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

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

The connections between the elements of the management structure are:

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

2) horizontal when there is interaction between equal elements (for example, connections between management structural units of the same level)

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

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

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

3) management relations, this type of relationship occurs in the case of the representation of someone’s rights and powers. Job responsibilities include providing recommendations and advice.

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

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

The primary group is a group of management workers who have a common leader, but no subordinates.

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

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

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

3) the formation of the structure must be inextricably linked with the definition of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal connections between them;

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

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

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

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

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

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

4. Economical. The task is to ensure that the desired effect of management is achieved with minimal costs for the management apparatus. The criterion for this can be the ratio between resource costs and useful results.

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

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

Tutorial output:

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

Ministry of Education and Science of the Russian Federation Russian State Social University Faculty of Social Management Department of Social Management and Tourism Specialty: Organizational Management (Social)

Course work

in the discipline "Fundamentals of Management"

on the topic: “Basic organizational management structures: classification and essence”

Completed by: Semshova N.S.

Group: MO D-2-1.

Scientific supervisor: candidate

economic sciences, professor

Myasoedov Viktor Petrovich

Introduction.

Currently, it is impossible to effectively conduct business without a clear organization of management units. In this regard, each organization must have a clear organizational management structure, which must comply with all standards and rules.

The organizational structure of management is one of the key concepts of management, closely related to the goals, functions, management process, the work of managers and the distribution of powers between them. Within the framework of this structure, the entire management process takes place, in which managers of all levels, categories and professional specializations participate.

That is why this topic is relevant, and I, as a future manager, and perhaps an entrepreneur, need to study all its aspects.

Object course work are organizational management structures.

Subject– study and analysis of the main types of mechanistic and organic organizational structures.

Purpose my course work is the study of organizational management structures, identifying their essence.

To achieve this goal, you need to solve the following tasks:

Expand the concept and principles of constructing an organizational management structure;

Consider the types and types of organizational structures;

Classify types of structures.

The following were used when writing the course work: methods:

Method of scientific analysis;

Comparative method;

Classification;

Generalization.

This work consists of an introduction, two chapters, a conclusion, and a list of references.

The first chapter provides information about the concept and principles of constructing organizational structures, factors influencing their choice and, accordingly, about the types of management structures.

In the second, the types of mechanistic and organic management structures, their essence and areas of application are considered.

Chapter 1.

1.1. The concept of management structure.

Organizations create structures to ensure coordination and control of the activities of their departments and employees. The structures of organizations differ from each other in complexity, i.e. the degree of division of activities into various functions; formalization, i.e. the extent to which pre-established rules and procedures are used; the ratio of centralization and decentralization, i.e. levels at which management decisions are made.

Organizational management structure – is an ordered set of interconnected elements that are in stable relationships with each other and ensure the functioning and development of the organization as a whole. The structural structure of an organization is determined by the logical relationship of its constituent hierarchical levels and functional management units.

Main elements of the management structure:

Management levels are hierarchical levels, separated due to vertical organization;

Management links are functional units that exist on the basis of dividing the organization horizontally;

Horizontal division of labor - delimitation of the scope of activity into functional areas;

Vertical division of labor - separation of management from direct execution;

Linear communications – promotion of information flows across management levels;

Horizontal communications – exchange of information between departments of the same level;

Diagonal connections – the movement of information between departments of different levels and functional areas.

Currently, when describing organizational structures, experts use the concept of departmentalization, which refers to the process of dividing a company into separate blocks or departments that have clearly defined responsibilities and tasks and bear responsibilities.

The management structure must ensure stable relationships and interconnections of all structural components of the organization that contribute to the implementation of the developed goals.

There are certain requirements for management structures, here are the main ones:

· adaptability;

· optimality– rationality of achieving the organization’s goals;

· flexibility- ability to change shape according to needs;

· sustainability– stable operation under various external and internal influences;

· reliability;

· efficiency– the excess of the result of the functioning of the structure over the costs of its maintenance.

The organizational structure expresses the form of division and cooperation of labor in the field of management and has an active impact on the process of functioning of the enterprise. The more perfect the management structure, the more effective the impact on the management object and the higher the performance of the enterprise.

The organizational structure of management is not something frozen; it is constantly being improved in accordance with changing conditions. Therefore, these structures are very diverse and are determined by many factors and conditions. The most important of them are the following:

· scale of business;

· production and industry characteristics of the enterprise (production of goods, services, purchase and sale);

· nature of production (mass, serial, single);

· scope of activity of firms (local, national, foreign market);

· level of mechanization and automation of management work;

· qualifications of workers.

1.2. Principles of organizational structure design.

Organization design must be considered in two aspects:

Static - creation of a management structure;

Dynamic – support of processes occurring in the organization.

Designing an organizational structure should be considered on a top-down basis and include 3 main stages:

1. composition– formation of a general structural diagram of the organization’s management apparatus based on the definition of its concept, goals, operating principles, relations with the external environment;

2. structuring– determination of the composition of the main divisions and connections between them by establishing goals, objectives, composition of specific structural divisions, division and cooperation of labor of performers;

3. regulation– development of quantitative characteristics of the management apparatus and procedures for management activities.

Organization design is a constant search for the most effective combination of organizational variables, such as:

1. Division of labor and specialization. The division of labor occurs in two directions: vertical (levels of management) and horizontal (specialization highlighting the most critical areas of activity);

2. Departmentalization - grouping similar work according to results;

3. Communications (connections) and coordination mechanism;

4. Scale of manageability and control - answers the question of the number of people and jobs that can be effectively combined under a single leadership;

5. Distribution of rights and responsibilities;

6. Centralization and decentralization. Centralization involves the concentration of decision-making rights at the top level of management, decentralization - delegation of authority down the hierarchical ladder;

7. Differentiation and integration. Differentiation reflects the degree of separation of units, integration - the degree of cooperation.

1.3. Factors influencing the choice of organizational structure.

The main factors influencing the choice of organizational management structure are:

· External environment.

The increasing complexity, dynamism and uncertainty of the environment requires the organization to be highly flexible to ensure adaptability.

1. Enterprise in a market economy

1.2. Management and structure of the enterprise

1.2.1. Concept, principles, functions and methods of management

Management is a centralized influence on a team of people with the aim of organizing and coordinating their activities in the production process. The need for management is associated with the processes of division of labor in the enterprise.

The main task of management is to ensure growth in production efficiency based on constant improvement of the technical level, forms and methods of management, increasing labor productivity as the most important conditions for obtaining and increasing the income of the enterprise.

Enterprise management is based on principles, which are usually understood as guidelines and rules that form the basis for solving problems related to management. The principles reveal the most stable features of the objective laws of management.

The most important principles of organizing production management are:
1) the principle of target compatibility and concentration. It consists of creating a purposeful management system focused on solving a common problem - organizing the production of those products that the consumer currently needs;
2) the principle of continuity and reliability. Means the creation of such production conditions under which stability and continuity of a given mode of the production process is achieved;
3) the principle of planning, proportionality and dynamism. Aims the management system at solving not only current, but also long-term problems of enterprise development with the help of long-term, current and operational planning;
4) the democratic principle of distribution of management functions. Based on the methods and rules of the social division of labor, according to which each functional division of the enterprise is assigned a certain part of management work. In this case, the following requirements must be met: the preparation of a management decision and responsibility for its implementation is assigned to the service that is best informed about the state of affairs at the relevant facility and is most interested in the implementation and high efficiency of the decision made;
5) the principle of scientific validity of management. Based on the premise that management tools and methods must be scientifically substantiated and verified in practice. Its compliance is possible only on the basis of continuous collection, processing and analysis of various information: scientific, technical, economic, legal, etc. using the latest technology and mathematical methods;
6) principle of management efficiency. Involves rational and efficient use of production resources, production of competitive products;
7) the principle of compatibility of personal, collective and state interests. Determined by the social nature of production;
8) the principle of monitoring and verifying the implementation of decisions made. It involves the development of specific measures to identify deficiencies that interfere with the fulfillment of production tasks.

Common management functions include:
* planning is the formation of a management goal, the choice of ways and methods to achieve this goal;
* organization is the creation of an optimal management structure. The manager selects workers for a specific job, delegating to them tasks or powers, or the right to use the resources of the enterprise;
* motivation (activation) is a set of methods that stimulate employees to work more efficiently;
* control and accounting is a system for regulating the activities of workers to perform work of a certain quantity and quality.

The modern management apparatus has in its arsenal methods of leadership: economic, organizational and administrative (administrative) and socio-psychological.

Thus, issues of planning, economic analysis, labor organization, financing, lending and economic incentives constitute a system of economic management methods.

A set of administrative acts for the management of economic activities is an organizational and administrative method of management. Regulations, instructions and other official documents defining the functions, rights and personal responsibilities of officials and production teams constitute norms of administrative influence.

Socio-psychological management methods are methods of persuasion, moral and ethical influence on the psychology of people.

1.2.2. Production and general structure

The structure of an enterprise is its internal structure, characterizing the composition of divisions and the communication system, subordination and interaction between them. There are concepts of production, general and organizational management structures.

The set of production units (shops, sections, service facilities and services) directly or indirectly involved in the production process, their number and composition determine the production structure of the enterprise.

Factors that influence the production structure of an enterprise include the nature of the product and the technology for its manufacture, the scale of production, the degree of specialization and its cooperation with other enterprises, as well as the degree of specialization of production within the enterprise.

Depending on which division is the main structural production unit of the enterprise, a distinction is made between shop, non-shop, hull and factory production structure.

A workshop is a technologically and administratively separate unit of an enterprise in which a particular product is completely manufactured or a certain completed stage of product production is performed.

Based on the nature of their activities, workshops are divided into:
- main ones, producing products that determine the main purpose of the enterprise;
- auxiliary (energy, repair, instrumental, etc.), ensuring the uninterrupted and efficient operation of the main workshops;
- service workshops and facilities performing operations for the transportation and storage of material and technical resources and finished products;
- secondary workshops that manufacture products from waste from the main production or utilize them;
- experimental (research) workshops involved in the preparation and testing of new products and the development of new technologies.

The main workshops are divided into procurement (specializing in the production of blanks), processing (mechanical, woodworking, thermal, etc.) and assembly (aggregate and final assembly of products from parts and assemblies manufactured at other enterprises).

There are three known types of enterprise production structure: subject, technological and mixed (subject-technological).

A sign of the subject structure is the specialization of workshops in the production of a specific product or a group of similar products, assemblies, parts (shops for the production of engines, rear axles, bodies, gearboxes at an automobile plant).

A sign of a technological structure is the specialization of an enterprise’s workshops in performing a certain part of the technological process or a separate stage of the production process. For example, the presence of foundry, forging, stamping, mechanical and assembly shops at a machine-building plant.

In practice, a mixed production structure is often encountered in which some of the workshops are technologically specialized, and the rest are subject-specific.

In enterprises with a simple production process, a shopless production structure is used, the basis of which is the production site - a set of geographically isolated workplaces where technologically homogeneous work is performed or products of the same type are manufactured.

With a hull production structure, the main production unit of a large enterprise is the building, which combines several similar workshops.

Enterprises with multi-stage production processes and complex processing of raw materials (metallurgical, chemical, textile industries) use a factory production structure. It is based on units that produce a technologically complete part of the finished product (cast iron, steel, rolled products).

The general structure of the enterprise is represented by the totality of all production, non-production (servicing employees and members of their families) and management divisions of the enterprise.

A typical general structure of an industrial enterprise is shown in Figure 1.

Figure 1. Typical general structure of an industrial enterprise

1.2.3. Organizational management structure

An organizational management structure is a management system that determines the composition, interaction and subordination of its elements.

There are connections between the elements of the control system, which can be divided into:

1) linear connections arise between departments of different levels of management, when one manager is administratively subordinate to another (director - initial workshops - foreman);

2) functional connections characterize the interaction of managers performing certain functions at different levels of management, between whom there is no administrative subordination (head of the planning department - head of the workshop);

3) interfunctional connections take place between departments of the same management level (head of the main department - head of the transport department).

There are several types of organizational management structures:

Linear control is the most simplified system, between the elements of which there are only single-channel interactions. Each subordinate has only one leader, who alone gives orders, controls and manages the work of the performers. The advantages of line management are: efficiency, clarity of relationships, consistency of teams, increasing the degree of responsibility of managers, reducing the cost of maintaining management personnel. But a manager cannot be a universal specialist and take into account all aspects of the activity of a complex object. Therefore, linear control is used in small enterprises with the simplest production technology and at the lower level of large enterprises - at the level of the production team.

Line-staff management is used in the management of workshops and departments. Unity of command is maintained, but the manager prepares decisions, orders and assignments for performers with the help of staff specialists who collect information and analyze it and develop drafts of the necessary administrative documents.

Functional management provides for the division of management functions between individual divisions of the management apparatus, which makes it possible to disperse administrative and managerial work and entrust it to the most qualified personnel. However, this leads to the need for complex coordination between functional services when preparing an important document, reduces the efficiency of work, and lengthens the time frame for decision-making.

Divisional management allows you to centralize strategic general corporate management functions (financial activities, development of company strategy, etc.), which are concentrated in the highest levels of the corporation's administration, and decentralize operational management functions, which are transferred to production units. This leads to a flexible response to changes in the external environment, rapid adoption of management decisions and an increase in their quality, but at the same time to an increase in the number of management staff and the costs of its maintenance.

Matrix management identifies temporary subject-specific units - project groups, which are formed from specialists from permanent functional departments. However, they are only temporarily subordinate to the project manager. And after completing work on the project, they return to their functional units. Advantages: exceptionally high flexibility of the management system and focus on innovation.

In business practice, a complex type of management is often encountered - a combination of the listed types of organizational management structures at different levels of enterprise management.

Management structure concept

Main types of organizational structures for enterprise management

Comparison of management structures

1. Concept of management structure

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

The management structure ensures the implementation of general and specific management functions, maintains appropriate vertical and horizontal connections and separation of control elements.

Vertical division is determined by the number of levels of management, as well as subordination and directive relationships. Thus, the company is created as a hierarchical structure. Horizontal division is carried out according to industry characteristics.

The organizational structure regulates:

division of tasks into departments and divisions;

their competence in solving certain problems;

the general interaction of these elements.

The vertical deployment of the division of labor forms management levels. The management level is understood as a set of management units (i.e., structural divisions or individual specialists) occupying a certain level in the organization’s management system. The levels of organization management are presented in Fig. 2.3.

Rice. 2.3. Levels of organization management

Regardless of how many levels of management there are, managers are traditionally divided into three categories. Talcott Parsons views these three categories in terms of the function performed by a leader in an organization. According to Parsons' definition, persons on technical level(line managers or operations managers) are primarily concerned with the day-to-day operations and activities necessary to ensure efficient operation without disruption in the production of products or services. Persons on managerial level(middle managers) , Mainly engaged in management and coordination within the organization, they coordinate the various forms of activities and efforts of various units of the organization. Managers at institutional level(senior managers) are mainly engaged in developing long-term (long-term) plans, formulating goals, adapting the organization to various kinds of changes, managing the relationship between the organization and the external environment, as well as the society in which this organization exists and operates.

Rice. 2.4. Time spent by managers by type of activity and management level

It should be noted that at all levels of management, managers perform not only managerial, but also executive functions. As the level of management increases, the share of executive functions decreases.

The following factors influence the organizational structure:

enterprise size;

technology used;

environment.

2. Main types of organizational structures for enterprise management

The organizational structure of the management apparatus is a form of division of labor for production management. Each division and position is created to perform a specific set of management functions or jobs. To perform the functions of the unit, officials are vested with certain rights to manage resources and bear responsibility for the performance of the functions assigned to them.

The diagram of the organizational structure of management reflects the static position of divisions and positions and the nature of the connection 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 connections, several main types of organizational management structures are distinguished:

linear;

functional;

linear-functional;

matrix;

divisional;

multiple.

In a linear management structure, each manager provides leadership to lower-level units for all types of activities. Advantages: simplicity, economy, extreme unity of command. The main disadvantage is the high requirements for the qualifications of managers (Fig. 2.5).

D – director; R. - heads of departments; I - performers

Rice. 2.5. Linear management structure

Functional organizational structure - the connection between administrative management and the implementation of functional management (Fig. 2.6).

In Fig. 2.6 administrative connections of functional chiefs with executors (I1–I4) are the same as for executor I5 (they are not shown in order to ensure the clarity of the figure). Functional management is carried out by a certain set of departments specialized in performing specific types of work necessary for decision-making, therefore the main advantage of this structure is the high competence of specialists.

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

Rice. 2.6. Functional management structure

However, in this structure the principle of unity of command is violated and coordination is difficult.

Linear-functional structure – step hierarchical. Under it, line managers are the sole commanders, and they are assisted by functional bodies. Line managers at lower levels are not administratively subordinate to functional managers at higher levels of management. It is used most widely (Fig. 2.7).

Rice. 2.7. Linear-functional management structure: D – director; FN – functional chiefs; FP – functional units; OP – main production units

Sometimes such a system is called a headquarters system, because functional managers at the appropriate level make up the headquarters of the line manager (in Fig. 2.7, functional heads make up the director’s staff).

Divisional(branch) structure is shown in Fig. 2.8.

Headquarters

Rice. 2.8. Divisional management structure

Divisions (branches) are distinguished either by area of ​​activity or geographically.

Matrix– functional-time-target structure. This is a special type of organization, entirely built on a project type, operating for a long time, which is typical for organizations that constantly exist in project form. This type of structure is characterized by the fact that the contractor may have two or more managers (one is linear, the other is the head of the program or direction). This scheme has long been used in R&D management, and is now widely used in companies working in many areas. It is increasingly displacing linear-functional from application.

Advantages of a matrix organizational structure:

intensifying the activities of managers through the creation of program units and a sharp increase in contacts with functional units;

flexible use of the organization's human resources.

The disadvantages of this type of structure lie in the complexity of the structure itself, caused by the imposition of a large number of vertical and horizontal connections, as well as the complexity of managing the organization in a situation where there is no unity of command.

Plural the structure unites various structures at different levels of management. For example, a branch management structure can be used for the entire company, and in branches it can be linear-functional or matrix.