What is the structure of the department. Organizational structure of management. Divisional organizational structure

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Legal aspects of the work of structural divisions

A structural unit cannot be considered in isolation from an enterprise, because it is not endowed with legal or economic independence. In accordance with the legislation, the following features of these structural units can be distinguished:

if the management of the enterprise has decided that it is necessary to create a structural unit, then there is no need or obligation to report this to the registration authorities;
registration with tax authorities, pension and insurance funds is not required;
for the structural unit, separate accounting documents are not kept, and its activities are reflected in the general balance sheet of the organization;
no separate statistical code is assigned for this link;
it is not allowed to open separate bank accounts for a structural unit.

Regulations on subdivisions

The activity of the structural unit is carried out on the basis of a special provision, which is developed by the management of the enterprise in accordance with the established legislative norms. The document contains the following main sections:

general provisions in which the description of the enterprise itself is made, as well as intentions to create a specific organizational structure;
an overview of the number and composition of personnel both in general and for each department;
functions to be performed by the structural link;
defining the goals of its activities, as well as setting goals that will ensure their achievement;
appointment of the management of the divisions, as well as the definition of their terms of reference;
a description of the mechanisms of interaction between structural units, as well as with governing bodies;
determination of the responsibility of the unit as a whole, as well as the head and individual employees personally;
the procedure for the liquidation of a structural link, indicating the procedure, as well as significant reasons.

Requirements for structural units

To ensure continuous effective work, the structural unit must meet a number of mandatory requirements, namely:

subordination should be centralized, that is, each of the employees should be accountable directly to the head of this structural link, who, in turn, regularly provides reports to the general director;
the work of the department should be flexible, with the ability to quickly respond to any changes both within the organization and in the external environment;
the work of each structural unit must be strictly specialized (that is, the link must be responsible for a certain area of activity);
the load on one manager should not be too large (no more than 20 people when it comes to the middle management);
regardless of its functional purpose, the unit must in every possible way ensure the saving of financial resources.

Functions of structural divisions

Each structural unit of the organization is called upon to perform certain functions, reflected in the corresponding regulation. Their content depends on the scope and type of activity of the link. In developing features, guidance should be based on the following requirements:

the formulation of functions implies the simultaneous setting of tasks to achieve them;
the designation of functions in the document is carried out in descending order (from main to secondary);
the functions of different structural divisions should not overlap and be repeated;
if the link has certain connections with other structural units, then their functions should be coordinated in order to avoid contradictions;
all functions of departments should be clearly numerical or temporal in order to provide an opportunity to assess the quality of work;
when developing functions, attention should be paid to ensure that they do not go beyond the powers or rights of management.

Department management

Like the enterprise as a whole, all of its links need effective management. The head of the structural unit is directly responsible for this task. It is worth noting that the methods and models of management can be chosen by the local authorities on their own or delegated from above.

Depending on the scope of the unit, as well as the scope of responsibility of the head, the latter has the right to delegate some powers to his subordinates. At the same time, a strict reporting and control system must be followed. The ultimate responsibility for the results of the work lies solely with the manager.

Activities should be organized as follows:

at the beginning of the period, the head carries out planning, which is fixed in the relevant documents;
then there is a continuous monitoring of the results of work in order to be able to react to deviations in time;
at the end of the reporting period, a check is carried out for the compliance of the resulting indicators with the planned ones.

conclusions

The structural unit of the organization is its main working cell, which performs certain functions regulated by the relevant regulation. It is worth noting that such a structural division is advisable only within a large enterprise, because in small firms, powers can be distributed among individual employees.

It is important to organize effective interaction between various structural units. Their functions should not be duplicated or contradict each other. Particular attention is paid to the issue of the organization of leadership. The management of the structural unit, although it has broad powers regarding its management, nevertheless undertakes to strictly comply with all orders and requirements of the General Director.

The structural divisions of the organization are the basis on which the various formations are based. They should correspond as much as possible to the activities being carried out and be most effective in carrying out their direct duties.

general information

In small organizations, a common situation is when the performance of one function is assigned to a specific employee or he performs several tasks. As they grow, several workers are already doing the same. At this stage of development, it becomes necessary to unite these persons into certain divisions, called departments, groups, sections, sections, units, workshops. This is done in order to optimize handling. The functions performed are used as a unifying factor. This is how the structural divisions of the organization are formed.

Specificity

The creation of units is based on data on the type of activity, the number of personnel, location and other characteristics. Consider this example: a firm makes concrete blocks, an advertising department is in charge of sales, and accounting rests with the accounting department. But at the same time, there is a significant difference between the various actors. So, the structural divisions of a construction organization differ significantly from what is in the composition of banking institutions. The specificity of coordination of actions of various departments is also taken into account. The larger the organization, the more important the issue of governance becomes.

Ideally, it is necessary to ensure that all departments are connected by a single purpose and have all the necessary information support. As you grow, it becomes more difficult to adhere to this state of affairs, which affects interactions and communication networks. In this case, it is very important to maintain a clear division of responsibilities. Otherwise, you can expect an internal conflict. To avoid ambiguity, clear criteria should be followed. And then it doesn't matter what is the object of influence - structural divisions of a credit institution, bank, IT company, plant or agricultural entity - their effectiveness will be at their best.

Types of subdivisions

The classification was taken as a basis, within which 61 divisions are distinguished. They will be more or less structured according to the similarity of their duties. It should also be noted that in practice, their names may have a slightly different look, but the essence remains the same. The internal situation will help you to get acquainted with this in more detail. The structural divisions of an educational organization and a commercial enterprise differ due to different goals. So when studying specific subjects, this must be taken into account. After all, different goals are pursued, to achieve which the structural divisions of the organization are working. The types are as follows.

Administrative, financial accounting and support services

The work of the fundamentals and the balancing of the work of the organization depend on them. These include:

Office.
Secretariat.
Office work service.
labor.
Human Resources Management Service.
Labor organization department.
Accounting.
Operational management service.
Financial department.
Department of Foreign Economic Relations.
Warehouses for finished products and materials.
Planning and Economic Department.
Standardization Service.
Legal service.
Human Resources Department.
Security Service.
Computing center.
VOKHR - militarized security.

You can also often find structural divisions of an educational organization. They often operate in higher education institutions, large engineering, scientific, agricultural, industrial and other companies where advanced products are developed. Among them, there are research and technical and production departments.

Research and Development Units

The following divisions work in this area:

Research department.
Service of technical and economic research.
Technical control department.
Measuring technology laboratory.
Design department.
Technical service.
Pilot production.
Testing shop.
Automation (mechanization) department.
Service
Experienced workshop.
Department
Staff training service.
Instrumental department.
Design and technical service.
Chief Mechanic's Department.
Training Bureau.
Experimental and experimental workshop.
Marketing Research Bureau.
Research laboratory.
Nature Conservation Bureau.
Department of invention and patenting.

Production units

These are departments, workshops and services that directly massively create goods for their sale to end consumers. These include:

Department of material and technical supply.
Assembly and external cooperation service.
Production dispatch department.
Capital Construction Division.
Workshops for auxiliary production.
Energy-mechanical department.
Chief Power Engineer Department.
Chief Designer Department.
Manufacturing shops (assembly, machining and the like).
Special design bureau.
Repair and construction shop.
Power shop.
Mechanical repair shop.

These are the structural divisions of the organization. There are also different types of implementation: departments, laboratories, services and bureaus. Each approach has its own advantages, because of which it is chosen. Now let's look at a small example of functioning in which the structural divisions of an educational organization will operate. How do they function? What is the basis of the communication system within the organization itself when transferring data between different structural units?

An example in the educational field

Let's take a large university as a research subject. This organization is suitable due to its scale, numerous divisions and a very wide range of activities. So, first, let's highlight the administrative divisions. Each university has managing components (administration, dean's office), personnel department, accounting department, system administrators service. There may also be separate research institutes and centers.

Further, the division is already going to the level of departments. Each of them leads 4-6 groups. And if there is correspondence course, then 8-12. Thus, student groups are the smallest numerical subdivisions in large universities. These educational institutions have built literally perfect (on paper) interaction. So, the administration receives information from the Ministry of Education in general terms. Then he hands it over to the dean's offices in the planning departments, which divide all the necessary material into the required number of hours, take care of providing audiences and avoiding conflicts. This information then goes to the department, which can make suggestions.

Conclusion

As you can see, structural divisions implement the principle that ultimately allows you to get higher efficiency from activities. To bring this indicator to the highest possible level, care should be taken to ensure that each person has a clearly defined workplace instruction, which indicates the responsibilities and capabilities of each. For effective cooperation and communication, care must be taken to ensure that information flows quickly and without delays.

D.L. Shchur, Head of the Legal Department, Business and Service Publishing and Consulting Center

The regulation on the structural unit is a local normative act of the organization, which determines the procedure for creating a unit, the legal and administrative position of the unit in the structure of the organization, the tasks and functions of the unit, its rights and relationships with other units of the organization, the responsibility of the unit as a whole and its head.

Since the requirements for the provisions on structural divisions and the rules for their development are not established by legislation, each enterprise independently decides which issues of organizing the activities of a particular division should be regulated in these local regulations.

Let's start with what is meant by a structural unit and for what type of unit the recommendations below are developed.

Structural subdivision is an officially designated management body for a specific area of the organization's activities (production, service, etc.) with independent tasks, functions and responsibility for their implementation. A subdivision can be either separate (branch, representative office), or not possessing full organizational characteristics (internal). Just for the second type of subdivisions, that is, internal ones, these recommendations have been prepared.

As follows from the Qualification Handbook of the Positions of Managers, Specialists and Other Employees, approved by the decree of the Ministry of Labor of Russia dated 21.08.1998 No. 37 (as amended on 12.11.2003), the organization and remuneration department should deal with the development of regulations on structural divisions. Since such a unit is not created in every organization, usually this work is entrusted either to the personnel service, which is most often the initiator of the introduction of regulations, or to the personnel service (personnel department). The legal or legal department can also be involved in collaboration.

In some organizations, it is accepted that each structural unit independently develops regulations for itself. This practice can hardly be called correct, especially if the company has not developed uniform rules and requirements for these local regulations.

The general management of the work on the preparation of regulations on structural divisions, as a rule, is carried out by the deputy head of the organization (for personnel, for administrative and other issues).

Types of structural units

When assigning a name to a structural unit, first of all, it is necessary to determine what type of unit is being created. The most common is to structure an organization into the following divisions:

1) management ... These are subdivisions, formed according to the industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. Usually they are created in large companies, state authorities and local governments and combine smaller functional units (for example, departments, departments);

2) branches ... Treatment-and-prophylactic, medical institutions and organizations are most often structured into departments. These are usually industry or functional divisions, as well as departments that combine smaller functional divisions.

State authorities are also structured into branches (for example, branches are created in regional customs offices). As for banks and other credit institutions, then, as a rule, branches in them are created on a territorial basis and are separate structural divisions registered as branches;

3) departments ... They are also subdivisions, structured by industry and function, which, like management, ensure the implementation of individual areas of the organization's activities. Typically, such units are created in government and local government bodies; they combine smaller structural units (most often departments). Departments are also created in representative offices of foreign companies and in companies in which management is organized according to Western models;

4) departments ... Departments mean functional structural divisions responsible for a specific direction of the organization's activities or for organizational and technical support for the implementation of one or more areas of the organization's activities;

5) service ... "Service" is most often called a group of structural units united on a functional basis, having related goals, tasks and functions. In this case, the management or leadership of this group is carried out centrally by one official. For example, the service of the deputy director of personnel can unite the personnel department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Human Resources and is created to implement a unified personnel policy in the organization.

The service can also be created as a separate structural unit, formed on a functional basis and designed to ensure the activities of all structural units of the organization in the framework of the implementation of one direction. So, the security service is a structural unit that ensures the physical, technical and information security of all structural units of the organization. The labor protection service is also most often created as an independent structural unit and for the implementation of a very specific task - to coordinate labor protection activities in all structural divisions of the organization;

6) bureau ... This structural unit is created either as part of a larger division (for example, a department), or as an independent division. As an independent structural unit, a bureau is created to conduct executive activities and service the activities of other structural divisions of the organization. Basically "bureau" is traditionally called the structural units associated with "paper" (from the French. Bureau - desk) and reference work.

In addition to the above, production units are created as independent structural units (for example, workshops ) or units serving production (for example, workshops, laboratories ).

The rationale for the creation of one or another independent structural unit, as a rule, is linked to the traditions of the organization (recognized or informal), methods and goals of management. The number of personnel indirectly influences the choice of the type of department. So, for example, in organizations with an average number of employees over 700 people, labor protection bureaus are created with a staff number of 3 - 5 units (including the head). If the staff of the structural unit responsible for ensuring labor protection includes 6 units, then it is called the labor protection department.

If we turn to the organizational structure of federal executive bodies, we can find the following dependence: the staffing of the management is at least 15 - 20 units, the department within the department is at least 5 units, and the independent department is at least 10 units.

The rules and principles of structuring a commercial organization, the staffing standards of a particular unit, its management determines independently. However, it should be borne in mind that the fragmentation of the organizational structure into independent units, consisting of 2 - 3 units, whose leaders do not have the right to make managerial decisions, leads to the "dilution" of responsibility and loss of control over the activities of all structural units.

As already noted, independent divisions, in turn, can be divided into smaller structural divisions. These include:

a) sectors ... Sectors (from the Latin seco - cut, divide) are created as a result of a temporary or permanent division of a larger structural unit. Temporary structuring takes place when two or more specialists are allocated within a department to solve a specific task or carry out a specific project, headed by a chief or leading specialist; after completing the assigned task, the sector is disbanded. The main functions of the permanent sector are the implementation of a specific area of activity of the main unit or the solution of a certain range of issues. For example, in the finance department, the operating expenses financing sector, the methodology and taxation sector, the investment and lending finance sector, the securities and analysis bureau sector can be created as permanent ones; a sector for the implementation of a specific investment project can be created as a temporary one;

b) plots ... These structural units are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each site is responsible for a specific area of work. Usually, the division of a structural unit into sections is conditional and is not fixed in the staffing table (or in the structure of the organization);

c) groups ... Groups are structural units created according to the same principles as sectors, areas - they unite specialists to perform a specific task or implement a specific project. Most often, groups are temporary in nature, and their creation is not reflected in the overall structure of the organization. Usually the group operates in isolation from other specialists of the structural unit in which it was created.

The specific name of the subdivision indicates the main activity of the selected structural unit. There are several approaches to establishing the names of departments.

First of all, these are names that contain an indication of the type of department and its main functional specialization, for example: "financial department", "economic management", "X-ray diagnostic department". The name can be derived from the names of the positions of chief specialists who head these departments or oversee the activities of these departments, for example, "chief engineer service", "chief technologist department".

The name may not contain an indication of the type of unit. For example, "office," accounting, "archive", "warehouse".

Production divisions are most often given names according to the type of products manufactured or the nature of production. In this case, the name of the product (for example, "sausage shop", "foundry shop") or the main production operation (for example, "workshop for assembling car bodies", "repair and restoration workshop") is added to the designation of the type of subdivision.

In the event that a structural unit is assigned tasks corresponding to the tasks of two or more units, then this is reflected in the name - for example, "financial and economic department", "marketing and sales department", etc.

There are no rules for establishing the names of structural units in the legislation - as a rule, organizations assign them independently, taking into account the above rules. Previously, state-owned enterprises were guided by the officially approved staffing standards for the number of structural units, the Unified Nomenclature of Employee Positions (Resolution of the USSR State Committee for Labor dated 09.09.1967 No. 443) and the Nomenclature of Managerial Personnel Positions of Enterprises, Institutions and Organizations (Resolution of the USSR State Committee for Labor, USSR State Statistics Committee and USSR Ministry of Finance dated 03.06. 1988).

At present, to determine the name of the structural unit, it is advisable to use the already mentioned Qualification Reference Book of the positions of managers, employees and other specialists, containing the names of the heads of divisions common to all sectors of the economy (heads of departments, heads of laboratories, etc.). In addition, when solving this issue, one should also be guided by the All-Russian Classifier of Workers' Professions, Employee Positions and Wage Grades (OKPDTR).

The composition of the requisites of the Regulations

The main details of the position<*>about the structural unit as a document are:

1) the name of the organization;

2) the name of the document (in this case - the Regulation);

3) registration number;

4) the title to the text (in this case, it is formulated as an answer to the question about which structural unit this Regulation is, for example: “On the financial department”, “On the personnel department”);

5) stamp of approval. As a rule, the provisions on structural divisions are approved by the head of the organization (directly or by a special administrative act). Constituent documents or local regulations of the organization, the right to approve regulations on structural units may be granted to other officials (for example, the deputy head of the organization for personnel). In some organizations, it is accepted that the provisions on structural divisions are approved by the body authorized by the founders (participants) of the legal entity;

6) text;

7) marks of approval (if the Regulation, in accordance with the rules adopted in the organization, is subject to external approval, then the approval stamp is affixed, if only to the internal one, then the approval visa). Usually, the draft Regulation only goes through internal approval. The list of structural divisions with which it is coordinated is determined by the organization independently.

The draft Regulation on the structural unit is subject to approval:

With a superior manager (if the unit is part of a larger unit);

With the deputy head of the organization in charge of the activities of the unit in accordance with the distribution of responsibilities between the executives;

With the head of the personnel service or other department that manages personnel;

With the head of the legal or legal department, or with the organization's lawyer.

In order to avoid inaccuracies in the wording of the division's relationship with other structural divisions, duplication of functions in the regulations on different structural divisions, it is desirable that the draft Regulation was agreed with the heads of those structural units with which the division interacts. If the number of subdivisions with which the draft Regulation must be coordinated is more than three, then it is advisable to issue approval visas in the form of a separate approval sheet.

Such requisite as the date of publication may not be put down, since the date of its approval will actually be considered the date of the Regulation. Also, the number may not be indicated, since for each structural unit its own Regulation is developed.

The text of the Regulation can be structured into sections and subsections. The simplest is to structure into sections:

1. General Provisions".

2. "Goals and objectives".

3. "Functions".

4. "Rights".

More complex is the structure in which sections are added to the above sections:

"Structure and staffing";

"Management (management)";

"Interaction";

"A responsibility".

Even more complex is the structure, which includes special sections devoted to the working conditions of the unit (operating mode), control and verification of the activities of the structural unit, assessment of the quality of the unit's performance of its functions, property of the structural unit.

In order to show how the provisions on structural divisions are designed, let us take such a division as the personnel department. An example of the Regulation on the simplest, but sufficient for a technocratic organization, the activities of this unit is given in the section "PAPERS" (p. 91). To develop provisions on this model, it is sufficient to use the recommendations below for the first four sections. As for more complex models of provisions on structural divisions, one of them, prepared taking into account the recommendations for all sections, will be published in one of the following issues of the journal.

Section 1. "General Provisions"

This section of the Regulations reflects the following issues:

1.1. The place of the unit in the structure of the organization

If the organization has such a document as "Organization structure", then the place of the unit is determined on its basis. If there is no such document, then the Regulations indicate the place of the unit in the organization's management system, and also describe what this structural unit is - an independent unit or a unit that is part of a larger structural unit. In the event that the name of the unit does not allow you to determine the type of unit (for example, archive, accounting), then it is advisable to indicate in the Regulations on what rights it was created (as a department, department, etc.).

1.2. The procedure for the creation and liquidation of a subdivision

As a rule, a structural unit in a commercial organization is created by order of the head of the organization by his sole decision or in pursuance of a decision made by the founders (participants) of a legal entity or a body authorized by them. The details of the document on the basis of which the division was created are indicated when establishing the fact of the creation of the structural division.

In the same paragraph, the procedure for liquidating a unit is determined: by whom such a decision is made and by what document it is drawn up. If the employer establishes in his organization special rules for the liquidation of a unit, then here it is also advisable to describe the liquidation procedure (provide a list of liquidation measures, the timing of their implementation, the procedure for paying compensation to employees). If the organization applies the general rules for reducing the staff of the organization, then in this clause of the Regulations it is enough to limit ourselves to a reference to the relevant articles of the Labor Code of the Russian Federation.

It is highly undesirable to use the concept of “abolition of a structural unit”, since abolition means the termination of the activity of a structural unit not only as a result of the liquidation of a unit, but also as a result of its transformation into something else. However, since it is still desirable to resolve this issue, the Regulations must provide for the procedure for changing the status of a structural unit (merging with another unit, transforming it into a different type of unit, separating new structural units from its composition, joining a unit to another unit).

1.3. Subordination of the structural unit

This paragraph indicates to whom the structural unit is subordinate, that is, which official carries out the functional management of the unit's activities. As a rule, technical departments report to the technical director (chief engineer); production - to the deputy director for production issues; economic planning, marketing, sales divisions - to the deputy director for commercial issues. With such a distribution of responsibility between executives, the office, legal department, public relations department and other administrative divisions may report directly to the head of the organization.

If a structural unit is part of a larger unit (for example, a department within the management), then the Regulations indicate to whom (the name of the position) this unit is functionally subordinate.

1.4. Fundamental documents by which the unit is guided in its activities

In addition to the decisions of the head of the organization and the general local regulations of the organization, the Regulation lists special local regulations (for example, for the office - Instruction for office work in the organization, for the personnel department - Regulation on the protection of personal data of employees), as well as industry-wide and sectoral legislative acts ( for example, for accounting - the Federal Law "On Accounting", for the department for information protection - the Federal Law "On Information, Informatization and Protection of Information").

The construction of this clause of the Regulation may be as follows:

"1.4. The department carries out its activities on the basis of: _____________________________ "

(name of documents)

"1.4. In its activities, the department is guided by:

1.4.1. ______________________________________________________________________.

1.4.2. ______________________________________________________________________ "

"1.4. When solving its tasks and performing its functions, the department is guided by:

1.4.1. ________________________________________________________________________.

1.4.2. _______________________________________________________________________ "

1.5. Other

The Regulations on the structural unit may contain other information that determines the status of the unit. So, for example, the location of the structural unit can be indicated here.

In the same section of the Regulations, a list of basic terms and their definitions may be provided. It is advisable to do this in the regulations on structural divisions performing specific functions, and the staff of which includes specialists performing duties that are not related to the main tasks of the division (for example, in the Regulation on the Information Security Department, it is desirable to provide explanations of what is meant by "information leakage" , "Object of information", "opposition", etc.).

In addition, the section "General Provisions" may include other issues, which will be discussed further in the composition of other sections of the Regulations on the structural unit.

HR administration

Keywords:

1 -1

Published with permission from Lanit

"The office reaches perfection just by the time the firm declines."
12th Parkinson's Law

Under the philosophy of management, we mean the most general principles on the basis of which the structure of the organization's management is built and the 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 the philosophy of management, as well as of the philosophy of quality, 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 a two-dimensional tree diagram made up of rectangles and lines connecting them to our minds. These rectangles represent the work performed and the responsibilities and thus represent 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 considered are limited to two dimensions: up and down and across, since we operate with the limited assumption that the organizational structure should be represented on a two-dimensional diagram drawn on a flat surface.

The organizational structure itself contains nothing that would limit us in this respect. Moreover, these constraints on organizational structure often have serious and costly consequences. Here are just four of them. First, it is not cooperation that arises between individual parts of this kind of organization, but competition. There is more competition within organizations than between organizations, and this internal competition takes on much less ethical forms. Secondly, the usual way of presenting the structure of organizations makes it difficult to define the tasks of individual departments and measure the corresponding performance indicators due to the large interdependence of departments united in this way. Third, it promotes the creation of organizations that are resistant to change, especially changes in their structure; therefore, they degenerate into bureaucratic structures that do not lend themselves to adaptation. Most of these organizations learn very slowly, if at all. Fourth, the presentation of the organizational structure in the form of a two-dimensional tree limits the number and nature of possible solutions to emerging problems. In the presence of such a limitation, solutions are not possible 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 that organizations are not only ready for any change, but also capable of undergoing it. In other words, dynamic balance is needed. Obviously, to achieve this balance, the organization must have a sufficiently flexible structure. (Although flexibility does not guarantee adaptability, it is nevertheless necessary to achieve the latter).

Building a flexible or otherwise advantageous 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 for solving the problem of the 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 governance.

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 level and obeys him;
the resulting principle of the correspondence of the authority and responsibility 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 performance by employees of their duties and the coordination of various tasks;
the principle of impersonality of the 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 the qualification requirements.

The organizational structure built in accordance with these principles is called the 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 performance of each service is assessed by indicators that characterize the fulfillment of their goals and objectives. Accordingly, the system of motivation and incentives for employees is being built. In this case, 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 obtain it.

Fig. 1. Linear management structure

Benefits of a linear structure:

a clear system of interconnections between functions and departments;
a clear system of one-man management - one leader concentrates in his hands the leadership of the entire set of processes with a common goal;
clearly expressed responsibility;
quick reaction of executive units to direct instructions from their superiors.

Disadvantages of a linear structure:

lack of links dealing with strategic planning; in the work of managers at practically all levels, operational problems ("turnover") dominate over strategic ones;
a tendency to red tape and shift responsibility when solving problems that require the participation of several departments;
little flexibility and adaptability to changing situations;
the 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 the work of units usually leads to the emergence of an atmosphere of fear and disunity;
a large number of "control floors" between the workers producing the 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 top managers.

Output: in modern conditions, the disadvantages of the structure outweigh its advantages. This structure is not compatible with the modern philosophy of quality.

Linear - headquarters organizational structure

This type of organizational structure is a linear development and is designed to eliminate its most important drawback associated with the lack of strategic planning links. The line-of-staff structure includes specialized divisions (headquarters) that do not have the right to make decisions and manage any subordinate divisions, 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 the line-of-staff structure:

deeper, than linear, study of strategic issues;
some unloading of top managers;
the ability to attract external consultants and experts;
when empowering headquarters units with functional leadership, such a structure is a good first step towards more efficient 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 a linear structure, partially - in a weakened form.

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

Divisional management structure

Already by the end of the 1920s, 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 degree of independence to their production divisions, leaving the development strategy, research and development, financial and investment policy, etc., to the management of the corporation. an attempt was made to combine centralized coordination and control of activities with decentralized management. The peak of the introduction of divisional management structures fell on 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 the managers who head production departments (divisions). Structuring by divisions, as a rule, is carried out according to one of the criteria: by products (products or services) - product specialization; by focus on certain groups of consumers - consumer specialization; for the 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.

Divisional structure advantages:

it provides management of diversified enterprises with a total number of employees of the order of hundreds of thousands and geographically remote subdivisions;
provides greater flexibility and faster response to changes in the enterprise environment in comparison with linear and line - staff;
with the expansion of the boundaries of independence of departments, they become "profit centers", actively working to improve the efficiency and quality of production;
closer connection of production with consumers.

Disadvantages of a divisional structure:

a large number of "floors" of the management vertical; between workers and the production manager of the division - 3 or more management levels, between workers and the company's management - 5 or more;
the disunity of the headquarters structures of the branches from the headquarters of the company;
the main ties are vertical, therefore, there remain common for hierarchical structures shortcomings - red tape, overworked managers, poor interaction in resolving issues related to divisions, 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 linear - staff structure with all their shortcomings is preserved.

Output: 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 embody most of the ideas of the modern philosophy of quality.

Organic type of governance 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 exacerbated competition among enterprises and life demanded from enterprises high efficiency and quality of work and a quick reaction to market changes, and on the other hand, the inability of hierarchical structures to meet these conditions has become obvious. The main property of organic management structures is their ability to change their shape, adapting to changing conditions. Varieties of structures of this type are design, matrix (program-target), brigade forms of structures ... When implementing these structures, it is necessary to simultaneously change the relationship between the divisions of the enterprise. If, however, the system of planning, control, resource allocation, leadership style, methods of personnel motivation is maintained, 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 by working groups (teams). The form of the brigade organization of work is a rather ancient organizational form, it is enough to recall the workers' artels, but only since the 80s its active application began as a structure for managing an organization, in many respects directly opposite to the hierarchical type of structures. The basic principles of such a management organization are:

autonomous work of working groups (brigades);
independent decision-making by working groups and horizontal coordination of activities;
replacement of rigid administrative ties of a bureaucratic type with flexible ties;
involvement of employees from different departments for the development and solution of tasks.

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

In an organization built on these principles, functional units can be retained (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 they are part of). This form of organization is called cross-functional , in many ways it is close to matrix ... In the second case, there are no functional units as such, we will call it properly brigade ... This form is widely used in the organization. project management .

Fig. 4. Cross - functional organizational structure

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

Advantages of the brigade (cross-functional) structure:

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

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 requirements for communications.

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

Project management structure

The main principle of building the project structure is the concept of the project, which means 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. 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, 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 are fired (if they worked on a contract basis). In form, the project management structure can correspond to the following: 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 place of the project in the company's project network;
splitting resources between projects;
the complexity of the interaction of a large number of projects in the company;
complication of the development process of the organization as a whole.

Output: 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 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 project manager or target program, who is endowed with the necessary powers to implement the management process. With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project group and with other employees of functional departments who are subordinate to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of divisions, departments, services is preserved. For activities that have a clearly defined beginning and end, they form projects, for permanent activities - target 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, functions to this day, not only at Toyota, but also at many other companies around the world.

Targeted programs are managed at Toyota through functional committees. For example, when a functional committee in the field of quality assurance is created, a quality management representative is appointed by 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 teams to work on individual projects. The Quality Committee defines 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 the quality assurance indicators and examines 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. It is the responsibility of the committee to combine vertical and horizontal structures to improve the performance of the entire organization.

Fig. 6. Matrix management structure at Toyota

Matrix structure advantages:

better focus on 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 of the organization's personnel, special knowledge and competence of employees;
the relative autonomy of project teams or program committees contributes to the development of decision-making skills, management culture, professional skills in employees;
improving control over individual tasks of a project or target program;
any work is organizationally formalized, one person is appointed - the "owner" 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 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 a 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 violation of the rules and standards adopted in functional divisions due to the isolation of employees participating in a project or program from their divisions.

Output: the introduction of a matrix structure gives a good effect in organizations with a sufficiently high level of corporate culture and qualifications of employees; otherwise, disorganization of management is possible (at Toyota, the implementation 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) purposefulness of which is associated with the choice of goals, or desired outcomes, and means ( lines of conduct). This or that line of behavior involves the use of certain resources ( input quantities) for the production of goods and the provision of services ( output quantities), which for the consumer should be of greater value than the resources used. The resources consumed include labor, materials, energy, production capacity and cash. This applies equally to public and private organizations.

Traditionally, the organizational structure encompasses 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 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 view of the organizational structure does not contain any information about the cost at what cost and with the help of the means of the organization, it was possible to achieve certain results. At the same time, a more informative description of the organizational structure, which can serve as the basis for more flexible ways of structuring an organization, can be obtained on the basis of matrices of the type costs - output or type means - ends... Let us illustrate this with the example of a typical private corporation that produces some product.

Product information can be used to define the goals of an organization. To do this, for example, you can classify products by their types or quality characteristics. The structural elements responsible for ensuring the production of products or the provision of services by a consumer outside the organization are called programs and denote P1, P2 ,. ... ... , Pr. 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 marketing of products.

Services- these are the activities required to provide 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, legal services.

Activities carried out within the framework of the program and within the framework of actions for its implementation can be represented as in Fig. 7 and 8. The results of each separate 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 can be subdivided into private ones, for example, by the type of consumer (industrial or individual), the geographic area supplied or served, by types of products, etc. Private programs, in turn, can also be further subdivided.

Programs / Activities	Р1	P2	. . .	Pk
Operation Q1
Operation Q2
. . . .
Operation Qm
S1 service
Service S2
. . . .
Service Sm

Fig. 7. Scheme of interaction of activities and programs

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

Rice. 8. Scheme of interaction of activities

Similarly, you can carry out the detailing of the types of activities of activities. For example, manufacturing operations for an item can include the production of parts, sub-assemblies, and assembly, each of which can be broken down into smaller operations.

If the number of programs, as well as main and auxiliary 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 management functions (Figure 9). More than one focal point or coordination unit may be required for each activity line. In cases where the number of coordinators turns out to be too large, it is possible to use higher coordinators or coordination units ( in this context, "coordination" means precisely coordination, but not management). To carry out coordination, a group consisting of chiefs of coordinating units 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 type, consumer type, geographic area, etc. unconventional the use of characteristics of geographic location as an additional dimension of the volumetric diagram of the organizational structure (Fig. 10). In this case, it becomes necessary in regional representatives whose duty is to protect the interests of those who consume products or are influenced by the activities of the organization as a whole. Regional representatives play the role of external intermediaries who can assess the programs and various areas of the organization's activities 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 such information simultaneously from all regional representatives, the manager can get a complete picture of the effectiveness of his program in the entire service area and in each region. This allows him to more rationally allocate available resources across regions.

However, geographical location is not the only criterion for organizing the activities of external intermediaries; other criteria can be used as well. For example, an organization that supplies lubricants to various industries should have representatives not by region, but by industry (this can be automotive, aerospace, machine-tool and other industries). The utility organization can determine the responsibilities of its representatives based on the characteristics of the socio-economic situation of users.

Fig. 10. Three-dimensional organizational structure

Separation of responsibility. The considered "multidimensional" organization has something in common with the so-called "matrix organizations". However, the latter are usually two-dimensional and lack many of the important features of the organizational structures discussed, especially in terms of funding. 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 lack of matrix organizations that is the cause of the so-called "occupational schizophrenia".
Multidimensional organizational structure does not create the difficulties inherent in matrix organization. In a multidimensional organization, the functional staff whose results are purchased by the program manager treat them as an external customer and report only to the functional manager. However, when assessing the performance 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 who leads the functional team that does the work on behalf of the program is much like that of the project manager in a construction and consulting firm; he has no uncertainty about who the owner is, but he has to deal with him as a client.

M organizational structure and funding of programs. The commonly practiced (or traditional) funding of programs is only a way of preparing cost estimates for the functionality of 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 is generally not organizational-specific and does not affect organizational flexibility. This method of allocating funds between functional units guarantees only the execution of programs, while providing a more efficient than usual determination of the cost of their implementation. The multidimensional organizational structure retains 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 increases the flexibility of the organization and its ability to respond to changing internal and external conditions. It does this by dividing the organization into divisions, the viability of which depends on their ability to produce at competitive prices the goods in demand and provide the services that the consumer needs. This structure creates a market within the organization, whether it is private or public, commercial or non-profit (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 from each other, they can be expanded, reduced, eliminated or changed in any way. The performance indicator of each subdivision does not depend on similar indicators of any other subdivision, which makes it easier for the executive body to assess and monitor the activities of the subdivisions. Even the work of the executive body can be assessed autonomously in all aspects of its activities.

The multidimensional structure hinders the development of bureaucracy due to the fact that functional units or programs cannot fall prey to service units, whose procedures sometimes turn into an end in itself and become an obstacle to the achievement of the goals set by the organization. Customers inside and outside the organization control the internal suppliers of products and services; suppliers never control consumers. Such an organization is oriented towards ends, not means, while the bureaucracy is characterized by the subordination of ends to means.

Disadvantages of a multidimensional organizational structure

However, a multidimensional organizational structure, although devoid of some of the significant disadvantages inherent in conventional organizations, nevertheless cannot eliminate all the disadvantages completely. By itself, such a structural organization does not guarantee meaningful and interesting work at the 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 agility of the organization and its sensitivity to changing conditions, but serious study of this allows you to "increase flexibility" in people's ideas about the capabilities of organizations. It is this circumstance that should contribute to the emergence of new, even more perfect organizational structures.