Hierarchical organizational structures for managing operating enterprises

3. Linear-functional organizational structure management.

Hierarchical organizational structures for managing operating enterprises.

1. Linear organizational structure.
The simplest structure control is linear. With such an organization, control actions on the object of operation can be transferred only by one dominant person - the head, who receives information only from his, directly subordinate persons and makes decisions (and, accordingly, answers) on all issues related to the part of the object that he manages. All management and subordination functions are concentrated in the head, a vertical line of management and a direct path of influence on subordinates are created. Similar organization management is possible only in small subdivisions of the operation service, for example, when the foreman or foreman directly distributes instructions to everyone working in the subdivision.
With an increase in the volume of operational activities, for example, when accepting new facilities for servicing, the number of operating personnel and their territorial dissociation increase accordingly. In such a situation, direct operational contact between the manager and each employee becomes almost impossible. Therefore, a multilevel hierarchical system management, in which the superior leader carries out the sole leadership of the inferior managers subordinate to him, and the inferior managers are subordinate to only one person - their immediate superior manager (Fig. 1). For example, the repair and construction department is subdivided into foreman and workshop sections.
A multilevel linear management structure has only vertical links between elements and is built according to the principle of hierarchy. This structure is characterized by clear one-man management. Each employee or manager reports directly to only one superior person and through him is connected with higher levels of management. Thus, a hierarchical ladder of subordination and responsibility is created in the management apparatus.

Rice.

The main advantages of a linear management structure are the relative simplicity of the selection of managers and the implementation of management functions. Such an organization of management ensures the promptness of the adoption and implementation of management decisions, the unity and clarity of management and eliminates duplication of powers and contradictory orders. All responsibilities and authorities are clearly assigned, which ensures all the necessary conditions to maintain the necessary discipline in the team. In addition, an increase in the responsibility of the head for the results of the activities of the unit headed by him is ensured, the receipt by the executors of coordinated orders and tasks, provided resources and personal responsibility for the final results of the activities of his unit.
The linear organizational structure ensures the minimum production costs and the minimum cost of operational activities.
The disadvantages of this type of structures include the disunity of horizontal ties, the possibility of excessive rigidity. When operating modern facilities equipped with a large number of various equipment and made with the use of extraordinary materials, a high level of universal training is required from the manager, which in turn limits the scale of the department being headed and the manager's ability to effectively manage it. In addition, a large overload of information, a multiplicity of contacts with subordinates, higher and related organizations leads to the fact that the main time of the head is spent on solving operational tasks, and not enough attention is paid to promising issues.
The linear structure is focused on a large amount of information transferred from one control level to another. Its inflexibility is the reason for the limitation of initiative among workers at the lower levels of management. All of these factors make it difficult for the further growth and development of the operating enterprise. Therefore, linear structures can be recommended for small organizations with up to 500 employees with a high level of technological or subject specialization, in the absence of broad cooperation ties between organizations.
This type organizational structure of management is used in the conditions of functioning of small enterprises with urgent production in the absence of ramified cooperative ties.This type of organizational structure of management is used in conditions of functioning of small enterprises with urgent production in the absence of ramified cooperative ties with suppliers, consumers, etc. This structure is used in the management system of individual small divisions, production sites, engaged in the execution of work using one or several simple technologies.
The line-of-staff organizational structure of management contributes to a certain extent to freeing the head of the operation service from routine work and giving him the opportunity to focus on strategic directions (Fig. 2). This is a linear structure, which additionally includes specialized divisions (headquarters) that help the relevant leader in performing certain functions, primarily functions strategic planning and analysis. The main task of line managers here is to coordinate the actions of functional services (links) and direct them to the mainstream of the general interests of the organization.

Rice. 2. Line-staff organizational structure of management.

Such a structure also ensures the minimum production costs and the minimum cost of operational activities with great opportunities for the development of the operational enterprise. Therefore, it can be recommended for small and medium enterprises.

To manage departments dealing with a full range of works on technical operation a complex object, the leader must have knowledge and skills in the versatile fields of science and technology. But it is extremely difficult to find a manager who perfectly knows the structure, principles of operation and the theory of setting up numerous complex engineering systems, the work of structural schemes of modern buildings. Therefore, preference is often given to a functional management structure, in which the operation of the facility is performed by several highly specialized units.
The functional structure is based on the principle of specialization of organizational sub-structures according to functional characteristics (production of preventive and repair work, R&D, marketing, supply, etc., i.e. homogeneous types of activity). Each specialized functional sub-structure is subordinate, respectively, to the person of the Senior Management responsible for this area of ​​activity (Fig. 3). Each superior leader is delegated authority within the bounds of the function to be performed. The implementation of certain functions on specific issues is assigned to specialists. Specialists of the same profile are united into structural divisions of the management system and make decisions that are binding on production divisions. Thus, along with the linear one, the functional organization also acts. The performers are in double subordination. So, the worker is obliged to simultaneously follow the instructions of his line supervisor and functional specialist.
Thus, the functional organizational structure of management consists of several specialized linear structures subordinate to the first person of the company. At the same time, the fulfillment of the instructions of the functional bodies (planning, accounting, production maintenance departments, etc.) within their competence is mandatory for linear divisions.

Rice. 3. Functional organizational structure of management. Solid horizontal lines indicate horizontal control (mandatory) links.

With a functional management structure, the line manager has the opportunity to deal more with operational management issues, since functional specialists free him from solving special issues. But control commands come from many functional services into one production unit or to one performer, and therefore there is a problem of mutual coordination of these commands, which creates certain difficulties. In addition, the responsibility of the performers for the performance of their duties is reduced, since the responsibility for the operation of the facility is actually assigned to many performers.
Therefore, the scope of application of the functional management structure is limited to small and medium-sized enterprise operation services with a large number of specialized works.

3. Linear-functional organizational structure of management.
Most of the operations services are an organized collection of interconnected units, each of which deals with specific tasks. Therefore, the most widespread at present are linear-functional management structures.
The basis of linear-functional structures is the so-called "mine" principle of construction and specialization management process by functional subsystems of the organization (performance of operational activities, supply, finance, etc.). For each of them, a hierarchy of services ("mines") is formed, permeating the entire organization from top to bottom. The results of the work of each service of the management apparatus of the organization are evaluated by indicators that characterize the fulfillment of their goals and objectives.
Linear-functional management structure (Fig. 4), consists of:

• line divisions carrying out the main work in the organization;
• specialized service functional units.

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

Rice. 4. Linear-functional management structure.

Linear-functional organizational management structures are most effective in a stable environment, are designed to use existing technologies, promote the efficient implementation of standardized operational measures, and are focused on price competition. They are most effective where the management apparatus performs routine, often repetitive and rarely changing tasks and functions.
Linear-functional organizational management structures have the advantages of both linear and functional. Their advantages are manifested in the management of organizations serving many of the same type of facilities.
The disadvantages of the linear-functional structure are violation of the principle of one-man management, difficulties in making and implementing coordinated management decisions. The rigid division of labor contributes to the strengthening of the interest of each management body in the performance of only "its" function, which is typical for functional units. Therefore, when new, non-standard, complex, inter-functional tasks appear, there is a need for frequent approvals of project solutions at the highest level of management. This circumstance complicates the use of the considered control system, since it is the least susceptible to progress in the field of science and technology.
The shortcomings of the linear-functional management structure are aggravated by such economic conditions under which a discrepancy between the responsibility and authority of the heads of different levels and departments is allowed; controllability standards are exceeded; irrational information flows are formed; operational management of production is overly centralized; the specifics of the work of various departments are not taken into account; there are no normative and regulatory documents necessary for this type of structure.
Linear-functional structure is most applicable to medium and large enterprises, with a population of 500 to 3000 people.
When the linear-functional structure is supplemented by the headquarters body, a linear-headquarters organizational management structure is formed.
The line-staff (headquarters) management structure is also built on the principle of functional specialization of managerial work, but the main task here is to coordinate the actions of functional services at headquarters at various levels and thereby direct these actions in accordance with the general interests of the organization (Fig. ... 5).
The headquarters is subordinate to the line manager (LR). He is not endowed with the right to make decisions, but only performs the functions of an advisory body that prepares draft decisions.

Rice. 5. Line-staff management structure.

By combining functional specialists in one management body, the line-staff management organization ensures the efficiency and quality of decisions due to their comprehensive justification. It practically eliminates conflicting orders and frees line managers from coordinating the work of various services.
The main advantages of the considered management structure are in a significant increase in the efficiency of the use of management potential for solving urgent problems.
However, management systems with a line-staff structure do not effectively solve new problems (transition to production new products, technology change, etc.). In addition, it requires additional expenses to create special councils, collegia, commissions for coordination and decision-making.
The line-staff management structure is created for, The most successfully considered structure provides an operational solution to extraordinary tasks - liquidation of the consequences of natural disasters, etc.

The development and expansion of the operating facility may not be limited to a simple increase in the number of serviced facilities. In domestic and world practice, there are many examples when a large enterprise is simultaneously engaged in the design, construction and operation of its own buildings and structures.
The disadvantages of linear and functional management structures lead to the search for other options for an organization that provides more efficient management. Possible solution in such cases, the divisional structure is. Basically, this model is used to build the structure of rather large organizations, which, within the framework of their enterprises, began to create production departments, giving them a certain independence in the implementation of operational activities. At the same time, the administration reserved the right to tight control over general corporate issues of development strategy, design, research and development, investments, etc.
The divisional structure directly follows from the functional structure when a significant number of powers are delegated to the heads of functional areas, given them a certain independence (Fig. 6), leaving the development strategy, research and development, financial and investment policy, etc., to the management of the corporation.

Fig. 6. Divisional (divisional) management structures. Dashed horizontal lines show horizontal control (recommendation) links.

Structuring an organization by department, usually according to one of three criteria:

1. by the type of activity performed (operation of facilities, provision of additional services, construction, design);
2. by consumer orientation (consumer specialization);
3. by territories served (regional specialization)

This approach provides a closer connection between production structures and consumers, significantly accelerating its response to changes in the external environment. As a result of expanding the boundaries of operational and economic independence, departments began to be viewed as "profit centers", actively using the freedom provided to them to improve work efficiency.
In the production departments themselves, management is built on a linear-functional type.
The division of functions in the divisional structure is not limited to the classical principle: execution of work - supply - finance. At large enterprises, their subordinate departments begin to specialize in the performance of any one type of work or increase the volume of performance. This entails the emergence of a production structure. The exit of enterprises with these products outside their region leads to the need to create territorial structures. The unpredictability and instability of the external environment require managers to create an innovative structure, where special departments are developing, mastering and preparing for new types of work. Such organizational structures received a certain independence and the right to dispose of their funds not strictly according to instructions, but in accordance with the rapidly changing external environment and internal capabilities. Local initiative has grown, which is being implemented by those who advocate with it, at the same time being fully responsible for the result obtained. It became possible to respond faster and more effectively to changes in the situation, to take into account new needs. As a result, the minimum production costs and the minimum cost of the work performed are ensured.
At the same time, divisional management structures lead to an increase in hierarchy, i.e. vertical of management. They will require the formation of intermediate levels of management to coordinate the work of departments, groups, etc. Duplication of management functions at different levels ultimately leads to an increase in the cost of maintaining the management apparatus. In addition, the process of monitoring the actions of new structures becomes much more complicated. Negative results of work can only appear over time, when it is too late to correct the situation from above. Expansion of horizontal ties, for all its positiveness, carries a weakening of vertical ties. Difficulties can arise due to duplication and confusion in the network of teams and management decisions. Excessive autonomy of parts of the organization can lead to a complete loss of influence from the central structures, and, consequently, subordination to common goals and objectives.

In this part of the lecture, we will analyze the most common and generally accepted management structure. What kind of structure is it? It is rather a symbiosis of two organizational structures at once - linear and functional, as a result we get a linear-functional management structure! But first things first, since it did not appear immediately, but as a result of the transformation of the functional structure of enterprise management.

The concept of a functional management structure

What is the peculiarity of the functional structure? In the classical view, the functional structure appeared as a result of the increasing complexity and expansion of production processes. That is, the volume of production and the number of employees increased so much that it was no longer possible to manage in the old way. The principles and approaches to management that existed at that time had to be modified to suit the new conditions. We get that, as well as, the functional structure is the fruit of development processes and, first of all, production.

Historically, the functional organizational structure is the third emerging structure after the line and headquarters. However, it is fundamentally different from the first two. If we recall the classification of management structures, which we considered, then there we classified structures according to the vertical and horizontal principles of management. Here the functional structure refers to the horizontal construction of structures, or it is characterized by the process of department - the allocation of departments (departments).

The main feature of the functional structure lies in the fact that specialists or departments appear in it for the main basic functions of management, and these departments have the right to make decisions on this function, for which they are responsible.

That is, a special department is formed, for example, a supply department, it performs all the functions related to supply, makes decisions on supply itself and is responsible for performed or not performed actions. This is the main principle of the functional structure as opposed to the headquarters.

Although the functional structure was transformed from the headquarters, in this situation the headquarters received the status independent units and began to perform their functions independently. This is how functional structures came into being. In addition, the formation and development of functional structures was greatly influenced by the Administrative School of Management, and in particular, its founder Henri Fayol. Fayolle was the first to talk about the delineation of functions not only in the organization itself, but also in the management process.

Let's schematically represent the functional structure of management in the figure.

The obvious advantage of the functional structure is specialization in a certain direction (function), but the disadvantage of this structure is also significant. Next, we will take a closer look at the advantages and disadvantages of the functional management structure.

Advantages and disadvantages of a functional management structure

As noted above, the most important advantage of the functional structure is functional specialization, that is, the historically well-known process of fragmentation general action for small operations, in this case, management functions. In this situation, the execution of the action is greatly improved, which is what a large organization needs. The disadvantage that the functional structure has received is the simultaneous subordination of all performers to all functional leaders, as can be seen from the figure. We will present all the disadvantages and advantages in the diagram.

The main drawback that makes it difficult to use this structure in its pure form is the lack of one-man management. As noted earlier, the management structure should be based on the principle of subordination of the performer to one immediate supervisor (one-man command), it is this principle that violates the functional structure. Therefore, in its pure form, this structure is not used, precisely because of the difficulties of coordination, when the performer does not know exactly who his immediate boss is, and what work to do in the first place.

A way out was found quickly enough. To take advantage of the functional structure, it was necessary to add to it the advantages of another basic structure - linear.

Linear-functional organizational structure of management and its features

The practice of management very quickly made it clear that in management it is necessary to use both functional and linear principles of process control. This is how the linear functional structure of the organization's management appeared. This type of structure is most often used in practice, especially in medium and small organizations... They were formed long ago, and, despite a number of shortcomings, they are classical and basic structures in modern management.

The basic principle of linear-functional construction is that the main manufacturing solutions is accepted by the line manager in charge of this area, while the functional units work together with the line manager (this interaction is shown in the diagram with dotted lines), and do not participate in the direct management of production personnel, that is, all performers are subordinate to only one line manager. In such a situation, the principle of one-man command will be observed.

An example of a linear functional structure

Thus, main feature linear-functional structure in that it makes it possible to use immediately the advantages of both linear and functional approaches to management. But the main drawback that is characteristic of this class of structures is weak flexibility. Organizations are extremely difficult to adapt to changes in, when using such a structure of the management apparatus. In order to improve adaptation to the environment, new management structures have emerged - and. But this will be discussed in the following parts of Lecture 7.

Lecture: Organization as an object of management

The purpose of the lecture: get acquainted with the basic concepts in the field of organization, introduce important areas typical structure organization and highlight the elements of the internal and external organizational environment. Organization- the process of organizing something, i.e. preparation for the onset of any event or phenomenon. Consciously influencing someone or something. Organization- subject ( entity) or government agency. Organization- institution of society (actually existing in society, but not officially registered structure). Organization- the process of ordering something, improving the structure and rules of functioning. Any organization is created to meet specific needs, both material and non-material. In management, the emphasis is on organization in terms of wealth creation. There are three main principles of organization: General principles. Private principles. Situational principles. General principles of organization are generally accepted grounds for the process of preparatory work for something. Among the general principles stand out: structural principles process principles end result principles principle of competition Particular principles are determined by the narrowness and rarity of their use in the management process and the practice of following them is determined by the directions of the firm's activities. Among the private principles stand out: principles in various subsystems of society; principles in various activities. Situational principles are determined by the narrowness and uniqueness of their application in the activities of the organization and the likelihood of their reproduction is minimal. There are several types of organizations in management. A legal entity is an organization that owns, operates economically or operational management separate property and is liable for its obligations with this property, can, on its own behalf, acquire and exercise property and personal non-property rights, bear obligations, be a plaintiff and defendant in court. ( Civil Code Russian Federation). Business partnerships and companies (full and limited partnership; OJSC, CJSC, ODO). Production cooperatives. State unitary and municipal enterprises. Non-profit organizations (foundations, institutions, associations). We are interested in organizations whose goal is a commercial result, therefore the structure typical organization can be presented in terms of the following components ( figure 5.1): Rice. 5.1. The structure of a typical organization An organization has a number of the following characteristics: Division of labor - it can be both horizontal and vertical. The need for management. Dependence on the external environment. Subdivisions. In management, it is customary to consider an organization from the standpoint of the external and internal organizational environment. External environment represents the sphere of influence that determines the direction of the development of the firm. Within the framework of the external environment, the near and far can be distinguished. The immediate environment is represented by suppliers, neighborhood residents, owners, competitors, consumers, trade unions, financial institutions, suppliers, i.e. those objects on which the manager can exert a certain influence. The distant environment is represented by the determining factors of the functioning of the organization in general. Among the factors stand out: religion, culture, geographic and climatic impact, political situation, legislation, demography, etc. The manager cannot directly influence such factors. Internal organizational environment is a direct object of management by the manager. It includes the goals of the organization, its structure, objectives, technology and personnel. In the structure of the organization, it is customary to distinguish the following levels of management: Institutional level - level top echelon management. It is on it that decisions of a strategic nature are made. Management level - the management level of the middle management level, at which operational decisions are made and orders of the top management are executed. Technical level - the level of management of the lower level, at which the work of a performing nature is carried out. Brief summary It is determined that the term organization is multifaceted and is understood as a firm, training, process, institution, etc. The structure of a typical organization is presented, which includes personnel, finance, production, sales, supply. The levels of the organizational environment are also considered: internal and external. The levels of management of the organization (institutional, managerial, technical) are highlighted. Describe the term organization. Highlight the main directions of the interpretation of the term organization. Present the main elements of a typical structure for any organization. Describe the degree of influence of elements of the external organizational environment Determine what is the essence of the influence of the internal organizational environment on the activities of the organization

Lecture: Organizational structures of management

The purpose of the lecture: to present the main structures of management of organizations, to highlight their positive and negative sides.

The organizational structure of management refers to the activities of the subject of management. It is individual and depends on the characteristics of the organization's economic activities.

The organizational structure is a set of management links located in strict subordination and providing the relationship between the management and controlled subsystems.

In the structure of the organization's management, such elements as:

links (departments);

levels of management.

In the theory and practice of management, two large blocks of organizational structures have developed:

Bureaucratic organizational structures:

Linear.

Linear staff.

Functional.

Divisional.

Organic (adaptive) organizational structures:

Matrix.

Linear structure characterized by the fact that at the head of each structural unit there is one leader, endowed with all powers and exercising sole leadership of the employees subordinate to him and concentrating all management functions in his hands.

In linear management, each link and each subordinate has one leader, through which all management decisions pass through one channel. In this case, management links are responsible for the results of all activities of the managed objects.

Since in a linear management structure, decisions are passed along a chain "from top to bottom", and the manager of the lower level of management himself is subordinate to a manager of a higher level, a kind of hierarchy of leaders of a particular organization is formed.

The linear control structure looks like this (figure):

Rice. Linear management structure

Benefits of a linear management structure:

A clear system of mutual relations between departments.

A clear system of one-man management, effective use central office management.

Clearly expressed responsibility.

Quick reaction of performers to direct instructions from their superiors.

Efficiency in making decisions at one level of management.

Simplicity of organizational forms and clarity of interconnection.

Minimum production costs.

The disadvantages of a linear management structure are:

A lot of time to implement management decisions.

Small initiative at all levels.

Weak career opportunities for managers.

Low flexibility and adaptability in relation to the external environment.

The tendency to red tape and shift problems when solving issues that require the participation of several departments.

The criteria for the effectiveness and quality of work of departments and the organization as a whole are different.

The tendency to formalize performance appraisal leads to an atmosphere of fear and mistrust.

Increased dependence of work results on qualifications, business qualities managers.

Functional management structure characterized by the fact that functional management is carried out by a certain set of subdivisions specialized in performing specific types of work necessary for making decisions in the linear control system.

The idea of ​​a management structure is that the performance of individual functions on specific issues is entrusted to a team of specialists focused on the implementation of certain types works.

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

Functional and linear management coexist, creating double subordination of performers.

The functional structure of management is shown in the figure:

Rice. Functional management structure.

Benefits of a functional management structure:

Effective management due to high specialization of management personnel.

Good control over the implementation of strategic decisions.

Opportunity career growth and development.

No duplication of linear and functional relationships.

Reducing the transit time of information.

Less management workload.

Disadvantages of a functional control system:

Difficulties in coordinating the activities of various departments.

Lengthy decision making procedure.

Loss of understanding in the actions between employees of functional services.

A high degree of interest in the implementation of the goals of functional units to the detriment of the overall goals of the organization.

Reduced responsibility due to lack of one-man management.

Linear - headquarters organizational structure represents a linear-functional management structure, supplemented by a headquarters body.

Headquarters structures are created in the following cases:

elimination of consequences or prevention of natural disasters, accidents, catastrophes;

mastering new products, new technology, not traditional for the given enterprise;

solving a sudden non-ordinary problem, for example, related to aggressive behavior of competitors in the market and the need to develop a response.

The headquarters unit can be both temporary and permanent in nature and perform a consulting role in the formulation and implementation of a specific problem, task.

Linear - headquarters organizational structure is as follows (figure):

Rice. Linear staff organizational structure.

Among the advantages of this management structure are:

Detailed study of strategic and tactical issues.

Unloading (partial) senior management in the analysis of information and the development of proposals.

Opportunity to attract external experts and consultants.

Unloading functional units.

The disadvantages of line-staff management are:

Lack of clear division of responsibility, tk. external consultants are not responsible for the result of the implementation of decisions.

Tendencies towards excessive centralization of management.

Other disadvantages inherent in a linear management structure.

Divisional (divisional) organizational structure

Divisional structures are based on the separation of large production and economic units with the provision of operational and production independence and transferring responsibility for making a profit to this level.

The structures are characterized by the full responsibility of the heads of departments for the results of the activities of the units headed by them. In this regard, the most important place in the management of companies with a divisional structure is occupied not by the heads of functional divisions, but by the heads of departments.

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

divisional-productive structures;

customer-oriented organizational structures;

divisional and regional structures.

The divisional management structure is shown in the figure

Rice. Divisional management structure

The advantages of a divisional management structure:

Prompt response to changes in external conditions of activity.

The rapprochement of the one who makes the decision with the one who implements it.

Good conditions for the growth of managers.

A high degree of coordination of management activities within one division.

A closer relationship between the manufacturer and consumers.

Responsibility Centers are more effective in improving profitability.

Disadvantages of the divisional structure:

Internal competition for resources and personnel.

Difficulty separating overheads and calculating costs.

Difficulty reconciling the interests of different divisions.

Red tape and congestion due to a large number of vertical ties.

Duplication of functions at different levels of management.

The departments maintain a linear management structure.

The remoteness of the central office from the specific areas of the organization's activities, and, therefore, this leads to an increase in the number of personnel and other problems associated with official abuse.

Matrix organizational structure

The basis of the matrix structure is formed by the linear-functional structure, supplemented by the structures of program control. In addition to the head of the organization, the head of the program is determined whose rank is higher than the rank of the head of the organization.

The matrix structures are very diverse: project management, temporary task forces and permanent complex groups. Temporary target groups are actively used by small businesses based on venture capital business.

Elements of matrix organization, and in some cases matrix department as a whole, have been applied in the electronics industry and other areas with the so-called high technology.

To implement a specific project, an autonomous structure is created, which is similar to one of the elements of the divisional structure

The matrix structure is shown in the figure:

The advantages of the matrix structure are:

Integration different types the company's activities within the framework of ongoing projects, programs.

Obtaining high quality results for a large number of projects, programs, products.

Significant intensification of the activities of managers and employees of the management apparatus.

Involvement of managers of all levels and specialists in the field of active creative activity.

Reducing the burden on managers top level management by transferring decision-making powers to the middle level.

Strengthening the personal responsibility of a particular leader.

Achieving greater flexibility and coordination of work.

Overcoming intra-organizational barriers without interfering with the development of functional specialization.

The disadvantages of a matrix control system are:

The complexity of the matrix structure for practical implementation.

The structure is complex, cumbersome and expensive to implement and operate.

It is a difficult form of organization;

In connection with the system of double subordination, the principle of one-man management is undermined.

There is a tendency towards anarchy, in the conditions of its operation, rights and responsibilities between the elements are not clearly distributed.

This structure is characterized by a struggle for power.

Excessive overhead due to keeping more executives.

Difficulties arise with the prospective use of specialists in this company;

There is a partial duplication of functions;

Management decisions are made late; as a rule, group decision-making is characteristic.

Rice. Matrix management structure

The organizational structure of the management apparatus is a form of the division of labor for the management of production. Each department and position is created to perform a specific set of management functions or jobs. To perform the functions of a division, their officials are endowed with certain rights to dispose of resources and are responsible for the implementation of the functions assigned to the unit.

The diagram of the organizational structure of management reflects the static position of departments and positions and the nature of the relationship between them.

There are connections:

Linear (administrative subordination),

Functional (in the field of activity without direct administrative subordination),

Cross-functional, or cooperative (between departments of the same level).

Depending on the nature of the relationship, there are several main types of organizational management structures:

Linear;

Functional;

Linear functional;

Matrix;

Divisional;

Multiple.

In the linear management structure, each manager provides guidance to the subordinate units in all types of activities. Dignity - simplicity, economy, ultimate unity of command. The main drawback is the high requirements for the qualifications of managers. Now it is practically not used.

A functional organizational structure realizes a close relationship of administration with implementation functional management(fig. 15).

D- director; FN - functional bosses; AND - performers

Rice. 15. Functional management structure

In fig. 15, the administrative relations of functional superiors with performers (I1 - I4) are the same as for performer I5 (they are not shown in order to ensure clarity of the figure).

In this structure, the principle of one-man management is violated and cooperation is hampered. It is practically not used.

Linear-functional structure - stepwise hierarchical. Under her, line managers are the one-man leaders, and they are assisted by functional bodies. Linear leaders of the lower levels are not administratively subordinate to the functional leaders of the higher levels of management. It was used most widely (Fig. 16).

D- director; FN - functional bosses; FP - functional
subdivisions; OP - subdivisions of the main production.

Rice. 16. Linear-functional management structure

Sometimes such a system is called the headquarters system, since the functional managers of the corresponding level make up the headquarters of the line manager (in Fig. 16, the functional heads make up the headquarters of the director).

The divisional (branch structure) is shown in Fig. 17. Divisions (branches) are allocated either by area of ​​activity or geographically.

Rice. 17. Divisional management structure

Matrix the structure (Fig. 18, 19) is characterized by the fact that the performer can have two or more managers (one is a line manager, the other is a program or direction manager). Such a scheme has long been used in R&D management, and now it is widely used in firms working in many areas. It is increasingly displacing the linear-functional from the application.

Rice. 18. Matrix product-oriented management structure

Plural the structure brings together different structures at different levels of management. For example, a branch management structure can be applied to the entire company, and in branches - a linear-functional or matrix structure.

The diagram of the organizational structure of management reflects the static position of departments and positions and the nature of the relationship between them.

There are connections:

· Linear (administrative subordination);

· Functional (in the field of activity without direct administrative subordination);

· Cross-functional, or cooperative (between departments of the same level).

Depending on the nature of the relationship, there are several main types of organizational management structures:

· Linear;

· Functional;

· Linear-functional;

· Divisional;

· Regional;

· Matrix;

Grocery

· Consumer-oriented.

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

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

Since in a linear management structure, decisions are passed along a chain "from top to bottom", and the manager of the lower management level is subordinate to the manager of a higher level above him, a kind of hierarchy of leaders of this particular organization is formed. In this case, the principle of one-man management operates, the essence of which is that subordinates carry out the orders of only one leader. The superior management body does not have the right to give orders to any executors, bypassing their immediate superior.

As can be seen from the diagram, in the linear management structure, each subordinate has a boss, and each boss has several subordinates. Such a structure functions in small organizations at the lowest management level (section, team, department, etc.).

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

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

The linear organizational structure of management has its advantages and disadvantages.

Serious shortcomings of the linear structure can to a certain extent be eliminated by the functional structure.

Rice. 1 Linear organizational structure of management