Linear organizational structure. Organizational structure of management

Organizations that carry out such processes as: determining the timing, scope and sequence of work, division of labor and resource provision, need to implement sustainable relationships between the elements of the management system. To do this, an organizational management structure is being developed.

The organizational structure is divided into two types: hierarchical and organic.

The hierarchical structure implies a clearly defined hierarchy, management comes from one center, a strict division of the functions of employees, a clear definition of the rights and obligations of employees.

Let us consider in more detail the types of hierarchical structures:

1. Linear control structure

The linear structure is suitable for small organizations and for organizations operating in a stable environment. external environment.

To eliminate the weaknesses of the structure, it is necessary:

Determine the areas of competence of lower-level managers and delegate appropriate powers to them;

To unload line managers, introduce a staff unit - an assistant, who will be assigned some of the duties;

To eliminate the problem of shifting responsibility, it is necessary to establish horizontal communication between line managers.

This type of structure is used, as a rule, in small organizations in the initial period of their formation.

2. Functional management structure

The functional structure is most often used for large volumes of specialized work in the enterprise.

How to eliminate structure flaws:

In violation of the principle of unity of command, as a rule, there is a decrease in the responsibility of performers. This problem must be solved by introducing systems of motivation and budgeting;

It is necessary to clearly define the areas of competence of functional managers, granting the right to make independent decisions within their competence, as well as clear planning of activities.

Linear and functional structures in pure form none are used major organization in Russia and in the world.

3. Linear-functional structure

Linear-functional structure is suitable for medium and large companies. This structure contributes to the improvement of the quality of horizontal communications.

This structure is effective where:

Management tasks and functions rarely change;

There is a mass or large-scale production with a limited range;

Production is the least susceptible to the progress of science and technology;

External conditions are stable.

Such a structure is used, as a rule, by banks, industrial and state enterprises. It also works well with other structures.

To overcome the weaknesses of the linear-functional structureit is necessary to clearly define the powers and responsibilities between line and functional managers.

Linear-functional system on the example of the bank JSC "AK BARS":

Source : JSC "Ak Bars" Bank, akbars.ru

In modern conditions, a linear-functional structure, as a rule, is used mainly by small and medium-sized organizations and very rarely in transnational companies. For many large companies, the divisional approach has become relevant.

4. Divisional management system

The divisional structure is suitable for organizations that have a diversified production or a different focus of action.

For the first time this structure was applied by the company "General Motors. The need to introduce such a structure was caused by a sharp increase in the size of the company, the complication technological processes and diversification of activities. In a rapidly changing environment, the linear-functional structure made it impossible to manage from a single center.

To smooth out the shortcomings of this structure, a clear delineation of functions for each department of the organization is necessary.

Divisional system on the example of the oil company OJSC Rosneft:

Source : OAO NK Rosneft, rosneft.ru

Sometimes the conditions of the external environment change so rapidly that the procedure for developing and making decisions slows down in hierarchical structures. For the case where the organization is no longer able to communicate effectively with environment adhocracy (organic) structures were developed.

In the second part of the article, we will look at organic organizational structures.

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Linear structure It is a system of management with unity of command at all levels.

Peculiarities:

· It is formed as a result of the construction of the administrative apparatus only from mutually subordinate bodies in the form of a hierarchical ladder;

· At the head of each subdivision is a leader, endowed with all powers and exercising sole leadership of subordinate employees, concentrating all management functions in his hands. The head himself is directly subordinate to the head of the highest level;

· In a linear structure, the division of the control system into its component parts is carried out according to the production line, taking into account the degree of concentration of production, technological features, the breadth of the product range, etc.;

· With such a construction, the principle of unity of command is observed to the greatest extent: one person concentrates in his hands the management of the entire set of operations, subordinates carry out the orders of only one leader. The higher management body does not have the right to give orders to any performers, bypassing their immediate supervisor;

· The structure is used by small and medium-sized firms that carry out simple production, in the absence of broad cooperative ties between enterprises.

Unity and clarity of command;

· Consistency of actions of performers;

· A clear system of mutual relations between the manager and the subordinate;

Responsiveness to direct instructions;

· Obtaining by executors of interconnected orders and tasks provided with resources;

· Personal responsibility of the head for the final results of the activities of his unit.

Disadvantages of a linear structure:

· High requirements for the leader, who must have extensive versatile knowledge and experience in all management functions and areas of activity carried out by subordinates, which limits the manager's ability to effectively manage;

Overload of top-level managers, great amount information, the flow of papers, the multiplicity of contacts with subordinates and managers;

· Tendency to red tape when dealing with issues related to several departments;

· Lack of links for planning and preparation of management decisions.

Classic scheme line organization control structure is shown in fig. 12.

Rice. 12. Scheme of the linear organizational structure of management.

Functional structure based on subordination in areas of management activity. In fact, a particular unit has several senior managers. For example, the head of a shop with such a structure will have the heads of the departments of supply, sales, planning, wages ... But each of these leaders has the right to influence only in his field of activity. With a functional structure, divisions are allocated for specific duties and tasks. If the size of the organization is significant, then the functional units are divided in turn into smaller structures, the so-called secondary units.

Peculiarities:

Each governing body is specialized in performing individual functions at all levels of management;

Fulfillment of the instructions of each functional body within its competencies mandatory for production units;

Decisions on general issues are taken collectively;

The functional specialization of the management apparatus significantly increases its efficiency, since instead of universal managers who must understand the performance of all functions, a staff of highly qualified specialists appears;

The structure is aimed at performing constantly recurring routine tasks that do not require prompt decision-making;

They are used in the management of organizations with a mass or large-scale type of production, as well as with an economic mechanism of a costly type, when production is the least susceptible to scientific and technical progress.

Advantages:

· High competence of specialists responsible for the implementation of specific functions;

· Releasing line managers from solving many special issues and expanding their capabilities for operational management of production;

· The basis for the use of experienced specialists in the work of consultations is being created, the need for generalists is reduced.

Flaws:

· Difficulties in maintaining constant relationships between various functional services;

· Lengthy decision-making process;

Lack of mutual understanding and unity of action between functional services;

· Reducing the responsibility of performers for the work as a result of the fact that each performer receives instructions from several managers;

· Duplication and inconsistency of instructions and instructions received by employees, since each functional head and specialized unit puts its issues in the first place.

The classical scheme of the functional organizational structure of management is shown in fig. 13.

performers

Rice. 13. Scheme of the functional organizational structure of management.

Linear-functional management structure is the most common type of hierarchical structure. It is based on the principle of building and specializing the management process according to the functional subsystems of the organization (production, marketing, finance, personnel, etc.). For each of them, a vertical of power is created, penetrating the entire organization from top to bottom.

Peculiarities:

· Provides such a division of managerial labor, in which the linear management links are called upon to command, and the functional ones - to advise, help in the development of specific issues and the preparation of appropriate decisions, programs, plans;

· Heads of functional departments (marketing, finance, R&D, personnel) exercise influence on production departments formally. As a rule, they do not have the right to give them orders on their own;

The role of functional services depends on the scale economic activity and the management structure of the firm as a whole;

· Functional services carry out all the technical preparation of production, prepare options for solving issues related to the management of the production process.

Advantages:

· Releasing line managers from solving many issues related to the planning of financial calculations, logistics, etc.;

· Building relationships "manager-subordinate" on the hierarchical ladder, in which each employee is subordinate to only one leader.

Flaws:

Each link is interested in achieving its narrow goal, and not the overall goal of the company;

· Lack of close relationships and interaction at the horizontal level between production units;

· Overly developed vertical interaction system;

· Accumulation on top level powers to solve, along with strategic ones, a set of operational tasks (as a result of vertical connections "leader-subordinate").

The scheme of the linear-functional organizational structure of the organization is shown in fig. fourteen.

	LEGAL SERVICE				SECTOR OF SOCIOLOGICAL RESEARCH

SERVICES

DIVISIONS

Rice. 14. Scheme of a linear functional organizational structure.

Divisional structure- this is the division of the organization into elements and blocks according to the types of goods or services, customer groups or geographic regions. The enterprise actually functions as a combination of several sub-enterprises. Each of them carries out the workflow, relying on its own resources and its own staff.

Peculiarities:

· The need to apply a divisional structure arose in connection with a sharp increase in the size of enterprises, the diversification of their activities, and the complication of technological processes;

· key figures in the management of organizations with this structure, it is not the heads of functional departments who become managers, but managers who head production departments;

· The structuring of the organization by departments is carried out, as a rule, according to one of the criteria: by manufactured products (product specialization), by consumer orientation, by regions served;

· Heads of secondary functional services report to the manager of the production unit;

· Assistants to the head of the production department control the activities of functional services in all factories of the department, coordinating their activities horizontally.

Advantages:

· Closer connection of production with consumers, accelerated reaction to changes in the external environment;

· Improving the coordination of work in departments due to subordination to one person;

· Emergence at divisions of competitive advantages of small firms.

Flaws:

· Growth of hierarchy, vertical of management;

· Duplication of management functions at different levels leads to an increase in the cost of maintaining the administrative apparatus;

· Duplication of work for different departments.

The classical scheme of the divisional structure is shown in fig. 15. The global divisional structure is shown in fig. 16 .

A, B, C, D - product, region, consumer group

Rice. 15. The classical scheme of the divisional structure.

a) global product structure: A1, B1, C1 - product

A1, B2, V2 - region

b) global regional structure: A1, B1, C1 - region

A2, B2, B2 - product

Rice. 16. Global divisional structure.

Distinctive features of a linear-functional management structure from a divisional one:

Line-headquarters structure. For the first time the concept of headquarters was applied in the army Alexander the Great. The main idea was to divide the officers into two groups: those who planned the battle and those who controlled the soldiers. The first group of officers were assistants to senior officers. The second group consisted of combat officers. The line-headquarters structure is a linear structure, supplemented by specific units for the preparation of management decisions. These divisions do not have lower levels of management, they do not make decisions. Their task is to analyze the options and consequences of decisions for a particular leader to whom this "headquarters" unit is attached.

Examples of such units may be a computer bureau, a legal service, research group. The staff apparatus is classified into three groups: advisory, service and personal. Advisory apparatus consists of professionals in areas of activity (law, technology, economics ...). Service apparatus provides the activities of the head in auxiliary areas. This could be a PR support group, analysis of correspondence flows, documentation review… Personal device- This is a type of service device. It includes a secretary, an assistant, an assistant... The personal apparatus usually has no formal authority, but it has great power. By filtering information, employees of the personal apparatus can control access to the manager.

Organization by department quite well implements the basic principles of a unified business policy, has a greater ability to adapt than a linear-functional management structure. However, departments sometimes become large and have the disadvantages of overgrown structures.

Structure of a single strategic business provides for the concentration in production structures of only linear (production) management units necessary to ensure current production activities. All supporting functions are concentrated in common divisions at the level of management structures under the general director. Such a structure allows organizing management with a focus on the overall goals of the activity. However, its implementation is most convenient for large-scale mass production based on an in-line production process.

Matrix structure- this is an attempt to use the advantages of the two previous options for management structures (divisional and a single strategic business). There are two managers for each management unit. One for the production profile, the second - for the functional one. Each production facility has a complete set of management units, but each of them is simultaneously included in a single corresponding management department. It turns out, for example, that the supply is provided by employees of a single department, the head of which is subordinate to the general director. For all employees of the department, a single methodological orientation is observed.

However, the department consists of groups of employees, each of which is assigned to one of the production facilities and at the same time reports to its head, subordinate to the general director. Other management functions are organized in a similar way. The advantages of the matrix structure are flexible use of limited resources, efficiency in adapting to external conditions, high level of managerial skills. The main disadvantage of the matrix structure- its complexity. Problems arise due to the imposition of vertical and horizontal powers, the emergence of tendencies towards anarchy of ordinary employees. Dual reporting managers may receive conflicting instructions and must find compromise solutions. The effectiveness of the functioning of the matrix management structure is determined by the clarity of the goals set and their understanding at all levels.

Program target structure- this is a temporary structure of subordination of departments and individual employees, focused on solving a specific problem. In such a structure, the implementation timeframe and the scope of activities, the goals set, and resource provision are regulated. Program-target management is used by the enterprise in the event of situations that have no analogues in the past and fall out of the traditional mode of operation. These can be emergencies, development of new types of products, overcoming the crisis, entering new markets. Program-target management is implemented within the framework of the main management system. At the same time, a special set of measures is singled out that make up a single target complex, a special temporary subordination of departments and individual employees is built.

When designing organizational management structures, it must be taken into account that any structure is based on the pillars shown in Fig. 16. In the theory of organization, there are the following stages in the design of organizational structures (Fig. 17). There are requirements for the organizational structure (Fig. 18) and principles for creating an effective organizational structure for management (Fig. 19).

Rice. 16. Pillars of an effective organizational structure.

Rice. 17. Stages of designing organizational structures.

Rice. 18. Requirements for the organizational structure.

Rice. 19. Principles for creating an effective organizational management structure.

Organizational process is the process of creating the organizational structure of an enterprise.

The organizational process consists of the following steps:

• division of the organization into divisions according to strategies;
• relationship of authority.

Delegation- this is the transfer of tasks and powers to a person who assumes responsibility for their implementation. If the leader did not delegate the task, then he must complete it himself (M.P. Follet). If the company grows, the entrepreneur may not be able to cope with the delegation.

A responsibility- the obligation to perform the existing tasks and be responsible for their satisfactory resolution. Responsibility cannot be delegated. The amount of responsibility is the reason for the high salaries of managers.

Powers- limited right to use the resources of the organization and direct the efforts of its employees to perform certain tasks. Powers are delegated to positions, not individuals. Limits of authority are restrictions.

is the real ability to act. If power is something that can really do, then authority is the right to do.

Line and staff powers

Linear authority is transferred directly from the boss to the subordinate and then to another subordinate. A hierarchy of management levels is created, forming its stepped character, i.e. scalar chain.

Headquarters powers are advisory, personal apparatus (presidential administration, secretariat). There is no descending subordination in the headquarters. Great power, powers are concentrated in the headquarters.

Building Organizations

The leader transfers his rights and powers. Structure development is usually done from the top down.

• divide the organization horizontally into broad blocks;
• set the ratio of powers for positions;
• define job responsibilities.

An example of building a management structure is the bureaucratic model of an organization according to M. Weber.

Organizational structure of the enterprise

The ability of an enterprise to adapt to changes in the external environment is influenced by how the enterprise is organized, how the management structure is built. The organizational structure of an enterprise is a set of links (structural divisions) and links between them.

• organizational and legal form of the enterprise;
• field of activity (type of products, its nomenclature and assortment);
• the scale of the enterprise (production volume, number of employees);
• markets to which the enterprise enters in the course of economic activity;
• technologies used;
• information flows inside and outside the firm;
• the degree of relative endowment with resources, etc.

• organizations with ;
• departments of the organization;
• organizations with people.

An important role here is played by the structure of the organization through which and through which this interaction is carried out. Firm structure- this is the composition and ratio of its internal links, departments.

Organization management structures

For various organizations, different types of governance structures. However, there are usually several universal types of organizational management structures, such as linear, linear-staff, functional, linear-functional, matrix. Sometimes within a single company (usually a large business) there is a separation of separate divisions, the so-called departmentalization. Then the created structure will be divisional. However, it must be remembered that the choice of governance structure depends on strategic plans organizations.

• division of tasks by departments and subdivisions;
• their competence in solving certain problems;
• the general interaction of these elements.

Thus, the firm is created as a hierarchical structure.

• streamlining tasks in accordance with the most important points of the process;
• bringing management tasks in line with the principles of competence and responsibility, coordinating the “decision field” and available information, the ability of competent functional units to accept new tasks for solving);
• mandatory distribution of responsibility (not for the area, but for the “process”);
• short control paths;
• balance of stability and flexibility;
• ability for goal-oriented self-organization and activity;
• the desirability of the stability of cyclically repeated actions.

Linear structure

Consider a linear organizational structure. It is characterized by a vertical: top manager - line manager (subdivisions) - performers. There are only vertical connections. In simple organizations, there are no separate functional units. This structure is built without feature highlighting.

Advantages: simplicity, specificity of tasks and performers.
Flaws: high requirements for the qualifications of managers and high workload of the manager. The linear structure is used and effective in small enterprises with simple technology and minimal specialization.

Line-headquarters organizational structure

As you grow enterprises, as a rule, a linear structure converted to linear staff. It is similar to the previous one, but management is concentrated in headquarters. A group of employees appears who do not directly give orders to the executors, but carry out consulting work and prepare management decisions.

Functional organizational structure

With further complication of production, it becomes necessary to specialize workers, sections, departments of workshops, etc., a functional management structure is being formed. The distribution of work occurs by function.

With a functional structure, the organization is divided into elements, each of which has a specific function, task. It is typical for organizations with a small nomenclature, stability of external conditions. There is a vertical here: the head - functional managers (production, marketing, finance) - performers. There are vertical and interlevel connections. The disadvantage is that the functions of the leader are blurred.

Advantages: deepening specialization, improving the quality of management decisions; the ability to manage multi-purpose and multi-profile activities.
Flaws: lack of flexibility; poor coordination of activities of functional units; low speed of making managerial decisions; lack of responsibility of functional managers for the final result of the enterprise.

Linear-functional organizational structure

With a linear-functional management structure, the main connections are linear, complementary - functional.

Divisional organizational structure

In large firms, to eliminate the shortcomings of functional management structures, the so-called divisional management structure is used. Responsibilities are distributed not by functions, but by products or regions. In turn, divisional departments create their own supply, production, marketing, etc. subdivisions. This creates the prerequisites for unloading higher-level managers by freeing them from solving current tasks. The decentralized management system ensures high efficiency within individual departments.
Flaws: growth of expenses for managerial personnel; complexity of information links.

The divisional management structure is based on the allocation of divisions, or divisions. This type is currently used by most organizations, especially large corporations, since it is impossible to squeeze the activities of a large company into 3-4 main departments, as in a functional structure. However long chain commands can lead to unmanageability. It is also created in large corporations.

• grocery.Departments are created by types of products. characterized by polycentricity. Such structures have been created at General Motors, General Foods, and partly at Russian Aluminum. Authorities for the production and marketing of this product are transferred to one manager. The disadvantage is the duplication of functions. This structure is effective for the development of new types of products. There are vertical and horizontal connections;
• regional structure. Departments are created at the location of company divisions. In particular, if the firm has International activity. For example, Coca-Cola, Sberbank. Effective for geographical expansion of market areas;
• customer-oriented organizational structure. Divisions are formed around certain consumer groups. For example, commercial banks, institutions (advanced training, second higher education). Efficient to meet demand.

Matrix organizational structure

In connection with the need to accelerate the pace of product renewal, program-target management structures arose, which were called matrix. The essence of matrix structures is that temporary working groups are created in the existing structures, while the resources and employees of other departments are transferred to the head of the group in double subordination.

With a matrix management structure, project teams (temporary) are formed that implement targeted projects and programs. These groups are in double subordination, are created temporarily. This achieves flexibility in the distribution of personnel, effective implementation of projects. Disadvantages - the complexity of the structure, the occurrence of conflicts. An example is an aerospace enterprise, telecommunications companies that carry out large projects for customers.

Advantages: flexibility, acceleration of innovations, personal responsibility of the project manager for the results of work.
Flaws: the presence of dual subordination, conflicts due to dual subordination, the complexity of information links.

Corporate or is considered as a special system of interconnection between people in the process of their implementation joint activities. Corporations as a social type of organization are closed groups of people with limited access, maximum centralization, authoritarian leadership, who oppose themselves to other social communities based on their narrow corporate interests. Thanks to the pooling of resources and, first of all, human resources, a corporation as a form of organizing the joint activity of people represents and provides an opportunity for the very existence and reproduction of one or another social group. However, people are united in corporations through their division according to social, professional, caste and other criteria.

What is a functional management structure? What is it, what is connected with it, what scheme does it have? We will try to answer these questions and others in the course of this article.

The functional management structure is a type of structure that is formed based on the main areas in which an organization operates. In this case, the units will be combined into special blocks.

A lot of large and medium-sized enterprises and organizations use an approach called “functional” when forming departments. What does it mean? This means that the functional management structure implies the use of the functions of the direction in which the company operates. This may be the sale of products, their production and similar actions. The blocks will be formed according to the functions, that is, they will have the same root names that are characteristic of the direction of activity.

The functional management structure has some features: the separation of units located within the boundaries of the blocks can be carried out only according to certain approaches. Let's give a simple example: the organization of workshops takes place with an eye on the products being manufactured. At the same time, the organization of sites will be dictated by the technologies that are used in the production of products.

Structure blocks

The functional structure of management assumes the presence of three blocks.

The first is production. It includes those divisions that are in one way or another connected with the core products manufactured by the company. The connection can also be between services and their provision, and not only seen in the case of products. The production block also houses auxiliary divisions that provide all the services necessary for the functioning of the main divisions. Even in the production block there are those divisions that service both auxiliary and main processes. Well, the units of the experimental type complete this chain. They are responsible for the production of prototypes of a particular product. The role of departments can be very different. However, it will directly depend on the nature of the activities carried out by the organization. Prototypes After all, not every company creates them. And the funds that are used for auxiliary production are also not available in every company.

The second block is management. The functional management structure in this case indicates that the block will contain service, information, pre-production (that is, preparatory), administrative and advisory divisions and commissions. Let's look at this issue a little more specifically. Information departments include various kinds of archives and libraries. The service divisions will carry out their activities dealing with issues related to marketing research. Administrative commissions are nothing but legal departments and accounting departments, planning services. But advisory commissions can be represented as committees working in the field of improving technology and the organization as a whole.

The third block, which uses the functional management structure, is the units related to the social sphere. Examples include certain children's institutions and health centers, various clubs and recreation centers, and so on.

Where is the functional organizational structure of management applied?

The question of the scope to date has already been studied far and wide. There are 5 main areas where the functional organizational structure of management is applied. The first area is single-product enterprises. The second is enterprises that implement quite complex in various senses and long-term projects. They can also be innovative. The third area in which the functional structure of enterprise management is applied is large companies and firms that are concentrated on the production of a certain type of product, that is, which have their own specialization. The fourth area of ​​application of this management structure is the organization of design and research profile. Well, this list is completed by enterprises with a very narrow specialization.

What tasks does the functional management system solve?

In the course of using this structure, some problems arise that management faces. Let's try to list them:

1) The complexity of providing communications.

2) Leveling the load, which falls on the share of a particular unit.

3) Careful selection of personnel, specialists who will be allowed to work in functional units.

4) Assistance in coordinating units.

5) Prioritization, selection of specialists.

6) Development and implementation of motivational, special mechanisms.

7) Prevention of separatist processes within units.

What are the benefits of a functional management structure?

1) Specialists are competent enough in the implementation of certain specific functions.

2) Line managers practically do not participate in solving special issues. It is also possible to expand the opportunities that line managers will have at the same time as reducing their workload. Managers will be able to take over the operational management of production processes by redirecting questions to other relevant persons.

3) Experienced specialists participate in the role of consultants, if necessary. As a result, there is no need (well, or noticeably reduced) to involve specialists with a broader work profile.

4) The risk of erroneous decisions will not be equal to zero, but it will certainly be reduced to it.

5) When performing managerial functions, duplication will be excluded.

What are the disadvantages of a functional management structure?

1) It is quite difficult to maintain permanent mutual relations established between services.

2) Decision making requires a lot of time, it is a lengthy procedure.

3) Functional services often lack mutual understanding among themselves. Actions are uncoordinated, there is no unity in them. At the same time, the responsibility of the performers, which they must bear for the work performed, is reduced. All this is due to the fact that different performers receive instructions not just from different leaders - they receive them from several leaders at the same time.

4) In the implementation of tasks and goals, there is an excessive interest of certain departments.

5) Personal responsibility is reduced. No one wants to take responsibility for the final result.

6) The control required to monitor the process and its progress is quite complex. And this applies to individual projects, and the entire region as a whole.

7) The organizational form reacts to changes with great difficulty, it has already frozen and does not develop.

Varieties of the functional control system

One of the varieties is a linear-functional management structure. Its scheme is shown in the figures below.

The linear-functional structure is used for the division of managerial labor. At the same time, the functional units should advise and provide assistance on the development of certain issues, as well as prepare plans and programs, decisions. The entire load associated with command and control is shifted to the linear links.

The linear-functional control structure, the scheme of which was shown earlier, has its advantages and disadvantages. Actually, they will become the subject of further analysis of the topic.

Heads related to departments functional type, have some influence on the divisions of production, but only in a formal sense. On their own, in most cases, they cannot do anything, that is, they are not able to give orders without the confirmation of the relevant representatives. In general, the role of functional services has a direct relationship with the scale in which the activity is carried out. They are also associated with the governance structures of an organization or enterprise. All technical training falls to the share of functional services. They should work out the questions in advance and leave options for their solutions. In this case, questions may relate to the management of the production process.

What are the advantages of a linear-functional structure?

1) Decisions and plans are prepared more carefully and deeply. Hence, they are more efficient. At the same time, plans can also be associated with the specialization of individual employees.

2) Line managers are released from resolving a number of issues, which, in turn, reduces the workload. These are issues related to logistics, financial calculations and their planning, as well as other issues.

3) The presence of a certain connection and a clear hierarchical ladder. The employee is not subject to several leaders, but only to one.

What are the disadvantages of a linear-functional structure?

1) Each individual link does not want to work for the common good of the company, to take on other people's tasks. The link in most cases works only on its own goals, performing a narrow range of functions.

2) There are no close relationships between departments. There is practically no interaction between these components. It's about the horizontal.

3) But vertically, the interaction, on the contrary, is very strongly developed. Even much more than necessary.

Scheme

The functional control structure, an example of which was given almost at the very beginning of this article, has a diagram below.

It is characterized by the creation of certain divisions. In addition, each of them will have certain tasks that must be performed.

An example of a linear-functional management structure can be demonstrated by the federal Migration Service. Another diagram of this control structure is presented below.

Conclusion

The advantages and disadvantages of the functional management structure were considered in the course of the article. The definition of the concept was also given, the blocks that are part of the functional structure of management are described.

Published with permission from Lanit

"The office reaches perfection just in time for the firm to decline."
12th Law of Parkinson

By management philosophy we mean the most general principles, on the basis of which the organization's management structure is built and management processes are carried out. Of course, the philosophy of quality and the philosophy of management are interrelated - the philosophy of quality sets the goal and direction of the organization, the philosophy of management determines the organizational means to achieve this goal. The foundations of the philosophy of management, as well as the philosophy of quality, were laid by F. W. Taylor.

Both the Deming quality management program and the principles of Total Quality Management are actually aimed at changing the structure of the enterprise management system. Let's consider the main types of enterprise management structures from the point of view of their compliance with the ideas of modern quality management.

The term "organizational structure" immediately conjures up a two-dimensional tree diagram, consisting of rectangles and lines connecting them. These boxes show the work to be done and the scope of responsibilities and thus reflect the division of labor in the organization. The relative position of the boxes and the lines connecting them show the degree of subordination. The considered ratios are limited to two dimensions: up - down and across, since we operate with a limited assumption, according to which the organizational structure should be represented on a two-dimensional diagram drawn on a flat surface.

The organizational structure itself does not contain anything that would limit us in this respect. In addition, these constraints on organizational structure often have severe and costly consequences. Here are just four of them. First, between the individual parts of organizations of this kind, there is not cooperation, but competition. There is stronger competition within organizations than between organizations, and this internal competition takes on a much less ethical form. Secondly, the usual way of representing the structure of organizations makes it very difficult to define the tasks of individual departments and measure the corresponding indicators of performance due to the great interdependence of departments that are grouped in this way. Thirdly, it contributes to the creation of organizations that resist change, especially changes in their structure; therefore, they degenerate into bureaucratic structures that cannot be adapted. Most of these organizations learn extremely slowly, if at all. Fourth, the representation of the organizational structure in the form of a two-dimensional tree limits the number and nature of possible options for solving emerging problems. In the presence of such a limitation, solutions are impossible that ensure the development of the organization, taking into account technical and social changes, the pace of which is growing more and more. The current environment requires organizations to be not only ready for any changes, but also able to undergo them. In other words, dynamic balance is needed. Obviously, in order to achieve such a balance, the organization must have a sufficiently flexible structure. (While flexibility does not guarantee adaptability, it is nonetheless necessary to achieve adaptability.)

The construction of a flexible or otherwise meritorious organizational structure is one of the tasks of the so-called "structural architecture". Using the terminology accepted in architecture, we can say that this abstract sets out the main ideas on the basis of which various options solving the problem of organizational structure without the restrictions associated with its graphical representation.

The above disadvantages can and should be overcome by building a multidimensional organizational structure. The multidimensional structure implies the democratic principle of governance.

Hierarchical type of control structures

Management structures in many modern enterprises were built in accordance with the principles of management formulated in the early twentieth century. The most complete formulation of these principles was given by the German sociologist Max Weber (the concept of rational bureaucracy):

• the principle of hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it;
• the principle of correspondence of powers and responsibilities of management employees to their place in the hierarchy, which follows from it;
• the principle of division of labor into separate functions and specialization of workers according to the functions performed; the principle of formalization and standardization of activities, ensuring the uniformity of the performance of their duties by employees and the coordination of various tasks;
• the principle of impersonal performance by employees of their functions arising from it;
• the principle of qualification selection, in accordance with which hiring and dismissal from work is carried out in strict accordance with qualification requirements.

The organizational structure, built in accordance with these principles, is called a hierarchical or bureaucratic structure. The most common type of such structure is linear - functional (linear structure).

Linear organizational structure

The basis of linear structures is the so-called "mine" principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services ("mine") is formed, penetrating the entire organization from top to bottom (see Fig. 1). The results of the work of each service are evaluated by indicators characterizing the fulfillment by them of their goals and objectives. Accordingly, a system of motivation and encouragement of employees is being built. At the same time, the end result (the efficiency and quality of the work of the organization as a whole) becomes, as it were, secondary, since it is believed that all services in one way or another work to obtain it.

Fig.1. Linear control structure

Advantages of a linear structure:

• a clear system of mutual relations of functions and divisions;
• a clear system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;
• clear responsibility;
• quick reaction of the executive departments to direct instructions from superiors.

Disadvantages of a linear structure:

• lack of links dealing with strategic planning; in the work of managers at almost all levels, operational problems ("churn") dominates over strategic ones;
• a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;
• low flexibility and adaptability to changing situations;
• criteria for the efficiency and quality of work of departments and the organization as a whole are different;
• the tendency to formalize the assessment of the effectiveness and quality of the work of departments usually leads to the emergence of an atmosphere of fear and disunity;
• a large number of "management floors" between workers producing products and the decision maker;
• overload of top-level managers;
• increased dependence of the results of the organization's work on the qualifications, personal and business qualities of top managers.

Conclusion: in modern conditions, the shortcomings of the structure outweigh its advantages. Such a structure is poorly compatible with the modern philosophy of quality.

Linear - headquarters organizational structure

This type of organizational structure is the development of a linear one and is designed to eliminate its most important drawback associated with the lack of strategic planning links. The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any subordinate units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one (Fig. 2).

Fig.2. Linear - headquarters management structure

Advantages of a linear - staff structure:

• deeper than in the linear, study of strategic issues;
• some unloading of top managers;
• the possibility of attracting external consultants and experts;
• in empowering headquarters units with functional leadership, such a structure is a good first step towards more effective organic management structures.

Disadvantages of a linear - staff structure:

• insufficiently clear distribution of responsibility, since the persons preparing the decision do not participate in its implementation;
• tendencies towards excessive centralization of management;
• similar to a linear structure, partially - in a weakened form.

Conclusion: a linear - staff structure can be a good intermediate step in the transition from a linear structure to a more efficient one. The structure allows, although to a limited extent, to embody the ideas of the modern philosophy of quality.

Divisional management structure

By the end of the 20s, the need for new approaches to the organization of management became clear, associated with a sharp increase in the size of enterprises, the diversification of their activities (diversification), and the complication of technological processes in a dynamically changing environment. In this regard, divisional management structures began to emerge, primarily in large corporations, which began to provide some independence to their production units, leaving the development strategy, research and development, financial and investment policy, etc. to the management of the corporation. In this type of structures an attempt was made to combine centralized coordination and control of activities with decentralized management. The peak of the introduction of divisional management structures occurred in the 60s - 70s (Fig. 3).

Fig.3. Divisional management structure

The key figures in the management of organizations with a divisional structure are no longer the heads of functional departments, but managers who head production departments (divisions). Structuring by divisions, as a rule, is carried out according to one of the criteria: by manufactured products (products or services) - product specialization; by focusing on certain groups of consumers - consumer specialization; on served territories - regional specialization. In our country, similar management structures have been widely introduced since the 60s in the form of the creation of production associations.

Advantages of a divisional structure:

• it provides management of diversified enterprises with total strength hundreds of thousands of employees and territorially remote subdivisions;
• provides greater flexibility and faster response to changes in the enterprise environment in comparison with the linear and linear - staff;
• when expanding the boundaries of the independence of the departments, they become "profit centers", actively working to improve the efficiency and quality of production;
• closer relationship between production and consumers.

Disadvantages of the divisional structure:

• a large number of "floors" of the management vertical; between the workers and the production manager of the unit - 3 or more levels of management, between the workers and the company's management - 5 or more;
• disunity of headquarters structures of departments from company headquarters;
• the main connections are vertical, therefore, the disadvantages common to hierarchical structures remain - red tape, congestion of managers, poor interaction in resolving issues related to departments, etc.;
• duplication of functions on different "floors" and as a result - very high costs for the maintenance of the management structure;

in departments, as a rule, a linear or linear-headquarters structure with all their shortcomings is preserved.

Conclusion: the advantages of divisional structures outweigh their disadvantages only during periods of fairly stable existence; in an unstable environment, they risk repeating the fate of dinosaurs. With this structure, it is possible to implement most ideas of modern philosophy of quality.

Organic type of management structures

Organic or adaptive management structures began to develop around the end of the 70s, when, on the one hand, the creation of an international market for goods and services sharply intensified competition among enterprises and life demanded from enterprises high efficiency and quality of work and a quick response to market changes, and on the other hand, the inability of structures of a hierarchical type to meet these conditions became obvious. The main property of organic management structures is their ability to change their form, adapting to changing conditions. Structures of this type are design, matrix (program-targeted), brigade forms of structures . When introducing these structures, it is necessary to simultaneously change the relationship between the departments of the enterprise. If, however, the system of planning, control, distribution of resources, leadership style, methods of staff motivation are preserved, and the desire of employees for self-development is not supported, the results of the introduction of such structures may be negative.

Brigade (cross-functional) management structure

The basis of this management structure is the organization of work in working groups (teams). The form of the brigade organization of work is a rather ancient organizational form, it is enough to recall the worker artels, but only from the 80s did its active use begin as an organization management structure, in many respects directly opposite to the hierarchical type of structures. The main principles of such a management organization are:

• autonomous work of working groups (teams);
• independent decision-making by working groups and horizontal coordination of activities;
• replacement of rigid managerial ties of a bureaucratic type with flexible ties;
• involvement of employees from different departments to develop and solve problems.

These principles destroy the rigid distribution of employees by production, engineering, economic and managerial services, inherent in hierarchical structures, which form isolated systems with their own goals and interests.

In an organization built according to these principles, functional units can be preserved (Fig. 4) or absent (Fig. 4). In the first case, employees are under double subordination - administrative (to the head of the functional unit in which they work) and functional (to the head of the working group or team in which they are a member). This form of organization is called cross-functional , in many respects it is close to matrix . In the second case, there are no functional units as such, we will call it proper brigade . This form is widely used in organizations. project management .

Fig.4. Cross-functional organizational structure

Fig.5. The structure of the organization, consisting of working groups (brigade)

Benefits of a brigade (cross-functional) structure:

• reduction of the administrative apparatus, increase in management efficiency;
• flexible use of personnel, their knowledge and competence;
• work in groups creates conditions for self-improvement;
• the possibility of applying effective methods of planning and management;
• reducing the need for generalists.

Disadvantages of the brigade (cross-functional) structure:

• complication of interaction (especially for a cross-functional structure);
• difficulty in coordinating the work of individual teams;
• high qualification and responsibility of personnel;
• high communication requirements.

Conclusion: this form of organizational structure is most effective in organizations with a high level of qualification of specialists with their good technical equipment especially when combined with project management. This is one of the types of organizational structures in which the ideas of the modern philosophy of quality are most effectively embodied.

Project management structure

The basic principle of building a project structure is the concept of a project, which is understood as any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. The activity of an enterprise is considered as a set of ongoing projects, each of which has a fixed start and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure falls apart, its components, including employees, move to a new project or leave (if they worked on a contract basis). In form, the project management structure can correspond to brigade (cross-functional) structure, and divisional structure , in which a certain division (department) does not exist permanently, but for the duration of the project.

Benefits of a project management structure:

• high flexibility;
• reduction in the number of managerial personnel in comparison with hierarchical structures.

Disadvantages of the project management structure:

• very high qualification requirements, personal and business qualities of the project manager, who must not only manage all stages of the project life cycle, but also take into account the place of the project in the company's project network;
• fragmentation of resources between projects;
• the complexity of the interaction of a large number of projects in the company;
• complication of the process of development of the organization as a whole.

Conclusion: the advantages outweigh the disadvantages in enterprises with a small number of concurrent projects. The possibilities of implementing the principles of modern philosophy of quality are determined by the form of project management.

Matrix (program - target) management structure

Such a structure is a network structure built on the principle of dual subordination of executors: 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 or target program manager, who is endowed with the necessary authority to carry out the management process. With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of subdivisions, departments, and services is preserved. For activities that have a clearly defined beginning and end, projects are formed, for ongoing activities - targeted programs. In an organization, both projects and targeted programs can coexist. An example of a matrix program-target management structure (Toyota) is shown in Fig. 6. This structure was proposed by Kaori Ishikawa in the 70s and, with minor changes, still functions today not only at Toyota, but also at many other companies around the world.

Target programs are managed at Toyota through functional committees. For example, when creating a functional committee in the field of quality assurance, an authorized quality management representative is appointed as the chairman of the committee. From the practice of Toyota, the number of committee members should not exceed five. The committee includes both employees of the quality assurance department and 1-2 employees of other departments. Each committee has a secretariat and appoints a secretary to conduct business. The main issues are considered by the committee at monthly meetings. The committee can also create groups working on individual projects. The Quality Committee determines the rights and obligations of all departments related to quality issues and establishes a system of their relationships. On a monthly basis, the quality committee analyzes the quality assurance indicators and understands the reasons for complaints, if any. At the same time, the committee is not responsible for quality assurance. This task is solved directly by each department within the framework of the vertical structure. The responsibility of the committee is to combine the vertical and horizontal structures to improve the performance of the entire organization.

Fig.6. Matrix management structure at Toyota

Advantages of the matrix structure:

• better orientation to project (or program) goals and demand;
• more efficient day-to-day management, the ability to reduce costs and increase the efficiency of resource use;
• more flexible and effective use personnel of the organization, special knowledge and competence of employees;
• relative autonomy project teams or program committees contributes to the development of decision-making skills, managerial culture, and professional skills among employees;
• improving control over individual tasks of the project or target program;
• any work is organizationally formalized, one person is appointed - the "master" of the process, serving as the center of concentration of all issues related to the project or target program;
• the response time to the needs of the project or program is reduced, since horizontal communications and a single decision-making center have been created.

Disadvantages of matrix structures:

• the difficulty of establishing clear responsibility for work on the instructions of the unit and on the instructions of the project or program (a consequence of double subordination);
• the need for constant monitoring of the ratio of resources allocated to departments and programs or projects;
• high requirements for qualifications, personal and business qualities of employees working in groups, the need for their training;
• frequent conflict situations between heads of departments and projects or programs;
• the possibility of violating the rules and standards adopted in the functional units due to the isolation of employees participating in the project or program from their units.

Conclusion: the introduction of a matrix structure gives a good effect in organizations with a fairly high level corporate culture and qualifications of employees, otherwise, management can be disorganized (at Toyota, the introduction of the matrix structure took about 10 years). The effectiveness of the implementation of the ideas of the modern philosophy of quality in such a structure has been proven by the practice of Toyota.

Multidimensional organizational structure

Any organization is a purposeful system. In such a system, there is a functional division of labor between its individuals (or elements) the purposefulness of which is associated with the choice of goals, or desired outcomes, and means ( lines of conduct). One or another line of behavior involves the use of certain resources ( input quantities) to produce goods and provide services ( output quantities), which for the consumer should be of greater value than the resources used. Consumed resources include labor, materials, energy, production capacity and cash. This applies equally to public and private organizations.

Traditionally, the organizational structure covers two types of relationships:

a responsibility(who is responsible for what) and subordination(who reports to whom). An organization with such a structure can be represented as a tree, while responsibilities are represented by rectangles, the relative position of which shows authority level, and the lines connecting these rectangles are distribution of powers. However, such a representation of the organizational structure does not contain any information regarding at what cost and with the help of means the organization managed to achieve certain results. At the same time, a more informative description of the organizational structure, which can be the basis for more flexible ways of structuring an organization, can be obtained on the basis of matrices like costs - output or type means - ends. Let's illustrate this with the example of a typical private corporation producing some product.

Information about manufactured products can be used to determine the goals of the organization. To do this, for example, you can classify products according to their types or quality characteristics. The elements of the structure responsible for ensuring the production of products or the provision of services by the consumer outside the organization are called programs and are denoted by P1, P2,. . . , Pr. The funds used by programs (or activities) can generally be subdivided into operations and services.

Operation- this is a type of activity that directly affects the nature of the product or its availability. Typical operations (O1, O2, . . . , Om) are the purchase of raw materials, transportation, production, distribution and marketing of products.

Services are the activities necessary to support programs or carry out an operation. Typical services (S1, S2, . . . , Sn) are the work performed by departments such as accounting, data processing, technical services, labor disputes, finance, human resources, legal services.

Activities, carried out within the framework of the program and within the framework of actions for its implementation, can be presented as in Fig. 7 and 8. The results of each individual type of activity can be used directly by the same type of activity, programs and other types of activity, as well as by the executive body and an external consumer.

General programs may be subdivided into private ones, for example, by type of consumer (industrial or individual), geographic area supplied or served, by type of product, etc. Private programs, in turn, can also be further subdivided.

Fig.7. Scheme of interaction between activities and programs

Rice. 8. Scheme of interaction of activities

Similarly, you can drill down the types of activities of activities. For example, the manufacturing operations of a product may include the production of parts, assemblies, and assembly, each of which may be broken down into smaller operations.

If the number of programs and main and ancillary activities (operations and services) is so large that the manager is not able to effectively coordinate, then there may be a need for coordinators within specific managerial functions(Fig. 9). Each line of action may require more than one coordinator or coordinating unit. In cases where the number of coordinators turns out to be too large, the use of higher coordinators or coordinating units ( in this context, "coordination" means precisely coordination but not management). To carry out coordination, a group consisting of the heads of coordinating departments and leaders is quite sufficient.

Fig.9. Structure of coordination in large organizations

Programs, as well as functional units, have certain requirements. Programs and functional units may be grouped by product, customer type, geographic area, etc. If there are too many and highly dispersed customers for a program unconventional the use of characteristics of geographical location as an additional dimension of the volumetric scheme of the organizational structure (Fig. 10). In this case, there is a need in regional representatives whose duty it is to protect the interests of those who consume the product or are affected by the activities of the organization as a whole. Regional representatives play the role of external intermediaries who can assess the programs and various activities of the organization in each particular region from the point of view of those whose interests they represent. In the future, this information can be used by the governing body, coordinators and heads of departments. By receiving such information simultaneously from all regional representatives, the manager can get a complete picture of the effectiveness of his program throughout the service area and in each region. This allows him to more rationally distribute the available resources across regions.

However geographical position not the only criterion for organizing the activities of external intermediaries; other criteria may be used. For example, an organization supplying various industries with lubricants, it is advisable to have representatives not by region, but by industry (this can be automotive, aerospace, machine tool building and other industries). The public service organization may determine the responsibilities of its representatives based on the socio-economic characteristics of the users.

Fig.10. 3D organizational structure

Sharing of responsibility. The considered "multidimensional" organization has something in common with the so-called "matrix organizations". However, the latter are usually two-dimensional and do not have many important features considered organizational structures, especially in matters of financing. In addition, all of them have one common drawback: employees of functional units are in double subordination, which, as a rule, leads to undesirable results. It is this most commonly noted deficiency in matrix organizations that is the cause of so-called "occupational schizophrenia".
A multidimensional organizational structure does not give rise to the difficulties inherent in a matrix organization. In a multidimensional organization, the functional unit personnel whose output is purchased by the program manager are treated as an external client and are accountable only to the functional unit manager. However, when evaluating the activities of his subordinates, the head of the functional unit, of course, should use the assessments of the quality of their work given by the program manager. The position of the person leading the functional unit team that does the work for the program is much like that of a project manager in a construction and consulting firm; he has no uncertainty as to who the owner is, but he has to deal with him as a client.

M multidimensional organizational structure and program financing. Usually practiced (or traditional) program financing is only a way of preparing cost estimates for the functional departments and programs. It is not about providing resources and choice for program units, or requiring functional units to independently conquer markets within and outside the organization. In short, program funding generally does not take into account the specifics of the organizational structure and does not affect its flexibility. This way of distributing funds between functional units guarantees only the execution of programs, while providing a more efficient than usual costing for their implementation. The multidimensional organizational structure allows you to keep all the advantages of the traditional method of financing and, in addition, has a number of others.

Benefits of a Multidimensional Organizational Structure

A multidimensional organizational structure allows you to increase the flexibility of the organization and its ability to respond to changing internal and external conditions. This is achieved by dividing the organization into units whose viability depends on their ability to produce competitively priced goods that are in demand and provide services that consumers need. This structure creates a market within the organization, whether it is private or public, commercial or non-profit (non-profit), and enhances its ability to respond to the needs of both internal and external customers. Since the structural units of the "multidimensional" are relatively independent of each other, they can be expanded, reduced, eliminated or changed in any way. The performance indicator of each division does not depend on similar indicators of any other division, which makes it easier for the executive body to evaluate and control the activities of divisions. Even the work of the executive body can be evaluated autonomously in all aspects of its activities.

A multidimensional structure discourages bureaucracy by preventing functional units or programs from falling prey to service units, whose procedures sometimes become an end in themselves and become an obstacle to achieving the organization's goals. Customers inside and outside the organization control the internal providers of products and services; Suppliers never control consumers. Such an organization is oriented towards ends rather than means, while bureaucracy is characterized by the subordination of ends to means.

Disadvantages of a Multidimensional Organizational Structure

However, the multidimensional organizational structure, although it is devoid of some significant shortcomings inherent in organizations of the usual type, nevertheless cannot eliminate all the shortcomings completely. By itself, such a structural organization does not guarantee meaningful and interesting work at lower levels, but it facilitates the application of new ideas that contribute to its improvement.

The introduction of a multidimensional organizational structure in the enterprise is not the only way to increase the flexibility of the organization and its sensitivity to changes in conditions, but a serious study of this allows you to "increase the flexibility" of people's ideas about the capabilities of organizations. It is this circumstance that should contribute to the emergence of new, even more advanced organizational structures.