC "Garant-Povolzhye" manages the activities of the organization's division - the warehouse. The main responsibilities of the commercial director: management of financial and economic activities in the field of logistics, procurement and storage of construction materials, takes measures to timely conclude economic and financial agreements with suppliers of materials, expand direct and long-term relationships, ensures the fulfillment of contractual obligations.
The departments of estimate-contractual and production-technical are subordinate to the chief engineer. The contractual estimate specialist performs the work of drawing up estimates for orders, and consists of two engineers - estimators. The production and technical department performs the main work of fulfilling construction orders. The department includes foremen and workers of various construction specialties.
The chief accountant performs the functions of registering and summarizing information about property, obligations of organizations and the movement of property by documenting all business transactions. Responsibility for the organization accounting in an organization, compliance with the law when carrying out business operations is the responsibility of the head of the organization.
All business transactions carried out at LLC IC "Garant-Povolzhye" are documented with the appropriate documents. These documents serve as primary accounting documents on the basis of which accounting is conducted. Documents used to document business transactions with funds are signed by the general director and chief accountant.
As mentioned above, in addition to his direct work, the accountant of the company SK Garant-Povolzhye LLC conducts the organization’s clerical work (i.e., performs the functions of a secretary) and performs the duties of a personnel employee. An accountant is overloaded with work, especially during the period of accounting and tax reporting.
The lawyer reports directly to the general director, he provides legal advice and support for all economic and commercial transactions of the organization, and, if necessary, represents the interests of the company in court, government agencies, etc.
Organizational influence on enterprise employees should be based on the preparation and approval of internal regulations governing the activities of personnel. In LLC IC "Garant-Povolzhye" these include a collective agreement between the administration and the workforce, internal labor regulations, staffing schedule of the organization, job descriptions of employees and organization of workplaces. Compliance with these documents is mandatory for all employees, and failure to comply will result in disciplinary action.
It was revealed that in LLC IC "Garant-Povolzhye" there are no documents regulating the organization's management system - the philosophy of the organization, regulations on structural units (departments). These documents need to be developed.
When analyzing the organizational management structure of LLC SK Garant-Povolzhye, we took into account the fact that effective management structures must satisfy the following criteria:
1.There can only be one immediate supervisor in a department or employee.
2.No more than 7+/-2 people should be directly subordinated - maintaining the principle of controllability.
.Each employee must have certain functional responsibilities.
.When delegating responsibilities, it is necessary to delegate responsibility for their implementation; control is not delegated.
.The association of employees into departments should be carried out on the basis of some grouping principle (unity of the function performed, unity of the business process, unity of the client, etc.).
.Each function must be performed entirely within one department.
Accordingly, the presented organizational structure of SK Garant-Povolzhye LLC has a number of advantages, such as: division of labor, which leads to the emergence of highly qualified specialists; hierarchy of management levels; the presence of an interconnected system of generalized formal rules and standards that ensures the uniformity of staff performance of their duties and the coordination of various tasks; hiring is carried out in strict accordance with technical qualification requirements. Along with the listed advantages, it also has disadvantages inherent in all linear-functional structures:
lack of close relationships at the horizontal level between individual units, which leads to the need to coordinate the actions of different functional units and sharply increases the amount of work of managers;
exaggeration of the importance of standardized rules, procedures and norms leads to a loss of flexibility of behavior in certain situations, since all issues and problems are resolved based on precedents;
a discrepancy between the responsibilities and powers of managers at different levels is allowed;
The specifics of the work of various units are not taken into account.
It was determined that, in general, the organizational structure corresponds to the overall goal of the organization, but requires a little refinement, since some functions are distributed irrationally, there is a problem of overload of the chief accountant, who performs many functions - in addition to maintaining accounting records, he is entrusted with personnel records management. Such excessive overload and responsibility of the deputy can negatively affect the results of work and lead to errors and shortcomings in the work. There is no agreed system for hiring personnel; this work is not planned and is carried out only when a vacancy arises directly. Perhaps this is where the problem of increasing turnover rates comes from. Also, part of the personnel work (interview, hiring decision) will be performed by the general director, which also causes his overload. It should have the responsibility to define the overall strategy personnel policy, placement of personnel, remuneration, hiring, and other issues arising in the system of selection, evaluation, dismissal of personnel should be carried out by a specialist - a personnel manager.
2.3 Ways to improve and evaluate the effectiveness of the organization based on improving the management structure
An analysis of the management structure showed that in LLC SK Garant-Povolzhye there is an overload of the general director and chief accountant with personnel work, and as a result, personnel work is carried out ineffectively, there is no coherent system for hiring personnel, and over the last year there has been an increase in the turnover rate.
Let's consider the proposed new staffing position - HR manager. The HR Manager will report directly to the General Director. After the proposed changes in the structure of the organization (introduction of the position of HR manager), the accountant will perform only his main responsibilities for accounting for the company’s financial assets. The new organizational structure is presented in Appendix B.
The activities of the HR manager should be aimed at:
Development of a personnel management system: selection, assessment, placement, adaptation, training of personnel.
Organization of work with personnel: defining and drawing up the philosophy of the organization, tracking and analyzing the personnel structure, management regulation, scientific organization of work, etc.
Motivation, payment and personnel performance: development of a motivation system, an optimal remuneration system, personnel management methods, analysis of personnel performance.
Responsibilities of the HR Manager in the field of office work:
Receive and view incoming documents, register them, send them to performers; select documents requiring immediate consideration, report them to the General Director, and provide draft resolutions.
Maintain operational records of the passage of documents and daily monitor the deadlines for the execution of documents and oral instructions of the General Director by heads of structural divisions.
Prepare draft documents on behalf of the General Director, ensure coordination of projects with department heads, prepare and execute management and administrative documents.
Carry out and control document flow within the organization, on behalf of the general director, carry out document flow between the enterprise and other organizations, bodies, institutions.
Conduct paperwork, ensure the safety of documentation, formulate files.
Keep records, issue powers of attorney, accept reports from authorized representatives.
Maintain daily time sheets for company employees.
Prepare travel documents.
Maintain personnel records, register hiring and dismissal, vacations, and sick leave for employees.
Ensure familiarization, recording and storage of orders and instructions.
To determine how effective the distribution of functions is between managers of LLC IC Garant-Povolzhye, based on the organizational management structure, we will draw up a matrix for the distribution of management functions (Appendix E).
The distribution matrix of management functions allows you to clearly separate them, determine the technological sequence of management operations and clearly assign operations to specific managers or specialists. The presented matrix is based on a classifier of management functions of a construction organization.
This is how we see the rational distribution of functions between the management employees of the construction organization SK Garant-Povolzhye LLC. The CEO has fewer functions, which allows him to devote more time to solving strategic issues of the organization, engaging in development strategy and business development. Each manager of the organization performs functions according to his job profile and within his competence. Thus, the work of management personnel will be most effective and of high quality. In order to document the distribution of functions, it is necessary to develop job descriptions for employees of LLC SK Garant-Povolzhye and make changes to the job descriptions of employees.
At LLC SK Garant-Povolzhye, at this stage it is necessary to develop regulations in accordance with the new structure and distribution of functional responsibilities of the organization, so the HR manager will need to start his work by developing or adjusting some documents. It should be noted that the compilation of not all initial data is within the competence of the HR manager. Thus, the development of the organization’s philosophy, regulations on remuneration, etc. is within the competence of the general director of SK Garant-Povolzhye LLC. But the HR manager can work on drawing up a workplace model, internal regulations, job descriptions, and regulations on structural divisions together with the heads of structural divisions. In Appendix D, E The developed Regulations on the Production and Technical Department and the Job Description of the Head of the Production and Technical Department are presented.
Job models at LLC IC "Garant-Povolzhye" are not given due attention when assessing candidates for vacant positions and when assessing the work of the organization's employees. An effective solution to the problem of personnel selection requires the development of scientifically based models of workplaces for workers and employees, which ensure the selection, assessment and placement of personnel on a unified methodological basis. The model of blue-collar jobs includes 15 elements that represent quality and quantitative characteristics workplace.
1.Personnel data: personnel records sheet, work book, characteristics, autobiography, copy of education documents.
2.Worker experience: life, production, government, public. Determined through interviews and questionnaires.
.Professional knowledge in specific academic disciplines. Identified as a result business games.
.Professional skills: a set of managerial jobs that an employee can perform. They are identified through interviews, during business games and practical exercises.
.Personal qualities: a set of business qualities and shortcomings of an employee, determined through a sociological survey.
.Personality psychology: personality type, temperament, intelligence, motivation - determined through psychological testing of the employee.
.Health and performance with medical diagnosis of the condition: healthy, practically healthy, sick.
.Level of qualification: determined by the acquired specialty, education and advanced training.
.A career path is formed based on an assessment of the employee’s potential and his interest in career growth.
.Hobbies: identified through interviews, observations and questionnaires.
.Bad habits and disadvantages: addiction to alcohol and smoking, etc. Identified through questionnaires, observations and sociological surveys.
.Organization of work: premises, technical means, transport. They are established according to workplace organization standards and by interviewing the employee.
.Remuneration: salaries and remunerations are determined according to the staffing table and the average income of workers in a given region.
.Social benefits: provision of branded clothing, personal protective equipment, living conditions, thermal conditions, etc. are established in the company on the basis of an agreement between the employer and employees in the collective agreement.
.Social guarantees: temporary disability benefits, pension, benefits in case of dismissal. Determined based on state standards.
The main stages of solving the problem of personnel selection based on workplace models.
1.Development of the concept of a personnel workplace model, its elements, characteristics and weighting coefficients.
2.Development of standard models of workplaces for personnel positions.
.Methodology for comprehensive personnel assessment based on a workplace model in assessment centers with the involvement of specialists (experts).
.Technology of working with idle or laid-off personnel in employment centers based on the results of a comprehensive assessment of personnel for vacant positions.
.Technology of working with personnel in an organization (personnel certification, career planning, advanced training and retraining of personnel).
To draw up a model of the HR manager’s workplace, you can involve the general director, commercial director, and heads of other structural divisions as experts (specialists). For the elements included in the workplace model, it is necessary to collect expert assessments. Let's create a model of a marketing specialist's workplace. You can attract the general director, deputy director, and other specialists as experts (specialists). Also, to develop a workplace model, it is necessary to study the labor market, the requirements for specialists in this field, the level of wages and the factors that influence its size. Data from personnel (recruitment) agencies in Nizhny Novgorod, such as Retail Service, Chance and the consulting center Maxima, were studied. Also considered were the requirements for HR specialists on Internet sites - Superjob, RabotaVGorode.Ru, HeadHunter and Rabota.ru.
An analysis of the requirements for these specialists showed that an ordinary HR manager at an enterprise performs a fairly wide range of responsibilities. They may include: organizing work with personnel in accordance with the directions of personnel policy to achieve the effective use and professional development of employees; studying the labor market in order to determine possible sources of providing the necessary personnel. As well as personnel selection, interviews with those hired; timely registration of admission, transfer, relocation and dismissal of employees in accordance with labor legislation, accounting personnel and so on. After processing the collected data, we obtain a model of the HR manager’s workplace (Table 3.2., Appendix G).
Based on this example, the HR manager should develop workplace models for all positions in the organization with the help of heads of structural divisions. These documents will also be needed when evaluating personnel.
With the introduction of regulatory documents in organizations, a number of goals are achieved (Fig. 3.1., Appendix H).
Let's calculate the economic efficiency of the developed organizational management system of LLC SK Garant-Povolzhye. Let's present the planned economic and financial indicators for 2012 (Table 3.3).
Table 3.3 Planned economic indicators of LLC SK "Garant-Povolzhye" for 2012
Indicators 2012 (plan)1. Revenue, thousand rubles 150 5802. Cost of work, materials, thousand rubles 73 7903. Gross profit, thousand rubles 76 7904. Selling and administrative expenses, thousand rubles 6505. Profit (loss) from sales, thousand rubles 12 5906. Return on sales, % 26% 7. Net profit, thousand rubles 63 550
It is planned to increase the economic indicators of the organization, increase orders for construction works. It is planned to increase commercial and administrative expenses within reasonable limits, to motivate employees to work effectively through the development of a management system and a system for working with personnel. No reduction in the number of employees of LLC IC Garant-Povolzhye is expected.
If we talk about management efficiency from an economic point of view, it is possible to provide planned figures and calculate how beneficial the developed management system is for the enterprise. The planned total gross profit in 2012 is 76,790 thousand rubles, of which 3% of the profit is expected from the implementation of the new management system of Garant-Povolzhye Insurance Company LLC - changes in the organizational, functional and staffing structures of the enterprise and streamlining of work with personnel. Accordingly, the profit from the developed management system is expected to be 2,303 thousand rubles. The estimated financial costs for the development and implementation of a new management system will be 281,200 rubles, calculations are presented in Table 3.4.
Table 3.4 Justification of financial costs for the development of a management system for LLC IC Garant-Povolzhye
No. Costs Amount (in rubles) 1. HR manager rate (per month) 15,0002. Tax deductions (contributions to the Pension Fund, Federal Migration Service, Social Insurance Fund) - 34% (per month) 51,003. Salary of the HR manager (per year) 180,0004. Tax deductions (per year) 61 2005. Organization of the workplace - personal computer with the necessary programs 40,000 Total 281,200
The total cost of creating a profit will be 281,200 rubles.
As part of overall effectiveness, organizations consider management effectiveness. In economic literature, efficiency is calculated as the ratio of savings (profit) from the implementation of a specific result to the costs of its creation according to the formula:
E = E/Z(3.1),
where, E - economic efficiency, shares;
E - savings or profit, rub.;
Z - costs of creating savings, rub.
E = 2,303,000 / 281,200 = 8.2
Economic efficiency is a relative indicator; it is the ratio of profits from innovations to the costs of their implementation.
T = Z / E, (3.2),
where T is the payback period of capital costs, years.
T = 281,200 / 2,303,000 = 0.1 year.
The costs of increasing the staffing structure of LLC IC "Garant-Povolzhye" - introducing the position of HR manager should pay off in an average of 1.5 months.
Conclusions on the second chapter
An analysis was carried out of the efficiency of the economic activities of LLC SK "Garant-Povolzhye". The calculation showed that the deviations in economic indicators for 2010 and 2011 in the organization under study are not significant, the growth rates of all indicators are approximately the same, the organization is developing steadily.
The main threats to the external environment of SK Garant-Povolzhye LLC are the emergence of new competitors, the likelihood of a decrease in demand for construction services due to the deterioration of the general economic situation in the country or region. To minimize these threats, it is necessary to constantly conduct marketing research of the market and develop measures to enhance competitive advantages.
It has been established that the organizational structure corresponds to the overall goal of the organization, but requires a little improvement; there is a problem of overload of the chief accountant. A model of the HR manager's workplace was compiled and the economic efficiency of the developed organizational management system was calculated, which showed the payback of the new position in 1.5 months.
Conclusion
Let us summarize the thesis research. The project studied the theoretical foundations of the organizational structure of the organization, examined the concept and essence of the organizational management structure. It has been established that the organizational structure of management is the relationship and subordination of independent management units and individual positions performing management functions. The relationships between the elements of the management structure are analyzed and the main types of organizational structures are characterized.
As part of the study, an analysis of the organizational management structure of LLC IC "Garant-Povolzhye" was carried out and proposals were made for its improvement. An analysis of the main economic indicators of the activities of SK Garant-Povolzhye LLC and profitability indicators showed that SK Garant-Povolzhye LLC is developing steadily, has opportunities for further growth, and in order to maintain a competitive position in the construction services market, it is necessary to use all available resources are maximized. It has been established that it is necessary to develop activities to attract new customers and strive to ensure that sales figures increase, which will have a positive impact on the overall profitability of the company.
The results of the analysis of external environmental factors influencing the structure of LLC SK Garant-Povolzhye and SWOT analysis of threats and development opportunities showed that the main threats to the external environment are the emergence of new competitors, the likelihood of a decrease in demand for construction services due to the deterioration of the general economic situation in the country or region. But there are opportunities for successful development, the main ones being the presence of qualified personnel, a well-established process for sales and customer service, and the presence of well-established relationships with suppliers.
The organizational structure of LLC IC "Garant-Povolzhye" has been analyzed and its type has been established - linear-functional. It was revealed that LLC IC "Garant-Povolzhye" lacks some documents regulating the management system - the philosophy of the organization, regulations on structural divisions (departments); a proposal for their development has been developed.
In general, the organizational structure corresponds to the overall goal of the organization, but requires a little refinement, since some functions are distributed irrationally, there is a problem of overload of the chief accountant, who performs many functions - in addition to maintaining financial statements, he is entrusted with personnel records management.
It was proposed to introduce a new staffing position - HR manager. The HR Manager will report directly to the General Director. After the proposed changes in the structure of the organization (introduction of the position of HR manager), the accountant will perform only his main responsibilities for accounting for the company’s financial assets. It has also been determined that job models at LLC IC Garant-Povolzhye are not given due attention when assessing candidates for vacant positions and when assessing the work of the organization’s employees. A model of the manager’s workplace has been developed and, based on this example, the HR manager must develop workplace models for all positions in the organization with the help of heads of structural divisions, since these documents will also be needed when assessing personnel. The economic efficiency of the developed organizational management system was calculated based on planned economic and financial indicators for 2012. It was determined that the costs of increasing the staffing structure of LLC IC Garant-Povolzhye - introducing the position of HR manager should pay off in an average of 1.5 months. Thus, the goal of the work has been achieved, all the assigned tasks have been solved.
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Tags: Analysis of the organizational structure of enterprise management and development of proposals for its improvement Diploma Management
The organizational structure of management is a set of specialized functional units interconnected in the process of justification, development, adoption and implementation of management decisions. Graphically, it is most often depicted in the form of a hierarchical diagram showing the composition, subordination and connections of the structural units of the organization
An organizational model is the principles of forming departments, delegating authority and assigning responsibility. Essentially, an organizational model shows how to form a unit.
In practice, the following principles for forming divisions are used:
functional model: “one division = one function”;
process model: “one unit = one process”;
matrix model: “one process or one project = a group of employees from different functional departments”;
counterparty-oriented model: “one division = one counterparty (client or client group, supplier, contractor, etc.);
The latter model is used if the counterparty's market is limited. For example, if the number of consumers is very limited, it is advisable to apply a model focused on a client or client group: “one division = one client.”
In most cases, functional and process models, as well as their various modifications, have become widespread.
Flower salons "LLC "Pilot"" are a collection of divisions identical in their type of activity, interconnected by a single process of manufacturing products or providing services.
If we consider the structure as a set of elements, connections and relationships between them that characterize the system as a whole, then the organizational structure should be considered as a set of management bodies, between which there is a system of relationships that ensure the implementation of the necessary management functions to achieve the goals of the enterprise. In other words, in order to implement the strategy chosen by the enterprise, a certain mechanism is needed through which management decisions made at various levels are implemented. The organizational structure of management is precisely such a mechanism, which includes such elements as: units (departments), levels (levels of management) and connections (horizontal and vertical).
In management theory, there is a known classification of all socio-economic systems into rigid (hierarchical) and flexible (program-targeted). However, recently there has been a tendency to highlight the third option in the classification - soft (self-formed horizontal) structures, which was caused by the need to eliminate inter-level amorphism at each of the levels of the pyramid.
According to the first system of classification of organizational structures into formal and informal, the organizational structure of Pilot LLC is formal, because selected and established by top-level managers through appropriate organizational measures, orders, distribution of powers, and legal norms.
Formal organizational structures, in turn, are divided into mechanical and organic. This division is based on the relationship between the internal components of the organizational structure:
difficulties;
formalization;
centralization.
The first component is complexity– means the degree of differentiation of various types of management activities, including its functions.
Since the degree of differentiation is relatively high, the organizational structure of Pilot LLC should be considered complex.
In terms of the degree of formalization (i.e., the degree of uniformity of management rules and procedures), the organizational structure of Pilot LLC is quite formalized.
According to the degree of centralization (i.e. at what levels of management decisions are made), the organizational structure of Pilot LLC should be classified as strictly centralized, i.e. decisions are made only at the highest level.
Rice. 1 Organizational structure of Pilot LLC
Thus, we can conclude that the structure of Pilot LLC by its type belongs to mechanical organizational structures, as it is characterized by great complexity, a large number of horizontal divisions; high degree of formalization; limited information network; low level of participation of all management personnel in the decision-making process; regulated responsibilities, high degree of horizontal differentiation; rigid hierarchical connections.
A mechanistic organizational structure includes the following characteristics:
labor specialization;
hierarchy of subordination;
clearly defined duties and responsibilities;
a system of established rules and procedures;
depersonalization of relationships;
promotion based on employee qualifications;
centralization of power;
written reports.
At the LLC Pilot enterprise, as can be seen from Fig. A linear functional management structure has developed. Each level of management reports to a higher level. The elements of the organizational structure of Pilot LLC are:
units (departments);
levels (levels of management) - there are three levels (top - director, middle - department heads and low - warehouse employees);
communications – horizontal (between departments) and vertical (between management levels).
All elements of the organizational management structure of Pilot LLC are interconnected.
The highest management body of Pilot LLC is the General Director; he establishes the procedure for distributing profits; resolves issues of creating and terminating the activities of separate divisions; establishes the directions of foreign economic activity; considers and resolves conflict situations arising between the administration and the workforce, as well as other economic issues provided for by the Charter.
Thus, giving a general picture of the organizational structure of Pilot LLC, several factors should be highlighted that facilitate its significance:
the organizational structure of Pilot LLC ensures coordination of all management functions;
the structure of Pilot LLC defines the rights and obligations (powers and responsibilities) at management levels;
the effectiveness of Pilot LLC, its survival and prosperity depends on the chosen type of organizational structure;
The organizational structure at Pilot LLC determines the organizational behavior of employees, management style, and quality of work.
Analysis of organizational and regulatory support for the management system.
The purpose of analyzing the organizational structure at this stage is to assess the level of organizational and regulatory support (classification of available regulatory and methodological documents), the degree of its compliance with the theory and practice of management, and the degree of influence on the establishment of regular management.
The table shows the classification of available regulatory and methodological documents at the enterprise.
Table 1
Classification of normative and methodological documents
|
Type of documents |
Types of documents |
|
Regulatory and reference |
Civil Code, Labor Code; Law of the Russian Federation “On the Protection of Consumer Rights”; |
|
Organizational and administrative |
Inner order rules; Collective agreement; Staffing table |
|
Organizational and regulatory |
Regulations on the division; Job description; Tariff and qualification characteristics |
|
Organizational and methodological | |
|
Economic |
Regulations on bonus payments to employees |
The main structure-forming documents that are the basis for establishing regular management at the enterprise and listed in the table are: staffing schedule, job descriptions and regulations on departments. There is no provision on the organizational structure. This does not allow building an effective system of control over the activities of the management apparatus at the enterprise and creates great difficulties in identifying defects in the organizational management structure.
For each division, a regulation on the division has been developed. The regulations on the unit are a document regulating the activities of a structural unit: its tasks, rights, functions, responsibilities, as well as the procedure for interaction with other units.
Pilot LLC has developed job descriptions for all management employees, and tariff and qualification characteristics for key specialists.
Thus, Pilot LLC has a certain system of organizational and regulatory documents, which lays the foundation for the management system at the enterprise. The main structure-forming documents are the staffing table, regulations on departments and job descriptions. However, this system cannot ensure the effective functioning of the organization without the development of appropriate normative and regulatory documents that define the goals, objectives of each structural block, connections that form rational information flows, and the correspondence between the responsibilities and powers of managers within the allocated resources.
Let's consider the main functions of the structural divisions of Pilot LLC.
table 2
Functions of departments
|
Job title |
Roles and Responsibilities |
|
CEO |
Management of the company, decision financial issues related to the ongoing functioning, as well as resolving strategic issues, monitoring the activities and interaction of structural divisions. |
|
Commercial Director |
Negotiating with major suppliers and clients, concluding contracts, monitoring and analyzing the financial condition of the company. Due to the specifics of the company’s work, he performs the functions of a sales manager: sales of goods; as well as a marketing manager: market research, creating the image of the organization. |
|
Purchasing Manager |
Work with documents, office work, coordination of telephone calls, receiving (sending) fax electronic messages. |
|
Sales manager |
Searching for clients, maintaining a client database, maintaining financial documents. |
|
Director of retail outlet |
Organization of trading activities, store personnel management, product inventory control |
|
Accounting |
Maintaining accounting and reporting |
Suggestions for improving the organizational structure flower salon "Pilot LLC".
The main directions for optimizing the organizational structure are:
Bringing the organizational structure to a state conducive to the most favorable interaction with the market (customer) - creating a marketing department at the enterprise (will be discussed in the section below);
Optimization of the number of structural units - in accordance with controllability standards.
Building effective vertical and horizontal connections between structural divisions - in accordance with the theory of business process management.
Optimization of the number of personnel in structural divisions - in accordance with scientifically based labor standards. (restructuring of the transport department)
Improving systems, forms and methods of management. (use of psychological management methods).
Formation of the organizational structure of the Company, ensuring the dependence of the numerical composition and number of departments on the strategic development goals of the company.
Ensuring compliance of the organizational structure of the management staff and branches for the most effective interaction in the process of achieving the strategic development goals of the company.
Adjustment of the organizational structure in accordance with the concept of priority marketing strategy.
Creation of an effective system of motivation and stimulation of work based on achieved performance results.
To adequately assess the current state of the organizational structure, it is necessary to organize a system of continuous monitoring of the management system. The main goal of the organizational structure monitoring system is to prevent possible errors in management organization, therefore monitoring is in the nature of an early warning system and requires operational information support.
After the survey, business processes are optimized, during which business process models are formalized and criteria for their optimization are determined.
Thus, improvement and reengineering of business processes have the following stages:
Identification and ranking of business processes (based on monitoring results).
Description and analysis of business processes.
Preparation of models of optimized business processes of the company. Optimization is carried out from the following points of view:
Compliance of business processes with the company's development strategy.
Eliminate duplication of functions.
Eliminate redundant steps.
Optimization of information structure taking into account management requirements.
Modeling and analysis of business processes.
Description of the order of business processes.
Description of the methodology for generating and processing documents involved in business processes.
Establishing regulations for business processes and presentation of information.
Distribution of responsibility for completing business processes among performers.
Development of a mechanism for controlling the passage of business processes.
Conclusions: The management structure of Pilot LLC has been examined and it has been established that it is linear-functional. The main proposals for improving the management system are: bringing the organizational structure into a state conducive to the most favorable interaction with the market (customer) - creating a marketing department at the enterprise (will be discussed in the section below); Optimization of the number of structural units - in accordance with controllability standards. Building effective vertical and horizontal connections between structural divisions - in accordance with the theory of business process management.
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 analyze the 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 carrying out such a procedure as analysis. Areas may be ineffective following types:
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 comes down to browsing 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!