Control structures in management. Structural divisions of the organization: types

Management structure- a set of management links that are interconnected and subordinate and ensure the functioning and development of the organization as a single whole.

To achieve the goals and perform the corresponding tasks, the manager must create an organizational structure (organizational management system) of the enterprise. In the most general sense of the word, the structure of a system is a set of connections and relationships between its elements. In turn, the organizational management system is a set of units and positions connected by relationships and subordination. When creating a management structure, the manager must take into account, to the greatest possible extent, the specifics of the enterprise’s activities and the features of its interaction with the external environment. The process of creating an organizational management structure usually includes three main stages:

determination of the type of organizational structure (direct subordination, functional, matrix, etc.);
allocation of structural divisions (management apparatus, independent divisions, target programs, etc.);
delegation and transfer of authority and responsibility to lower levels (management-subordination relationships, centralization-decentralization relationships, organizational mechanisms of coordination and control, regulation of the activities of departments, development of regulations on structural divisions and positions).

The organization and management of the work of the enterprise is carried out by the management apparatus. The structure of the enterprise management apparatus determines the composition and interrelation of its divisions, as well as the nature of the functions assigned to them. Since the development of such a structure is associated with establishing a list of relevant departments and the staff of their employees, the manager determines the relationship between them, the content and volume of work they perform, the rights and responsibilities of each employee.

From the point of view of management quality and efficiency, the following main types of enterprise management structures are distinguished:

hierarchical type, which includes a linear organizational structure, a functional structure, a linear-functional management structure, a staff structure, a linear-staff organizational structure, a divisional management structure;
organic type, including a brigade, or cross-functional, management structure; project management structure; matrix management structure.

Let's look at them in more detail.

Hierarchical type of management structures. In modern enterprises, a hierarchical management structure is most common. Such management structures were built in accordance with the management principles formulated by F. Taylor at the beginning of the 20th century. The German sociologist M. Weber, having developed the concept of rational bureaucracy, gave the most complete formulation of six principles.

The principle of hierarchy of management levels, in which each lower level is controlled by a higher level and is subordinate to it.
Following from the previous principle, the powers and responsibilities of management employees correspond to their place in the hierarchy.
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 employees’ performance of their duties and the coordination of various tasks.
The principle follows from the previous one - the impersonality of employees performing their functions.
The principle of qualified selection, according to which hiring and dismissal are carried out in strict accordance with qualification requirements.

An organizational structure built in accordance with these principles is called a hierarchical or bureaucratic structure.

All employees can be differentiated into three main categories: managers, specialists, performers. Managers- persons performing the main function and exercising general management of the enterprise, its services and divisions. Specialists- persons performing the main function and engaged in analyzing information and preparing decisions on economics, finance, scientific, technical and engineering problems, etc. Performers- persons performing an auxiliary function, for example, work on the preparation and execution of documentation, economic activities. The management structure of various enterprises has much in common. This allows the manager, within certain limits, to use so-called standard structures.

Depending on the nature of the connections between different departments, the following are distinguished: types of organizational management structures:

linear
functional
divisional
matrix

Linear management structure

At the head of each division is a manager, vested with full powers, who is solely responsible for the work of subordinate units. Its decisions, transmitted along the chain from top to bottom, are mandatory for implementation by all lower levels. The manager himself, in turn, is subordinate to a superior manager.

The principle of unity of command assumes that subordinates carry out the orders of only one leader. A higher authority does not have the right to give orders to any executors, bypassing their immediate supervisor. The main feature of a linear operating system is the presence of exclusively linear connections, which determines all its pros and cons.

Pros:

a very clear system of relationships such as “boss - subordinate”;
explicit responsibility;
quick response to direct orders;
simplicity of building the structure itself;
high degree of "transparency" of the activities of all structural units.

Cons:

lack of support services;

lack of ability to quickly resolve issues arising between different structural divisions;

high dependence on the personal qualities of managers at any level.

The linear structure is used by small and medium-sized firms with simple production.

Functional management structure

If direct and reverse functional connections between various structural units are introduced into the linear management structure, then it will turn into a functional one. The presence of functional connections in this structure allows different departments to control each other's work. Plus, it becomes possible to actively include various service services in the operating system.

For example, the Service for ensuring the operability of production equipment, the Technical Control Service, etc. Informal connections also appear at the level of structural blocks.

With a functional structure, general management is carried out by the line manager through the heads of functional bodies. At the same time, managers specialize in individual management functions. Functional units have the right to give instructions and orders to lower units. Compliance with the instructions of the functional body within its competence is mandatory for production units. This organizational structure has its advantages and disadvantages.

Pros:

removing most of the load from the highest level of management;
stimulating the development of informal connections at the level of structural blocks;
reducing the need for general specialists;
as a consequence of the previous plus - improvement in the quality of products;
it becomes possible to create headquarters substructures.

Cons:

significant complication of connections within the enterprise;
the emergence of a large number of new information channels;
the emergence of the possibility of transferring responsibility for failures to employees of other departments;
difficulty coordinating the activities of the organization;
the emergence of a tendency towards excessive centralization.

Divisional management structure

Division- this is a large structural division of the enterprise, which has great independence due to the inclusion of all necessary services.

It should be noted that sometimes divisions take the form of subsidiaries of the company, even legally registered as separate legal entities, but in fact they are components of one whole. This organizational structure has the following pros and cons.

Pros:

presence of trends towards decentralization;
high degree of independence of divisions;
unloading of managers of the basic management level;
high degree of survival in the modern market;
development of entrepreneurial skills among division managers.

Cons:

the emergence of duplicate functions in divisions;
weakening of connections between employees of different divisions;
partial loss of control over the activities of divisions;
lack of a uniform approach to the management of various divisions by the General Director of the enterprise.

Matrix management structure

In an enterprise with a matrix OSU, work is constantly carried out in several directions simultaneously. An example of a matrix organizational structure is a project organization, which functions as follows: when a new program is launched, a Responsible Manager is appointed to lead it from start to finish. From specialized departments, the necessary employees are allocated for his work, who, upon completion of the tasks assigned to them, return back to their structural divisions.

The matrix organizational structure consists of the main basic structures of the "circle" type. Such structures are rarely permanent in nature, but are mainly formed within the enterprise for the rapid implementation of several innovations at the same time. They, just like all previous structures, have their pros and cons.

Pros:

the ability to quickly focus on the needs of your clients;
reducing costs for the development and testing of innovations;
significant reduction in time for introducing various innovations;
a kind of forge of management personnel, since almost any employee of the enterprise can be appointed project manager.

Cons:

undermining the principle of unity of command and, as a consequence, the need on the part of management to constantly monitor the balance in the management of an employee who simultaneously reports to both the project manager and his immediate superior from the structural unit from which he came;

In the theory of quality management, quality itself acts as the object of management.

The functions of managing the activities of an enterprise are implemented by divisions of the management apparatus and individual employees, who at the same time enter into economic, organizational, social, psychological and other relationships with each other. Organizational relations that develop between departments and employees of the enterprise management apparatus determine its organizational structure

The management structure of an organization is understood as the composition (list) of departments, services and divisions in the management apparatus, their systemic organization, the nature of subordination and accountability to each other and to the highest management body of the company, as well as a set of coordination and information links, the procedure for distributing management functions at various levels and divisions of the management hierarchy.

The basis for building an organizational structure for enterprise management is the organizational structure of production.

The variety of functional connections and possible ways of their distribution between departments and employees determines the variety of possible types of organizational structures for production management. All these types come down mainly to four types of organizational structures: linear, functional, divisional and adaptive.

Linear organizational structure (Appendix A). The linear structure is characterized by the fact that at the head of each division there is a manager who concentrates all management functions in his hands and exercises sole management of the employees subordinate to him. Its decisions, transmitted along the chain “from top to bottom,” are mandatory for implementation by lower levels. He, in turn, is subordinate to a superior manager.

On this basis, a hierarchy of managers of a given management system is created (for example, a site foreman, a workshop manager, an enterprise director), i.e. The principle of unity of command is implemented, which assumes that subordinates carry out the orders of one leader. A higher management body does not have the right to give orders to any performers, bypassing their immediate superior.

A linear management structure is used, as a rule, by small and medium-sized enterprises engaged in simple production, in the absence of broad cooperative ties between enterprises.

Advantages of a linear structure

1. a clear system of mutual connections between functions and departments;
2. 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;
3. clearly expressed responsibility;
4. quick response of executive units to direct instructions from superiors.

Disadvantages of a linear structure:

1. lack of links dealing with strategic planning issues;
2. a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;
3. low flexibility and adaptability to changing situations;
4. criteria for the efficiency and quality of work of departments and the enterprise as a whole are different;
5. the tendency to formalize the assessment of the effectiveness and quality of work of departments usually leads to the emergence of an atmosphere of fear and disunity;
6. a large number of management levels between workers producing products and the decision maker;
7. overload of top-level managers;
8. increased dependence of the organization’s performance on the qualifications, personal and business qualities of senior managers.

Conclusion: in modern conditions, the disadvantages of the structure outweigh its advantages. This structure is poorly compatible with modern quality strategy.

The functional structure is based on the creation of divisions to perform certain functions at all levels of management (research, production, sales, marketing, etc.). Here, with the help of directive leadership, lower levels of management can be hierarchically connected to various higher levels of management. This organizational structure is called multiline.

The functional structure of production management is aimed at performing constantly recurring routine tasks that do not require prompt decision-making. Functional services usually include highly qualified specialists who perform specific types of activities depending on the tasks assigned to them.

The advantages of such a structure include:

1. reduction of coordination links
2. reducing duplication of work;
3. strengthening vertical connections and strengthening control over the activities of lower levels;
4. high competence of specialists responsible for performing specific functions.

Disadvantages:

1. ambiguous distribution of responsibility;
2. difficult communication;
3. lengthy decision-making procedure;
4. the emergence of conflicts due to disagreement with directives, since each functional manager puts his own issues first.

In this structure, the principle of unity of command is violated and the transfer of information is difficult.

Linear-functional structure (Appendix B) - step hierarchical.

Under it, line managers are the sole commanders, and they are assisted by functional bodies. Line managers at lower levels are not administratively subordinate to functional managers at higher levels of management. The basis of the linear-functional structure is the “mine” principle of construction and the specialization of management personnel according to the functional subsystems of the organization.

For each subsystem, a “hierarchy” of services (“mine”) is formed, permeating the entire organization from top to bottom. The results of the work of any service of the management apparatus are assessed by indicators characterizing the implementation of their goals and objectives.

Many years of experience in using linear-functional management structures have shown that they are most effective where the management apparatus has to perform many routine, frequently repeated procedures and operations with comparative stability of management tasks and functions: through a rigid system of connections, the clear operation of each subsystem and the organization as a whole is ensured . At the same time, significant shortcomings have emerged, among which the following are primarily noted:

1. immunity to changes, especially under the influence of scientific, technical and technological progress;
2. ossification of the system of relations between the links and employees of the management apparatus, who are obliged to strictly follow the rules and procedures;
3. slow transfer and processing of information due to many coordinations (both vertical and horizontal);
4. slowdown in the progress of management decisions.

Sometimes such a system is called a headquarters system, since functional managers at the appropriate level make up the headquarters of the line manager.

Divisional structure (Appendix B) is the most common form of organization of management of a modern industrial company. Its meaning is that independent divisions are almost completely responsible for the development, production and marketing of homogeneous products (divisional-product management structure) or independent divisions are fully responsible for economic results in certain regional markets (divisional-regional management structure).

Each industry branch is an independent

production and economic division, consisting of departments and factories. Such an independent division is more focused on maximizing profits and gaining market positions than with a functional management system.

Experience shows that where the factor of technique and technology is important, the divisional-product form of management has unconditional advantages.

The disadvantages of this structure include:

1. a large number of “floors” of the management vertical;
2. disunity of headquarters structures of departments from company headquarters;
3. the main connections are vertical, which is why the disadvantages common to hierarchical structures remain - red tape, overworked managers, poor interaction when resolving issues, related departments, etc.
4. duplication of functions on different “floors” and, as a result, very high costs of maintaining the management structure.

As a rule, departments maintain a linear or line-staff structure with all its disadvantages.

Linear, linear-functional and divisional management structures are classified as bureaucratic and are relatively stable over time.

Brigade (cross-functional) structure (Appendix D, Appendix E).

The basis of this structure is the organization of work into working groups (teams), in many ways the exact opposite of the hierarchical type of structures. The main principles of this management organization are:

1. autonomous work of working groups (teams);
2. independent decision-making by working groups and horizontal coordination of activities;
3. replacing rigid management ties of the bureaucratic type with flexible ties;
4. attracting employees from different departments to develop and solve problems.

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

Project structure.

The main principle of constructing 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 beginning and end. For each project, labor, financial, industrial, etc. are allocated. resources at the disposal of 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 disintegrates, its components, including employees, move to a new project or are fired (if they worked on a contract basis).

Matrix (program-target) structure (Appendix E).

This structure is a network structure built on the principle of double subordination of performers: on the one hand, to the immediate head of the functional service, which provides personnel and technical assistance to the project manager, on the other, to the manager of the project or target program, who is endowed with the necessary powers 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 immediate heads of divisions, departments, and services remains. For activities that have a clearly defined beginning and end, projects are formed; for ongoing activities, targeted programs are formed. In an organization, both projects and targeted programs can coexist.

FEDERAL AGENCY FOR EDUCATION

State educational institution

Higher professional education

AMUR STATE UNIVERSITY

(GOUVPO "AmSU")

Department of Finance

TEST

on the topic: Organizational management structure

in the discipline Management

Executor

student of group C81 N.A. Vokhmyanina

Supervisor

Ph.D., Professor G.F. Checheta

Blagoveshchensk 2009

Introduction

2. Organizational management structure using the example of AKS OJSC

2.1 Characteristics of the enterprise

2.2 Management structure of JSC AKS

Conclusion

Bibliography

Applications

Introduction

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

Structural relationships in organizations are the focus of attention of many researchers and managers. In order to effectively achieve goals, it is necessary to understand the structure of work, departments and functional units. The organization of work and people greatly influences the behavior of workers. Structural and behavioral relationships, in turn, help establish organizational goals and influence employee attitudes and behavior. The structural approach is used in organizations to provide the basic elements of activity and the relationships between them. It involves the use of division of labor, span of control, decentralization and departmentalization. The structure of an organization is the fixed relationships that exist between the departments and employees of the organization. It can be understood as an established pattern of interaction and coordination of technological elements and personnel. The diagram of any organization shows the composition of departments, sectors and other linear and functional units. However, it does not take into account factors such as human behavior, which influence the order of interaction and its coordination.

The purpose of the test is to consider the theoretical aspects of studying the management structure of an organization, to determine the advantages and disadvantages of each structure, to give an example from practice (the subject of study is the current organization of JSC AKS).

1. The concept of the organization's management structure. Types of organizational structures

The functions of managing the activities of an enterprise are implemented by divisions of the management apparatus and individual employees, who at the same time enter into economic, organizational, social, psychological and other relationships with each other. The organizational relations that develop between departments and employees of the enterprise's management apparatus determine its organizational structure.

Under organization management structure refers to the composition (list) of departments, services and units in the management apparatus, their systemic organization, the nature of subordination and accountability to each other and to the highest management body of the company, as well as a set of coordination and information links, the order of distribution of management functions across various levels and divisions of the management hierarchy.

The basis for building an organizational structure for enterprise management is the organizational structure of production.

Linear organizational structure (Appendix A). The linear structure is characterized by the fact that at the head of each division there is a manager who concentrates all management functions in his hands and exercises sole management of the employees subordinate to him. Its decisions, transmitted along the chain “from top to bottom,” are mandatory for implementation by lower levels. He, in turn, is subordinate to a superior manager.

A linear management structure is used, as a rule, by small and medium-sized enterprises engaged in simple production, in the absence of broad cooperative ties between enterprises.

Advantages of a linear structure:

1. a clear system of mutual connections between functions and departments;

2. 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;

3. clearly expressed responsibility;

4. quick response of executive units to direct instructions from superiors.

Disadvantages of a linear structure:

1. lack of links dealing with strategic planning issues;

2. a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;

3. low flexibility and adaptability to changing situations;

4. criteria for the efficiency and quality of work of departments and the enterprise as a whole are different;

5. the tendency to formalize the assessment of the effectiveness and quality of work of departments usually leads to the emergence of an atmosphere of fear and disunity;

6. a large number of management levels between workers producing products and the decision maker;

7. overload of top-level managers;

8. increased dependence of the organization’s performance on the qualifications, personal and business qualities of senior managers.

Conclusion: in modern conditions, the disadvantages of the structure outweigh its advantages. This structure is poorly compatible with modern quality strategy.

Functional structure is based on the creation of divisions to perform certain functions at all levels of management (research, production, sales, marketing, etc.). Here, with the help of directive leadership, lower levels of management can be hierarchically connected to various higher levels of management. This organizational structure is called multiline.

The advantages of such a structure include:

1. reduction of coordination links

2. reducing duplication of work;

3. strengthening vertical connections and strengthening control over the activities of lower levels;

4. high competence of specialists responsible for performing specific functions.

Disadvantages:

1. ambiguous distribution of responsibility;

2. difficult communication;

3. lengthy decision-making procedure;

4. the emergence of conflicts due to disagreement with directives, since each functional manager puts his own issues first.

In this structure, the principle of unity of command is violated and the transfer of information is difficult.

Linear-functional structure (Appendix B) - step hierarchical.

1. immunity to changes, especially under the influence of scientific, technical and technological progress;

2. ossification of the system of relations between the links and employees of the management apparatus, who are obliged to strictly follow the rules and procedures;

3. slow transfer and processing of information due to many coordinations (both vertical and horizontal);

4. slowdown in the progress of management decisions.

Sometimes such a system is called a headquarters system, since functional managers at the appropriate level make up the headquarters of the line manager.

Divisional structure (Appendix B) - the most common form of management organization of a modern industrial company. Its meaning is that independent divisions are almost completely responsible for the development, production and marketing of homogeneous products (divisional-product management structure) or independent divisions are fully responsible for economic results in certain regional markets (divisional-regional management structure).

Published with permission from Lanit

"The office reaches perfection just at the time when the company declines."
Parkinson's 12th law

By management philosophy we will understand 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 interconnected - the philosophy of quality sets the goal and direction of the organization's activities, the philosophy of management determines the organizational means to achieve this goal. The foundations of management philosophy, as well as quality philosophy, were laid by F.W. Taylor.

Both Deming's 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 chart" immediately conjures up in our mind a two-dimensional tree diagram consisting of rectangles and lines connecting them. These rectangles show the work performed and the scope of responsibilities and thus reflect the division of labor in the organization. The relative position of the rectangles and the lines connecting them show the degree of subordination. The relationships discussed are limited to two dimensions: up - down and across, since we operate with the limited assumption that the organizational structure must be represented on a two-dimensional diagram drawn on a flat surface.

The organizational structure itself contains nothing that would limit us in this regard. Moreover, these restrictions on the organization's structure often have serious and costly consequences. Here are just four of them. Firstly, competition, rather than cooperation, arises between individual parts of organizations of this kind. There is stronger competition within organizations than between organizations, and this internal competition takes on much less ethical forms. Secondly, the usual way of representing the structure of organizations seriously complicates the definition of the tasks of individual units and the measurement of corresponding indicators of performance due to the great interdependence of units combined in this way. Third, 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 they learn at all. Fourthly, representing 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 to ensure the development of the organization taking into account technical and social changes, the pace of which is increasing more and more. The current environment requires that organizations are not only prepared for any changes, but also capable of undergoing them. In other words, a dynamic balance is required. Obviously, to achieve such a balance, the organization must have a fairly flexible structure. (Although flexibility does not guarantee adaptability, it is nevertheless necessary to achieve the latter.)

Building an organizational structure that is flexible or has any other advantages is one of the tasks of the so-called “structural architecture”. Using the terminology adopted in architecture, we can say that this abstract sets out the basic ideas on the basis of which various options for solving the problem of organizational structure can be developed 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 a democratic principle of management.

Hierarchical type of management structures

Management structures in many modern enterprises were built in accordance with management principles formulated at the beginning of the 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 resulting principle of the correspondence of the powers and responsibilities of management employees to their place in the hierarchy;
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 employees’ performance of their duties and the coordination of various tasks;
the resulting principle of impersonality in the performance of their functions by employees;
the principle of qualification selection, in accordance with which hiring and dismissal from work is carried out in strict accordance with qualification requirements.

An 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, permeating the entire organization from top to bottom (see Fig. 1). The results of the work of each service are assessed by indicators characterizing the fulfillment of their goals and objectives. The system of motivation and encouragement of employees is built accordingly. At the same time, the final result (the efficiency and quality of the organization as a whole) becomes, as it were, secondary, since it is believed that all services, to one degree or another, work to achieve it.

Fig.1. Linear management structure

Advantages of a linear structure:

a clear system of mutual connections between functions and departments;
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 response of executive departments to direct instructions from superiors.

Disadvantages of a linear structure:

lack of links involved in strategic planning; in the work of managers at almost all levels, operational problems (“turnover”) dominate 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 effectiveness 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 work of departments usually leads to the emergence of an atmosphere of fear and disunity;
a large number of “management levels” between workers producing products and the decision maker;
overload of top-level managers;
increased dependence of the organization’s performance on the qualifications, personal and business qualities of senior managers.

Conclusion: in modern conditions, the disadvantages of the structure outweigh its advantages. This structure is poorly compatible with modern quality philosophy.

Line-staff organizational structure

This type of organizational structure is a development of the linear one and is intended to eliminate its most important drawback associated with the lack of strategic planning links. The line-staff structure includes specialized units (headquarters), which do not have the rights to make decisions and manage any lower-level units, but only assist the corresponding manager in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to linear (Fig. 2).

Fig.2. Linear staff management structure

Advantages of the linear staff structure:

deeper elaboration of strategic issues than in the linear one;
some relief for senior managers;
the ability to attract external consultants and experts;
When assigning functional leadership to headquarters units, such a structure is a good first step toward more effective organic management structures.

Disadvantages of the line-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 the linear structure, partially in a weakened form.

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

Divisional management structure

Already by the end of the 20s, the need for new approaches to organizing management became clear, associated with a sharp increase in the size of enterprises, the diversification of their activities (versatility), 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 a certain independence to their production divisions, leaving the development strategy, research and development, financial and investment policies, etc. to the management of the corporation. In this type of structure an attempt was made to combine centralized coordination and control of activities with decentralized management. The peak of implementation of divisional management structures occurred in the 60s and 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 heading 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 targeting certain groups of consumers - consumer specialization; by territories served - 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 multidisciplinary enterprises with a total number of employees of the order of hundreds of thousands and geographically remote divisions;
provides greater flexibility and faster response to changes in the environment of the enterprise compared to linear and line-staff;
when expanding the boundaries of independence of departments, they become “profit centers”, actively working to improve the efficiency and quality of production;
closer connection between production and consumers.

Disadvantages of the divisional structure:

a large number of “floors” of the management vertical; between workers and the production manager of a unit - 3 or more levels of management, between workers and company management - 5 or more;
disunity of headquarters structures of departments from company headquarters;
the main connections are vertical, so there remain shortcomings common to hierarchical structures - red tape, overworked managers, poor interaction when resolving issues related to departments, etc.;
duplication of functions on different “floors” and, as a result, very high costs of maintaining the management structure;

In departments, as a rule, a linear or line-staff structure with all its disadvantages 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 the dinosaurs. With this structure, it is possible to implement most of the ideas of modern quality philosophy.

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 hierarchical structures to meet these conditions became obvious. The main property of organic type management structures is their ability to change their form, adapting to changing conditions. Varieties of structures of this type are design, matrix (program-targeted), brigade forms of structures . When introducing these structures, it is necessary to simultaneously change the relationships between the divisions of the enterprise. If you maintain the system of planning, control, distribution of resources, leadership style, methods of motivating staff, and do not support the desire of employees for self-development, the results of the implementation of such structures may be negative.

Brigade (cross-functional) management structure

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

autonomous work of working groups (teams);
independent decision-making by working groups and horizontal coordination of activities;
replacing rigid bureaucratic management ties with flexible ties;
attracting employees from different departments to develop and solve problems.

In an organization built according to these principles, functional divisions may 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 work group or team to which they belong). This form of organization is called cross-functional , in many ways it is close to matrix . In the second case, there are no functional divisions as such; we will call it properly brigade . This form is widely used in organizations project management .

Fig.4. Cross - functional organizational structure

Fig.5. Structure of an organization consisting of working groups (team)

Advantages of a team (cross-functional) structure:

reduction of the administrative apparatus, increasing management efficiency;
flexible use of personnel, their knowledge and competence;
work in groups creates conditions for self-improvement;
the ability to apply effective planning and management methods;
the need for general specialists is reduced.

Disadvantages of a team (cross-functional) structure:

increasing complexity of interaction (especially for a cross-functional structure);
difficulty in coordinating the work of individual teams;
highly qualified and responsible personnel;
high requirements for communications.

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

Project management structure

The main principle of constructing 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 beginning and ending. 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 disintegrates, its components, including employees, move to a new project or are fired (if they worked on a contract basis). The form of 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 management personnel compared to hierarchical structures.

Disadvantages of the project management structure:

very high requirements for the qualifications, 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 project’s place in the company’s network of projects;
fragmentation of resources between projects;
the complexity of interaction between 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 businesses with a small number of simultaneous projects. The possibilities of implementing the principles of modern quality philosophy are determined by the form of project management.

Matrix (program-target) management structure

Management of target programs is carried out at Toyota through functional committees. For example, when creating a functional committee in the field of quality assurance, a quality management representative is appointed as the chairman of the committee. From Toyota's practice, 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. Major 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 responsibilities of all departments related to quality issues and establishes a system of their relationships. On a monthly basis, the quality committee analyzes 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 vertical structure. The responsibility of the committee is to connect the vertical and horizontal structure to improve the performance of the entire organization.

Fig.6. Matrix management structure at Toyota

Advantages of a matrix structure:

better orientation to project (or program) goals and demand;
more efficient day-to-day management, the ability to reduce costs and improve resource efficiency;
more flexible and efficient use of the organization’s personnel, special knowledge and competence of employees;
the relative autonomy of project groups or program committees contributes to the development of decision-making skills, management culture, and professional skills among employees;
improving control over individual tasks of a project or target program;
any work is formalized organizationally, one person is appointed - the “owner” of the process, who serves as the center of concentration of all issues related to the project or target program;
The response time to the needs of a 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 functional departments due to the isolation of employees participating in a project or program from their departments.

Conclusion: The introduction of a matrix structure gives a good effect in organizations with a sufficiently high level of corporate culture and employee qualifications, otherwise management disorganization is possible (at Toyota, the introduction of a matrix structure took about 10 years). The effectiveness of implementing the ideas of modern quality philosophy in such a structure has been proven by the practice of the Toyota company.

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) whose purposefulness is associated with the choice of goals, or desired outcomes, and means ( lines of behavior). This or that line of behavior involves the use of certain resources ( input quantities) for the production of goods and provision of services ( output values), which should be of greater value to the consumer than the resources used. Resources consumed 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:

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 depicted by rectangles, the relative position of which shows level of authority, 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 the organization’s means it was possible 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 based on matrices like inputs - 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 this organization are called programs and denote P1, P2,. . . , Pr. The funds used by programs (or activities) can usually be divided 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 sales of products.

Services- these are the activities necessary to support programs or perform an operation. Typical services (S1, S2,..., Sn) are work performed by departments such as accounting, data processing, technical services, labor dispute resolution, finance, human resources, and legal services.

Types of activities, carried out within the framework of the program and as part of the 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 external consumers.

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.

Programs / Activities	P1	P2	. . .	RK
Operation Q1
Operation Q2
. . . .
Operation Qm
Service S1
Service S2
. . . .
Sm service

Fig.7. Scheme of interaction between activities and programs

Consumer divisions / consumer divisions	Operation Q1	Operation Q2	. . . .	Operation Qm	Service S1	S2	. . . .	Sn
Operation Q1
Operation Q2
Operation Qm
Service S1
Service S2
. . . .
Sn service

Rice. 8. Scheme of interaction between activities

In a similar way, you can detail the types of activities of the types of activities. For example, the operations for manufacturing a product may include the production of parts, assemblies, and assembly, and each of these operations may be broken down into smaller operations.

If the number of programs and core and support activities (operations and services) is so large that the manager is unable to coordinate effectively, then there may be a need for coordinators within specific management functions (Figure 9). Each activity may require more than one coordinator or coordination unit. In cases where the number of coordinators is too large, it is possible to use higher-level coordinators or coordination units ( in this context, "coordination" means precisely coordination, and not management). To carry out coordination, a group consisting of heads of coordinating departments and managers is quite sufficient.

Fig.9. Coordination structure in large organizations

Certain requirements are imposed on programs as well as on functional units. Programs and functional units can be grouped by product types, types of customers, geographic areas, etc. If there are too many customers for the program's products and they are widely dispersed, then it is possible unconventional using the characteristics of the geographical location as an additional dimension to the three-dimensional diagram of the organizational structure (Fig. 10). In this case there is a need in regional representatives, whose responsibility is to protect the interests of those who consume products or are affected by the activities of the organization as a whole. Regional representatives play the role of external intermediaries who can evaluate the programs and various activities of the organization in each specific 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 this information simultaneously from all regional representatives, the manager can gain a complete picture of the effectiveness of his program throughout the service territory and in each region. This allows him to more rationally distribute available resources across regions.

However, geographical location is not the only criterion for organizing the activities of external intermediaries; Other criteria may be used. For example, for an organization that supplies various industries with lubricants, it is advisable to have representatives not by region, but by industry (this could be automotive, aerospace, machine tool and other industries). A utility organization may determine the responsibilities of its representatives based on the characteristics of the socioeconomic status of users.

Fig. 10. Three-dimensional organizational structure

Sharing of responsibilities. The considered “multidimensional” organization has something in common with the so-called “matrix organizations”. However, the latter are usually two-dimensional and do not share many of the important features of the organizational structures discussed, especially in matters of financing. In addition, they all have one common drawback: employees of functional departments are in double subordination, which, as a rule, leads to undesirable results. It is this most frequently noted shortcoming of matrix organizations that is the cause of the so-called “occupational schizophrenia.”
A multidimensional organizational structure does not create the difficulties inherent in a matrix organization. In a multidimensional organization, the personnel of the functional unit whose performance the program manager buys treats him as an external client and is accountable only to the head of the functional unit. However, when assessing the performance of his subordinates, the head of a functional unit, naturally, must use assessments of the quality of their work given by the program manager. The position of the person leading a functional unit group that performs work on behalf of a program is much like the position 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 numbered organizational structure and program financing. Usually practiced (or traditional) program financing is only a way of preparing cost estimates for functional departments and programs. It is not about providing resources and choice to program units or requiring functional units to independently pursue markets within and outside the organization. In short, program funding generally does not take into account the specifics of organizational structure and does not affect its flexibility. This method of distributing funds between functional units ensures only the implementation of programs, while providing a more efficient than usual determination of the cost of their implementation. A multidimensional organizational structure allows you to retain 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 organization's flexibility 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 at competitive prices the goods in demand and provide the services that customers need. Such a structure creates a market within the organization, whether it is private or public, commercial or non-profit, and increases 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 the divisions. Even the work of the executive body can be assessed autonomously in all aspects of its activities.

A multidimensional structure prevents the development of bureaucracy due to the fact that functional units or programs cannot become victims of service units, the procedures of which sometimes become an end in themselves and become an obstacle to achieving the goals set by the organization. Customers inside and outside the organization control internal suppliers of products and services; suppliers never control consumers. Such an organization is focused on goals, not means, while bureaucracy is characterized by the subordination of goals to means.

Disadvantages of a Multidimensional Organizational Structure

However, a multidimensional organizational structure, although devoid of some significant shortcomings inherent in conventional organizations, nevertheless cannot eliminate all shortcomings completely. Such a structural organization in itself 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 at an enterprise is not the only way to increase the flexibility of an organization and its sensitivity to changing conditions, but serious study of this allows one 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.

Organizational management structure.
Types of management structures.
Basic principles of constructing organizational management structures.

The management structure of an organization is determined by its production structure. The structure of enterprise management is the composition of management units and their relationships. Organizational structure of management determines the composition of the divisions of the management apparatus, their interdependence and interrelationships. A group of managers and specialists entrusted with responsibility for the process of developing and implementing management decisions, constitutes the management apparatus enterprise.

The management apparatus, which is divided into separate but interconnected parts - controls, is created to carry out management functions. Each management body performs a certain set of operations and procedures for production management. The control apparatus is divided horizontally into links, and vertically into control levels, forming a hierarchy. The sequence of subordination of control bodies located at the same horizontal level forms the stages of control.

The structure of production cooperation, the level of automation of the management apparatus, supplemented by connections and interaction of individual management bodies, is called the organizational structure of management. The organizational structure of management is influenced by the volume of products produced, type of production, level of specialization, concentration, and other factors.

The management apparatus includes management personnel throughout the enterprise, as well as its structural divisions. In practice, there are two types of structures:

1) mechanistic characterized by the use of formal procedures and rules, a strict hierarchy of power in the organization, and centralized decision-making. This may include linear, functional, linear-functional, product, divisional structure, etc.;

2) organic, characterized by moderate use of formal rules and procedures, decentralization, flexibility of the power structure, and participation of lower levels in management. This type includes design, matrix, program-target structures.

Linear management structure- a structure that is formed as a result of constructing a management apparatus only from mutually subordinate bodies in the form of a hierarchical ladder. With this construction, management decisions form linear connections. These decisions include administrative functions (organization) and procedures (decision making). This control circuit is based on linear circuits.

The manager in such a structure is called linear and carries out both administrative and other functions. Moreover, there may be no feedback informing the manager about the progress of work. Administrative functions and procedures may be delegated by the primary manager to lower levels of the hierarchy. Members of each of the lower levels of management are directly subordinate to the manager of the next higher level. The use of this structure is advisable in enterprises with a small number of personnel and insignificant volumes and range of production.

Functional management structure- a structure in which it is assumed that units will be created to perform certain functions at all levels of management. Management decisions are divided into linear and functional, each of which is mandatory for execution. In this structure, general and functional managers do not interfere in each other's affairs. Each manager assumes only part of the functions. There may be no feedback.

Modification of this structure - functional-object control structure , where, within the functional departments, the most qualified specialists are allocated, responsible for performing all work on a specific object. This strengthens the personification of responsibility for the entire range of work to unjustifiably increase the role of individual objects to the detriment of the interests of the enterprise as a whole.

Linear-functional management structure- structure in which management influences are divided into linear - mandatory and functional - recommendatory.

The general manager exercises a linear influence on all participants in the structure, and the heads of functional (economic, engineering, technical, etc.) departments have a functional influence on the performers of the work.

Line-staff management structure - a structure that involves the formation to assist line managers of specialized functional units - headquarters for solving certain tasks (analytical, coordination, network planning and management, special, etc.). Headquarters are not vested with administrative functions, but prepare recommendations, proposals and projects for line managers.

“Product” management structure- structure, the peculiarity of which is the separation of functions for the manufactured product at the production and service levels of the enterprise. This allows you to maintain separate accounting, sales, supply, etc.

Innovation and production management structure- This is a structure that provides for a clear division of management between departments carrying out innovative functions - strategic planning, development and preparation of production of new products and the functions of day-to-day operational management of established production and sales of mastered products.

The emergence of such a structure is a consequence of the excessive workload of the management apparatus for current operational work, which deprives its employees of the opportunity to engage in systematic updating of products, equipment and production technology. The use of such a structure is rational for large-scale production of periodically updated products.

Project management structure- a structure aimed at ensuring effective management of parallel execution in an enterprise or in the organization of a number of large projects. At the same time, certain sets of units participating in individual projects, headed by the managers of these projects, receive autonomy. The project manager bears full responsibility for its timely and high-quality development and implementation. He is vested with all rights to manage the units subordinate to him and does not have subordinate units that are not directly related to the preparation of the project.

These structures can be created in centralized and decentralized forms. In a decentralized form, functional and auxiliary units are divided into project units and report to project managers, and in a centralized form, they become common to all project units and report to the head of the enterprise.

Matrix management structure- a structure that combines vertical linear and functional management connections with horizontal ones. The personnel of functional units, while remaining within their composition and subordination, are also obliged to follow the instructions of project managers or special headquarters, councils, etc., formed to manage individual projects and work. Project managers establish the composition and order of work, and heads of functional departments are responsible for their proper and timely implementation. These structures can be used in. individual organizations, as well as for systems of organizations.

Divisional management structure characterized by the separation within the organization of practically independent units - “divisions” - based on product, innovation or sales markets. It is used in the practice of corporate management when the managed organization belongs to the category of large and largest in terms of production scale and number of employees, and is also characterized by the diversity of its products and the breadth of sales markets.

A modern management system should be simple and flexible. The main criterion for its construction is to ensure competitiveness and efficiency. The control system must meet the following requirements:

Have the minimum required number of management levels;

Include (small) compact units staffed by qualified specialists;

Be based on flexible structures based on teams of specialists;

Produce products aimed at a competitive market;

The organization of work should be customer-oriented.

Among the main principles for creating effective organizational structures include:

· Structural blocks should be product, market or customer oriented rather than function oriented;

· The basic blocks of any structure should be target groups of specialists and teams, and not functions and departments;

· It is necessary to focus on a minimum number of management levels and a wide area of control;

· Connectivity of the structure's divisions according to goals, problems and tasks being solved;

· Each employee must be responsible and have the opportunity to take initiative.

The most important factor influencing the choice of the type of organizational management structure and its formation is the norm of controllability (range of control, sphere of management).

Controllability norm the permissible number of performers subordinate to one manager is called.

An excessive increase in the number of subordinates leads to an increase in the manager’s managerial responsibilities, which weakens control over the work of subordinates, makes it difficult to detect mistakes in work, etc. Excessive narrowing of the norm of management is the reason for the increase in the number of management levels, over-centralization of power, increased administrative costs and the growth of problems as a result of the weakening of the relationships between the upper and lower levels of the pyramid of the organizational management structure.

To determine the controllability norm, mainly two approaches are used:

1. Experimental and statistical, based on the method of analogies. It is carried out by comparing the number of staff of the analyzed structure with the number of staff of a similar structure that carries out a comparable amount of work, but has a smaller staff. This method is quite simple, does not require much labor and is most widespread. It determines standard states by analogy with advanced structures. At the same time, such a method cannot, strictly speaking, be classified as a scientifically based method. Therefore, calculation and analytical methods are used to develop scientifically based, advanced structures.

2. Calculation and analytical methods are based primarily on such factors as the nature of the work, the cost of working time, the amount of information, and the number of relationships.

There are three types of work depending on its nature:

· creative (heuristic), which consists in developing and making decisions;

· administrative and organizational, consisting of administrative, coordination and control and evaluation operations;

· performing (operator), which consists in performing work provided for by service instructions.

Due to the specific nature of their work, it is not always possible to express the amount of work performed by personnel in standard hours.

The complexity of the work of individual specialists will depend on the share of this or that type of work in the total volume of their professional activities. The complexity and versatility of personnel work also determines the difficulty of its quantitative assessment. Creative work in this regard can be defined as the least quantifiable; it cannot be expressed, for example, in standard hours. Administrative work also falls under the category of complex work; it may contain individual operations that can be measured, but the proportion of these operations is very insignificant. Performing labor has a very definite quantitative expression, and its costs can be measured in standard hours.

The French mathematician and management consultant of Lithuanian origin V. Greikunas argued already in 1933 that the factor determining the standard of control is the number of controlled relationships and interconnections in the organization. He noted that there are three types of relationships: relationships between the manager and individual employees, general relationships, and relationships between subordinates. To determine the total number of such bonds, Greikunas used the following equation:

Where WITH - number of connections, N- number of subordinates.

In accordance with this equation, with two subordinates the number of connections will be 6 units, with three - 18, with four - 44, with five - 100, with ten - 5210, with eighteen - 2359602. This analysis has been used by many scientists to argue that the number of subordinates per manager should not exceed six people. In this case, the number of connections will be 222 units. A mathematical analysis of potential relationships for a given standard of control, made by Greikunas, shows that, firstly, during the interaction between a manager and subordinates, numerous complex social processes occur, and, secondly, a landslide process of increasing the number and complexity of these processes for each subsequent subordinate . Fortunately, this does not happen in practice, but the conclusions made by Greikunas are, as it were, a warning against excessive excess in increasing the number of subordinates or indicate the need to reduce the number of communications, primarily by providing greater independence to subordinates.

In the practical activities of enterprises, the number of subordinates is not fixed. It varies within the enterprise itself depending on management levels and the number of managers. The number of subordinates depends on many factors that influence the determination of the optimal standard of control and are associated with the specific conditions of the enterprise.

Conclusions:

1. The most important form of organization of a company is the organizational management structure.

2. The organizational structure is designed based on the principles of a systematic approach, manageability, professional and legal regulation.

3. The composition of structural units and methods of their organization depend on the form of ownership.