A linear org structure is used. Types of enterprise management systems: linear organizational structure, linear-staff and linear-functional

Linear organizational structure management is characterized by the fact that at the head of each structural unit there is a single-manager, endowed with all powers and exercising sole leadership of subordinate employees and concentrating all management functions in his hands.

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

Scheme "Linear organizational structure of management":

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

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

The main advantages of linear organizational structures:

a clear system of mutual relations;

Responsiveness to direct orders

coordination of actions of performers;

Efficiency in decision-making;

Clearly expressed personal responsibility of the leader for the decisions made.

The main disadvantages of linear organizational structures:

· a large number of management levels between the highest level and the employee;

a large number of managers top level;

solving operational problems dominates over strategic ones;

Lack of flexibility and adaptability to new situations.

An example of a linear structure of an enterprise

Name of the commercial organization: Limited Liability Company "Stealth and K".

General director of the company: Abubakirov Azat Zufyarovich.

Address: 423822, Republic of Tatarstan, Naberezhnye Chelny, Naberezhnye Chelny Avenue, 90/27

Organizational and legal form: Limited Liability Company. All members of a limited liability company are liable for their obligations within the limits of their contributions. The main advantage of a limited liability company is that the solvency of each participant for the obligations of the company is limited by the amount contributed by him to the authorized capital in accordance with the agreement.

Form of ownership: private.

LLC "Stealth & K" sees its goal in keeping at a competitive level in the market of Tatarstan, as well as continuing to maintain a leading position in the wholesale trade of formaceftika.

STELS & K LLC carries out the following activities (in accordance with the OKVED codes specified during registration):

· Wholesale trade, including trade through agents, except for trade in motor vehicles and motorcycles;

· Wholesale of non-food consumer goods;

· Wholesale of pharmaceutical and medical products, medical equipment and orthopedic products.

The linear structure is characterized by the fact that each department is headed by a leader who has concentrated all management functions in his hands and exercises sole leadership of his subordinate employees. Its decisions, passed along the chain "from top to bottom", are obligatory for implementation by lower links. He, in turn, is subordinate to a higher manager. Thus, LLC Stealth and K has a linear organizational structure.

The linear control structure is the simplest. Its essence lies in the fact that only one person can exert control actions on an object - a manager who receives official information only from directly subordinate persons. He makes decisions on all issues related to the part of the object he manages, and bears responsibility. 4, p.257. In other words, all management and subordination functions are concentrated at the head, a vertical line of control and a direct path of influence on subordinates are created 2, 54. This management structure is shown in Figure 1.

Rice. 1 Linear control structure

This type of organizational management structure is used in the conditions of functioning of small enterprises with urgent production in the absence of extensive cooperative ties with suppliers, consumers, etc. This structure is used in the management system of production sites, individual small workshops, firms of one or simple technology.

The advantage of a linear structure is ease of use. All duties and powers are clearly distributed, in connection with which all the necessary conditions for the operational decision-making process, to maintain the necessary discipline in the team 4, p.258. In addition, there is an increase in the responsibility of the head for the results of the activities of the unit headed by him, the receipt by the executors of interconnected orders and tasks provided with resources and personal responsibility for the final results of the activities of their unit.

Among the shortcomings noted rigidity, inflexibility, inability to further growth and development of the enterprise. The linear structure is focused on a large amount of information transmitted from one level of management to another, limiting the initiative of workers at lower levels of management 4, p.258.

The structure makes very high demands on the manager, who must have extensive versatile knowledge and experience in all management functions and areas of activity carried out by subordinate employees, which limits the scale of the headed unit and the manager's ability to manage it more effectively.

1.4 Functional management structure

The functional structure has developed as an inevitable result of the complexity of the management process. A feature of the functional structure is that, while maintaining unity of command for individual management functions, special units are formed, the development of which has knowledge and skills in this area of management (Fig. 2).

Rice. 2 Functional management structure

The creation of a functional structure is reduced to the grouping of personnel according to the broad tasks that they perform. Specific characteristics and features of the activities of a particular unit corresponds to the most important activities of the entire enterprise.

Functional structuring is the most widespread form of organization of activities and takes place in almost all enterprises at one level or another of the organizational structure. This is the process of dividing an organization into separate elements, each of which has its own well-defined, specific task and responsibilities. Creating a functional structure comes down to grouping personnel according to the broad tasks that they perform (production, marketing, finance, etc.). Specific characteristics and features of the activities of a particular unit correspond to the most important activities of the entire organization.

In cases where the functional structure is only partially used, one of the functions (for example, financing) is either above or on the same level as units structured by product, by customer, or by territory.

The value of the marketing, production and financial functions of the enterprise is so widely recognized that they are often taken as the basis of the entire structure of the organization. They are located at a level above which is only the head of the enterprise. This provision is true regardless of the basis on which the grouping of activities within the enterprise is carried out and how important the functions of a particular unit are.

The chain of command comes from the president (CEO) and flows from top to bottom.

Sales management, financial matters, data processing and other functions that are specific to a particular enterprise are carried out by vice presidents. Managers report to them. And so on, down the hierarchical ladder, tasks are subject to further functional fragmentation in accordance with the processes.

Functional organization aims to promote quality and creativity, as well as the desire for economies of scale in the production of goods or services.

However, maintaining interaction between different functions is a complex and often problematic task. The implementation of different functions involves different time frames, goals and principles, which makes it difficult to coordinate activities and scheduling. In addition, functional orientation is associated with a preference for standard tasks, the promotion of narrowly limited perspectives, and performance reporting.

The functional structure is not suitable for organizations with a wide range of products, operating in an environment with rapidly changing consumer and technological needs, as well as for organizations operating on a wide international scale, in several markets at the same time in countries with different laws. The logic of this form is centrally coordinated specialization. It is difficult to trace the contribution of each element of resources along the value chain to the final result and the overall profitability of the organization. In fact, the current trend towards disintegration (i.e. buying rather than manufacturing components, etc.) reflects the realization by many firms that the necessary coordination of costs and resources used is reflected in performance. A functional organization can fail due to misapplication because the logic of this organization is one of central control that does not readily adapt to product diversification.

In its pure form, the functional structure is practically not used. It is used in close, organic combination with a linear structure that operates along the management hierarchy from top to bottom and is based on the strict subordination of the lowest level of management to the highest. With such a construction, the performance of highly specialized functions is intertwined with a system of subordination and responsibility for the direct execution of tasks for designing, manufacturing products and supplying them to consumers.

The main advantages of the structure include: the high competence of specialists responsible for the implementation of specific functions and the expansion of the capabilities of line managers in the operational management of production as a result of their release from the preparation of information on functional activities 2, C.56.

At the same time, the specialization of functional departments is often an obstacle to the successful operation of an enterprise, since it makes it difficult to coordinate managerial influences. Functional departments may be more interested in achieving the goals and objectives of their departments than the overall goals of the entire organization, which increases the conflict between departments. In addition, in a large enterprise, the chain of commands from the manager to the performer becomes too long.

Also, the disadvantages include:

difficulties in maintaining constant relationships between various functional services;

a lengthy decision-making procedure and a hierarchy in the relationship structure;

reducing the responsibility of performers for work as a result of depersonalization in the performance of their duties, tk. each performer receives instructions from several leaders;

duplication and inconsistency of instructions and orders received by employees and violation of the principles of unity of command and unity of command.

With the increase in size and the development of the concentration of production, it was necessary to find more acceptable forms of management that corresponded to the nature of the new requirements of production. As a result, combined structures have been created that combine the advantages of linear and functional structures. The simplest of them are linear-functional and linear-staff structures.

The linear control structure is the most acceptable only for simple shapes organizations. Distinctive feature: direct impact on all elements of the organization and the concentration in one hand of all management functions. The structure works well in small organizations with high professionalism and authority of the leader.

In small organizations with a clear distribution of functional responsibilities, structures in the form of a ring, a star and a wheel have also become widespread. organizational structure linear matrix

Linear control structure: ring

R - leader;

I - performer

Linear control structure: star

R - leader;

I - performer

Linear control structure: wheel

R - leader;

I - performer

The linear-functional management structure is based on the so-called "mine" principle of building and specializing the management process, depending on the duties assigned to the deputy heads - functional managers. These include: commercial director, deputy directors for personnel, production, heads of the information department, marketing department, etc.

Linear-functional management structure

The line-staff management structure is a combined structure that combines the properties of linear and linear-functional structures. It provides for the creation of special units (headquarters) to help line managers to solve certain problems. These headquarters prepare draft decisions on relevant issues for the head. Headquarters are not endowed with executive power. The leader himself makes the decision and brings it to all departments. The staff scheme is most appropriate if it is necessary to carry out linear management (one-man management) for the key positions of the organization.

Line-staff management structure

The matrix management structure is a lattice organization built on the principle of dual subordination of performers: on the one hand, to the direct head of the functional service, which provides personnel and technical assistance to the project manager, on the other hand, to the project (target program) manager, who is endowed with the necessary authority to implement the process management in accordance with the planned deadlines, resources and quality. The matrix scheme is used in complex, science-intensive production of goods, information, services, knowledge.

The program-target management structure provides for the creation of special management bodies for short-term and long-term programs. It is focused on ensuring the fullness of linear powers within the framework of ongoing programs.

Matrix control structure

The product management structure is one of the options for the program-target structure. It provides for the assignment to the manager responsible for the program for the release of a particular product, all responsibility for the quality and timing of the work. This manager is endowed with all the rights of disposal in terms of production, marketing and ancillary activities related to the manufacture of a particular product or range of products.

The project management structure is formed when the organization develops projects, which are understood as any processes of purposeful changes in the management system or in the organization as a whole, for example, the modernization of production, the development of new technologies, the construction of facilities, etc. Project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. One of the forms of project management is the formation of a special unit - a project team working on a temporary basis.

The functional-object structure of management provides for the allocation of the most qualified specialists in the functional units, who, in addition to their functional duties are appointed by the heads of specific works or objects in this unit. Within the unit, these specialists are senior in the performance of the assigned work, not only within the framework of the functions permanently assigned to them, but also on all other issues.

A variety of the hierarchical type of management organization is a very complex and branched structure, called the divisional management structure (from English word division - branch), the first developments of which date back to the 20s, and the peak of practical use - to the 60-70s of the twentieth century.

The need for new approaches to the organization of management was caused by a sharp increase in the size of enterprises, the diversification of their activities and the complication technological processes in a dynamically changing external environment. The first to restructure the structure according to this model began largest organizations which, within the framework of their gigantic enterprises (corporations), 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 strict control over corporate-wide issues of development strategy, research and development, investment, etc. Therefore, this type of structure is often characterized as a combination of centralized coordination with decentralized management (decentralization while maintaining coordination and control).

The key figures in the management of organizations with a divisional structure are not the heads of functional departments, but managers who head production departments. The structuring of the organization by departments is carried out, as a rule, according to one of three criteria:

- by products or services provided (product specialization);
- by consumer orientation (consumer specialization);
- by served territories (regional specialization).

As a result of the expansion of the boundaries of operational and economic independence, departments can be considered as "profit centers", actively using the freedom granted to them to increase work efficiency.

At the same time, divisional management structures lead to an increase in hierarchy, i.e. vertical management associated with the need to form intermediate levels of management to coordinate the work of departments, groups, etc., in which management is based on a linear-functional principle. Duplication of management functions at different levels leads to an increase in the cost of maintaining the administrative apparatus.

The transition to a divisional OSU was a significant step forward in creating conditions for accelerating the scientific and technical development of production. Top managers began to pay more attention to the issues of long-term development of production. Decentralization of operational management of production began to be combined with a rigid system financial control and with the centralization of R&D. However, along with the positive aspects, there were also negative sides divisional structures. The opportunities that have opened up for expanding the range of products have caused a number of firms to increase the diversification of production. This process, in its extreme form, has led to the emergence of conglomerate firms engaged in the production of completely different types of products, guided only by the desire to ensure the greatest profits. Many of them, in conditions of deteriorating general economic situation and increased competition lost control and went bankrupt. Also, a serious drawback of the divisional OSU was the increase in the cost of maintaining administrative and managerial personnel. The experience of many large companies has shown that a divisional OSU can only improve management efficiency up to certain limits, after which more and more difficulties begin to be felt. Their main reason is the slowness of the process of preparation and decision-making, which is also typical for the linear-functional type of OSU. The process of formation of divisional structures in large companies was accompanied by the creation of subdivisions, which were endowed with significant economic independence.

Such subdivisions were called departments and were formed mainly on a product basis, less often on a regional or market basis. In American management, this approach is called "centralized coordination - decentralized administration". Such departments, gradually developing, served as the basis modern centers. That is, first of all, profit centers, sales centers, investment centers, etc. With the development of the concept of strategic management, such centers gradually began to transform into strategic economic centers (SHC) - intra-company divisions that are simultaneously responsible for the development of future potential. The main problem in creating SCC is the distribution of responsibility, that is, organizations are responsible not only for planning and implementing the strategy, but also for the final result - making a profit.

One of the main problems of OSU gradually became the problem of flexibility. They tried to solve this problem by creating new variants of combined structures by introducing new elements into the main backbone (for example, a linear-functional) structure, which gave rise to new OSS, such as with temporary (created for a period) bodies, with committees, project management (product, object), matrix structures, etc. All these OSU options received common name program-target structures. At the same time, the role and place of the program manager varies depending on the conditions in which management is carried out. It is necessary to note the essential difference between the OSS of the program-target type and structures of the mechanistic type, which consists in the fact that, for example, the linear-functional one is based on the integrated management of objectively developing subsystems, while the program-target structures are based on the integrated management of the entire system in as a whole, as a single object focused on a specific goal.

Modern modifications of program-targeted OSU are venture and innovative ones. Large firms integrate such structures into their management. This is the most promising way to mobile respond to rapidly changing market conditions. The principles of construction and operation of the venture department in the company are the same as in an independent venture enterprise. Venture (innovative) structures in large firms have several varieties depending on a number of factors:

- the significance of the projects under development;
- their target orientation and complexity;
- on the degree of formalization and independence of activity.

Thus, the evolution of OSU in the 20th century clearly shows that there is no perfect, universal structure, and the search process will continue into the new century. It should be noted that there is another point of view, which consists in the fact that there is no perfect, ideal OSU and cannot be. This is the so-called concept of "unfrozen system" or organization without OSU. Followers of this concept believe that time " organized organizations" has passed and that the modern economy in the 21st century is entering a stage when self-organization is of particular importance. Without denying the importance of self-organization, the task of finding effective OSU remains relevant.

2) analysis of technical equipment and management methods.

An economic analysis of technical equipment and management methods characterizes the breadth of use in management of the achievements of scientific and technological progress, new methods and efficiency of organization management, the level of independence of departments.

Includes:

- degree of mechanization and automation of managerial work
- coefficient of management efficiency
- analysis of management methods
3) analysis of the composition and organization of labor of management employees.

The objectives of the analysis of the organizational structure of management are:

identification of correspondence between production and organizational structures; compliance of the administrative staff with the nature and content of management functions. For this, the following are produced:

analysis of the production structure of the enterprise;

analysis of the structure of governing bodies;

analysis of the number of management apparatus;

analysis of specialization and centralization managerial functions.

Depending on the nature of relations between departments of the organization, the following types of organizational structures are distinguished: linear, functional, linear-functional (headquarters) and matrix.

(Figure 2.3) is one of the simplest organizational management structures. The scheme is built on the principle of "the result is a triangle." It is characterized by the fact that at the head of each structural unit there is a single leader, endowed with all powers and exercising sole leadership of subordinate employees and concentrating all management functions in his hands.

With linear management, each link and each subordinate has one leader, through whom all control commands pass through one single channel. Evaluation of performance results in a linear management structure has the form of a triangle. In this case, management links are responsible for the results of all activities of managed objects. We are talking about the allocation of managers per object, each of which performs all types of work, develops and makes decisions related to the management of this object.

Rice. 2.3.

Since in the linear management structure decisions are passed along the chain “from top to bottom”, and the head of the lower level of management is subordinate to the head of a higher level above him, a kind of hierarchy of the heads of the organization is formed (for example, site foreman, engineer, shop manager, director of the enterprise). Schematically, the linear control structure can be represented in the form of fig. 2.4.

Rice. 2.4.

In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any performers, bypassing their immediate superior. As can be seen from fig. 2.4, in a linear management structure, each subordinate has a boss, and each boss has several subordinates. Such a structure functions in small organizations at the lowest level of management (section, brigade, etc.).

Examples of enterprises with a linear organizational structure can be, for example, for large enterprises operating in a fairly stable external environment, Komi Energy Retail Company (Fig. 2.5), for government organizations"Federal Antimonopoly Service (FAS)" of Russia (Fig. 2.6).

As can be seen from fig. 2.5, at the head of the organization is a single leader, each unit has a chief through whom all management teams pass. As a result, the management structure of the Komi Energy Retail Company fully complies with the main criteria of linear management.

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

Advantages:

unity and clarity of command;
coordination of actions of performers;
ease of management (one communication channel);

Rice. 2.5.

The management structure of the organization "Komi Energy Retail Company"

Rice. 2.B. The management structure of the organization "Federal Antimonopoly Service (FAS)" of Russia

clear responsibility;
efficiency in decision-making;
personal responsibility of the head for the final results of the activities of his unit.

Flaws:

high demands on the leader, who must be prepared comprehensively in order to ensure effective leadership for all management functions;
lack of links for planning and preparing decisions;
information overload, many contacts with subordinates, superiors and shift structures;
difficult connections between authorities;
concentration of power at the top.

Serious shortcomings of the linear structure to a certain extent can be eliminated by the functional structure. Functional management is carried out by a certain set of units specialized in the performance of specific types of work necessary for decision-making in the linear management system.

The idea is that the performance of individual functions on specific issues is entrusted to specialists, i.e. each governing body (or executor) is specialized in the implementation certain types activities. In an organization, as a rule, specialists of the same profile are combined into specialized structural units (departments), for example, a marketing department, a planning department, accounting, etc. Thus, the overall task of managing an organization, starting from the middle level, is divided according to the functional criterion into several elements. Hence the name - functional management structure.

Rice. 2.7.

Functional management exists along with linear management, which creates a double subordination of performers. As can be seen from fig. 2.7, instead of universal managers who must understand and perform all management functions, a staff of specialists appears who are highly competent in their field and are responsible for a certain area (for example, planning and forecasting). Such functional specialization of the management apparatus significantly increases the effectiveness of the organization.

An example of an enterprise with a functional organizational structure can be, for example, StroyHolding LLC, CEO which has its own analytical department (Fig. 2.8). As can be seen from the figure, in the LLC StroyHolding organization, specialists of the same profile are combined into separate divisions. This division can significantly improve the efficiency of company management.

Like a linear structure, a functional structure has its advantages and disadvantages. Advantages:

high competence of specialists responsible for the implementation of specific functions;
release of line managers from solving some special issues;
standardization, formalization and programming of phenomena and processes;
exclusion of duplication and parallelism in the performance of managerial functions;
reducing the need for generalists. Flaws:
excessive interest in the implementation of the goals and objectives of "their" units;
difficulties in maintaining constant relationships between various functional services;
emergence of tendencies of excessive centralization;
lengthy decision-making process;
relatively frozen organizational form, with difficulty responding to changes.

The disadvantages of linear and functional management structures are largely eliminated linear functional structures(Fig. 2.9).

With such a management structure, the line manager who heads a certain team assumes full power. He is assisted in the development of specific issues and the preparation of appropriate decisions, programs, plans special apparatus, consisting of functional units (departments, departments, bureaus, etc.).

Rice. 2.8.

Rice. 2.9.

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

The main scope of the linear-functional organizational structure is large government structures, for example, the Federal Migration Service(FMS) (Fig. 2.10), in which a number of units carry out the implementation of organizational and methodological management of the activities of the territorial bodies of the FMS of Russia.

Advantages of a linear functional structure:

deeper preparation of decisions and plans related to the specialization of employees;
release of the chief line manager from in-depth problem analysis;
opportunity to attract consultants and experts. Disadvantages of a linear-functional structure:
lack of close relationships and interaction at a horizontal level between production departments;
insufficiently clear responsibility, since the one who prepares the decision, as a rule, does not participate in its implementation;
overly developed system of interaction along the vertical: subordination according to the management hierarchy, i.e. tendency towards over-centralization.

The matrix control structure is created by combining the structures of two

Rice. 2.10.

types: linear and program-target. During the functioning of the program-target structure, the control action is aimed at fulfilling a specific target task, in the solution of which all parts of the organization participate.

As can be seen from fig. 2.11, special headquarters bodies (persons or a group of persons) are introduced into the established linear-functional structure (temporarily or permanently), which coordinate the existing horizontal connections for the implementation of a specific program (project), while maintaining the vertical relations inherent in this structure. The main part of the workers involved in the implementation of the program is subordinate to at least two managers, but on different issues.

With a matrix management structure, the program (project) manager does not work with specialists, but with line managers to whom they are directly subordinate, and determines what and when should be done for a specific program. Linear

Rice. 2.11.

leaders decide who and how will perform this or that work.

An example of a matrix organizational structure of an enterprise can be, for example, the organizational structure of a university (Fig. 2.12).

The matrix structure also has its advantages and disadvantages. Advantages of the matrix structure:

the ability to quickly respond and adapt to changing internal and external conditions of the organization;
increasing the creative activity of administrative and managerial personnel through the formation of program units that actively interact with functional structures;
rational use personnel through specialization various kinds labor activity;
increase in motivation of activity due to decentralization of management and strengthening of democratic principles of leadership;
strengthening control over individual tasks of the project;
reducing the burden on managers high level by delegating a certain part of the powers;
increasing personal responsibility for the implementation of the program as a whole and its constituent elements.

Disadvantages of the matrix structure:

Complex structure of subordination, as a result of which there are problems associated with setting the priorities of tasks and allocating time for their implementation;

Rice. 2.12.

the presence of an unhealthy competitive spirit among program managers;
the need for constant monitoring of the balance of power between the tasks of management by objectives;
difficulty in acquiring the skills needed to work on the new program.

Matrix management structures, which supplemented the linear functional organizational structure, opened up a qualitatively new direction in the development of the most flexible and active program-targeted management structures. They are aimed at raising the creative initiative of managers and specialists and identifying opportunities for a significant increase in production efficiency.

test questions

1. What are the goals of the organization's management?
2. What are the tasks of the organization's management?
3. What are the functions of the organization's management?
4. What is the management activity in the organization?
5. What is the essence of the vertical division of labor?
6. What is the essence of the horizontal division of labor?
7. What is the essence of the functional division of labor?
8. What types of organizational structures do you know?
9. What are the advantages of a matrix organizational structure?
10. What are the advantages of a linear functional organizational structure?

The linear organizational structure of management is shown in Figure 3.2. 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 single leader, endowed with all powers and exercising sole leadership of subordinate employees and concentrating all management functions in his hands.

Figure 3.2. Scheme of a linear control structure according to the principle "result - a triangle"

With linear management, each link and each subordinate has one leader, through whom all control commands pass through one single channel. In this case, management links are responsible for the results of all activities of managed objects. We are talking about the object-wise allocation of managers, each of whom performs all types of work, develops and makes decisions related to the management of this object. Evaluation of performance in a linear management structure has the form of a triangle (see Fig. 3.2).

Since in a linear management structure decisions are passed down the chain "from top to bottom", and the head of the lower level of management is subordinate to the head of a higher level above him, a kind of hierarchy of heads of this particular organization is formed (for example, head of section, head of department, store manager; or site foreman, engineer, shop manager, enterprise director). In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any executors, bypassing their immediate superior, since that other is the chief of "my" boss. Schematically, the linear control structure can be represented in the form of fig. 3.3.

Figure 3.3. Scheme of the linear organizational structure of management

As can be seen from fig. 3.3, in a linear management structure, each subordinate has a boss, and each boss has several subordinates. Such a structure functions in small organizations at the lowest level of management (section, brigade, etc.).

The linear management structure is logically more harmonious and formally defined, but at the same time less flexible. Each of the leaders has full 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 (Table 3.1).

Table 3.1

Advantages	Flaws
unity and clarity of command coordination of actions of performers ease of management (one communication channel) clear responsibility efficiency in decision making personal responsibility of the head for the final results of the activities of his unit	high demands on the manager, who must be comprehensively prepared to provide effective leadership in all management functions lack of links for planning and preparing decisions information overload, many contacts with subordinates, superiors and shift structures difficult connections between institutions concentration of power at the top

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